Premier League giants, Chelsea have surpassed Manchester United and Manchester City at the top of the Premier League’s wage bill chart, according to annual figures released on Friday, January 8.
The data, published by Companies House, the United Kingdom’s registrar of companies, showed that Chelsea splashed more money on player salaries last season than any other team in the English top flight.
They had topped the table prior to the 2011-12 season, when City, who won that year’s title, overtook them.
Chelsea, owned by Russian billionaire Roman Abramovich, reported a total wage bill of £215.6 million ($314.3 million, 289.7 million euros), a rise of £25 million.
United’s salary bill was £203 million, City’s £193.5 million and Arsenal’s £192.2 million. Both Manchester clubs reported a fall in overall wages.
Chelsea finished the season as champions, with City second, Arsenal third and United fourth, but they have fallen badly off the pace this term, resulting in the dismissal in December of manager Jose Mourinho.
In November Chelsea announced a net loss of £23.1 million on turnover of £314.4 million, but said that they were still complying with European governing body UEFA’s Financial Fair Play (FFP) regulations.
Their full annual figures reveal that the west London club made a £42 million profit in player trading after selling Romelu Lukaku, Andre Schurrle and Ryan Bertrand. The equivalent figure in 2013-14 was £65 million.
The accounts also reveal that Abramovich injected £46.7 million of funding last season and £57.1 million the previous year.
Analysts at Renaissance Capital (RenCap) have stated that it would be nice if Nigeria adjusts its currency this January to about $250/$1.
Adjusting the naira to the aforementioned rate, according to the financial advisory and research firm, would make the investor case about Nigeria more optimistic, even as they also recommended wide band around the naira in order to allow for “maximum flexibility.”
They argued that it would be a shame if Nigeria’s central bank move its currency rate slightly at its monetary policy committee (MPC) meeting this month and then do so again when pressure resurfaces again in three to six months’ time.
RenCap stated this in a note titled: “About Nigeria’s forthcoming devaluation,” obtained by THISDAY on Thursday. Analysts at RenCap revealed that after their meetings with Nigeria’s policy makers in Abuja in May 2015, they believed that a currency shift to around N230-240/$ with perhaps 5-10 per cent bands on either side was both appropriate and in the back of the minds of the Central Bank of Nigeria (CBN), when the present government was sworn-in place, and the fiscal outlook was clarified.
“But since May 2015 the oil price has plunged further. The unofficial market rate is now 266/$. Our Real Effective Exchange Rate (REER) model – which we have our doubts about (we never accept one model as providing a universal “truth”) – suggests NGN305/$ is fair-value for the currency. And yet oil prices are below the long-term average so maybe the naira should be weaker than fair value too. The South African Rand is 30 per cent cheaper than its long-term value and that makes some sense when commodity prices have been flushed down the toilet.
“I would definitely take a fresh look at Nigeria if the currency is moved to 240-250/$ with perhaps 5-10% bands on either side, but I would favour wider bands, giving Nigeria more flexibility to cope with an oil price that has been highly volatile. It would be a shame if Nigeria moved the currency rate now – and then came under more pressure in 3-6 months to do it again. It would be a shame if new currency bands had as their weakest point, alevel which is only just touching the current unofficial rate of NGN266/$. Far better if there is some flexibility in the system,” they stated.
Roland A. Arabome, MD/CEO Polls & Ratings Limited E-mail: prlresearch@consultant.com
“If you don’t know where you are going, you’ll end up somewhere else”, so said a famous American football coach, Casey Stengel. This is what happens with a faulty planning – in fact it could be worse than no planning at all, because executives think they are making sound decisions, unaware that they are operating on a basis of ignorance and myth. This is reflected in traditional concepts that they adopt in marketing and management, usually in a dizzying frenzy and with unmatched exuberance, as if trying to catch up with a trend that is threatening extinction.
Take the issue of understanding the operating environment – the socio-cultural question. Not many business operatives ever take the pain to conduct pre-launch programmes before releasing their products into the market. Examples abound in the financial services industry. The reasons for this are not far-fetched: most marketing managers are not well trained for their profession and so what one finds in that sector are dozens of unmarketable products, which end up doting shelves and covered with heaps of dust because they can’t be sold. At other times, the products die, and then the company will spend a fat chunk of its marketing budget to revive them through some promotional tonic.
