The Nation Newspaper

Category: Jobs

  • What employers are looking for

    What employers are looking for

    Many job seekers have experienced a feeling of  frustration that after many interviews, they are yet to secure an offer of appointment.  Many things could be wrong, but there is one area we started to look at last week. What do employers want?

    You attended interviews, they asked questions, and you provided answers. But are these answered the correct answers? You don’t know. May be nobody knows for sure, except the interviewer. But there are certain qualities and attributes desired by most, if not all employers. We noted however that:

    • The point of emphasis differ from position to position

    • The requirement for entry point/low level position differs from that of senior/executive positions.

     

    Listed last week as desirable by most, if not all employers are:

    • Basic competence- ability to do what you are to be employed for;

    • Communication skills-ability to understand and pass instructions both verbal and in writing;

    • Interpersonal skills- being able to relate to others, maintain and build relationships;

    • Adaptability – ability to welcome and manage change;

    • Willingliness to learn;

    • Initiative and independence -ability to make your decisions and get result with little supervision;

    • Cooperation and collaboration- understanding and working well; and

    • Motivation-inner desire for achievement and enthusiasm. Now, let’s go on to discussion on the others in detail.

     

    Commitment

    Employers want employees that are reliable and responsible. You are expected to identify closely with the company and her needs, for better for worse. To what extent is the candidate prepared to give committed service to the company? Although the employer does not expect a promise that you will stay for twenty years, he expects a not-too-short stay and sudden exit that will cause disruption in his system. He also expects that you will be committed to doing the job at hand and giving it your best, as long as you are in employment.

     

    Integrity/character

    Employers want employees that can do things right as well as those that can do the right things. No matter your brilliance, no employer would take you if you cannot be trusted. They do not like   people with disruptive, pernicious, unstable, intolerant or any other negative character.

     

    Positive attitude

    A positive attitude to situation and circumstances is desired in all job situations. Every position has its own content of frustrations, disturbances distractions, but all of these are easily surmountable with the right mental attitude. I will tell you, an individual with “get up and go” attitude is worthy of consideration for appointment, even if he fails to meet some other job attributes/requirements.

     

    Analytical skills

    To make decisions and properly evaluate situations, candidates with analytical skills are desired by employers. The ability to make reasonable judgments and assess expected and unexpected situations is of great value on any job. Are you able to look at a given work load, set priorities and find ways to solve the most, most immediate and important problems? Will you panic and fall apart in the face of work related crisis?

     

    Personal presentation

    Employer consider that job candidates, indeed, all of their employees to be well dressed and groomed. Like they say, at least dress the part i.e. dress in a manner and way that very appropriate for the position you are planning to occupy. Always, be clean and neat.

     

    Healthy body

    To perform at all, you need to look and feel well. No employer will readily employ a sickly job candidate. It will cause disaffection and disruption of work later. Note that it is your primary responsibility to remain healthy, and functional.

    The attribute we have been discussing since last week applies mostly to entry to middle level managers, and to some extent the executive positions. However, there are some attributes that most employers desire specifically in respect of senior executives. They include the following:

    • Experience and know how. Senior manager who wants to move into new positions are expected to bring on the table expertise and practical knowledge. This is critical, as they are not only expected to work with little supervision, but also to provide leadership/coaching for their subordinates. They are  expensive, and the major reason they are wanted is that there is nobody within the system with the required experience and know- how to perform the job. You see incompetent executive represent an enormous waste and risk to the enterprise.

    • Track record of performance. The position may have because vacant because the previous occupier was eased out for poor performance. Then it is reasonable that the employer will want a replacement with proof of performance. Often history of excellent performance in previous job position(s) give comfort to the employer that if might be better this time.

     

    • Leadership. As I said earlier, senior managers are expected to provide leadership not only within then unit, but also across in the organisation. Employer therefore desire good and tested leaders. They want candidates who know how to be a leader, enjoying being a leader and fully appreciate the attendant responsibilities. He is also expected to understand team dynamics and be able to lead and function with team.

    • Administration and management competence. Aside from technical and departmental responsibilities, employers expect senior executives to be versed in administration, policy development and implementation. They need to understand management processes.

    • Intrapreneurship. As the organisation becomes large, ownership is somewhat shared, and the chief executive officer may not be in a position to see all the opportunities and threat to the business. He desires managed that would assume “ownership” and look out for business and growth opportunities. He also depends on them for product people and process improvement that will reduce waste and increased profitability.

    Now where does all these leave the job hunter? What about these in job hunting? One, jobs are lost and won often times on the basis of these attributes.

    A lot of times, more than the number of required candidates ties on the level of basic qualifications and experience. In instances like this, candidates may be chosen the basis of which seemed better on one or two of the attributes we have been discussing considered critical to the job position.

    Two, aside from your educational attainments, these desirables when combined well form your unique selling point. Three, match the key attributes you possess with the specific requirements of the employer for the position.

    This will work well if you do enough research on the job/company/industry to determine which are the most relevant and critical.

    Four, and finally, you must communication this. Even when you have the key attributes desired by an employer in a specific situation, you must endeavour to communicate it to the employer. Don’t ever assume that it is so obvious that he ought to see it. Blow your trumpet.

    Use every opportunity and contact with the employer to communicate the match (and your suitability) – application letters, telephone conversations, resume, interview, etc. Now that you have the syllabus, go win yourself some job.

     

  • Making success of job interview

    Making success of job interview

    The interview is one of the most important elements in the job search process. When an employer invites you to an interview, he/she is indicating an interest in bringing you on board. The interview gives both of you the opportunity to exchange enough information to determine if you are a good “fit” for each other. Think of an interview as a highly focused professional conversation. You should use the limited amount of time you have to learn about an employer’s needs and discuss the ways you can meet these needs. In many cases, you will interview at least twice before being hired for a position. Once in a brief screening interview and at least once again in a more serious meeting when you may also speak with many of your potential coworkers.

    The job interview is a strategic conversation with a purpose. Your goal is to show the employer that you have the skills, background, and ability to do the job and that you can successfully fit into the organisation and its culture. The interview is also your opportunity to gather information about the job, the organisation, and future career opportunities to figure out if the position and work environment are right for you.

    Most employers do not hire people based on merit alone. Personality, confidence, enthusiasm, a positive outlook, and excellent interpersonal and communication skills count heavily in the selection process.

    After your cover letter and résumé, the interview is your best opportunity to wow the employer-regardless of your background and experience. To do this, use every possible strategy to develop effective interviewing skills. The best way is to prepare a selective presentation of your background, thoughtful answers to potential interview questions, well-researched questions about the organisation, and an effective strategy to market yourself. Also consider your career goals and what the available job offers so that you can discuss both of these topics with employers. Interviewing is a skill that improves and becomes easier with practice. Check with your school career centre or your local Employment Service office to see if it offers workshops and individual videotaped mock interviews for practice.

     

    Research

    It is to your advantage to carefully research the job and the organisation. There are many ways to do this. You can request printed materials from the employer, such as annual reports and job descriptions. This is an entirely appropriate request, so don’t hesitate to make it. Use your library and career center resources. Ask colleagues, friends, and faculty about the organisation, and about any personal contacts at the organisation they might have. Look at the organisation’s home page. Knowing about the job will help you prepare a list of your qualifications so that you can show, point by point, why you are the best candidate.

     

    Practice, practice, practice

    Prepare a succinct, clear answer to each of the questions in the interview questions section. Practice answering questions with a friend, or in front of a mirror. Ask your friend to give you constructive criticism on your speaking style, mannerisms, and poise. As you practice, avoid colloquialisms, such as “like” and “you know.” Make sure you don’t script all your answers-you’ll sound as though you’re reading cue cards! It’s important to prepare yourself for talking with complete strangers.

