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Sub-Saharan Africa rail projects promise to increase trade

26 April 2016 Comments (0) Africa, Business, Featured

uganda railway

Rail projects proposed or under way on the southern continent will cost an estimated $60 billion.

Railway projects totaling more than $60 billion are proposed or under way in sub-Saharan Africa.

That estimate comes from Terrapin, which is organizing a major rail conference June 28-29 in Johannesburg. According to Terrapinn, projects in Uganda, Namibia, Batswana, Mali, and Nigeria have the largest budgets, ranging from $8 billion up to nearly $14 billion each.

One massive project is a 3,000-kilometer rail line that will link Benin, Burkina Faso,

Niger, Ivory Coast, Nigeria, Togo and Ghana.

These nations and mining companies that operate within them are funding the project as the mining industry seeks to increase mineral exports from 109,000 tons a year to 3.4 million tons in 2020, a 30-fold increase.

Without rail network, transport expensive

The lack of a cross-border rail network has made transport expensive, especially in land-locked countries such as Niger, which derives 11 percent of its gross domestic product from mining, and Burkina Faso, which derives 13 percent of GDP from mining.

The rail network also is expected to boost trade among the linked nations and drive economic development in other sectors.

Nigeria also has ambitious plans for domestic rail lines, including one linking Lagos and Kano and another between Lagos and Calabar along the coast. Both were designed to ease commuter congestion and facilitate transport of goods.

However, plans were thrown into doubt in April when the Nigerian National Assembly removed $300 million in funding for the coastal project from the 2016 budget. Funding for a third line between Idu and Kaduna was severely reduced as well.

New line will transport coal

Meanwhile, Botswana and Namibia in southern Africa, are seeking private investment to build a 1,500-kilometer rail line that would transport coal from land-locked Botswana’s fields to Namibian ports on the Atlantic coast.

The project was estimated to cost $15 billion when first proposed in 2011. In 2015, the two countries staffed an office to begin looking into legal and cross-border issues that will have to be addressed.

In Mali, China has agreed to finance an overhaul of a rail line linking the capital of Bamako to Dakar in Senegal. Renovation of the 1,300-kilometer rail line will cost a total of $2.5 billion.

China will also train engineers and technicians and overhaul more than 20 train stations and domestic routes.

China will build Ugandan network

China will also play a role in development of a light-rail commuter network in the Ugandan capital of Kampala. The two countries in December signed an agreement for the China Civil Engineering Construction Corporation to build the first phase of the project at a cost of about $440 million.

Plans call for a 240-kilometer network with rail lines from the city center to Entebbe, Nsangi, Wakiso and other towns surrounding the capital. To ease traffic congestion, Uganda also launched an experimental commuter rail line in December between Kampala and Namanve.

Terrapinn listed the following countries with projected rail costs in its report: Uganda ($13.8 billion), Namibia-Botswana ($10 billion), Mali ($9.5 billion), Nigeria ($8.3 billion), Mozambique –Malawi ($4.4 billion), South Africa ($4.3 billion), Kenya ($4 billion), Angola ($3.3 billion), Cameroon ($2.9 billion), Zambia ($1 billion), Democratic Republic of the Congo ($630 million), Zimbabwe ($450 million), Ghana ($300 million), and Tanzania ($40 million).

Terrapinn earlier this year reported a boom in rail development in the Middle East and North Africa with proposals and projects estimated at more than $350 billion, with a number of high-speed rail lines under way.

Railways are vital to economic growth

According to the African Development Bank, railways have an important role to play in the economic development of the continent.

“Rail transport is inevitably critical to support economic development. Unless this mode of transport is developed, Africa may not realize its full potential in exploiting its abundant natural resources and wealth,” the bank said in a 2015 report.

However, the African Development Bank report said the poor condition of rail and rolling stock in many African countries is undermining the potential of rail systems to make a strong contribution to economic growth.

Unfortunately, the ability of African countries to attract investment for railway upgrades has been mixed, it said.

However, the report said support for investment in rail infrastructure will grow as African production of goods and minerals increase and as environmental concerns are heightened.

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eTobb brings a medical Q&A service to the Middle East

25 April 2016 Comments (0) Business, Featured, Middle East

etobb

The eTobb startup looks to democratize medical advice for people across the Middle East, with its Q&A online service.

Startup companies in the Middle East are not anything like as common as they are in other parts of the world, and so finding a niche would appear to be more straightforward. However, finding a niche that truly offers something original and has the potential to positively change people’s lives is a far greater task.

Lebanese startup eTobb appears to be just this sort of company. Launched in January 2013, eTobb is an online Q&A platform for medical problems. Dubbed a “medical Quora” in some quarters, eTobb works in a similar format to the popular aforementioned general Q&A website, but with a key difference. That difference is that any medical query or concern that a member posts can only be answered by a registered doctor. Therefore, customers can be assured that the answers they receive are reliable. Within 2 weeks of launching, eTobb had 50 qualified physicians onboard; after 1 year that number had risen to over 700.

