Category: Business

  • NSE moves trading index

    Another index is on the way to bring the total number of indices to seven.

    The Nation at the weekend confirmed from a source close to the Nigerian Stock Exchange (NSE) that NSE 50 will be the new addition to the family.

    These include NSE 30, NSE LII while the remaining four are sectoral indices which include NSE Consumer, NSE Banking, NSE Insurance and NSE Oil & Gas.

    According to the source, NSE 30 and NSE 50 will have the top 30 and top 50 equities each with different criteria to justify their position. But the possibility of having all or most of the stocks in the top 30 equities reappear in the top 50 equities cannot be ruled out.

    It would be recalled that the NSE began publishing The NSE 30 Index in February 2009 with index values available from January 1, 2007. On July 1, 2008, the NSE developed the four sectorial indices with a base value of 1,000 points, designed to provide investable benchmarks to capture the performance of specific sectors. The sectorial indices comprise of the top most capitalised and liquid companies in the sector.Just last month, as a prelude to the year-end review of The NSE 30 Index and other Sectorial Indices, the Index Committee of The NSE undertook a pseudo-review of the indices and released the names of the likely incoming and exiting equities.

    The composition of the indices became effective on Wednesday, January 2, 2013.The pseudo review of NSE 30 and Sectorial indices, which is done twice yearly in June and December is a run-up to the actual review to be undertaken at respective month ends.

    According to the committee’s recommendation, the number of stocks comprising the NSE Consumer Goods Index increased from 10 to 15; NSE Insurance Index increased from 10 to 15 while the NSE Oil/Gas Index increased to 7 stocks as against the 5 it initially operated with.

    The NSE 30 Index and the NSE Banking Index retain their 30 stocks and 10 stocks respectively. Reason given was to allow for adequate portfolio diversification.

     

     

    The breakdown of the likely composition of the indices shows that the NSE 30 Index have Glaxo Smithkline Consumer Plc; Union Bank of Nigeria Plc; International Breweries Plc; Julius Berger Nigeria Plc; 7-UP Bottling Co. Plc and Sterling Bank Plc replaced Law Union & Rock Ins. Plc; Transnational Corporation of Nig. Plc; National Salt Co. of Nig. Plc; Oando Plc; Dangote Flour Mills Plc and Mobil Oil Nigeria Plc.

    Under the NSE Consumer Goods Index, International Breweries Plc; National salt; Honeywell Flour Mills Plc; Vitafoam Plc; UTC Plc; Multi-Trex Integrated Foods Plc and Northern Nig. Flour Mills Plc replaced 7-Up Bottling Plc; Cadbury Nigeria Plc; Dangote Flour Mills; Unilever Nigeria; PZ Cussons Nigeria Plc; Dangote Sugar Refinery Plc and Flour Mills of Nigeria Plc.

    The NSE Banking Index has Union Bank; Diamond Bank; Sterling Bank Plc; Unity Bank Plc and Wema Bank Plc to replace FBNH; Stanbic Holdco; Fidelity Bank Plc; First City Monument Bank Plc and Skye Bank Plc.

    Niger Insurance Plc; Cornerstone Insurance Plc; Standard Alliance Ins. Plc; Lasaco Assurance Plc; Sovereign Trust Insurance Plc; Linkage Assurance Plc and Prestige Assurance Plc to replace The Insurance Index while Unity Kapital Assurance Plc; Mutual Benefits Assurance Plc.; Goldlink Insurance Plc; Aiico Insurance Plc; Wapic Insurance Plc; Continental Reinsurance Plc and Mutual Benefits Assurance Plc.

    The NSE Oil/Gas Index has MRS Oil Nigeria Plc; Japaul Oil & Maritime Services Plc; Eterna Plc; Beco Petroleum Products Plc also replaced Forte Oil Plc; Conoil Plc; Mobil Nigeria and Oando Plc.

     

     

     

  • FMBN to deliver N1.86bn housing estate in May

    FMBN to deliver N1.86bn housing estate in May

    …Why social housing is delayed— Amma Pepple

     

    The Federal Mortgage Bank of Nigeria (FMBN) is set to unveil 700 units of houses in Abuja in May, it was learnt over the weekend.

    The Managing Director of FMBN, Gimba Ya’u Kumo, spoke in Abuja said the houses were being built at a cost of N1.860billion.

    Kumo said the estate popularly called Brick City along the Abuja-Kubwa Expressway was built in collaboration with Urban Shelter Limited.