     

    Find out logistics of interview

    The more you know, the more focused your answers will be. Find out when the interview is scheduled, what to expect during it, and how long you will be there. Also find out if you will be talking to just one person, or to several.

     

    Be prompt and professional

    Always arrive early. If you don’t know where the organisation is located, call for exact directions in advance. Leave some extra time for any traffic, parking, or unpredictable events. If you are running late, call right away and let someone know. The best time to arrive is about 10 minutes early. Give yourself the time to read your résumé one more time, to catch your breath, and to be ready for the interview. Once you’re at the office, treat everyone you encounter with respect. Be pleasant to everyone as soon as you walk in the door.

     

    Dress for success

    Wear a professional business suit. This point cannot be emphasised enough. First impressions are extremely important in the interview process. Women should avoid wearing too much jewelry or make up. Men should avoid flashy suits or wearing too much cologne. It is also important that you feel comfortable. While a suit is the standard interview attire in a business environment, if you think it is an informal environment, call before and ask. Regardless, you can never be overdressed if you are wearing a tailored suit.

     

    Be organised

    Carry a portfolio notepad or at the very least a manila file folder labeled with the employer’s name. Bring extra résumés and have the names, addresses and phone numbers of references, in case the employer asks. Also, bring a list of questions for the employer. You may refer to your list of questions to be sure you’ve gathered the information you need to make a decision. Do not be preoccupied with taking notes during the interview.

     

    Know yourself

    You will make the interview process easier for the employer if you volunteer relevant information about yourself. Think about how you want to present your strengths, experiences, education, work style, skills, and goals. Be prepared to supplement all your answers with examples that support the statements you make. It is also a good idea to review your résumé with a critical eye and identify areas that an employer might see as limitations or want further information. Think about how you can answer difficult questions accurately and positively, while keeping each answer brief.

     

    Be honest

    An interview gives the employer a chance to get to know you. While you do want to market yourself to the employer, answer each question with an honest response.

     

    Be positive

    Never say anything negative about past experiences, employers, or courses and professors. Always think of something positive about an experience and talk about that. You should also be enthusiastic. If you are genuinely interested in the job, let the interviewer know that.

     

     

  • Sharing IT platform to survive

    Sharing IT platform to survive

    For information and technology (IT) experts, it is a concept that best suits a workplace and they are not shy to introduce it. Their belief is that a shared platform will boost a company’s growth. Under the concept, firms allow their IT infrastructure to be shared by various departments/workers to reduce operational costs. The method will improve work and foster growth, writes AKINOLA AJIBADE.

    Shared platform is a concept that is gaining acceptance among companies globally. The idea ensures that an information and technology (IT) platform is shared by various departments and workers in a company. The aim is to reduce the cost of operations, engender competition and promote efficiency.

    Developed in Europe and the United States in the 90s, it has become the most sought- after concept. It has assisted companies in keeping and managing the flow of information or data among various departments and workers.

    Also, it enables organisations to co-ordinate the activities of various units  through the use of IT infrastructure, such as computers and servers.

    In bigger corporations, heads of department are linked electronically to speed up operations. There, they store information or data in a server, from where they are picked and distributed when the need arises, with minimal stress.

    The concept has helped companies in increasing the work-rate of certain categories of workers to stimulate growth.

    Before this period, companies adopted measures to improve the performance of their workers, and bring about the much-needed growth. They organised human development workshops, exposed their workers to latest information and technology communication (ICT) facilities, and provided offshore training to enhance their workers skills.

    Though the measures have succeeded in boosting performance, they have not been able to address the cost of operation. No wonder companies are eager to adopt the idea of a ‘shared platform’ to speed up activities and further engender growth. They include banks, insurance firms, maritime agencies, manufacturing companies, and oil and gas firms.

    For instance, banks in 2005 acquired a Flexcube software to ensure seamless integration of their activities. Through this, they have been coordinating their programmes to ensure good profitability. One major benefit is that the software allows banks to manage their branches, as well as provide workers with the opportunity to distribute data among themselves.

    Recently, the National Association of Microfinance Banks (NAMB), Lagos Chapter, embraced the shared platform to stimulate growth. The association partnered with Encore International Limited to provide a single platform for the over 200 microfinance banks operating in Lagos. Encore International is an IT firm based in India. The firm produces software that integrates the activities of companies for growth.

    Former NAMB Chairman, the late Olufemi Babajide, said the adoption of a shared platform for the banks was meant to stimulate the growth of the workers and the banks. He said the banks would be able to reduce the cost of production, when they share a single IT platform together.

    He said the banks spent a lot of money to install IT facilities for their operations, adding that the idea of a shared platform would improve the performance of the workers.

    He said: “What we do is to install IT equipment individually. On the average, it costs each microfinance bank a minimum of N5 million to put in place robust information and technology software for operations. By robust software, I’ m talking about a software that would help the banks to render returns, and reduce the mental and physical stress that accompanied manual rendition of accounts. Before now, each of the banks spent N15 million to install robust software for operations. What we are saying now is that we want all the banks to share a single platform and improve efficiency.”

    He said Encore International would, henceforth, provide a single platform to coordinate the activities of the banks.

    He said with a single platform in place, the banks would be able to concentrate on their core businesses, and further stimulate growth.

    “There is no economic sense in a bank installing software for as much as N10 million, in addition to annual subscription of N2  million. But with the adoption of a shared platform concept, it would be easier for the banks to have a centralised and improved method of coordinating their activities. Also, the banks will no longer pay heavily for such facilities. May be each bank will now be paying N100,000 per annum to the IT firm. This will bring about uniformity in our reporting patterns,” he added.

    According to him, the idea will bring about an efficient workforce and subsequently reduce the cost of operations to rock -bottom level.

    The concept, he said, is market driven, arguing that it would create jobs for marketers in the long run.

    Chairman, Gold Microfinance Bank Limited, Mr Lanre Abiola, said the banks are bearing the huge cost of installing and maintaining the IT facilities together. He said poor power supply has affected the operations of the facilities, adding that the banks sometimes battle with network problems. He said it is either the servers are down or the facilities are not working well.

    The development, he said, has affected the performance of the workers, and the banks in particular.

    The Chief Executive Officer, New Horizons Computer Training Centre, Mr Tim Akano, said shared platform is gaining prominence in the country. Akano said the need to maximise profits made companies to embrace the idea.

    “An average employer is interested in cutting cost as much as possible. He is interested in service delivery. He wants the best from his workers. It is a case of the fewer the merrier. Many companies have been able to increase their work process, by embracing the concept of a shared platform,” he said.

    He said companies achieve a lot by training their workers on how to exchange data through electronic means.

    Akano urged companies to acquaint themselves with IT facilities to get the best from them, adding that the idea of a shared platform is crucial to the growth of an organisation.

    “Remember, we are in an IT age. The world has gone digital. Individuals and companies are not ready to waste time. I think this informed the decision of many organisations to embrace the idea of a shared platform. Through this, they are carrying out a lot of activities together at a reduced cost,” he said.

     

     

  • ‘Poor power supply not good for business’

    ‘Poor power supply not good for business’

    Despite the privatisation of the Power Holding Company of Nigeria (PHCN), there has been no improvement in electricity supply. Companies are still generating their power or relying on generators. This is not good for business, says Mr. Kayode Oluwasegun-Ojo, Managing Director of Nigerian Aviation Handling Company (NAHCo) Plc. In this interview with   KELVIN
    OSA-OKUNBOR, he argues that inadequate power is a “private-sector problem, which is affecting NAHCo a bit”, adding: “We sincerely hope that with the privatisation of power, we will see its impact on our cost profile and we can become more profitable and give our shareholders more dividends”.