In most cases, consumer response is like engaging deaf people in a conversation. Yet still, some die taking sums expended on them into early graves. The other reason is that in their drive to outdo the competition most businesses do not go the extra mile to conduct baseline studies that will reveal consumer preferences. Also, their marketing or advertising agencies do not help matters.
Since most companies are wary of a padded marketing budgets (expensive briefs), they settle for plan ‘B’, which the agencies would be most willing to implement as long as they land the job. Target groups are left out of the scheme. The end result is a warped marketing programme that does not take into consideration the basic elements that should be considered in a good marketing effort. This results in an arch that reflects a flawed marketing programme that is used in promoting a poorly researched product.
This phenomenon is best illustrated with the bell curve that shows the relationship between anticipated impact and actual impact in a poorly researched product and an equally poorly implemented marketing plan. The outcome smacks of ineptitude, short-sightedness and an outright refusal to get help to do things right!
In the words of Patricia Seybold author of The Customer Revolution: How to Thrive When Customers are in Control, “the so-called New Economy is really the Customer Economy. This means that customers are in control – they are shaping businesses and transforming industries. Customers’ experience matters to your business direction. In other words, the feelings customers have when they interact with a particular brand determine their loyalty to that brand…” The moment companies see these values as sine qua non then they are ready to do business. It does not come on a platter of gold. Many factors go into creating a winning strategy when building customer loyalty. The first is consumer research, comprising of the various segments such as psychographics, demographics and microanalysis of each of the four consumer types as well as their stimulants. The other factors are advertising, promotions and all the other marketing tie-ins.
Another fallacy that is easily swallowed by most businesses is that a high share of market in a product category generally leads to economies of scale that result in a high level of profitability. To some extent this position still holds sway in the experience of some of our publicly quoted companies – Coca Cola Nigeria/Nigerian Bottling Company Plc, Nigerian Breweries Plc, Nestle Foods Plc, Cadbury Nigeria Plc as well as giants in the financial service industry, such as First Bank of Nigeria, Standard Chartered and United Bank for Africa Plc, etc. The bigger they are the more bullish their stocks. In fact, this postulation was first advanced in a study by Harvard Business School – that there is a strong correlation between market share and profitability – across a broad range of industries, companies and business units. Big meant better in everything.
One particular odious implication – a spin-off of the experience curve – is that a company could “buy” market share. Big discounts, for example or a heavy trade promotion could artificially create market share dominance, which in turn (it was argued) would yield the economies of scale essential to a high return on investment (ROI). Today, not much is being touted of the relativity between market share and profitability. But most proponents of the share-equals-profits connection – both consultants and corporate strategists – appear to have nibbled it only at the edge but not the whole way.
More recent evidence suggests that the relationship between share and ROI is much weaker than was previously discovered. “Perceived Product Quality” – PPQ – for example, is a dimension correlated with both share and ROI. Ignoring the underlying product quality factor in any share/profitability analysis greatly inflates the apparent correlation, i.e. the market share indicator tends to be overstated, leaving out product quality in the cold, which ties strongly to the earlier part of this discourse.
Taking it home, consider the vigour with which many industry components have chased market share more aggressively than corporate profitability. Note also, the heavy emphasis on promotional programmes among food products, bank products and other domestic products rather than determining what the consumer or customer wants. You can’t keep forcing bile down peoples’ throats and have a happy feeling about it! The result is that on realizing that the content is bile, people will regurgitate the contents, and then never go back to the vomit. It’s only logical. The consequence is a cannibalisation of that product or brand.
So, promotions can drive a market share but with a concomitant loss of profit; hear Roger Enrico, a one-time CEO of PepsiCo Worldwide Foods (trademark owners of Pepsi carbonated drinks): “Managing share without profit is like breathing air without oxygen. It makes you feel good for a while, but in the end it kills you…”
The bottom line is that market share is neither here nor there. At best, it is a proxy for ROI; it’s an alluring attraction on the road to decline. Market share is not the same thing as the real thing – return on investment. Market share is not static, it is dynamic and being able to capture a great share of the market today does not mean that you can retain that share for long. Managers and their advertising/marketing agencies should bear in mind that except they go the extra mile in enhancing product quality, have a strong understanding of the consumer that they serve, equating equity in a market segment with ROI becomes a suicidal marketing approach.