    The FMBN boss said the estate was 80 per cent complete.

    Kumo said: “This is one of the few projects that we are partnering with private developers.

    “If you take the history of urban development, they are high end developers in this town but when we came in 2010 we asked them for a partnership and we are putting in like N1.860billion to deliver 700 units of housing here.

    “This place is less than one year when we started. So this is part of the efforts we are putting in place to deliver houses for Nigerians. The level of completion is lost 80per cent.”

    The Minister of Lands, Housing and Urban Development, Mrs Amma Pepple, inspected the project and described the quality of work as good.

    Pepple said the government hopes to increase the houses to 1000 units.

    She said the project was 100 per cent financed by the FMBN.

    Pepple said: “The quality of the work is good and the number, already so many, are taken up and we are hoping to have over 1000 units here because we want to provide accommodation for our people.

    “Those who bought the first phase were lucky. They were quite cheap. I think having a two-bedroom flat for N5million and then three-bedroom N7million I think is reasonable in an environment like this. We are the ones who funded it 100 per cent.”

    The Minister said social housing will only become reality in the country if the Social Housing Bill pending before the National Assembly is passed into law.

    Responding to a question, Pepple said: “I don’t have a social housing project. There is draft Social Housing Bill in the National Assembly which is sponsored by a Senator.

    “If you say you are doing Social Housing, it means government must subsidise the building of those houses and you give to those who are in need at a lower cost.

    “So the bill has not been passed. When it is passed then we will know where the money is going to come from to finance those houses. As long as the bill is not passed we are not doing social housing but we are also looking at other areas of financing since housing must be driven by the private sector.

    “When we had the presidential retreat on housing in November last year we talked about everything stifling financing and mortgaging. We talked about other areas maybe using pension funds and unclaimed dividends and the President was interested in those things.

    “The issue of where else we can get money to finance the housing sector because we know that there will always be off-takers for those houses but what we need to do to satisfy a majority of our people is to ensure that the houses are affordable to all the groups.

    “We are taking care of everybody. But in this country people tend to say what have you done? We have done a lot. If you go round you will see that a lot of projects are coming up.”

    Chairman of Urban Shelter Limited, Alhaji Ibrahim Aliyu, said there was more to do for the society in terms of housing.

    Aliyu said: “There is much to do for society, I think whoever can make the contribution to move this country forward should and therefore one should make his contributions.

    “I am a retired person and not tired one and I believe I can make a contribution. I therefore decided to found this company since I left the service.

    “On the whole we have done well. Maybe about 4000 houses in Abuja from about 1992 to the present we have built. We build houses with a value from N5million to about slightly over a $1million. One bedroom will come to slightly over N5million. Two bedrooms range from about N8million to N11million and then the three bedrooms range from about N14million – N15million.

    “But in phase three, we coming up with houses which will be as good as these but because of improved technology and possibilities regarding the elimination of unnecessary structures we are able to reduce the unit cost without sacrificing the quality and the size of the building.

    “And we believe that the price will be more competitive even than is one. It is not often that that happens but we think that we can do it.”

     

  • Take a leaf from Hillary

    Take a leaf from Hillary

    In the past two months I have had three different prospective clients, in three different industries, approach my team with the same objective in min d. The first prospect, a division of one of the major multinational oil companies, wanted us to facilitate a session on accountability at their staff retreat. Specifically they identified challenges with shared-accountability and a culture where “someone’s head must roll” when things go awry. The second, a fast moving consumer goods company, wanted to hold an annual conference themed “Personal Accountability”. They wanted their staff to be motivated to do whatever it took to achieve their individual targets. The belief is that if every member of the team can go the extra mile every day, to sell an extra unit, the entire organization would not only achieve its target, it would exceed it. The third prospect was a community healthcare provider. Their middle management team wanted to incorporate a session on “Personal Effectiveness” into the agenda for their annual strategy retreat. After a ninety minute meeting with them, it became apparent that the underlying issue they wanted to address was the lack of proper accounting of resources, specifically time and funds by members of the organization.