    That has been the experience running NAHCo, after 35 years of its existence?

    It is a remarkable feat that the company is still doing well after all these years. Many companies that started about the same time have fallen out of business.

    Though I was not here when the company started, it has come a long way in doing what it knows how to do best. That is just the first perspective, general business, in relation to an industry where we provide a service, in the aviation industry.

    I would like to remind stakeholders that the aviation is about the youngest service industry around the world, compared to either the banking industry or others.

    Even, the brewing industry is older. The aviation industry started about the time the first aircraft was airborne.

    In Nigeria, KLM Airlines is about the oldest. So, if you situate the 35 years of existence of NAHCo within the context of how old the aviation industry is in Nigeria, you will agree that the company has done well.

    What factors are you using as the benchmark for performance?

    Generally speaking, I think aviation in Nigeria has done well. Just as NAHCo in the period under review has done well also.

    One of reasons we believe we have done well is the industry is international and we have carried out operations within the parameters of international standards . We have transformed over the years from being a former state-owned enterprise to a publicly owned company.

    The government used to own 60 per cent equity in NAHCo.

    But today, the company is fully quoted on the Nigerian Stock Exchange and has alliance with an international brand – the Aviance Group, a global leader in ground handling. Our alliance partner operates in over 117 airports across the world.

    We have after the privatisation of the company obtained and retained the international ground handling certification – ISAGO certification.

    As a global leader in the business, others have followed us in Nigeria to pursue same certification.

    NAHCo is the first in West Africa to secure the ISAGO certification.

    What are your plans?

    Our plans for the future is to continue the transformation by diversifying into other areas of related business as well as expanding along the West and Central African Coast to replicate similar business of ground handling and passenger ramp services .

    We are planning to extend to these countries what we have done successfully in Nigeria since the past 35 years.

    What has been the winning strategy for NAHCo after its privatisation years ago?

    The hand of God has been upon this company. This is aptly so because I am a man of faith. The second factor NAHCo has moved from one level of accomplishment to another is the corporate policy of insisting on certain standards of services we render.

    We follow as much as possible high standards of corporate governance. This has helped us to finetune our processes even in the recruitment of key persons from competitive sectors of the economy .

    In NAHCo we pursue issues that are value based. This singular strategy has accelerated the growth of NAHCo. It moves in the direction where it can yield returns on investments.

    So, we always look out for what will give us the best in Nigeria; that I think is responsible for our achievements as a company.

    What is the relationship between the level of success and adherence to the principles of corporate governance?

    We have policies that are value driven. This is how we pursue the policy of corporate governance in our operations.

    About four years ago, NAHCo voluntarily invited a team from the International Air Transport Association (IATA) to put in place the process that led to our international certification.

    That, for us, is a strategy for international benchmarking. Iy required opening up our operations to a lot of standards, rigours and that has helped us to achieve some success.

    We have also done some local adaptations, but it does not tamper down the standards of our operations. All these have helped us to attain some level of success.

    In our line of business, the minimum standards of safety must be maintained for our clients, who insist on global standards anywhere their aircraft require handling by our personnel.

    We must not compromise on safety and security of our operations . We must strive at all times to keep to our operational standards .

    What is the relationship between NAHCO and Nigeria Customs Service at the Lagos Airport, in view of the recent closure of your bonded warehouse over allegations of poor documentation of cargo?

    We are working hard to engage all stakeholders in the sector including the Nigeria Customs Service. Last year, the warehouses of NAHCo and SAHCOL were shut down over a lot of procedural issues, and the processes of running the warehouses.

    After that experience, we sat down with officials of Customs and other stakeholders, including cargo and clearing agents, and signed a memorandum of understanding stating how we would operate, including the dos and don’ts.

    From that time till date, we have been adhering to the template of the agreement we signed as a guideline.

    One thing I want us to take on board is that if you operate in a bonded Customs warehouse as we do, there must be some level of cooperation between all operators and personnel of the Customs. Such cooperation NAHCo has enjoyed in the past 35 years and will continue to enjoy.

    So, we work hand-in-hand with them to ensure things are done properly in line with international standards. We would ensure that neither NAHCo nor Customs loses out to other stakeholders.

    How has the influx of foreign airlines, especially since 2008 impacted on your business? What is your projection for the future?

    We are in the secondary end of the value chain; the primary decision to fly an airline is taken by passengers and the primary decision to consign goods is taken by a consignee. We do business with the airlines; we are the service providers and not at the retail end. However, of the over 30 foreign airlines that come in, we handle 85 per cent of them including their cargoes. You are right that since 2008, a lot of airlines have come in and I would say we have been able to maintain the same ratio in terms of keeping ourselves at that top.

    On outbound passengers, we will still benefit because we are at the secondary end of the market. As far as we still remain a prosperous country of 170 million people, who have the means to fly for leisure, business and education, we are still on ground as it were to deal with the request of the airlines to be carrying those passengers. In fact, we will say that our joy will be to see a lot more of local participation without compromise for international standards. Our pride in nahco is that we are a Nigerian company; we have been working with foreign airlines for 35 years, delivering services in a local context, but with international standards.

    What are the major challenges confronting your business?

    This is not a nahco alone problem, but a significant problem for the private sector. It has affected us a bit. We run several generators and provide some infrastructure around the airports such as Closed Circuit Television (CCTVs), and a lot of other things. At the end of the day, because the primary issue in this industry revolves around safety and security, we cannot but do these things because if we don’t, we might not be in business.

    If you look at our results in 2011 and 2012, at the profit and loss, you will see that we have been spending lots of money to maintain those things. It’s part of the cost of doing business, but we sincerely hope and pray that with the privatisation of power and other reforms being undertaken by the Federal Government, we will see the impacts of those things on our cost profile and we can become more profitable and give our shareholders more dividends.

    How secured are your warehouses across the country?

    We have moved away from the manual disposition of the pre-2010 era. We are using technology and have recorded a lot of gains. For obvious reasons, I won’t tell you more than that. We are no longer relying on human beings to find out when things occur. This has prevented a lot of things; it has also detected a lot of things. If you go to our Lagos warehouse, you will notice that there is an inscription that says “this place is covered by CCTV.” You can do whatever you like, but we will definitely catch up with you.

    How are you tackling the challenge of luggage delay at the airport?

    There are a few clarifications we have to make in this area. First of all, we are a ground handling company, which means we provide service at an infrastructure owned by the Federal Government. So, we do not own the carousels, which take the luggage to customers. However, we have strict service level agreement with our airlines and I am somebody who flies pretty regularly and I also have people who do mystery shopping for us in nahco. I want to tell you that in the last five to six months, there have been significant improvement in terms of timing of when people get their bags. However, if there is power outage in the whole of a terminal building, that remains a challenge. But in terms of people getting out their baggage on time, I believe this has improved significantly.

    How do intend to extend the frontiers of the business in Africa and beyond?

    In terms of the geographic expansion, it our plans for expansion will be aviation and aviation related areas of business.

    One of the best ways to solve a problem according to mathematics is to move from the known to unknown areas.

    So, our approach is to start from what we know , which is aviation ground handling into other areas of business.

    In the first instance, we will stay within our industry competence, before we will seek to enlarge other opportunities, as they present themselves on a case by case basis.

    NAHCo is one of the few companies that are successful after privatisation and is one of the few publicly quoted in aviation industry. What is the relationship with shareholders?

    The first objective of a company is to preserve and build value. This exactly we have done. The performance of the company is good in the stock market.