Oyagbola said, “We are committed to exploring avenues for meeting our customers’ increasing data needs in line with our vision to lead the delivery of a bold new digital world to our customers.
“As we work to maximise our data capabilities towards achieving broadband of international quality, our objective is to ensure that Nigerians experience a boost in the quality of broadband Internet services translating to the much needed enhanced data speeds and value to enhance personal and business productivity.”
She added, “The acquisition of Visafone highlights MTN’s commitment to Nigeria. More capacity will facilitate enhanced product/service offerings and experience in the data space to the delight of our valued customers.”
“Voice is still king. However, data is becoming increasingly important in our everyday lives and our energies are focused on enhancing data and Internet services to the benefit of our customers and the country at large.”
Visafone is the only surviving Code Division Multiple Access company in Nigeria offering a number of services, including voice, high-speed data (3G), Internet and other Value Added Services.
The Federal Government has sought the assistance of the United States to determine the quality and quantity of solid minerals deposits available in the country.
Pursuant to this, the United States Geological Survey and its Nigerian counterpart will next week commence strategic engagements aimed at working out suitable technical partnership between the two countries.
The Minister of Solid Minerals Development, Dr. Kayode Fayemi, and the United States Ambassador to Nigeria, Mr. James Entwistle, disclosed these at a meeting they had in Abuja on Thursday, according to a statement issued by Special Assistant to the Minister on Media, Mr. Olayinka Oyebode.
Fayemi said some of the issues confronting the Nigerian mining sector included the quality of the available data to determine the size of what the country had, and how the country could use bankable data to attract potential investors.
The Federal Government, he said, had approached the US to assist Nigeria in this area in order to determine the quality and quantity of the various minerals available considering the wealth of experience of the US Geological Survey.
He said the experience of the American institution would help Nigeria to improve on what it had in terms of its huge minerals deposits.
The Director General of the National Youths Service Corps (NYSC), Brigadier General Johnson Bamidele Olawumi has cautioned prospective corps members and corps producing institutions still involved in irregularities such as registration by proxy, falsification of medical and marriage documents as well as provision of false information to influence their posting to desist forthwith or be prepared to face dire consequences.
The DG stressed that henceforth such sharp practices would no longer be tolerated as any prospective corps member and corps producing institutions caught in the act would be prosecuted.
The NYSC DG read the riot act at the opening ceremony of the NYSC 2016 Batch “A” pre-mobilisation workshop with the theme “the role of stakeholders in sustaining the gains of the NYSC computerised mobilisation process” held in Owerri, the Imo State capital.
According to him, the mobilisation workshop is a forum that provides opportunity for NYSC management and the stakeholders in the mobilisation process to interface and to review past mobilisation activities with a view to finding solutions to the challenges encountered during the process.
Guinness Nigeria Plc – We are Guinness Nigeria, member of Diageo Plc the world’s leading premium drinks business with an unrivalled collection of beverage alcohol & non-alcohol brands across the Spirits, Wine & Beer categories.
Guinness Nigeria operates a Total Beverage Business (TBB). A key contributor to the success of the GNPLC strategic plan is an effective & flexible field sales force demonstrating industry leadership in both volume driving & brand building activity. We put the customer at the heart of everything we do, and through this, will deliver sustained, mutual growth for our brands, categories, customers and partners. Will you partner with us on this journey?
We are recruiting to fill the following positions below:
Job Title: Procurement Director
AutoReqId :49762BR Location: Lagos Function: Procurement
Type of Job: Employee
Level: L3
Reports to: Supply Chain Director
Context
Guinness Nigeria currently operates on 3 sites within Nigeria with a portfolio of products including Stout, Malta, Lager and Ready to drink products and is the 2nd largest Guinness market globally producing and selling approximately 4.5ml hl per annum.
Job Description
We are hiring for the role of Procurement Director.
The role is responsible for all procurement spend within Guinness Nigeria.
The post holder is expected to deliver significant profit growth and added value to the business through professional procurement practices, strategic sourcing and development of the current supply base whilst maintaining existing services and quality parameters.
This will require firsthand knowledge and experience in comprehensive category management and implementation of supplier performance management systems.