    Across the globe, in Syria, Europe, India, United States and Africa, accountability seems to be a burning issue. This past week I was opportune to watch Hillary Clinton on CNN, as she testified at the Senate Hearing on the Bengali tragedy which happened in the later part of 2012. This was the first time I heard the terminology Accountability Review Board (ARB) and it not only struck me, it stuck with me. Apparently an ARB is not a new phenomenon in the US, and one was set up at the insistence of Hillary to look into the events that led to the attack on the United States (US) Embassy in Libya which resulted in the death of four US citizens, including the ambassador. What was most amazing to me was the fact that, between 11 September 2012 and 23 January 2013, a thorough review of the incident had taken place, a comprehensive report had been issued and thoroughly scrutinized, and now the US Secretary of State was appearing before the US Senate to “Give Account”, “Give Answers”, “Identify Lessons Learned” and “Proffer Solutions”. It was a demonstration of what I call the four pillars of accountability, namely Responsibility, Answerability, Transparency and Control.

    Several moments stood out during the hearing, for me. The first was when Hillary angrily rebuked a senator for focusing on the alleged misrepresentation by the white House, of the cause of the attack as a protest turned violent instead of a terrorist attack, rather than on the important task of making the perpetrators “answer” for their crimes against the United States. The second moment was when Hillary took accountability for the incident. It did not matter that her subordinates did not pass on to her what now seems to be very important communication about the poor state of security in Libya, nor the fact that the senate had cut the budget that funded US embassy security across the world. She accepted responsibility not necessarily because she was at fault, but rather because someone has to put an end to the “buck passing” and take on the responsibility of making “course-corrections” going forward.

    As I pondered on the system of accountability in US governance and how Hillary gracefully and confidently handled herself, I felt an admiration for her and it all finally made sense to me. Leadership is Accountability, and Accountability is Leadership. I have often written and spoken about the two, but never has it been clearer to me that one cannot exist without the other. Without accountability there can be no effective leadership, whether it is “Personal Leadership” i.e. leading your “self” to achieve objectives or “People Leadership” i.e. leading others to accomplish common goals. Without leadership there can be no accountability. Someone must take ultimate responsibility for creating a vision, fostering harmony and development, making the right decisions and achieving desired results, whether for themselves or for others.

    If you take nothing else away from this article, let this one thing stay with you. You will not be a leader in the achievement of the objectives and goals you set for 2013 if you do not play the game of accountability. Take a leaf from Hillary Clinton’s book. To be a great leader, whether of yourself or others, you must submit yourself to your objectives, take active responsibility for getting things done, readily give answers (not excuses) for the outcomes that are realized (both intended and unintended), maintain transparency in everything that you do, and be ready to make decisions, not only about what you must do, but also about what you must not do in 2013.

    From me to you, all the best in the achievement of your 2013 objectives! May fortune favour your preparedness!!

  • The imperatives for  brand positioning

    The imperatives for brand positioning

    Shelf off-take or consumer engagement of any brand is a culmination of so many activities prior. One of such inputs is brand communication or advertising. Depending on set-objectives, an advertising support can drive target market awareness for brand, help proper brand identification from among competing brands, stimulate tactical sales growth, enlighten target market on new developments, announce reward for patronage or loyalty, answer questions or just simply announce a given brand’s presence. Every campaign effort is capable of achieving so much, depending on set objective.

    Suffice that every campaign effort is objective driven. As a professional, it is the responsibility tied to a campaign or advertising that excites me. A campaign must deliver on its objective. So whether a campaign effort is to be evaluated on its effectiveness, efficiency or appropriateness, it all begins by bench-marking its effect against set objective.

    Advertising or campaign development – from planning to execution – is a logical sequence of activities, frontally. Starting from the client who generates the campaign brief, it runs through a careful and professional distillation of the brief, verification of claims, instructional information bothering on hypothesis contained in the brief. Full throttle on the creative process starts only after due and diligent distillation of the client’s brief, onward concept generation, creative review, process completion, clients’ final check on agency’s proposal, before campaign breaks. It is a whole and very long sequence of so many inputs. It is simply termed a process.

    One would reason that the process is so long and carefully broken down and methodological because of the end-result. As a matter of fact, the primary and immediate consequence of a badly managed campaign planning and development process is its boomerang. A badly or unprofessionally managed creative process results in a campaign that directly attacks own-brand – be it a product, idea, service, etc. It is easier to develop a bad or self-destructive creative end product than a successful one. So, it is instructive that the creative process and sequence of activities is driven through by professionals.