    We have tried to keep faith with our shareholders. We are a profit oriented company. In 2005, nahcoaviance was privatized and subsequently listed on The Nigerian Stock Exchange in 2006. The company is now owned by over 80, 000 shareholders, including two international airlines – Air France and Lufthansa; as well as local investors; Sycor Private Investment Limited and Rosehill Group Nigeria Limited. The company’s stock exchange symbol is “Nahco”.

    We have always place the interest of our shareholders first and we try to satisfy them. We pay dividends. Though the shareholders will always ask for more. We have the confidence of our shareholders. The performance of the company in the stock exchange is ok.

    NAHCo has a strong alliance with aviance. How has that impacted your business?

    Nahco has developed strategic global alliances through its membership of aviance, the alliance of 10 reputable airport service providers operating from 112 stations in 17 countries. We have a cordial relationship with our partners and we have abided by the MoUs we have with them. The partnership has made us a global player and helped us to maintain international standards. The partnership has helped to train our staff.

    How much has the company invested on training and equipment?

    Prior to transformation the budget for training and equipment was small. But, we have increased that now significantly.

    We have invested more than $50 million in equipment and modernising our warehouses. Training has helped us to retain our international clients. In the last three to four years, we have invested more than N600 million on local and international training of our staff. We are a service provider and so, training is key. We provide value and build value through training.

    When I took over as the Chief Executive of the company, most of the company’s equipment were more than 20 to 30 years old. In the last three years we have invested heavily in equipment and I am proud to say that our equipment are now less than three years old.

    What is your market share of the ground handling operation market?

    There are many airlines that fly into Nigeria. We remain the leader in the market. We have achieved this through innovation, trust and integrity.

    We are the first company to expand facilities and pursue certification. Our competence and integrity have helped us to remain the leader in the market. We are passionate about service as a company. We will continue to leverage on improved services as a way of retaining our position as a leader in the service sector. This has helped us to maintain a leading position.

    We control 85 per cent of the ground handling operations. The company serves more than 35 airlines at seven airports across Nigeria, with plans to expand operations to other African countries.

    What are the biggest challenges?

    Infrastructure at most of the airports. Power supply is the biggest challenge. It has increased the cost of operations. We are hopeful that with privatisation of the power sector, things will improve. We are also recommending to the government that there should be an independent power project for the airports. This will enhance power supply to the airports.

    Also as a leader in ground handling operations in Nigeria, we are the target of attacks by our competitors We are, however, not averse to healthy competition.

     

  • ‘Nigeria is investment unfriendly’

    ‘Nigeria is investment unfriendly’

    Many things make Nigeria unfriendly for investors, especially in pharmaceutical business. Some of these things, according to the Chief Executive Officer of Emzor Pharmaceuticals, Dr Stella Okoli, are epileptic power, decaying infrastructure and lack of incentives. Despite these challenges, she still has faith in Nigeria. Things, she tells Assistant Editor MUYIWA LUCAS, in this interview, will get better if the government and the people patronise made-in-Nigeria goods.

    Nigeria’s business environment is believed to be peculiar. How are you coping?

    The world has become a tougher place and it is getting tougher daily. Emzor is a Nigerian company and Nigeria is not left out of global happenings; we have experienced these hard economic climate. But we try to do our best and we look for a window of opportunity and we try and tap in there. Some of the people we started with have either fallen by the way side or are not as successful as we are. Several factors account for this.

    What is responsible for the high mortality rate of businesses in the country?

    Bank loans with high interest rate is one of the major factors. Since we don’t have long-term money in this country, it is a great challenge. But we, by the special grace of God, will continue to make our mark. I tell people that this is our country and God didn’t make a mistake to put us here; so everybody should work hard to make a mark. Nigeria is the investment destination of the world, so why can’t we, the owners of the country, excel and be at the top of the economy? Why should only expatriates come in and take away the best of our country?

    Would you say investing in the country is worth the while given the policy inconsistencies and an unfriendly business environment?

    I think it is a hard question to answer. We invested nearly 30 years ago when the naira was stronger in value than the United States dollars; but now the reverse is the case. So if you look at it from that perspective, you may probably say we lost some values, but that is also very difficult to measure. We don’t regret our investment here, we just find a way to be better; every mistake made in business is an opportunity to learn and to move forward. My definition of success is “falling down seven times and getting up eight times.” It is worth investing in Nigeria; we may not get it right all the time but I can tell you that our country is a land of milk and honey; we may not get everything right 100 per cent, but we are on the road to that. If you read Mr. President’s Transformation Agenda, and if it is well implemented and actualised, then this country will be a force to be reckoned with globally. Some of the challenges we have is the problem of implementation; and that is where leadership comes in-you have to constantly measure, monitor, strategise, re-strategise and fine tune and put the enabling environment in place for business to flourish.

    The state of the health sector is appalling. What do you think is needed to revive the sector?

    The situation is disheartening because we had the best medical school before; very brilliant students who go abroad to do specialist courses. But what has happened is that there has been a sort of decay in the country. The education system is not working well and that has affected the health sector because if you are not churning out knowledgeable medical students, how on earth are they going to be good doctors and run the health system properly? It is this same thing that has affected all the para medics-nurses, pharmacists, physiotherapists and the others. The other problem is that of brain drain as all the brilliant people trained in Nigeria have left and gone abroad where they are making their marks, especially in science related fields. Most of these people love this country and would like to come back. They should be attracted to return. People should be trained and retrained to improve their knowledge base.

    In developing the sector, will Emzor Pharmaceutical be involved in setting up training centres for pharmaceutical technicians?

    Yes, we are already doing that, because we have some subsidiaries. Once you are in a medical institution or health care sector, there are a lot of opportunities. For instance, we have a subsidiary called Emzor Hesco, which is to provide hospital equipment and sundries. In University of Ibadan, we have set up a shop in the hospital where doctors can rent these critical equipment for use; it is done in partnership with ASCOLAB of Germany. Then we are also paying a lot of attention to training because that is what has taken us this far. The largest room in the world is improvement and our people are excited about this.

    Counterfeiting is a major problem in the country. How have you been able to prevent Emzor paracetamol from being counterfeited?

    When we started, we didn’t know much about manufacturing, but we got a lot of tips from people all over the world who were into manufacturing before us. We have tamper -proof packaging. We also ensure that our products are popular and affordable and are also everywhere. They start faking a product that is popular but not available and affordable. What we do is that we have devices like ROPP caps for our liquids and for the tablets we try to use tamper by the blisters. We ensure we have the right seal to make sure it is tamper proof and make sure we use the right products and ensure our quality is at the top. We do not cut corners at all because it is dangerous to do so. We also work with all our agencies, such as NAFDAC (National Agency for Foods Drugs Administration and Control) to ensure that we work together to minimise fake drugs or abolish it.

    There is Made-in-Nigeria policy which the government has failed to implement. How much impact does this have on local investors?

    It is unfortunate that we don’t seem to be patriotic enough in Nigeria. Everywhere you go, it is the citizens that build their country; so we would only be deceiving ourselves to think that foreigners will build our country for us. It is sad that government does not patronise Made-in-Nigeria goods. In the pharmaceutical industry, the national drug policy is that 70 per cent of the drugs used in the hospitals should come from local manufacturers; but most of the new entrants don’t even know that this policy exists. We have called the attention of the powers-that-be and we have been promised that it will be addressed, and we shall hold them to their words.

    Any plan of getting quoted on the Stock Exchange?

    Very soon, that will happen. You have to know that when you go to the market, you don’t just go there for jamboree to join the bandwagon. You go there when you are ready and know what you are doing, equipped with good information. What we are doing at the moment is to gather information and then we are preparing ourself. The market will punish you if you are not ready before you go in to it.