In addition to owning and managing the procurement strategy within Guinness Nigeria, post holder will also be expected to significantly input and contribute to the overall Africa procurement agenda.
Role and Accountabilities
To develop and deliver the ongoing procurement strategy for the group.
Partner effectively with leadership teams to meet the requirements of the business and creating financial benefits (deliver ongoing savings on total spend net of inflation).
To maintain and improve current quality and service levels to all stakeholders within the group and providing expert knowledge on any procurement issues that may arise.
Manage, develop and coach all reports to build a high performing team in service of driving continuous improvement, optimizing profit margins and supplier engagement.
Leadership Responsibilities:
Management and leadership of procurement teams responsible for three (3) production sites and all areas of spend.
Embedding world class procurement best practice and processes
Influencing stakeholders, the Leadership Teams and Suppliers to enable implementation of new processes and practice.
High performance coaching, building the local team and development of the procurement function.
Qualifications and Experience Required
Degree in Marketing / Business or other related discipline.
Should have a recognized professional procurement accreditation
Minimum 10 years procurement experience in a blue chip FMCG environment.
Excellent knowledge of world class procurement systems, processes and practices
Excellent negotiation and communication skills with significant evidence of savings and value delivery.
Sound commercial awareness and the ability to contribute to the wider business process outside immediate functional responsibilities
Exceptional leadership skills to build and maintain a high performing team in a culturally sensitive environment and across multiple sites
Proven track record of delivery in challenging business environments
Ability to engage and influence a wide range of senior stakeholders
Barriers to Success in Role
Inability to influence a diverse set of stakeholders and build excellent relationships.
Lack of general commercial awareness
Inability to coach and develop effective teams across multiple sites
Application Closing Date
Not Specified.
How to Apply
Interested and qualified candidates should APPLY
PricewaterhouseCooper (PwC) – Our client is a leading indigenous, downstream oil and gas business with its Head Office in Port Harcourt. The company is committed to delivering the most efficient energy solutions to its clients. The organisation and its people conduct its business based on integrity, with a strong focus on innovation, stewardship, value creation for its clients and respect for the individual.
Our client recently embarked on an ambitious transformation project and would like to recruit individuals with excellent professional and academic credentials, a strong focus on results and developing value to customers in the position below:
Job Title: Chief Operating Officer / General Manager
Location: Nigeria
Reference Number: 130-PEO00599
Job Description
The COO/GM position is the Head of Business and Chief Brands Officer for the agency. The position reports to the Group Managing Director (GMD) and has primary responsibility for the development and oversight of operations and business development functions.
The focus of this role is to provide leadership; develop and execute strategy plan for growth, create methods of accountability and measures to ensure exceptional service delivery with focus on profitability
Key Responsibilities
Supports the GMD in providing strategic direction, exemplary leadership and guidance for team to achieve company’s vision, mission and objectives
Identifies new business initiatives and expansion opportunities that align with the company’s business goals and strategic growth plans
Develops business models and propositions that supports corporate strategy as well as improves the quality and volume of client portfolio
Provides advice on matters concerning changes in investment risk and strategy; asset classification and allocation; investment risk and other operating parameters for the funds and portfolios under approval rights and management.
Prepares and presents periodic business performance reports to the Board and makes recommendations for improvement
Maintains knowledge of industry trends and developments as well as ensures compliance to company’s In-house policies and procedures as well as relevant statutory regulations for the global and local advertising and real estate market e.g. Ministry of Works & Housing, FAAN, APCON, LASAA, OAAN, OAAA, etc.
Manages and develops projects for the advertising and real estate arms on behalf of various stakeholders/clients such as commercial banks, mortgage banks, developers, property owners, business partners, regulatory agencies etc. across local and international boundaries
Manages feasibility study for new projects; conducts research and compiles information for GMD, potential investors and business partners
Liaises with the Chief Financial Officer (CFO) in planning budget, making financial projections and recommendations to GMD
Collaborates with clients to design and implement tailored marketing strategy leveraging social media and other technologies to ensure maximum exposure for company’s assets (advertising platforms and real estate properties).