Providing a much-needed service

Perhaps the most obvious reason for eTobb’s rapid growth is that it has provided a service that the region was in need of, as opposed to simply trying to create a demand for something new. While social media platforms have had to create a yearning for their product, access to medical expertise and advice is something that people across every continent, in every era, have desired.

eTobb was founded by 4 people, Paul Saber, Sara Helou, Nader Dagher and Jad Joubran. None of the team had a medical background, but all of them saw the importance of democratizing the access to healthcare information in Lebanon and the wider Middle East.

Co-founder Paul Saber

One of these founders, Paul Saber, explains, “The idea emerged from a need…the lack of information out there, let alone the inaccuracy of this information is a huge dilemma.” In a region like the Middle East, this problem is exacerbated by common cultural and socio-economic issues. In cultural terms, it can be considered taboo for many in the Arab world to discuss personal issues surrounding sexually transmitted diseases, pregnancy and women’s health. This was an area that another of the co-founders, Sarah Helou, identified while discussing the importance of an informative blog that eTobb has added to their site, saying, “The blog compliments our services. It’s to raise awareness about different topics and issues.”

The other widespread issue within the region is the cost of healthcare. In an area in which a lot of people struggle with poverty, it is simply not viable for people to travel to an emergency room (which is often the only option) in order to receive medical advice.

As Paul Saber said, “The service provided by eTobb allows users to access reliable medical information, from…experts for free.”

While the benefits to users are obvious, it is also an opportunity for doctors to build up a reputation with potential customers and indirectly advertise themselves to a wider market.

Developing and broadening services

Alongside the launch of the eTobb blog (that covers issues from staying healthy during Ramadan to warning signs for breast cancer), the company has also launched a web app for smartphone users.

As more doctors register to provide their services, the platform continues to grow and provide expert, free advice to not just Lebanese citizens but people all over the Middle East. Corporate support has also arrived, in the form of sponsorship, from Banker’s Assurance, one of Lebanon’s largest insurance companies.

By 2014, there were over 15,000 Arabic speakers signed up to a waiting list for an Arabic version of eTobb to be launched. The company successfully launched this option within the same year, opening up their services to an even greater number of people, across an even wider region.

Customers can also have face-to-face video consultations with an available doctor if they require more detailed discussion or simply desire the more personal experience that this can offer. The feedback from users has been hugely positive and Saber says, that people, “from all over the Arab world and beyond” have signed up and messaged eTobb to say how much it has made their lives easier.

With sponsorship, glowing feedback from consumers and an ever growing list of medical professionals signing up, the future for eTobb looks very healthy.

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Drawing On the Diaspora: Africa’s First Tech Diaspora

22 April 2016 Comments (0) Africa, Business, Featured

haweya-mohamed-afrobytes

Afrobytes, the first diaspora for African tech innovators, held a biannual conference on March 21-22 to discuss the future of development and role of technology for Africans.

Diasporas are common the world over but as the rigidity of nations and states disintegrates with the expansion of technological inclusion, the shape of diasporas is shifting. No longer are diasporas defined as concentrated groups of immigrants/non-native individuals in another country. Afrobytes, the self-described “first African tech diaspora in Europe,” aims to connect leaders in African innovation across the European and African continents to create a better flow of ideas. This sort of boundary-less platform is an intriguing look at the future of diasporas and the future of development.

Paris-based Afrobytes held its first conference on March 21-22, organized by CEO Ammin Youssef, and Head of Communications Haweya Mohammad. The goal of the conference was to bring the brightest minds from France (and greater Europe) and Africa together to discuss the future of Africa’s development. The conference was broken into four categories: mobile education; women as Africa’s future innovators; sustainable infrastructure development and sustainable agricultural development.

Featured speakers hailed from all corners of the globe with all varieties of expertise, from the founder of Libraries without Borders to the PR Manager of WeFarm, from the founder of an open source drone company, Flylab, to the creator of Nairobi’s premier co-working space, iHub. This enormously diverse group of speakers came together to discuss the best way to promote inclusive, sustainable, bottom-up development for the African people.

Inspiring Change: The Themes of the Day

The idea of “re-branding” Africa was a driving force behind the selected themes: after all, without investment, how can Africa develop outside of the traditional and increasingly obsolete top-down model? Re-branding Africa as a well-educated, innovative, inclusive (55% of speakers and attendees identified as women) and multi-faceted sustainable market is important for the future of the continent.

As all conferences on development must, Afrobytes kicked off with a half-day dedicated to the discussion around the role of technology in education. Experts in information-sharing were featured speakers, and topics ranged from traditional, school-based education to the borderless open-source sharing of the WeFarm platform. WeFarm, for example, connects more than 43,000 farmers from Sub-Saharan Africa and South America to share tips on sustainable agriculture near and far.

The next theme was women as the emerging innovators of Africa. While hardly new, the idea that women should be encouraged to think critically, listened to and seen as mentors is new to many, African and otherwise. The primarily female speakers gave lectures on connecting with commercial investors, utilizing co-working spaces, both physical and on-line, and more.