    What does it feel like being a female CEO managing such a successful pharmaceutical company?

    It is a really a tough job, but God does not give you a thing without giving you the grace to carry it. I was going to study engineering but I found myself in pharmacy, and in manufacturing for that matter. Manufacturing in a Third World country can be very challenging; but we are still marching on, we thank God for that. I say to people, what you can do today, please don’t leave it till tomorrow because it might be too late. It is hard sometimes for people to understand. But through consistency, and reinforcing, I have been able to hold on, with the support of people around me. I have good people around me that can represent me well. You have to invest in people- by training and retraining them constantly. Even ourselves, we have to train and retrain constantly. The essence of life is to give hope to people and believe in them. You cannot say you have a successful company or business when people around you don’t know what is happening. Through consistent training, I can tell you that I have been able to raise champions that are now even better than myself.

    Would you say your vision for Emzor Pharmaceuticals has been realised?

    The vision for Emzor is to be a world-class leader in the healthcare sector. The healthcare industry is expanding all the time. We are trying our best because we have subsidiaries- we are producing quality products at affordable prices; we now have Emzor Hescco, which is the hospital arm. We recently had an exhibition of our hospital equipment like beds, theatre equipment, etc. We have “well-o-cracy” which is our mantra; we see a world where everyone is healthy and have access to affordable drugs and services; this is our gift to the world and to Nigerians.

    There are a few people left in your line of business. Why do you think this is so?

    The Nigerian environment, as it is, is not investment friendly because if you don’t have power, infrastructure, incentives, then there is a problem. Investment will only flow to a place where you have these facilities. In Nigeria there is a lot of attempts and things being done to make sure that the situation changes because when that happens, it is those that have been steadfast and truly believe in Nigeria that will benefit; I believe in my country, it is just that we are not getting things right but that does not stop me from being consistent because I know that things will get better, and in this, we have to thank the press because you have also been consistent in sensitising people. I am sure that we are going to get a better Nigeria. When I was born, Nigeria was beautiful; when I started my business, Nigeria was good, but along the line it changed; however, we thank God now because we are now going to take our rightful place as the giant of Africa. Then real investors will come in but you must note that the most important investor in any country is the people of that country because if we don’t invest in our country who will do so for us genuinely? What this means is that Nigerians need to be empowered to be able to do this, and what we make in Nigeria must be used by Nigerians; that is the next job to be done. There were more players in the sector before the indigenous manufacturers entered the scene. There hasn’t been a lot of encouragement, and it has really been neglected over the years. You will find out that people have taken their money and put it elsewhere to either trade or do other businesses. But with what the minister and banks are doing, we are planning to revive the sector and we are hopeful that we will be lucky to do this. It is a security for a country to ensure that it has its own pharmaceuticals because if we don’t and there is a crisis in the country, it means that we will continue to depend on outsiders for something that is vital to us.

    If you were made the Minister of Trade, Commerce and Industry, what will be your immediate priority?

    I will not be made minister of trade, commerce and industry because I am actually a mother of ministers. I am a grandmother; in my capacity, I am in advocacy and I play advisory roles to ministers, so I will continue in that role. If I had wanted to be a minister, then it would have been several years ago. But now, I am in advocacy for the betterment of the youth and the industry. But if I were, I will create a more enabling environment; they are trying presently, but a lot more still needs to be done. Thank God, the president has unveiled the master plan for industrial growth, but that is at the micro and SMEs (Small and Medium Scale Enterprises) level. We must grow industrial giants in this country at all levels and across all fields of human endeavour so that our people can know that they can do it and they can also be “Bill Gates.” It is important that it is done. There must be a long term fund in this country without which industries cannot survive in this country.

    Can you give the younger generation tips on how to own a successful business?

    What is worth doing at all, is worth doing well. Don’t cut corners in your business, you need to have passion, be committed, love what you do, because if you don’t love what you do, then you can’t be successful; you need to plan and look at world best practice and benchmark. You need to study role models you want to be like; read their success stories, and don’t queue into the negative side of life, because in this country, there are a lot of people that like to tell stories; story tellers are time wasters, and you can’t afford that. You should associate yourself with people who are focused and read a lot of books and leverage on the influence of internet positively. It is a lot easier for people to succeed these days than when we started because you can now easily get access to information that can help your business. Don’t look at the negatives; and don’t be in a rush to make money; the most important thing in life is to make your people happier than when you met them. It is very important that you make that mark and then you also have fulfilment. God wants you to make a difference and you have to make the difference.

    How do you unwind with your tight schedule?

    What I find out is that the presence of the Lord is awesome. I unwind listening to Christian music and tapes; that is the best for me. I also read books and try to mix with my friends.

     

     

  • ‘Budget delay inimical to private sector’s interest’

    ‘Budget delay inimical to private sector’s interest’

    For the Organised Private Sector (OPS), these are not the best of times. Faced with a stifling environment, the sector is operating below its optimum. In this interview with OKWY IROEGBU-CHIKEZIE, President, Nigeria Association of Chambers of Commerce, Industry, Mines and Agriculture (NACCIMA) Alhaji Mohammed Badaru Abubakar speaks on the challenges facing the sector and calls on the government to create a conducive environment for businesses to thrive.

    How can members of NACCIMA benefit from the National Enterprise Development Programme (NEDEP) just launched by the Federal Government?

    Our members who are business operators would benefit from the programme, designed to create at least 3.5 million jobs across the country through the development of the Micro, Small and Medium Enterprise (MSME) sector, which is the engine of economic growth. We expect that NEDEP, spearheaded by the Federal Ministry of Industry, Trade and Investment (MITI), in collaboration with major drivers, such as Bank of Industry (BoI), Small and Medium Enterprises Development Agency of Nigeria (SMEDAN) and Industrial Training Fund (ITF), would harness the vast opportunities in the MSME sector to drive inclusive economic growth through skills acquisition, entrepreneurship training, business financing, employment generation as well as wealth creation.

    How favourable is the interest rate to members of your association?

    The Central Bank of Nigeria (CBN) and its monetary policy committee have done a good job of maintaining stability in the economy. However, we are still worried that the Monetary Policy Rate (MPR), which, at 12 per cent, is high and keeps the interest rate high and expensive to borrowers. No bank lends to customers at single digit, which is below its cost of 12 per cent. With the current interest rate hovering between 17 per cent and 28 per cent, for a growing economy like ours, it will be difficult to achieve the desired economic growth and motivate indigenous entrepreneurs to establish businesses since they will not be competitive with their foreign counterparts who obtain funds from their countries at single digits and invest in the Nigerian economy.

    How best can the mystery of the alleged missing $20billion Nigeria National Petroleum Corporation (NNPC) fund be unravelled?

    We believe the best way to unravel the $20billion NNPC missing fund is to adopt the two proposed options of forensic audit and the use of international experts to see if the two options will give the same result.

    Do you think the suspension of the CBN Governor Lamido Sanusi would cause a change in the monetary and fiscal policy? What will be the effect of his suspension on the real sector?

    The monetary and fiscal policy is institutional and not tied to an individual. though one can safely say that Sanusi did well, the government should ensure that the monetary and fiscal policy guidelines are more stable and business-friendly and in a manner that would positively impact the real sector.

    How can Nigeria diversify its economy? Any hope for the solid mineral sector?