    Again, it seems the process is called a creative process for reasons of its importance, method, sequence, logic and scientific analysis…and so much more. The consequence of a badly managed creative process is better imagined. We at MC&A DIGEST and some others, who share similar burden, have dedicated ourselves to stating rules of advertising, reminding fellow practitioners of the MUSTS of practice, in order to help guide against bad creative products. Bed creative products are lethal, toxic to brands and destructive to investors. Brands handled by non-professionals die, resulting in failed investment and all the ripple effects down the line. Unfortunately, over 80% of brands in the market today suffer from bad creative products of unprofessionally managed development process. Interestingly, the big brands across banks and financial institutions, drinks, telephone services, food & beverages, luxury goods, travel and tours, education, entertainment make up the numbers to a large extent. Increasingly, these big brands have been so badly managed; their campaigns are now negatively posing a problem to the profession. New entrants to the profession of brands management now think what they see are the ideal, instead of what they really are: case study on how not to manage a brand.

    It is for the purpose of correcting this wrong impression we need to properly articulate the ideal situation.

    Every brand support effort in form of advertising or marketing communication must “sell” the given brand as a distinct personality and its offer/promise, to the extent of target audience engagement. It could all start from share of TA mind. For the purpose here, we shall have to skip part of the creative process in this analytical piece, to focus on the very critical element of brand differentiation.

    Basically, marketing is about differentiation. Differentiation underlines the individuality of brand in their totality, at the market place. A brand represents itself among competition at the market place, representing its individuality, with all its character traits, attribute and offer. This community of brands exists in the presence of broad and peculiar similarities that becloud their individuality, in varying degrees. Among brands in same market segment, the similarities are more pronounced. Because brands can only sell on the strength of their individuality, the most important challenge, therefore, is carving any given brand’s individuality, communicate same for the purpose of (1) creating awareness for the brand and its offer, among its target market, (2) establishing a contact or meeting point between the brand and its target market, (3) effectively tell a persuasive story (including the brand’s offer and promise) that will, at least, pull the target market towards trying the brand’s offer, believing it will deliver on its promise. These three target objectives are primary and fundamental to every brand. When a marketing campaign or advertising achieves the above, the brand is established and ready for new targets.

    Unfortunately, however, brand communication or campaigns common today, do not show evidence of appreciation of these basic marketing communication objectives. As mentioned above, inadequate professionalism and/or lack of it, results in creative products that, at best attempt to create awareness for their brands. Even at that, they create the awareness with the wrong effect.

    All kinds of reasons are given for such weak creativity, including size of relatively similar brand offering, near-commodity posturing of competing brands. Asis commonly said, brands in particular market segments share so many similarities, it is almost impossible to successfully achieve differentiation. Take leisure and tours, snacks, carbonated drink market, body care market and recently, energy drink market. Majority of brands in the markets mentioned above are more often to suffer from improper differentiation.

    Consequently, a campaign developed for them neither make concrete promise nor leave the target audience with memorable information that is important for top-of-mind presence, engagement or recall after “initial contact”.

    But, the task of effective and functional differentiation is primary for every creative process. It only requires deep thinking, proper and articulate understanding of the contending issues, scientific, knowing what questions to ask and where to seek what information, ability to properly articulate available information, scientific analysis of market and consumer insight and a very aggressive, bold and purposeful visual interpretation and execution. We do not think there is any brand that cannot be distinguished from competition and be made to stand alone for its offer, peculiarities, and promise and market position. For every brand communication or advertising campaign, the process must establish the operative strategic thrust, the broad creative platform and the brand’s positioning statement. All of these are the creative imperatives that set the focus towards a successful creative execution.

    In sequence, the creative imperatives are derived; derived from a proper application of the creative brief forms, examined at a properly constituted creative review session, seen through by a team of experts intellectually equipped enough to logically and scientifically piece the hoard of information presented at such sessions together, to tell a whole story. The job is completed when the story that emerges at the end of the creative process play out good enough to achieve the marketing and communication/advertising objective, as should be contained in the originating document: THE CLIENT’S BRIEF.

    The missing link and the reason we find majority of ads and campaigns that are empty of substance, ineffective and dangerous, is that this logical sequence is considered too difficult a road to travel, for many people who go about parading themselves as advertising practitioners on the one hand, and those on the clients’ side who have also become too lazy to discern who the true professional is, and how to fit in to the creative process. So many so-called brand managers today cannot read a good brief (not to talk of writing one). Most brand managers/marketing managers/corporate affairs on the clients’ side are not trained for the responsibilities of their offices. Consequently, they corrupt the system from the start point.