On March 22nd, discussions surrounding Africa’s next “raw material” focused on the necessity of providing African’s with 21st-century-standards of living, including universal access to reliable (and ideally renewable) sources of electricity. The challenges facing the start-up culture and overall clean energy sector were discussed, including a talk by leaders in existing sustainable agriculture initiatives like founder and CEO Abdoulaye Niang of Transconcept Food, Senegal, a company that specializes in the re-appropriation of traditional farming techniques for the modern world. GreenTec Capital spoke to the diverse group, saying “a lot of work is still to be done to support the African start-up environment, and we are thankful for initiatives like Afrobytes.”

Why an Online Diaspora?

The population of Africa is expected to double by 2050 to 2.5 billion, or one-quarter of the world’s projected population. Unless living conditions rapidly improve for millions of Africans, this level of population growth could prove disastrous. According to the African Economic Outlook, “despite progress, the level of human development in Africa remains low….gender inequality and exclusion exist in many countries,” which is exactly why the sorts of dialogue inspired at Afrobytes is so critical. Not only is Afrobytes an inclusive platform that provides women and men equal space to voice their ideas, but it is an important step away from traditional forms of top-down (or government-led) development.

More than three-fifths of Africa’s population is under 25 years old. These individuals have grown up with greater access to knowledge than any generation before, and are therefore more driven to change their surroundings because they are aware, to a painfully precise degree, of what they are missing out on in comparison to their foreign counterparts. The way in which Africa is developing demonstrates the importance of the free-flow of ideas between continents.

By inviting speakers from different physical diasporas, such as the Kenyan ambassador to France, Afrobytes has given its online diaspora a real sense of physical community. Eric Yoon of GreenTec Capital expects “Afrobytes to become an important platform for digital stockholders on the African data scene.”

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Bader Al Kharafi, one of Kuwait’s most powerful figures

21 April 2016 Comments (0) Featured, Leaders, Middle East

Bader Al Kharafi

Bader Al Nasser Kharafi, is rapidly establishing a reputation as one of Kuwait’s most powerful figures and as one of the most influential young Arab businessmen in the world.

Bader Al Nasser Kharafi, is rapidly establishing a reputation as one of Kuwait’s most powerful figures and as one of the most influential young Arab businessmen in the world. Making a name for himself has never been Al-Kharafi’s focus, but as the son of the hugely respected late Nasser Al-Kharafi, his family name was already synonymous with Middle Eastern business.

It is never easy for a child to follow in the footsteps of a highly successful and renowned parent. Nasser Al-Kharafi had taken the family company, MA-Al Kharafi & Sons (MAK), to dizzying heights before his death. However, since taking the helm of the family conglomerate, in 2012, Bader Al-Kharafi has stepped out of his father’s shadow and maintained the company’s long-standing reputation.

A long tradition of family-run success

MA-Al-Kharafi & Sons (MAK) was set up, in 1956, by Bader Al-Kharafi’s grandfather Mohammed Abdul Mohsin Al-Kharafi and the contracting company rapidly expanded into multiple markets outside his native Kuwait.

However, it was one of the sons, Nasser Al-Kharafi, who became a legend within Kuwaiti business, and turned the company into a vast conglomerate of varied operations. It is, therefore, no surprise that when Nasser died, in 2011, stocks in many of the MAK owned entities plummeted and a host of investors began to feel decidedly nervous.

Replacing a highly esteemed business leader is never easy and when there is a potential for in-fighting between family members, shareholder unease is understandable. Bader Al-Kharafi himself said, “I think it is very hard to convince someone to have confidence when you lose someone like Mr. Nasser.” Despite initial concerns, the company made a united, and fairly quick, decision to appoint Bader as the senior figure within the organization.

Bader Al-Kharafi commented on how this helped to placate any concerns with shareholders and thus arrest the initial drop in share prices saying, “The committees running the company and the family members and uncles all united together, that is the message that the market wants.”

Diversified interests and an eye for new horizons

Bader Al-Kharafi was not just taking control of a very prosperous company in 2012; he was heading up a corporation that operates on a huge scale and over a multitude of industries and nations. According to Arabian Business Magazine, in 2012, MAK was operating over 28 countries with 135 companies under its umbrella and was worth over $8 billion. The group has major interests in a plethora of areas, from its large holding in the telecommunications company Zain, to its petroleum, manufacturing and even hospitality interests.

Telecommunications is one of the most significant strings to the MAK group’s bow, and its company Zain has over 44 million customers across 8 nations. Zain has continually invested in new technology to try and keep ahead of competition and Al-Kharafi proudly states, “We introduced…new technologies before Europe and some other countries, including the United States.”

To continue the growth of Zain, Al-Kharafi signed a deal with Vodafone allowing the latter a greater access to the Middle East and allowing Zain to benefit from Vodafone’s existing British and European networks.