Collaborates with GMD in real estate development including site recommendations, selection, control, pre development to identify and secure private/public funding sources for projects
Manages talent and leads the implementation of defined corporate culture, change management initiatives
Mentors all business leaders and create an enabling work environment that motivates teams towards performance improvement and increased client satisfaction scores and account retention.
Requirements
Deep and strong professional experience and background in business development, marketing, financial accounting, corporate planning.
Candidate must possess very strong leadership gravitas, impressionable presence and character cum good communication/presentation, creative writing, numerical, negotiation and social skills to interact with High Net worth Individuals (HNIs).
First degree, Masters/ Doctorate degree and some International work experience
Application Closing Date
14th January, 2016
How to Apply
Interested and qualified candidate should APPLY
The United Nations is the one international organization with the reach and vision capable of solving global problems.
The United Nations Foundation links the UN’s work with others around the world, mobilizing the energy and expertise of business and non-governmental organizations to help the UN tackle issues including climate change, global health, peace and security, women’s empowerment, poverty eradication, energy access, and U.S.-UN relations.
The United Nations Foundation is honored to work with you and the United Nations to foster a more peaceful, prosperous and just world.
We are recruiting to fill the position below:
Job Title: Humanitarian Affairs Officer
Job Opening Number: 53503
Locations: Abuja and Maiduguri
Responsibilities
Within delegated authority, the Humanitarian Affairs Officer will be responsible for the following duties:
Monitors, analyzes and reports on humanitarian developments, disaster relief/management or emergency situations in assigned area.
Organizes and prepares studies on humanitarian, emergency relief and related issues.
Organizes follow-up work, including inter-agency technical review meetings to support policy development work and decision-making on important issues.
Drafts and prepares regular situation papers/reports highlighting relevant operational factors affecting the humanitarian situation and response efforts.
Prepares or contributes to the preparation of various written reports, documents and communications, e.g. drafts sections of studies, background papers, policy guidelines, parliamentary documents, briefings, case studies, presentations, correspondence, etc.
Ensures appropriate monitoring and reporting mechanisms; provides information and advice on a range of related issues.
Reviews and provides advice on policy issues related to safeguarding humanitarian principles and ensuring the effective delivery of humanitarian assistance.
Partners with other humanitarian agencies to plan and evaluate humanitarian and emergency assistance programmes and help ensure that latest findings, lessons learned, policy guidelines, etc. are incorporated into these activities, including gender related considerations.
Provides substantial support to sector / cluster working groups as required and facilitate exchange on cross cutting issues.
Establishes and maintains contacts with government officials, other UN agencies, non-governmental organizations, diplomatic missions, media, etc.
Supports advocacy initiatives on issues impacting humanitarian needs and response efforts through the collection of information, liaison with humanitarian partners, government officials, the media, etc.
Manages the production of appeals for international assistance; ensures the proper use and spending of donor contributions channeled through OCHA.
Undertakes and provides support to technical assistance and other field missions, e.g. participates in field trips to undertake in-depth reviews of specific country work mechanisms.
Organizes and participates in working groups, meetings, conferences, consultations with other agencies and partners on humanitarian and emergency relief-related matters.
Performs other duties as required.
Competencies
Professionalism:
Knowledge of a range of humanitarian assistance, emergency relief and related human rights issues, including approaches and techniques to address difficult problems.
Analytical capacity and in particular the ability to analyze and articulate the humanitarian dimension of issues which require a coordinated UN response.
Ability to identify issues and judgment in applying technical expertise to resolve a wide range of problems.
Ability to conduct research, including ability to evaluate and integrate information from a variety of sources and assess impact on the humanitarian rights situation in assigned country/area.
Ability to work under extreme pressure, on occasion in a highly stressful environment (e.g. civil strife, natural disasters and human misery); ability to provide guidance to new/junior staff.
Shows pride in work and in achievements; demonstrates professional competence and mastery of subject matter; is conscientious and efficient in meeting commitments, observing deadlines and achieving results; is motivated by professional rather than personal concerns; shows persistence when faced with difficult problems or challenges; remains calm in stressful situations.
Takes responsibility for incorporating gender perspectives and ensuring the equal participation of women and men in all areas of work.