    Brands and brands owners must begin to rethink their work system and value preferences, because until the present system changes, casualty in form of failing brands will keep rising.

  • Untold story of Mint’s misfortunes

    Untold story of Mint’s misfortunes

    To concerned stakeholders, the Nigerian Security Printing and Minting PLC (NSPMC) popularly known as the Mint, which has come under public scrutiny lately on account of the rising incident of alleged fraud involving management staff and the rank and file, speaks volume of the decadence in the system. Ibrahim Apekhade Yusuf examines the issues

     

    IN those days, the Nigerian Security Printing and Minting Company was the first choice for prospective graduates. Working at the Mint then was the best thing that could happen to anybody because of the prestige and fat pay checks. In fact, we were always getting pay rise and allowances at 12 months interval. Money was never an issue. But things took a turn for the worse when politicians began to interfere in the operations thereby impeding the growth of the company.”

    The foregoing anecdote is from Bola Sodipo (not real name) a retiree of the Mint, who served the company for 17 years before his exit from the company in the late 90’s.

    In the good old days

    Sharing his experience with The Nation, a former staff of the company, who simply gave his name as Macdonald recalls with glee what it meant to work at the Mint. “Frankly speaking, working at the Mint was a splendid experience. I worked there for about 10 years before I travelled out of the country for further studies in the late 80’s,” he began.

    “I can’t easily forget the smell of freshly minted notes which waft through the nostrils. For the period I worked at the Mint, I never recalled going broke or completely hard up. Never! I enjoyed working there and was even hoping to come back after my studies but with the military incursion in politics, I decided against it at the time.”

    Expatiating, Macdonald said majority of his contemporaries worked under the supervision of some expatriates from Germany, who were in charge of the intaglio, the printing machine used for producing naira notes.

    “Things were done very professionally. The offices were demarcated into two. We had the Currency Division, which prints the naira and the Security Documents Division, which prints visa, checks, security documents and others. As a staff of the Materials Department, you cannot go to the Security Department except with the Chief Security Officer on duty.”

    Modus operandi

    While giving insight on the mode of operations at the Mint, Macdonald said: “Normally we print currency on a daily basis usually on request. They cut the money into size and they account for the finished products and the waste…The materials unit work with the production department. We cross check figures. All staff involved in the production will not be allowed to go unless figures are harmonised.

    “The Intaglio, a German machine is used for printing. This is where they originate the printing. From there they go to Shipping and Numbering. Before they bring them here they have to account for the rim. A sheet in a rim contains about 28 notes. It must be balanced. No staff will be allowed to go anywhere unless what is declared is equal to the amount of paper released to intaglio, which must be kept at the end of the day. Shipping & Numbering will now ensure it balances with the figures declared…Once the numbers are okay the currency department crosscheck this. This is what is issued. All waste must be accounted for. There was total discipline among staff back then.”

    On how requisition for printing is generated, Macdonald said: “Usually, a request might come from the CBN that we need the sum of N2billion between now and Friday. Once the request is made, the department responsible for this set to work and tries to deliver to deadline. Even Lagos alone can’t satisfy the printing need…They print in Lagos and Abuja.”

    Slide into the abyss

    Promising as the story of the Mint sounds, how then did things came to this sorry pass?

    Macdonald, who was at the thick of the operations before things went painfully awry, offers plausible explanation.

    Without mincing words, he says matter-of-factly, “I want to believe that the change in the operations is responsible. Unlike in the past, there was a closed office, now it is an open office so everybody moves freely. But now the place is an open office. So, naturally, it leaves room for breaches. How can you explain a situation where those working at the currency and materials department are just within earshot?

    “Besides, with the decline in welfare, people are easily tempted to get involved in shady deals of course with the active connivance of others desirous of getting a piece of the pie.”

    Cesspool of corruption

    The Nation gathered in the last three months, a gale of sack has affected over 70 staff including senior and midlevel career officers in Lagos alone over fraud-related offenses.

    Confirming this development, a staff of the company who would not be named because he was not authorised to speak said: “The last one that happened sometimes in September, the money was shared inside the office premises in Lagos. But the guy hid his in his laptop bag before he was apprehended by the security. He was caught with N1.5million. The last time they were auditing they discovered that over 750, 000 pieces of unfinished notes estimated at about N371 million was missing.”

    Poor welfare

    The salaries of members of staff working at the Mint is not fantastic as they are placed on the civil service scale.