Tradition behind continued growth

Al-Kharafi has already expanded his own interests and personal positions of influence since taking over the family company. In 2012, shortly after taking over MAK, he was asked to join the board of Gulf Bank, adding to his existing positions as a board member of Foulath Holding (Bahrain Steel) and as chairman of Gulf Cables and Electrical Industries. By 2014, the world famous private bank Coutts had also added Al-Kharafi to its board.

Aside from continuing the family legacy, Al-Kharafi has shown a dedication to investing in other people and providing the youth of Kuwait with new opportunities, as the job market continues to change and adapt. INJAZ Kuwait is a non-profit NGO that was founded, in 2005, to provide educational support for young people in Kuwait.

Under the guidance of Al-Kharafi and other board members, INJAZ Kuwait has helped over 25,000 students at more than 25 educational institutions learn entrepreneurial and leadership skills. Al-Kharafi says, “I am always up for challenges and risks; mainly because I was introduced to the business at a young age…I like to make sure that I make the first step to becoming a pioneer.”

With such support, INJAZ could help provide the education for the next Al-Kharafi to emerge from the small but prosperous gulf state.

Although he continues to invest in new ideas, Al-Kharafi believes that continuing his father’s ethos is what will ensure ongoing success saying, “The model my father proved time and time again to be vital to success is: people, honesty and making sure you deliver.”

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We Cash Up aims to be the PayPal of Africa

20 April 2016 Comments (0) Africa, Business, Featured

Cedric Atangana

With e-commerce on the continent poised for growth, We Cash Up develops an innovative platform to enable online purchases on phones.

Hoping to ride a wave of innovative online technology and mobile adoption in Africa, the startup We Cash Up has set its sights on becoming the Pay Pal of the continent.

Cedric Atangana, co-founder and CEO of the Marseille-based company Infinity Space, said its We Cash Up network will aim to provide online purchasing power for Africans who do not have bank accounts.

Atangana said as many as 800 million Africans are excluded from internet commerce because they do not have bank accounts. At the same time, most of them have mobile phones.

His solution? A mobile network that enables users to make secure payments via their phones.

A network of businesses and buyers

Small businesses and stores that participate in the network are both a point of deposit and a point of withdrawal so We Cash Up does not have to develop an expensive new infrastructure to manage cash transactions.

We Cash Up says one key feature of We Cash Up is that its developers found a way to communicate across mobile money systems in 54 African countries that enables transactions across borders.

Infinity Space also developed an artificial intelligence that tracks the behavior of mobile users in order to identify risky or fraudulent transactions, the company said.

Infinity Spaces is also developing a We Shop Up platform for participating merchants.

The company operates as a virtual team. Atangana is based in Marseille while other team members work from Kenya or Cameroon.

African e-commerce faces challenges

Atangana sees vast potential both for merchants and buyers and internet use grows in Africa.

Experts agree that the potential to expand e-commerce in Africa exists but it faces key challenges. For example, e-commerce giants including Kalahari and Mocality have invested in Africa and then retrenched after failing to achieve profitability.

Wealthier Africans have not embraced online shopping, for example, because of concerns about fraud. At the same time, many African cultures value their vibrant and plentiful physical marketplaces over online shopping.

Cross-border differences inhibit scaling efficiencies and require duplication of services. The logistics of delivery are complicated.

E-commerce expected to increase

At the same time, the continent appears poised for growth in e-commerce as spending power increases along with internet access. One study predicts e-commerce, now a tiny fraction of the economy, will grow by 40 percent annually during the next decade.

Atangana believes We Cash Up can tap into that growth and change attitudes about online shopping.

Atangana, who holds a degree in engineering from Polytech Marseille, founded Infinity Space in Cameroon in 2010. The company operated in Nairobi, Kenya before Atangana moved its current headquarters to France.

He and Infinity Space chief marketing officer Marcelle Ballow Bekono were named to Forbes list of top 30 African entrepreneurs under 30.

We Cash Up has received several awards in startup competitions, including $20,000 at the 2014 Google Pitch Night.

Friends lacked bank accounts

He said he got the idea for We Cash Up after he had to help friends who did not have credit cards make online purchases.

On separate occasions, he said, friends in Cameroon and Kenya were unable to participate in developer competitions because they could not provide banking details.

“Indeed, one of the conditions for registration was to provide bank details or the majority had no credit card. And it has been very frustrating for me,” he said. “The idea of this project is born from our desire to help these people.”

Atangana said very few similar services are currently available and they seldom cross borders.

Account Nickel offers prepaid cards to people who do not have bank accounts but operates only in France. MPesa is a leading mobile payment platform in East Africa while telecom operators offer prepaid services in other countries.

But Atangana has a bigger vision of mobile e-commerce across international borders.

“This is the Airbnb financial system,” Atangana said.

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Mugabe looks to nationalize Zimbabwe’s diamond industry

19 April 2016 Comments (5) Africa, Business, Featured

Robert Mugabe

Zimbabwe’s longtime President, Robert Mugabe, has announced the state will seize all of the nation’s diamond mines.