    The need to promote non-oil exports in an economy such as ours cannot cannot be taken lightly given the global trend to boost trading relations among nations. Given the focus of the government to diversify the economy from mono economy (i.e. oil) by promoting non-oil exports, with numerous incentives put in place to attract investors in the non-oil sector of the economy (agric, manufacturing, solid minerals, etc), the impact so far recorded is still below expectation. With the recently launched NEDEP and the Nigerian Industrial Revolution Plan (NIRP), if the government, in collaboration with members of the private sector implement both programmes, we believe that in a very short period of time, Nigeria will move from a mono-economy to a diversified economy via other sectors such as solid minerals, which is yet to be fully exploited. We can see what is going on with cement, orange juice, and at present, mining activities in Zamfara State by the Chinese, as well as the announcement by the government that four foreign companies would soon begin the mining of gold and iron ore in Kebbi, Osun and Kogi states while more than 20 foreign firms from Australia, Canada, United Kingdom, Italy, China, Republic of Niger, India, South Africa and Ukraine have obtained exploration licenses to carry out solid minerals exploration across the country. There is need for government to demonstrate the political will and transparency to ensure the realisation of the objectives of the two programmes.

    What are the challenges facing NACCIMA members?

    Despite being proactive in the pursuit of our advocacy drive, members of NACCIMA are faced with challenges such as poor infrastructural facilities (especially roads, power and energy supply), resulting in high operational cost due to huge investments in private electricity generation and transportation. We are aware that government is working very hard to solve the power problem. Again, the worsening state of insecurity in Nigeria, especially the sectarian violence in the North and kidnapping in the Southsouth and Southeastern, resulting in serious threat to lives and property, as well as resurgence of armed banditry and robberies, have hampered the operations of our members in these zones. Other challenges encountered by our members are late release of budgets, a highly politicised environment in which business and economic activities are carried out, resulting in some conflicting polices/goals that affect optimal efficiency in service delivery and advocacy. The timing of our budgets such as crafting, submission to the legislators for discussion and subsequent signing into law by Mr. President, and presentation to the nation require serious attention. A neat budget should reach the President by November while every ministry, department, and agency should receive their release in December to enable them start implementation in the coming year.

    How can the government meet the expectations of your members?

    Government can meet our expectations through the provision of adequate infrastructure, especially in power supply and transportation. There is, therefore, the need to accelerate the completion of the on-going power sector reforms to improve the generating power capacity of below 4000 Megawatts (MW ) to at least 10,000 MW by the end of the year. There is need to put in place an effective transport system management by providing adequate and reliable infrastructure for road, rail, air and waterways transportation in order to achieve supply chain efficiencies. All these we canvass should be done through effective PPP (Public-Private Partnership) synergy for optimal result to be achieved. There is  also the need to ensure efficient and effective security system that promotes business and investment climate, as well as guarantees lives and property of the citizens. The PPP model could be adopted by collaborating with NACCIMA and private security agencies to achieve a lasting solution to the war against crime, terrorism and other vices currently besetting our nation. Government should give serious consideration to dealing with institutions such as NACCIMA, Manufactures Association of Nigeria ( MAN), Nigeria Employers  Consultative Association (NECA), and  the  Nigerian Economic Summit Group (NESG) rather than individuals on all government committees critical to the growth and development of the industrial/business sector in the country. This can be achieved by making membership of Chambers of Commerce compulsory to all business operators, which would also serve a dual purpose of reducing or even eliminating fraudsters in the economy.

    How much employment has NACCIMA generated in recent times?

    Let me state clearly that membership of NACCIMA is made up of operators in the Small, Medium and Large Enterprises meant to create wealth, which in turn create jobs.  So, we only motivate them to create the jobs.

    The co-ordinating Minister of the Economy reportedly said the government was working hard to strengthen the income drive of the Nigeria Customs Service (NCS) and Federal Inland Revenue Service (FIRS). What is the implication of this to local industries, especially given the competition from imported goods?

    While we are not against strengthening NCS and FIRS, we, however, wish to state that Customs should not be seen as a revenue-generating agency of government, rather a trade facilitating agency. If this is done, it will enhance the competitiveness of local industries from imported goods. For FIRS, we support the strengthening by government as long as the enabling environment and additional incentives are provided for businesses to thrive and be better positioned to pay their taxes as and when due.

    How can export trade be encouraged for local manufacturers?

    The government should continue to identify and promote those products, which we believe Nigeria has competitive and comparative advantage of producing and exporting. Create additional incentives and with all the incentives made to work more transparently.

    What is the success level of the government’s port reforms?

    We are aware that considerable efforts have been made by the government on port reforms. However, the success level recorded is still low compared with the expected result, as the 24-hour target for cargo clearance process is not yet achieved. But we believe the government and her agencies could still do better.

    Has the government delivered on its backward integration programme in sugar, cement and cassava, among others?

    We can say with all sense of responsibility that some level of success has been achieved especially for cement. With regard to sugar, progress is being made and it will take some time, but we believe it will be another success story since N3 billion has been invested into the sector. On cassava, progress is still slow with rudimentary techniques still being adopted by most peasant farmers.

    What is the Chamber’s position on the fiscal policies and plans for the real sector?

    Our position is that they are good policies, but government should continue to have the political will to implement them transparently.

    The mortality rate of small businesses is rising by the day. How can this be curbed?

    Various factors account for the rising mortality rate of SMEs in the country, such as poor an enabling environment (lack of infrastructure, incentives, funding provided by government for businesses, financial mismanagement, lack of basic business capacity in terms of knowledge, skills & attitude). Others are non-recruitment of qualified personnel resulting in poor record keeping, especially accounting books, low capacity to invest in research and development (R&D), ICT (information and communications technology) and e-commerce, including lack of standardisation of products and limited access to markets. We believe the mortality rate of SMEs will reduce drastically if the NEDEP and the NIRP are implemented effectively.

    How has insecurity affected businesses in the northern part of the country?

    As a matter of fact, it is clear that the Agricultural Transformation Agenda of the Federal Government cannot be sustained or realised in a tensed atmosphere occasioned by insecurity in the North. No doubt, the insecurity in the North has had serious negative consequence on businesses operating in the region, as most of them have either shut operations or are relocating from the high-risk areas in the North. Business can only thrive in a conducive and peaceful environment, which would guarantee return on investment.

     

  • Clearing the route for job seekers

    Clearing the route for job seekers

    For many graduates, getting a job after school is an uphill task. But Sterling Bank is doing something to help them. Through its Get Ready for Work (GRFW) concert, it is grooming graduates to get good jobs or become job creators. COLLINS NWEZE writes.

    The transition from school to work is difficult for many graduates. To address this gap, a bank is grooming graduates to become self-employed, or get the right skills to secure their dream jobs.

    Sterling Bank is changing the mindset of graduates towards entrepreneurship. It is equipping them with skills to bridge the gap between employee expectations and employer requirements. The bank’s ‘Get Ready for Work’(GRFW) Concert, which holds yearly, is one of its initiatives to achieve this objective.

    At the event, held last week in Ibadan, the Oyo State capital, over 2,500 graduates listened to life and career coaches on what it takes to either become entrepreneurs or get hired by reputable firms.

    Its Chief Financial Officer (CFO), Abubakar Suleiman, said the concert was conceived to help the bank actualise its corporate social responsibility drive in the education sector. It addressed undergraduates, National Youth Service Corps (NYSC) members and fresh graduates on getting their careers built on a solid foundation.

    Suleiman said the bank discovered that many youngsters, who secured employment after school cannot relate with their colleagues, through emails or make presentations when the need arises.

    He said the exercise is a way of bridging the skills gap in the employment market, adding that the concert has changed the mindset of graduates towards entrepreneurship by encouraging them to start their business rather than seeking employment.

    Suleiman said the concert would be held quarterly to project Sterling Bank as a brand that believes in youth entrepreneurs, and willing to catch them young and project them to the next level in their businesses.