    Investigation by The Nation revealed that the average salary of a worker on level 4 leaves nothing to cheer about.

    “When you compare the package of an average staff at the Mint, compared to their contemporaries at the CBN, NNPC, DPR, among others, they earn pittance… An average worker on level 4 gets a gross earnings of about N650,000.00,” said a source.

    Probed further, he said: “This is why there is a high turnover of staff as people get sack under the slimmest excuse. The place is like a banner peel now. There is no job security there at all. If there were to be job security the incidence of fraud will happen on a minimal scale and not at an alarming rate as we have seen.

    “Even if they layoff all the workforce at the Mint today, the problem will persist unless the issue of improved welfare is adequately addressed.”

    When The Nation visited the Lagos office over the weekend, scores of retirees who had come on the invitation of the management to get their pension went home disappointed as they were implored to report back in a few weeks time.

    Speaking with The Nation, a cross-section of the retirees narrated tales of woes, an indication that the labour of their past was not being rewarded by their former employers.

    Missing N2.1b: Whodunit?

    Following the disappearance of N2.1bn of the newly printed N1, 000 notes at the Mint last December, the Central Bank has set up a panel to probe the security breach.

    The suspended Managing Director of the NSPMC, Mr. Ehi Okomoyon’s hope of retaining his position are hanging on a thread, as the outcome of the probe will determine his fate.

    According to our source at the Presidency, the panel is saddled with the responsibility of unravelling the fraud and proffering solutions to such security breach.

    The source said, “The CBN auditors have swung into action and they are the ones handling the audit of the security breach at the Mint.

    “By the end of this month, they would have concluded their audit and their report is expected to be submitted in February because they have covered substantial ground in their probe.”

    The source craved for anonymity as he was not permitted to speak on the matter yet. He said as soon as the report from the panel is ready, it will be forwarded to the board of the company for further actions.

    “Don’t forget that the Managing Director is still on suspension and he won’t be able to interfere with the investigations, and within the next few weeks, the report will be submitted to the board. It is this report that will determine the fate of the MD,” the source explained.

    CBN governor Lamido Sanusi who is the head of the board has asked the Okomoyon and the Head of Security, Mr. Emmanuel Bala, to proceed on compulsory leave.

    The conflicting figures of the actual amount that was stolen at the Mint is a thing of worry, the CBN boss initially said it was N2bn, the management of the mint said it was N900, 000.

    Meanwhile, the House of representative, following the inconsistency has decided to set up a committee to investigate the missing funds.

    Reacting to the move by the House, the Media Adviser to the company, Mr. Obi Adiele, he said NSPMC was ready for investigations.

    Speaking with The Nation, Adiele has denied allegations that the mint has recorded series of security breaches. He however maintained that only two cases were recorded but the perpetrators were caught attempting to steal money. He said a security man was caught attempting to steal N900, 000, and another official was caught with N1.5m.

    He said, “The amount reported is false. It was not N2.1bn that was stolen. What happened was that there was a security breach and one of the security operatives was arrested with about N900,000 in Lagos.

    “An investigative audit panel has been set up to find out what really happened and they are still carrying out investigations. Their report will be ready by the end of January.”

    It would be recalled that an employee of the Mint was arrested by the Lagos State Police Command, for allegedly trading in fake currency last September.

    The command’s Public Relations Officer (PPRO), Ms Ngozi Braide, had paraded the suspect with Staff No. MSC/4503, before newsmen at the police headquarters, Ikeja.

    Braide said that the police was informed by a victim who alleged that he exchanged N900, 000 for US $3, 000 in the suspect’s office located at Benson Plaza, Lagos Road, Ikorodu.

    According to the PPRO, the victim later discovered that the naira notes were without security numbers and immediately informed the police.

    She said the suspect, who was immediately arrested, had confessed to have stolen the money from his office and told the police that he had been in the business since 2010.

    Braide said that one Nissan Pathfinder, with Reg. No. KRD 480 AE and N320, 000 genuine notes were recovered from the suspect.

    Ownership structure

    Established in 1963 as a limited liability company, the Mint is the Nigerian banknote printer with headquarters in Abuja and Lagos, where printing takes place simultaneously.

    The Federal Government owns majority shares of 97.06% through Central Bank of Nigeria (77%) and Bureau of Public Enterprise (20.06%) while De La Rue of U.K controls a paltry 2.94%.

    According to analysts, the Federal Government’s involvement in the operations of the Mint has remained its greatest albatross.