Zimbabwe’s controversial President, Robert Mugabe, has announced a massive change to the country’s diamond mining industry, in that all assets will now be state owned. In a move that is a throwback to his socialist roots, Mugabe claims that foreign mining companies have profiteered for too long off one of the nation’s most valuable commodities and he will ensure that the nation now reaps the rewards from its diamonds.

Mugabe gave an interview in early March to the state broadcaster ZBC, during which he expressed his anger at what he sees as foreign companies plundering Zimbabwe for a precious, natural resource. Mugabe claimed that, in doing so, foreign companies made around $15 billion in profits, while Zimbabwe itself had only earned $2 billion in the same period of time and, as such, the diamond rich region of Marange would now be a “state monopoly”.

The Marange diamond fields were only discovered in 2006 but by 2013 they were producing an astonishing 16.9 million carats of diamonds, which is akin to 13% of the world’s rough diamond supply. However, this output has dropped significantly due to reluctance by companies to invest in deeper exploration. Industry group Kimberly Process states that in 2014 Zimbabwe’s diamond production was around 4.7 million carats.

While it is understandable that Mugabe may feel the country needs to earn a greater proportion of the wealth that the Marange region is host to, issues of corruption and internal theft are perhaps as large a problem as outside sources. As far back as 2012, South Africa’s former President Thabo Mbeki warned that Zimbabwe was losing much of its diamond wealth to a “predatory elite” within its own nation.

Illegality plagues Zimbabwe’s diamond industry

The NGO Partnership Africa Canada (PAC), which monitors conflict minerals in Africa, produced a damning report in 2012 that stated government ministers in Zimbabwe were the ones becoming rich off the back of stolen diamonds. Corruption and theft were so rife that the organization said, “The scale of illegality is mind-blowing” and the investigation named former mines minister Obert Mpofu as having amassed an unaccountable fortune since mining began. Mpofu was said to have been spending $20 million “mostly in cash” over a 3 year period.

If high level government figures are the very people denying the state treasury of its rightful income from Marange’s diamond mines, then will a state owned monopoly make much difference? While Mugabe has angrily pointed the finger of blame abroad, it remains to be seen whether those now in charge of the state’s new body, Zimbabwe Diamond Consolidated Company, can ensure that the profits from diamond minds find their way to the rightful government coffers.

What is certain is that the foreign companies who have been mining in Zimbabwe will not take Mugabe’s orders without a fight. China has developed closer trade agreements with Zimbabwe in recent years and the Chinese-run mining company Anjin Investments has already challenged Mugabe’s ruling at the High Court. The early indications are that the courts might well side with the mining companies as the largest mine, Mbada Diamonds, has already won its case at the High Court and been given full control of its assets.

Whether this is a ruling that Mugabe’s government will accept and adhere by is an entirely different question. While some voices have expressed concern over how this dispute could affect trade between China and Zimbabwe, Mugabe himself dismissed such worries, saying, “I don’t think it has affected any of our relations at all…I told President Xi Jinping that we were not getting much from the company, and we didn’t like it anymore in this country.”

Zimbabwe diamond mine

Zimbabwe diamond mine

Where does Zimbabwe’s diamond industry go from here?

If the government of Zimbabwe overcomes the legal challenges, maintaining the $1 billion worth of Chinese trade despite seizing Chinese interests, and eradicates the corruption that has plagued the mining industry thus far, then it would obviously earn considerably more money. However, these are a sequence of unlikely outcomes given the manner in which the move has come and given the history of the mining industry in Zimbabwe.

There is the additional concern that potential investors in other mining projects within the country could be put off by this recent announcement regarding diamonds. John Turner, head of the mining group at law firm Fasten Martineau says, “To the extent that private firms were looking at Zimbabwe thinking they were ahead of the curve, this may give them pause for though.”

Any concerns outside of Zimbabwe have not appeared to weaken the resolve of Mugabe or his government. They insist that the problem lies with theft from abroad and moreover that recent mining has actually been illegal, as the mining companies had not renewed their licenses.

Amid conflicting claims and ongoing lawsuits, who emerges as having control over the lucrative Marange diamond mines over the next few months will be of interest to many parties and people both in and outside of Zimbabwe.

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Folorunsho Alakija: A portrait of a billionaire

18 April 2016 Comments (1) Africa, Featured, Leaders

Folorunsho Alakija

Businesswoman, fashion designer and even a marriage counselor; Folorunsho Alakija won’t be retiring any time soon.

Folorunsho Alakija is not only the second richest woman in Africa but she has also been listed as one of the most powerful 100 women in the world by Forbes magazine. This is a businesswoman who takes diversified interests to a quite remarkable level, as Alakija is not only involved in oil mining and fashion design but has even written books on marriage counseling and started up her own ministry.

So how did this 64 year old Nigerian woman end up in such a position of wealth and influence?