    “The concert will be moved round states across the country to increase participation and reduce a common place factor,” he said.

    Leadership, Effectiveness, Accountability and Professionalism (LEAP) Africa Executive Director Iyadunni Olubode said the non-governmental organisation was excited to be part of the concert. She said the exercise was a sustainability programme, which the lender should continue to promote.

    She advised job seekers to pursue areas of passion and competence rather than high salary. She said the exercise would also enable participants change their mindset towards their contribution in the workplace rather than what they will benefit.

    Olubode said the programme would prepare the minds of “our youths on challenges in the workplace and help instill in them the confidence to communicate and relate with their colleagues.”

    Managing Director, Frontiers, Muyiwa Afolabi said the programme would transform the lives of the youth and change their mindset about their future.

    He said: “The mindset of an average youth when going to school to acquire degrees is to finish his programme and join an institution that will give him the best pay that would guarantee his future.

    Sterling Bank through this programme is bound to change this mindset to that of being entrepreneurs. Those employed will also begin to think of what they can give back to their companies and not what they stand to gain.”

    He said Nigeria’s vibrant youths present an enormous opportunity, particularly now that populations across the world are aging rapidly.

    “Youths not only need jobs, but also need to create them. Nigeria’s growing labour force can be an asset in the global market place. Realising this brighter vision for Nigeria’s future would require a clearer understanding of how to benefit from this asset,” he said.

    Sterling Bank’s Group Head, Strategy and Communication, Shina Atilola said the high unemployment rate was the primary reason for the concert.

    Co-founder of Jobberman Olalekan Olude told the story of how he and two other friends founded the firm five years ago while still in school.

    “We were in school. It was during an industrial strike just like this. We decided to maximise the strike. Facebook had just come out then. We decided to do something online. We selected from movies, music and jobs but we settled for jobs.”

    Olude challenged the participants to become job creators, saying: “What if there are no jobs. What I have realised is that what it takes to get a job is what it takes to set up a successful company, what you need is to have a dream; be yourselves and learn to execute your every plan,” he said.

    Jobberman Managing Director, Awoyemi Opeyemi taught the participants how to write a good curriculum vitae (CV) and develop right skills for securing their dream jobs.

     

     

    The youth were also entertained by musicians like Sean Tizzle, Seyi Shay and Yetunde Omo Ibadan.

    According to the World Bank, with more than half of sub-Saharan Africa’s population now under the age of 25, and as many as 11 million young Africans expected to join the labor market every year for the next decade. This, it said, will be creating millions of productive, well-paying jobs needed to boost economic growth.

    The bank also said the exercise would significantly cut poverty, and create shared prosperity in Africa.

    The World Bank said while the modern wage sector is growing very fast in some countries, it cannot create enough jobs to meet the youth employment challenge now preoccupying governments in every corner of the continent.

    World Bank Vice President for Africa Makhtar Diop said attracting investment into large enterprises that create wage jobs in the mainstream ‘formal’ economy was critical, but it is only part of the solution to Africa’s youth employment challenge.

    Lead Economist at the World Bank Deon Filmer said for the millions of young people who are just surviving in the hidden ‘informal’ sector, they will need greater access to credit to thrive. This will be a game-changer for entrepreneurs who will prosper as African economies grow, in close cooperation with the private sector.

    He said programmes that help young people acquire a range of complementary skills are very promising.

    “Governments can approach the youth employment challenge in two important ways – by helping to improve the business environment to spark more private investment, and also by investing more in young people’s skills to create brighter life prospects for them,” he said.

     

  • 5,000 jobs coming as AMMASCO, NATA sign MoU

    5,000 jobs coming as AMMASCO, NATA sign MoU

    More than 5,000 jobs are to be created in the lubricants sub-sector of the oil industry with the signing of a Memorandum of Understanding (MoU) between AMMASCO International Limited and the Nigerian Automobile Technician Association (NATA), which gives the former the right to produce customised oil lubricant for NATA and the country. This will facilitate the supply of oil to the northern markets and provide jobs for many unemployed. TOBA AGBOOLA reports.

     

    The lubricants sub-sector of the oil industry has the capacity to generate thousands of direct and indirect jobs if all the idle capacities are utilised.

    At present, there are over 60 brands of imported lubricants in the market.

    The importation of lubricants amounts to mortgaging jobs meant for skilled workers in the country.

    Many of the lubricants are recycled oil with little or no addictive introduced into them by the manufacturers. These lubes come with undervalued invoicing and sold at cheaper rates than locally-produced ones. This has created unfavourable conditions for the local lubricants, which pass through manufacturing processes, and which make them to sell at higher prices than foreign ones.

    The Executive Secretary, Lubricant Producers Association of Nigeria (LUPAN), Mr. Emeka Obidike, said the association is concerned with the rate these imported products are allowed into the country. He said the impact of this activity, if unchecked, would not only lead to the closure of the existing plants, but a lot of jobs would be lost.

    However, hope has risen as more jobs are expected to be created as the new initiative between AMMASCO and NATA will generate more than 5,000 direct and indirect jobs to support the Federal Government’s job creation drive.

    The Chairman, AMMASCO International Limited, Alhaji Mustapha Muhammad, canvassed more refineries, adding that this would ensure the provision of raw materials for lubricant makers and jobs for the teeming unemployed youth.

    He also said in addition to facilitating the supply of oil for the consumption of the northern markets, the company has provided job opportunities for the teeming population in the country.

    According to Mustapha, the AMMASCO has created thousands of jobs since its inception in 2008.

    He said the two organisations also agreed to partner to revolutionise the sub-sector to attain global standard.

    The deal and the expansion are expected to open up other jobs in construction, management, engineering, and administrative duties.

    For instance, the company will require people to blend; engineers to work in electrical, mechanical and civil engineering departments.

    It will also require salesmen who are to make the product available to consumers in Nigeria and the entire West African sub-region.

    Lubricant sales executives are to promote whatever products or services on offer, report to the head of marketing and cover various activities, generate and follow up on leads and prospect and manage customer relationship. They are to manage a marine lubricant distribution and marketing outfit and also determine the most effective processes for commercialisation.

    The new expansion will also pave way for field canvassing marketers who introduce the brand to potential customers by visiting them.

    It will also require the services of marketers, drivers, salesmen to make the product available to consumers in Nigeria and entire West African sub-region.

    Muhammad said when he came up with the idea of setting up the company, some pessimists said it was bizarre for an investor up north to be contemplating such an idea as oil rigs are not close to the region. He said the delivery of petroleum products by the company to the admiration of its customers has cleared such reservations.

    “When you have the determination and you want to set up something of high standard, you will set it up. That is what we are doing now and we are trying to do more and more. We are now looking at the possible ways by which we can transport large quantity of crude oil in order to sustain the refinery up north so that we can give more and more employment to the teeming youths,” he said.

    National President, NATA, Comrade Michael Ajayi Omonayin, said the association had been looking for how to secure jobs for members, adding that with the MoU, more of the members will have something doing.

    He said one of the step being taking by the association is how to secure loan from Bank of Industry (BoI).

    These, according to him, will create more enytrepreneurs among the members.

    “The association and BoI are still meeting over the condition in which the loan will be disbursed since the former arrangement made it difficult for Micro-Finance Bank to access the fund. So, the association is meeting with BoI to see how they are going to make the condition more flexible for Micro-Finance.

    “On SURE-P training, the committee in charge of the training is still working; when they finish, we would let all states know when the programme is going to commerce,” he said.