    The way forward, the analysts have argued, is for the Federal Government to completely divest its shares and commercialise the place. Pray, hope someone is listening?

     

  • Fidelity Bank wants Citi to raise $100m

    Fidelity Bank wants Citi to raise $100m

    … To bolster lending capacity

    Fidelity Bank has mandated Citi to raise $100 million via a two-year loan from the international debt market, to help increase its foreign currency lending capacity, a senior executive told Reuters on Friday.

    Head of Strategy, Francis Ikenga, said Citi was in the debt market to secure the loan through a book building process and that yield on the paper will be determined at the end of the transaction.

    Ikenga said Fidelity had seen an increase in demand for foreign currency loans from all sectors of Nigeria’s economy especially within the oil and gas and telecom sectors.

  • Fed Govt squandered $67b, says Ezekwesili

    Fed Govt squandered $67b, says Ezekwesili

    Government has squandered $67billion within the last five years, former World Bank Vice President for Africa Dr. Oby Ezekwesili has alleged

    She said former President Olusegun Obasanjo’s administration left the cash in foreign reserve ($456) and the Excess Crude Account ($22b) for his successors when he left office in 2007.

    She expressed regret that within five years, the money had been blown by successive administrations.

    Obasanjo was succeeded by the late President Umaru Yar’Adua in 2007. But Yar’Adua died on May 5, 2010. He was succeded by President Goodluck Jonathan.

    Mrs Ezekwesili, a chartered accountant and founding director of Transparency International (TI) spoke at the University of Nigeria, Nsuka (UNN) convocation lecture, which she delivered yesterday.

    In her paper entitled: “The wealth and poverty of a nation; who will restore the dignity of Nigeria?” she also criticised the political elite for making a “tragic choice”.

    She said the lack of access to higher education by majority of Nigerian youths has robbed the country of the opportunity to fast track its development.

    Ezekwesili, who was the Director General of the Due Process Office, later became minister in the ministries of Education and Solid Minerals in the Obasanjo administration.

    Mrs Ezekwesili lamented the “squandering of the significant sum of $45billion in foreign reserve account and another $22billion in Excess Crude Account being direct savings from increased earnings from oil that the Obasanjo administration handed over to the successor government in 2007”.

    “Six years after the administration I served handed over such humongous national wealth to another one, most Nigerians, but especially the poor, continue to suffer the effects of failing public health and education systems as well as decrepit infrastructure and battered institutions.”

    She then queried: “Where did all that money go? Where is the accountability for the use of both these resources and the additional several hundred dollars realised from oil sale by the two administrations that have governed our nation in the last five years? How were these resources applied or more appropriately misapplied? Tragic choices.”

    Mrs Ezekwesili added: “The present cycle of boom of the 2010s is, however, much more vexing than the other four that happened in the 70s, 80s, 90s and 2000s. This is because we are still caught up in it and it is more egregious than the other periods in revealing that we learned absolutely nothing from the previous massive failures.”

    She described Nigeria as “a paradox of the kind of wealth that breeds penury” because of dependence on oil, adding: “The trend of Nigeria’s population in poverty since 1980 to 2010 suggests that the more we earned from oil, the larger the population of poor citizens”.

    She gave the figures as 17.1million poor citizens in 1980, 34.5million in 1985, 39.2million in 1992, 67.1million in 1996, and 68.7million in 2004 to 112.47million in 2010.

    Mrs Ezekwesili urged educated young Nigerians to be the turning point that would restore Nigeria’s dignity by active participation in the political life of the country, based on sound values.

    To her, Nigeria’s political elite had made “tragic choices” in their failure to invest the country’s oil income in renewable assets of people, infrastructure and investments. She identified failure in education as a major constraint to national productivity and development.

    University of Nigeria is the first full-fledged university in Nigeria, founded in 1960. The 52-year old institution runs diverse programmes in arts and sciences in 15 faculties, 105 departments and seven directorates charged with special projects. It has a student population of 40, 000 in four campuses – Nsukka, Enugu, Ituku Ozalla and Aba.

  • Fed Govt attains 77 % recurrent in 2012 budget

    Fed Govt attains 77 % recurrent in 2012 budget

    The Federal Government attained 77 per cent recurrent budget performance in 2012, the Coordinating Minister for the Economy and Minister of Finance, Dr Ngozi Okonjo-Iweala has said.

