Connecting the Region's Trade Experts
Total Page：16
File Type：pdf, Size：1020Kb
Load more
Recommended publications
-
CBN Economic Report for First Quarter 2020
CENTRAL BANK OF NIGERIA ECONOMIC REPORT FIRST QUARTER 2020 Economic Report First Quarter 2020 The Central Bank of Nigeria Quarterly Economic Report is designed for the dissemination of financial and economic information on the Nigerian economy on current basis. The Report analyses developments in the financial, fiscal, real and external sectors of the economy, as well as international economic issues of interest. The Report is directed at a wide spectrum of readers including economists and financial analysts in government and the private sector, as well as general readers. Subscription to the Quarterly Economic Report is available without charge to institutions, corporations, embassies and development agencies. Individuals, on written request, can obtain any particular issue without a charge. Please direct all inquiries on the publication to the Director of Research, Central Bank of Nigeria, P.M.B. 187, Garki, Abuja, Nigeria. The Quarterly Reports can also be freely downloaded from the CBN website: www.cbn.gov.ng C e n t r a l Bank of Nigeria Page ii Economic Report First Quarter 2020 Contents 1.0 Summary ............................................................................................................................................ 1 2.0 Financial Sector Developments .................................................................................................... 3 2.1 Monetary and Credit Developments ........................................................................................... 3 2.2 Currency-in-circulation -
New Branches for the 2Africa Subsea Cable System
New branches for the 2Africa subsea cable system 16 August, 2021: The 2Africa consortium, comprised of China Mobile International, Facebook, MTN GlobalConnect, Orange, stc, Telecom Egypt, Vodafone and WIOCC, announced today the addition of four new branches to the 2Africa cable. The branches will extend 2Africa’s connectivity to the Seychelles, the Comoros Islands, and Angola, and bring a new landing to south-east Nigeria. The new branches join the recently announced extension to the Canary Islands. 2Africa, which will be the largest subsea cable project in the world, will deliver faster, more reliable internet service to each country where it lands. Communities that rely on the internet for services from education to healthcare, and business will experience the economic and social benefits that come from this increased connectivity. Alcatel Submarine Networks (ASN) has been selected to deploy the new branches, which will increase the number of 2Africa landings to 35 in 26 countries, further improving connectivity into and around Africa. As with other 2Africa cable landings, capacity will be available to service providers at carrier- neutral data centres or open-access cable landing stations on a fair and equitable basis, encouraging and supporting the development of a healthy internet ecosystem. Marine surveys completed for most of the cable and Cable manufacturing is underway Since launching the 2Africa cable in May 2020, the 2Africa consortium has made considerable progress in planning and preparing for the deployment of the cable, which is expected to ‘go live’ late 2023. Most of the subsea route survey activity is now complete. ASN has started manufacturing the cable and building repeater units in its factories in Calais and Greenwich to deploy the first segments in 2022. -
Mtn Group Limited
MTN GROUP LIMITED Telecommunications Company Key Findings: OVERALL SCORE TELECOMMUNICATIONS RANK • MTN made a commitment to human rights at the corporate level, but lacked disclosure of policies % that affect users’ freedom of expression and privacy in practice. 15 6 • MTN disclosed almost no information about how it handles government or private requests to restrict content or accounts, or for user information. South OPERATING COMPANY SERVICES EVALUATED EVALUATED African law prevents disclosure of government • Pre-Paid Mobile requests for user information, but MTN could MTN SOUTH • Post-Paid Mobile disclose government requests for content restrictions and requests from private parties. AFRICA South Africa • MTN revealed little about how it secures user information, including how it responds to data breaches. ANALYSIS MTN ranked sixth out of the 10 telecommunications About MTN Group Limited companies evaluated and 17th in the Index overall.1 Although South Africa’s internet environment is ranked as “free” by MTN Group Limited is a telecommunications company that Freedom House,2 the company operates in a number of serves markets in more than 20 countries in Africa, Asia, challenging markets including Iran, Rwanda, Afghanistan, and the Middle East.3 It offers voice and data services, and and other countries across the Middle East and North Africa, business services, such as cloud, infrastructure, network, making it difficult for the company to disclose concrete software, and enterprise mobility. policies to implement its commitment to respect human Market Cap: USD 16,398 million4 rights across all of its global operations. MTN’s group-level JSE: MTN corporate entity has historically relied on the company’s Domicile: South Africa operations outside of South Africa for revenue. -