Folorunsho Alakija: “Many have asked how I got to where I am”

Alakija arrived into the world on July 15th 1951, born into a large family in which her father had an incredible 52 children. Alakija and one of her sisters were sent to school in the United Kingdom at the age of 7 and remained there for 4 years.

Although she returned to Nigeria for her high school education, Alakija made her way back to the UK as a young adult where she studied to be a secretary and also took up a fashion design course at the American College in London and the Central School of Fashion.

Alakija began her first job in 1970, working as a secretary for Sijuade Enterprises and then 4 years later moved on to become the Executive Secretary to the Managing Director of First National Bank of Chicago (now First City Monument Bank).

From this point on, determination, hard work and the confidence to take risks are what saw Alakija’s career go far beyond her formal qualifications. While she did not have a degree, diligence and natural talent helped her carve out increasingly senior roles in the corporate world. Within two years of joining the bank, Alakija was promoted to the Head of Corporate Affairs and subsequently rose further into the company hierarchy by becoming Office Assistant to the Treasury Department.

While many people would have been happy to continue such a progression in the corporate world, Alakija wanted to use her creativity and took a gamble by leaving the security of her career to launch her own fashion house in 1983. The Rose of Sharon House (originally named Supreme Stitches) was an almost immediate success and made Alakija a household name in Nigeria as she promoted traditional prints and Nigerian styles in her clothing.

A move from the finance sector into fashion design might seem unusual, but Alakija’s massive success has been built upon her willingness to take calculated risks and in 1991 she made another bold move into yet another arena.

“A truly family business”

In 1991, Alakija ventured into the oil industry and although her prospecting license was not granted until 1993, it was the move that would turn a successful career into one that made billions. Alakija’s company Famfa Oil acquired 60% of a lucrative block of coastal oil that came to fruition in 1996 when Texaco (now Chevron) approached her to broker a deal. Negotiations lasted 3 months, but at the end of it Alakija had a deal with a multinational oil company and Famfa Oil became a juggernaut in African business. Famfa is, as Alakija states, a “family business” in that her husband of 40 years is the chairman and their four sons are the Executive Directors.

Having been happily married for four decades and being a devout born-again Christian, it is perhaps unsurprising that Alakija is saddened by the world’s increasing divorce rates. What might be more surprising about a billionaire businesswoman is that she decided to try and address this by writing a book on marriage counseling and by regularly giving speeches around Nigeria to try and help provide advice on how to make marriage work.

“A burning desire to help the less privileged and needy”

Helping people is something that is important to Nigeria’s richest woman and her huge financial clout has meant that she is able to do a lot more than write books. In 2008, The Rose of Sharon Foundation was launched to allow Alakija to invest in the futures of widows and orphans in Nigeria. Scholarships and interest-free loans aim to help those with very little prospects have a chance at changing their own fortunes.

There have been 9,000 medical and engineering scholarships thus far and in addition to this work, Alakija has provided 21 clinics for treating tuberculosis across the country, 21 science laboratories and is in the process of designing the building of two schools that will bear the name of her foundation.

Alakija’s career has been extraordinary by any standards and yet with her foundation, public speaking and the ministry she launched in 2004, there is no sign of her slowing down any time soon. And it is her religion that she insists is behind her success and her passion to keep working and promoting her belief in her faith. Although many people might look to her ingenuity, brave decision making and talent, Alakija says “Though many have claimed that I have become their role model, I assign all the glory to God.”

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Palestinian banker charts path to economic growth

15 April 2016 Comments (0) Featured, Leaders, Middle East

Hashim Shawa

Hashim Shawa, who took over his family’s bank at age 31, has built the largest bank in the Palestinian territories with deposits of more than $2 billion.

Amidst occupation, war and financial uncertainty in the Palestinian territories, a young financier has built his family bank into the largest financial institution in the territories and its second largest employer.

Hashim Shawa took the reins of the Bank of Palestine in 2007, when he was only 31 years old, following the sudden death of his father.

Named by one of 100 most powerful Arabs under age 40 by Arabian Business, Shawa has made the bank one of the fastest growing in the region with more than $2 billion in deposits.

Bank started to aid citrus farmers

Shawa’s grandfather, Hashim Atta Shawa, founded the Bank of Palestine in Gaza in 1960, as an agricultural bank.

The Shawa family was in the citrus business, exporting oranges and grapefruit to Europe. The elder Shawa launched the bank to help Gaza farmers obtain loans for farm equipment and irrigation systems.

Israeli authorities closed the bank for more than a decade after the Six Day War in 1967. When Israel occupied Gaza, it ordered Hashim Atta Shawa to change the name of the bank from Bank of Palestine. The bank founder refused.

Following a favorable Israeli court ruling, the bank re-opened in 1981 and moved its headquarters to Ramallah on the West Bank. Hashim Shawa’s father, Hani Hashim Shawa, headed the bank until 2007, when he died of a heart attack.

Banking experience in Europe, Middle East

The younger Shawa’s transition to lead the bank at age 31 was sudden and unexpected. However, he had established his banking credentials in Europe and the Middle East.