    He said Ammasco’s choice was born out of its track record in the production of quality lubricants that have continued to dominate the market. According to him, a critical market survey also put Ammasco as the leading, adding that responses from various customers, many of who are members of the association, attest to the fact that Ammasco products are the best in the market.

    As part of encouraging its local production , the Standards Organisation of Nigeria (SON) has also issued ISO Certificate to Ammasco International Limited, reckoning it as one of the leading oil lubricant firms in West Africa.

    The Director General, SON, Dr Joseph Odumodu said Ammasco has proven its worth in terms of upholding standards and professionalism, adding that the agency and expect other indigenous companies to take learn from what Ammasco is doing.

    “ We are really impressed and we urge Ammasco to keep it up,” Odumodu said.

    The company has entered into an agreement with some professional groups and other corporate institutions for the blending of high quality products. Some of such bodies include the National Union of Road Transport Workers (NURTW).

    The products in the stable of AMMASCO International Ltd can be classified under four broad categories; these are: the automotive, industrial and marine lubricants, and specialty products, such as greases and oil treatments. Also, the distribution of these products have been extended to some parts of the West African sub region, such as the Niger Republic, Chad, Burkina Faso, Benin Republic and the Central African Republic, among others.

     

  • Yellow Brick Road Agency gets new chairman

    Yellow Brick Road Agency has announced the appointment of Mr. Foluso Phillips as the new Chairman of the communications agency.

    Phillips is the founder and Chairman of Phillips Consulting, the premier indigenous management consultancy in the nation. He is also the Chairman of the Nigerian Economic Summit Group and sits on the board of various organisations, including the Nigeria-South Africa Chamber of Commerce, the Special Olympics of Nigeria and the Nigerian Leadership Initiative.

    Yellow Brick Road is an integrated communications agency, which evolved from ZK Advertising in 2011. Its founders, Kaliko Olowole and Nnenna Onyewuchi, took over with the aim of changing the relationship of agencies to clients; shifting from service provider to strategic partnering

    Over the last nine years (first as ZK and later as Yellow Brick Road), the company has worked with local and international brands including FirstBank, Dangote, Oando, FCMB, ARM, PZ Cussons, SABMiller, Blackberry, The British Council and Standard Chartered. The agency was also responsible for both the launch of Celtel in Nigeria and the subsequent rebranding to Zain.

    Phillips’ experience building an international business brand over the last 21 years, makes him the ideal person to guide Yellow Brick Road on its path to becoming a nationally and internationally recognised epitome of excellence in the industry.

    On his appointment, Phillips said: “I look forward to acting as the Chairman of Yellow Brick Road as I, particularly, share their vision of transforming their role in the marketing communications industry from that of service provider to communications partner. I am also encouraged by the energy and enthusiasm of not just its management but the team as a whole.”

    Managing Director, Yellow Brick Road, Kaliko Olowole said: “We began the search for a chairman for the Agency well over two years ago and after much deliberation, we decided Phillips would be the best fit both culturally and professionally. We are deeply honoured that Phillips has agreed to be our chairman and look forward to some really exciting times ahead.”

    The Director of Strategy and co-founder Nnenna Onyewuchi, also added: “Phillips has built a strong and sustainable business, while maintaining a sterling reputation as an ethical professional. There is no better example for what we are striving to create here at Yellow Brick Road.”

  • Fishing-out your dream job: You need a game plan

    You’ve got that great résumé in hand and you are rearing

    to get on and be on your mother of all searches:- to find a job! But wait, it takes much more than having just a résumé and bristling energy to have a successful job search. You need a search game plan.

    The job hunter or career changer can find job hunting to be a frustrating experience. Fact is, it’s a job finding a job! There are no set of rules for job hunting; no magic formulas or solutions. However, by utilizing all the options available, you can make the job search more efficient and be successful in the shortest possible time.

    A successful job search starts with thorough preparation and planning. This is true, whether you are beginning your career, seeking re-employment or considering a more satisfying occupation. First and foremost assess your personal characteristics; take a good look at who you are and what you have done. This will require time and effort, but the time you invest will be worthwhile. Self-assessment can help you to decide on a realistic job objective. The information you discover will also be helpful when writing your resume, completing job applications and preparing for job interviews.

     

    The options

    In exploring career options the questions are:

    Do I want to remain in that field?

    • Would the strengths I have serve in a related field of work?

    • As a recent college graduate, could I translate my strengths into a career?

    In answering these questions, carefully consider personal circumstances, your lifestyle, health, family circumstances and financial needs. Keep these factors in mind when making career plans. Considering everything you know about yourself, try to think of some career possibilities that you could do well arid would enjoy.

     

    Organisation is key

    Staying organised in the hunt is imperative! Maintain a notebook with contact sheets for recording names and information relative to your efforts. Keep copies of all job leads or ads that you respond to. Maintain a calendar or weekly plan of action for your job hunt and record and review the number of contacts made each week.

    As stated earlier, it is job looking a job! If you are experiencing a career transition, staying in the routine of a job hunt is difficult. Remember, you are marketing yourself each and every day. Begin each day with the attitude that you are “open for business.”

    Follow the plan you established for yourself and keep with it until you’ve reached your goal. There are several techniques and strategies for effective job fishing. We shall proceed to look at them.

     

    Fishing-out your dream job:

    Networking

    Networking is a key process in job seeking, job keeping, and position advancement, in the future it will be necessary to give greater attention to this process as competition for good jobs becomes keener and advancement opportunities become fewer.

    Networking in a nutshell, is nothing more than asking the people you already know to help you find out about the job market and meet the people who are actually doing the hiring.

     

    The hard facts:

    • Informal contacts account for almost 75 per cent of all successful job searches.

    • Recruitment agencies find about nine per cent of new jobs, mainly for professional and technical people

    • ads yield another ten percent or so.

    Don’t hesitate to talk to friends, acquaintances, and neighbors about your job search in reality, you are asking for advice, not charity. Most of the people you contact will be willing to help you, if only you will tell them how.

    The ultimate object of your job search is to convince the person who has the power to hire you that you ought to be working for him or her. The one you want to talk to is not necessarily the president of a company; it is rather the one who heads the department that could use your expertise.

    Direct contact with the hiring authority is far and away the most effective job – hunting method. Your strategy and schedule should reflect that fact, and most of your energy should be devoted to direct contact. You may want to explore other methods of contacting potential employers, but that should take up no more than a quarter of your job – hunting time.

    How do you find the hiring authority? If you are lucky, someone you know periodically will tell you whom to see and introduce you. Otherwise, you will have to do some homework. If you cannot find out who heads the department that interests you, call the company and ask the operator.

    Do not assume you can get to the hiring authority through the personnel department. If at all possible, you will avoid filling out ally personnel forms until you have had a serious interview.

     

    The informational

    interview

    The contacts you make during your preliminary informational interviewing will be the core of your network in your job hunt. You will also want to zero in on other contacts within your career area. Your goal is to get referred to the person who has the power to hire you.

     

    Here are some tips:

    • Determine which organizations, positions, career path, or specific persons are of interest to you. Do enough research so that you will be able to talk intelligently to your new contact.

    • Ask the individual when it would be a good dine to chat. Give a brief summary of your background and what you are seeking. Focus on what you have in common. Have a goal in mind and state your purpose.

    • Be flexible. If they offer another time for a meeting, make e\very effort to make yourself available to their schedule.

    • Ask for information, direction and advice, NOT A JOB!

    • At the meeting, he sure to ask for referrals.

    • Always listen attentively and take notes if necessary. Respond to any questions directed to you with comments.

    • Be sure to bring your resume and ask for their critique of it.

    • By all means, be courteous and thankful and he sure to follow-up by sending a handwritten note thanking him or her for their time.