    FBN Capital Limited, in a report, quoted Mrs. Okonjo-Iweala as saying the recurrent expenditure reached 77 per cent between January to November 2012, and 65 per cent in 2006 when she left the government, adding that the performance of the budget worsened or fell between between 2006 -2011.

    According to FBN Capital: “ In her five years absence through to 2011, the ratio deteriorated, and in January to November 2012, the recurrent share ( excluding transfers) of the total had reached 77 per cent,” alluding to factors such as increase in pre-election payment for public employees and personnel cost amounting to 37 per cent of the government spending in 2011 as being responsible for hiking recurrent spending in 2012.

    The minimum wage legislation in March 2011 and the subsequent increase of salaries of workers from N7,500 t0 N18,000 per month resulted in the increase in recurrent expenditure.

    It said the government’s budget proposal for 2013 set the recurrent expenditure expenditure at 69 per cent, while its medium-term target is 65 per cent.

    “The underlying assumption is that the fiscal stance is not undermined by the elections in 2015. The best that the federal government can realistically hope for is trim personnel costs in real terms, and to eliminate wastage, such as wages and pension for ghost workers,” the Minister added.

  • FERMA seeks 5%  fuel tax to fix roads

    FERMA seeks 5% fuel tax to fix roads

    Chairman of the Federal Road Maintenance Agency (FERMA), Jide Adeniji, has appealed to the Federal Government to implement the five per cent fuel charge meant for maintaining federal and state roads nationwide.

    Adeniji, said the implementation of the fuel charge would provide the resources needed to fix dilapidated roads that have been responsible for road accidents with the attendant heavy casualties.

    He said the charge has been approved by the Federal Government since 2007 but that its implementation has been put on hold by bureaucratic bottleneck. He said 40 per cent of the realisable fund will go to FERMA, while state governments are to share the remaining 60 per cent for road maintenance.

    “The law was passed in 2007 which allowed FERMA to have 5 per cent fuel charge of petroleum products. From this amount, 60 per cent was meant to go to the state governments, while 40 per cent comes to FERMA.

    “But state governments that want to benefit from the 60 per cent must have an established road maintenance agency. They have been informed and they are fully complying so that they too can be maintaining their own roads. This will take off as soon as the law is implemented.

    “As a matter of fact, a prominent human rights lawyer, Mr. Femi Falana (SAN) has gone to court to compel the implementation of the policy. He joined the Federal Government, FERMA and the Nigerian National Petroleum Corporation (NNPC) in the suit to get them to release money for the implementation because the law has been passed.

    “Once the money comes, the state governments would be able to do their business effectively. There’s going to be a measure put in place to monitor the way they spend their money on maintenance and our roads will be better for it,” he added.

    The FERMA boss stated however that the agency will continue to maintain the Federal Government’s 34, 120-kilometre road network across the country with the agency’s statutory allocation.

    He appealed to the state governments to also continue to maintain their 56, 000-kilometre in their care, pending the implementation of the five per cent fuel charge.

    “It will amount to nothing if we do the roads that belong to the Federal Government and the states refuse to do theirs, because most of the roads are inter-woven. So we are doing our part and we hope that the states will do theirs”, Adeniji stated.

  • ‘Benin-Onitsha 330KV repairs to reduce system collapse’

    ‘Benin-Onitsha 330KV repairs to reduce system collapse’

    The Chairman, Presidential Task on Power (PTFP), Dagogo-Jack, yesterday said the proposed repairs on the Benin- Onitsha 330KV line by the Transmission Company of Nigeria (TCN) would reduce  regular incidents of avoidable system collapse.

    In a statement issued by the Head, Media and Communications, Mrs. Awele Okigbo, he pleaded with the affected communities for patience and understanding; promising better service delivery after the energisation of the project.

    His words: “The advantages to be derived from the completion and commissioning of the Benin-Onitsha Line is yet another step towards strengthening our transmission grid robustness, and will help reduce the frequent  incidents of avoidable  system collapses.”

    He said the (PTFP) is working with TCN, contractors and other stakeholders to ensure that the scheduled power outage on the Benin-Onitsha 330KV line will be as seamless as possible.

    The two day outage will enable TCN to finalise operations on the long awaited second 330KV circuit, he said, adding that another contractor, MBH Power, will carry out pre-commissioning tests during this period.

    “The Chairman of the PTFP, Engr Beks Dagogo-Jack explained to the media that this outage has been long on the table.