Shawa worked as assistant vice president at Citigroup Private Bank in London from 1997 to 2002, after completing a degree in engineering at University College in London in 1997. He also served as vice president and senior private banker for Middle East region at Citigroup Private Bank in Geneva from 2002 to 2005. He was as associate director responsible for developing banking business in the Middle East & North Africa, at HSBC from 2005 to 2007.

Shawa said the family had always planned on him eventually taking the reins of the Bank of Palestine, first becoming his father’s deputy and then chief executive officer. “All of those plans had to be fast-forwarded in difficult circumstances,” he said.

Deposits more then double

In addition to being chairman and general manager of the bank, Shawa is vice chairman of the Palestine Institute for Financial and Banking Studies and a director of Investbank – Jordan, Abraj Real Estate Investment and Development Co., the Palestinian Investment Fund, and Palestine Power Generation Co.

Nine years after he took over, the Bank of Palestine has more than 50 branches and employs about 1,500 people. Deposits have doubled since 2009, from $1 billion to $2.1 billion.

Shawa said the bank has grown with demand for basic services such as small business loans and mortgages.

Challenges in Gaza

Progress has not come without its challenges, especially in the Gaza strip.

The bank faced street protests at some Gaza branches after it stopped transactions involving charities that might be in violation of international rules because they support Hamas.

Rival Arab Bank paid an undisclosed settlement after hundreds of terror victims sued on the grounds that the bank maintained accounts for Hamas operatives that made payments to the families of suicide bombers.

The Israeli-Gaza conflict in 2014 forced the bank to close more than a dozen Gaza branches for nearly two months except for occasional openings to allow customers to withdraw cash or make deposits.

Young population promises growth

Unlike other parts of the Middle East, nearly all of the businesses operating in the Palestinian economy are small or medium-sized. Growing interest in establishing businesses along with a population that is overwhelmingly young – three-quarters of the population is under age 35 – add up to opportunities for further growth for the bank.

“It’s a good foundation for any company that wants to set up a business and develop a growth strategy in any sector,’’ Shawa said. “We have a healthy target market of customers coming in every year, and they’re going to be looking at personal, home and business loans.”

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Oil-dependent Gabon seeks to diversify industry

14 April 2016 Comments (0) Africa, Business, Featured

gabon oil worker

The African nation looks for private investment as it creates infrastructure to grow timber and mining production.

Gabon is making progress with its ambitious strategy of industrializing its economy by 2025, but plunging oil prices may slow its advances.

Gabon’s goal of economic diversification took on new urgency in 2015, when the plunge in oil prices sent shock waves through the economy of the nation of 1.8 million people located on the Atlantic coast of equatorial Africa.

In 2010, Gabon adopted a sweeping Strategic Plan Emerging Gabon, designed to diversify its economy and make its industry more competitive. With 80 percent of its export revenues coming from oil, the country is attempting to increase timber production and mining.

The plan calls for major investments in infrastructure and services to establish the Gabon Special Economic Zone with as many as 10 economic areas around the country.

Timber processing is key

Gabon’s industrialization plan relies heavily on improving the timber industry.

Forests cover nearly 85 percent of the country and it is home to more than 400 tree species.

In 2010, the government decided to halt exports of raw logs as a way of encouraging domestic processing, which would in turn increase profits and create more jobs. By 2012, about one third of logs were being processed in Gabon.

France is the largest importer of processed wood projects from Gabon, accounting for 42 percent of sales while Asia accounts for 3 percent.

Timber revenues triple

Since the halt, timber revenues have tripled from $66 million in 2009 to $190 million in 2014.

Gabon also created a special economic zone, Nkok, in Libreville, to make it easier for foreign companies to do business in the country.

The Nkok zone attracted 62 investors in 2013, including 40 percent in the timber industry. The number of timber processing factories increased from 81 in 2009 to 114 in 2013 while the number of jobs nearly doubled to more than 7,000.

The boost in the timber sector also resulted in the startup of transportation companies to haul logs.

Timber awaiting processing in Owendo, Gabon

Timber awaiting processing in Owendo, Gabon

Growth in mining sector

Mining is another sector that Gabon is attempting to grow.

Following the creation of a metallurgical complex in Moanda, production of manganese increased to $305 million. At the same time, the country went from small-scale production of gold – about 30 kilograms in 2009 – to produce more than 1,200 kilograms in 2014.

The economy grew about 4.1 percent in 2015, and the African Economic Outlook projected similar growth in 2016.

Economic challenges persist

Nevertheless, Gabon’s economy “is facing mounting headwinds,” the International Monetary Fund (IMF) said in early 2016.

According to the IMF, falling oil prices have resulted in a slowdown in non-oil sectors including construction, transportation and services.

The slowdown has led to a government budget deficit of 2.3 percent of Gabon’s gross national product in 2015, after posting a surplus of 2.5 percent the year before. At the same time, the nation saw a trade deficit of 1.9 percent in 2015 compared to a surplus of 8.3 percent in 2014.