Fbnbank DRC Ltd 2015 Annual Report
RICH HERITAGE BRIGHT FUTURE FBNBank DRC S.A. Annual Report and Accounts 2015 INTRODUCTION BUSINESS REVIEW GOVERNANCE RISK FACTORS FINANCIAL STATEMENTS IN THIS REPORT INTRODUCTION • RISK FACTORS OVERVIEW 4 INTRODUCTION 43 PERFORMANCE HIGHLIGHTS 6 RISK MANAGEMENT FRAMEWORK 44 CHAIRMAN’S STATEMENT 7 LEADERSHIP AND GOVERNANCE 8 • FINANCIAL STATEMENTS STATUTORY AUDITOR’S REPORT ON ANNUAL ACCOUNTS 53 • BUSINESS REVIEW DIRECTORS AND ADVISERS 54 CEO’S REVIEW 12 INCOME STATEMENT 55 OPERATING ENVIRONMENT 15 STATEMENT OF FINANCIAL POSITION 56 STRATEGY AND PERFORMANCE 16 STATEMENT OF CHANGES IN EQUITY 58 FINANCIAL REVIEW 19 STATEMENT OF CASH FLOWS 59 NOTES TO THE FINANCIAL STATEMENTS 60 • GOVERNANCE INTRODUCTION 23 CONTACT INFORMATION 68 LEADERSHIP 24 GLOSSARY OF RATIOS 69 EFFECTIVENESS 33 ABBREVIATIONS 71 ACCOUNTABILITY 35 ENGAGEMENT 37 DIRECTORS’ REPORT 39 REPORT OF THE EXTERNAL CONSULTANT ON THE APPRAISAL OF THE BOARD OF DIRECTORS 41 The term ‘FBN Holdings Plc’ or the ‘Group’ means FBNHoldings together with its Unless otherwise stated, the income statement analysis compares the 12 months subsidiaries, which include FBNBank DRC Limited. FBN Holdings Plc is a financial to December 2015 to the corresponding 12 months of 2014, and the balance holding company incorporated in Nigeria on 14 October 2010. The Company sheet comparison relates to the corresponding position at 31 December 2014. was listed on the Nigerian Stock Exchange under the ‘Other financial services’ Unless otherwise stated, all disclosed figures relate to continuing operations. sector on 26 November 2012 and has issued and fully paid-up share capital as Relevant terms that are used in this document but are not defined under applicable 35,895,292,792 ordinary shares of 50 kobo each (N17,947,646,396). -
First Bank of Nigeria Plc Head Office: 35, Samuel Asabia House, Marina, Lagos First Bank of Nigeria Plc | Annual Report & Accounts 2009
First Bank of Nigeria Plc Head Office: 35, Samuel Asabia House, Marina, Lagos www.firstbanknigeria.com First Bank of Nigeria Plc | Annual Report & Accounts 2009 Registration No. RC6290 First Bank of Nigeria Plc | Annual Report & Accounts 2009 ABBREVIATIONS ALCO – Assets & Liabilities Management Committee KRI – Key Risk Indicator ATM – Automated Teller Machine LAD – Loans and Advances BARAC – Board Audit and Risk Assessment Committee LASACS – Large Scale Agricultural Credit Scheme BDO – Business Development Office mbd – million barrels a day ANNUAL CAGR – Cumulative Annual Growth Rate MDAs – Ministries, Departments and Agencies CAM – Classified Assets Management Dept MFBs – Microfinance Banks CAP – Credit Analysis & Processing Dept MFR – Member of the Order of the Federal Republic CBN – Central Bank of Nigeria mni – Member National Institute CCO – Chief Compliance Officer MPA – Mortgage Plan Account CON – Commander of the Order of the Niger MPC – Monetary Policy Committee REPORT CPFA – Close Pension Fund Administrator MPR – Monetary Policy Rate CRM – Credit Risk Management N – Naira CRO – Chief Risk Officer NSE – Nigerian Stock Exchange CSA – Children Savings Account OFR – Officer of the Federal Republic CSCS – Central Securities Clearing System OPL – Open Position Limit CSR – Corporate Social Responsibility ORM – Operational Risk Management Division ACCOUNTSIntroduction 2 Business Review 23 & EAR – Earnings At Risk OTC – Over The Counter Financial Highlights 2 Operating Environment 24 Chairman’s Statement 4 Industry Review and Outlook -
Leadership Training at First Bank of Nigeria: a Case Study
Journal of Education and Learning; Vol. 5, No. 2; 2016 ISSN 1927-5250 E-ISSN 1927-5269 Published by Canadian Center of Science and Education Leadership Training at First Bank of Nigeria: A Case Study Fatai Lawal1, Randall Thompson1 & Elizabeth Thompson1 1 University of Phoenix, Phoenix, Arizona, USA Correspondence: Randall Thompson, University of Phoenix, Phoenix, Arizona, USA. E-mail: [email protected] Received: January 14, 2016 Accepted: January 26, 2016 Online Published: February 23, 2016 doi:10.5539/jel.v5n2p9 URL: http://dx.doi.org/10.5539/jel.v5n2p9 Abstract The purpose of this qualitative exploratory case study was to identify components of an exemplary leadership development program that might serve as a framework for training leaders for banking organizations in Nigeria. We recruited 30 managers, supervisors, and officers with at least 10 years of banking experience to explore leadership development at First Bank of Nigeria’s headquarters in Lagos, Nigeria. Face-to-face interviews focused on exploring what type of corporate leadership training strategies worked for First Bank of Nigeria. Four major leadership development strategies that worked best for First Bank emerged from analysis of the qualitative data obtained: (a) classroom, online, and on-the-job training; (b) mentoring; (c) coaching by a shadow manager; and (d) personal development and work-life balance. First Academy, the training arm at First Bank of Nigeria, has made valuable contributions to developing leaders in the fast-paced Nigerian banking industry. Other banking organizations in Nigeria may want to incorporate leadership training strategies used by First Bank of Nigeria. Keywords: bank, mentoring, nigeria, leadership, shadow, training, coaching, First Bank of Nigeria, work balance 1. -
First Bank of Nigeria Ltd 2013 Annual Report
Connected. First Bank of Nigeria Limited | Annual Report and Accounts 2013 2 CORPORATE FINANCIAL INTRODUCTION BUSINESS REVIEW RISK FACTORS GOVERNANCE STATEMENTS Connected. Growth through connected solutions As a Group, we are exploiting synergies and optimising cross-selling between our subsidiary businesses to become more effective and increase value for our shareholders. Being more ‘connected’ as a Group means we can create an improved service for all our customers. By listening to them and understanding their diverse needs, we can provide innovative products and solutions that better connect us to them. It is this sort of forward thinking that has helped us evolve to become one of the leading financial services in Sub-Saharan Africa. FIRST BANK OF NIGERIA LIMITED | ANNUAL REPORT AND ACCOUNTS 2013 3 CORPORATE FINANCIAL INTRODUCTION BUSINESS REVIEW RISK FACTORS GOVERNANCE STATEMENTS USING THIS INTERACTIVE PDF At the top of each page Using links in the report click on the symbols to: y The contents list on the next page Jump back includes links to each of the report to contents sections as well as to specific chapters within these sections. Move back one page y The report text also includes related links to other relevant areas of the document, as well as external Move forward one page websites and email addresses. y To follow a link, simply move your Print this report or cursor over the section or chapter individual pages you would like to view and click. Search the text in y You can also click on the titles along this report the top of each page to jump to the start of a section. -
Mtn's Preliminary Submission
NON-CONFIDENTIAL VERSION COMPETITION COMMISSION DATA SERVICES MARKET INQUIRY MTN'S PRELIMINARY SUBMISSION 27 November 2017 Page 1 of 53 2 Table of Contents Page No 1. Introduction and executive summary.......... .......... ..................................................... 3 2. Data services value chain .. .......... ............................................................................. 6 3. Competition in mobile data services.......... ........ ......... ................. .......................... 21 4. MTN's new strategic initiative .................................................................................. 39 5. Regulatory context .................................................................................................. 42 6. Constraints on the further development of data services.................... .................... 46 7. Next steps............ ............................................................................ ............. .......... 53 Page 2 of 53 3 1. Introduction and executive summary Introduction 1.1 On 18 August 2017, the Competition Commission (the "Commission") initiated a market inquiry into Data Services in South Africa in terms of Chapter 4A of the Competition Act No. 89 of 1998 (as amended) (the "Competition Act"). On 20 September 2017, the Commission invited stakeholders to make formal submissions. Mobile Telephone Networks Proprietary Limited ("MTN") would like to thank the Commission for the opportunity to make this submission. 1.2 MTN is mindful of the context within which the -
Banking on Africa Standard Chartered’S Social and Economic Impact
Banking on Africa Standard Chartered’s social and economic impact A report by Dr René Kim and Professor Ethan B Kapstein Contents 1 Introduction 4 1.1 Methodology 4 About the authors 1.2 Non-quantifiable impact 5 1.3 Scope 5 René Kim is founding Ethan B Kapstein is 2 Africa’s growth story 6 partner of Steward currently a Visiting Fellow 2.1 Reduced reliance on resources 8 Redqueen. He has worked at the Centre for Global 2.2 Economic fundamentals 8 with many multinational Development in Washington 2.3 Urbanisation, productivity and the growing middle class 9 companies and private DC. Previously he was the 2.4 The growing importance of trade 9 2.5 Remaining challenges 10 equity funds in both Chair of Political Economics 2.6 The role of the financial sector 10 developed and emerging at INSEAD and held positions markets. Previously, he at Georgetown University, 3 Standard Chartered in Africa 12 worked for the Boston Harvard University, the 3.1 Strong growth in Africa 13 3.2 Wholesale banking 13 Consulting Group in University of Minnesota, 3.3 Consumer banking 13 Amsterdam and as an and the Organisation for 3.4 Helping small businesses 13 academic at the Economic Cooperation and 3.5 Deep local knowledge 13 Massachusetts Institute Development. A former 3.6 Leveraging international knowledge and finance 14 of Technology. He holds a international banker and 3.7 Spurring innovation 15 cum laude PhD in Hydrology naval officer, Professor 3.8 Acting responsibly 15 3.9 Opportunities for the future 15 and Meteorology and is the Kapstein serves as an author of many academic economic and strategy 4 Standard Chartered’s quantitative impact 16 articles. -