Slower growth forecast

The IMF predicted economic growth of only 3.2 percent in 2016, largely because of declining oil production. However, growth in the agricultural sector could help increase the growth rate to about 5 percent in 2017-18.

IMF directors noted that Gabon has made progress authorities in developing the country’s infrastructure since 2010.

They emphasized the need to continue to foster diversification so that Gabon will be less vulnerable to fluctuating oil prices.

As revenue to the government tightens, IMF directors recommended that Gabon officials focus on high-impact infrastructure projects and structural reforms that will increase productivity and improve the labor force.

Gabon improves regulatory climate

At the same time, Gabon officials have acknowledged that the regulatory environment could be better for business.

Gabon President Ali Bong Ondimba pledged to “radically improve” the business climate by streamlining the regulatory process for investment through a National Agency for Investment Promotion and with establishment of a National adjustment for Competitiveness Pact to facilitate and speed up establishment of business operations.

Ondimba said the country must encourage private investors to step up as public investment declines.

“We must ensure that everyone plays their part. The government facilitates the business environment and the private sector that invests and recruits. If everyone plays his role, we will (achieve) growth and the creation of 20,000 jobs per year,” he said.

One bright spot for investment in Gabon’s efforts came in April, when AFRICA Finance Corporation, based in Lagos, Nigeria, announced it was investing up to $140 million in the Gabon Special Economic Zone to help fund infrastructure projects including a new mineral terminal.

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Peugeot Nigeria: Rebirth and Revival thanks to Africa’s richest man?

13 April 2016 Comments (0) Africa, Business, Featured

Aliko Dangote

January 26th saw the closing of bids for AMCON’s controlling shares of Peugeot Automobile of Nigeria Ltd.

AMCON’s acquisition of PAN’s controlling shares in October 2012 is set to end as Nigeria’s so called “bad bank” opens its shares of PAN up to bidders. Africa’s wealthiest man, Aliko Dangote, is ready to step up to the challenge.

January 2016 saw AMCON (the Asset Management Company of Nigeria), Nigeria’s so called “bad bank”, look to sell its stake in PAN (Peugeot Automobile of Nigeria Ltd.), and they began to invite bids from investors. AMCON currently owns a 79.3% controlling interest in PAN.

PAN was founded in 1972 as a joint venture between the French automaker and the Nigerian government, with the goal being to manufacture and market vehicles under the brand name of Peugeot.

Peugeot NigeriaDuring the 1980s PAN was profitable and produced upwards of 90,000 cars yearly. However, due to the influx of cheap, second-hand vehicles that began to come in to the country from Asia, the company began losing profits. This led to the sale of the controlling stake in the company, by the Nigerian government, to investors in 2006.

Unfortunately, the new investors did not fare well and managed to accumulate bad debt during their leadership, leading to AMCON’s acquisition of the majority share in the company in October 2012.

“Following the accumulation of huge non-performing loans (NPL) indebtedness to banks, in October 2012, the AMCON acquired the debts of the company and converted a portion to equity to help restructure the firm,” Peugeot had said.

Aliko Dangote and his associates take center stage

Enter Aliko Dangote, President and Chief Executive Officer of the Dangote group. A man that also carries the distinction of being Africa’s richest man, as ranked by Forbes in 2015, with an estimated wealth of $17.3 billion.

Dangote is already active in the cement, oil, food, sugar and farming industries, and now has his sights set on the automotive industry. Aliko Dangote has teamed up with the Nigerian States of Kaduna, and Kebbi, as well as the development lender Bank of Industry (BOI) to bid for the shares now up for sale by AMCON.

Governor Nasir El-Rufai told a conference, “We have submitted bids for the carmaker… with Aliko Dangote on board together with BOI, Kebbi and Kaduna State, we are confident our bid will sail through.”

Bidding for the stake controlled by AMCON closed on January 26th, and Governor El-Rufai did not provide any further details.

On its website PAN stated that its assembly plant, which is located in Kaduna state, has Peugeot Citroen PEUP.PA as its technical partner, and it has the capacity to assemble 240 cars in a day.

Made in Nigeria

Meanwhile, the Nigerian government has been keen on promoting a “Made in Nigeria” industrial policy and ordered local car distributors to make plans for new assembly plants back in 2014. They threatened to begin imposing prohibitive import duties.

Jean-Christophe Quemard, who is the executive vice president for Peugeot in Africa and the Middle-East, met with President Muhammadu Buhari in November to discuss reviving local production.

Other automakers such as Germany’s Volkswagen, Renault-Nissan, and South Korea’s Kia motors have also announced plans to begin assembling their vehicles in Nigeria, which is currently Africa’s biggest economy.

Not to be outdone, the Ford Motor Company of the United States will set up an assembly plant in Nigeria in November. With a 5,000 vehicle annual capacity, the plan is to produce up to 10 vehicles each day for the local market and eventually move into export into West African countries.

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