Participant List
Participant List 10/20/2019 8:45:44 AM Category First Name Last Name Position Organization Nationality CSO Jillian Abballe UN Advocacy Officer and Anglican Communion United States Head of Office Ramil Abbasov Chariman of the Managing Spektr Socio-Economic Azerbaijan Board Researches and Development Public Union Babak Abbaszadeh President and Chief Toronto Centre for Global Canada Executive Officer Leadership in Financial Supervision Amr Abdallah Director, Gulf Programs Educaiton for Employment - United States EFE HAGAR ABDELRAHM African affairs & SDGs Unit Maat for Peace, Development Egypt AN Manager and Human Rights Abukar Abdi CEO Juba Foundation Kenya Nabil Abdo MENA Senior Policy Oxfam International Lebanon Advisor Mala Abdulaziz Executive director Swift Relief Foundation Nigeria Maryati Abdullah Director/National Publish What You Pay Indonesia Coordinator Indonesia Yussuf Abdullahi Regional Team Lead Pact Kenya Abdulahi Abdulraheem Executive Director Initiative for Sound Education Nigeria Relationship & Health Muttaqa Abdulra'uf Research Fellow International Trade Union Nigeria Confederation (ITUC) Kehinde Abdulsalam Interfaith Minister Strength in Diversity Nigeria Development Centre, Nigeria Kassim Abdulsalam Zonal Coordinator/Field Strength in Diversity Nigeria Executive Development Centre, Nigeria and Farmers Advocacy and Support Initiative in Nig Shahlo Abdunabizoda Director Jahon Tajikistan Shontaye Abegaz Executive Director International Insitute for Human United States Security Subhashini Abeysinghe Research Director Verite -
Aligning Cybersecurity to Enable the Telco Metamorphosis in a Post-COVID-19 Era August 2020 Foreword
Aligning cybersecurity to enable the Telco metamorphosis in a post-COVID-19 era August 2020 Foreword Over recent years, telecom operators (Telcos) across the globe have witnessed revenue stagnation in their core services, despite the enormous growth in bandwidth demand and usage. Furthermore, they are also facing competition from digital service providers resulting in shrinking of revenues from core services. The ongoing digitalization wave has brought a lot of disruptive changes in terms of customer expectations and the way telecommunication services are consumed. Also, digital service providers have an upper hand to Telcos because they can quickly leverage multiple disruptive digital technologies. Telcos are facing an existential crisis due to these fierce competitions from digital service providers and the rapidly changing environment. Telcos have no other option, but to transform if they are to remain relevant. Telcos across the globe are trying to embark on a transformative journey by investing in their digital infrastructure and adopting a business model which focuses on customer experience and technology dominance. Cloud, 5G and Internet of Things (IoT) top the list of technology catalysts that can aid Telcos in the transformation. There is no doubt that this metamorphosis will provide bountiful rewards to Telcos. However, Telcos will be skating on thin ice, if they are not careful about the cybersecurity implications of this transformation journey. This white paper focuses on exploring the cyber aspects of the Telco metamorphosis. -
Governance in Action
Governance in action Value creation through robust governance The board and group executives continue to provide oversight using a combined assurance model which considers the role of management, control functions, internal and external audit and board Board charter – collective responsibilities of the board and delegation of authority In 2019, we enhanced the board charter, clarifying the role of subsidiaries’ boards and their subcommittees, and committees of the subsidiaries using a simplified governance approach in a complex environment setting out more clearly the role of the group chairman as well as the group president and CEO. We revised the as they strive to create maximum shared value. delegation of authority to promote greater agility in the decision making process of subsidiaries. We see room for All about MTN about All further improvements in the levels of authority within the delegation framework to allow for faster and bolder business activity. We are also redesigning the materiality framework to promote better decision making. These 01 They do this by delivering on our purpose and ensuring relevance and sustainability of the business changes will align with clear levels of work and a segregation of powers within management, safeguarding model by monitoring the macro environment, the availability and quantity of capital inputs, and accountability and responsibility. stakeholder needs, all of which inform the group’s strategy. This strategy enables MTN to maintain focus in conducting operations underpinned by good governance and at the same time delivering our financial targets. In The roles and duties of the chairman and group president and CEO are separate and clearly defined.