Team Work:
Works collaboratively with colleagues to achieve organizational goals; solicits input by genuinely valuing others’ ideas and expertise; is willing to learn from others; places team agenda before personal agenda; supports and acts in accordance with final group decision, even when such decisions may not entirely reflect own position; shares credit for team accomplishments and accepts joint responsibility for team shortcomings.
Planning & Organizing:
Develops clear goals that are consistent with agreed strategies; identifies priority activities and assignments; adjusts priorities as required; allocates appropriate amount of time and resources for completing work; foresees risks and allows for contingencies when planning; monitors and adjusts plans and actions as necessary; uses time efficiently.
Qualifications
An advanced university degree (Master’s degree or equivalent) in Political Science, Social Science, Public Administration, International Studies, Economics, Engineering, Earth Sciences or a related field is required.
A first-level university degree in combination with two additional years of qualifying experience may be accepted in lieu of the advanced university degree.
Work Experience
A minimum of five years of progressively responsible professional experience in humanitarian affairs, emergency preparedness, crisis/emergency relief management, rehabilitation, development, or other related area is required.
Experience in the UN common system is desirable.
Languages:
English and French are the working languages of the United Nations Secretariat. For the post advertised, fluency in English is required.
Assessment Method:
Evaluation of qualified candidates may include an assessment exercise which may be followed by competency-based interview.
United Nations Considerations:
The United Nations shall place no restrictions on the eligibility of men and women to participate in any capacity and under conditions of equality in its principal and subsidiary organs. (Charter of the United Nations – Chapter 3, article 8).
The United Nations Secretariat is a non-smoking environment.
Application Closing Date
19th January, 2016.
How to Apply
Interested and qualified candidates should APPLY
GlaxoSmithKline (GSK), one of the world’s leading research based pharmaceutical and healthcare companies, is committed to improving the quality of human life by enabling people to do more, feel better and live longer. GSK employs over 97,000 employees in over 100 countries worldwide.
GlaxoSmithKline Consumer Nigeria Plc is one of Africa’s largest consumer healthcare companies, producing leading brands such as Lucozade, Ribena and Panadol.
We are recruiting to fill the position of:
Job Title: Logistics Planner/ Analyst
Requisition ID: WD53896 Location: Ilupeju, -Lagos-Nigeria
Position: Full time
Functional area: Supply Chain & Logistics
Details
The Logistics Analyst will be responsible for all Import/ Export activities for the Rx (Pharmaceuticals) Business in Nigeria with an open option to expand scope into Ghana operations.
This role will ensure all activities are compliant with all regulatory and statutory requirements. This role will work directly with the Demand & Supply Management team to ensure we have the right product supplied, at the right price in the right location.
Key Responsibilities
Manages inventory replenishment based on production schedules, current inventory, customer orders, and forecasts
Ensures accurate and current inventory records
Conducts daily inventory analysis to solve inventory problems
Develops and implements inventory control procedures
Coordinates and manages the pharmaceutical business stock count process and reconciliation
Accountable for all quality assurance compliance procedures within supply chain department.
Accountable for all goods receipts and outbound shipments for all Base products and Vaccine consignments.
Responsible for all Import documentation and compliance to all Import requirements and Regulations.
Responsible for first level interface with all relevant regulatory and government authorities to resolve any disputes.
Responsible for first level interface with 3rd party warehousing partner on inventory management and Quality / EHS compliance.
Receives Vaccines and ensures proper storage into cold chamber. Responsible for dispatch of Vaccines to distributors and other Institution supplies
Responsible for all EHS compliance requirements for both Base products warehouse and Vaccines cold chamber.
Basic Qualifications
Bachelor’s Degree.
Minimum 3-4years related supply chain & logistics experience and/or training; preferably in pharmaceutical or FMCG industry
Must be PC literate and proficient with Microsoft Word, Excel, Outlook and PowerPoint.
Experience using JDE, Manugistics and SAP APO will be an added advantage.
Ability to work in a fast paced environment, working under pressure with attention to detail.
Preferred Qualifications:
Bachelor’s Degree
Minimum 3-4years related supply chain & logistics experience and/or training; preferably in pharmaceutical or FMCG industry
Must be PC literate and proficient with Microsoft Word, Excel, Outlook and PowerPoint.
Experience using JDE, Manugistics and SAP APO will be an added advantage.
Ability to work in a fast paced environment, working under pressure with attention to detail.
Application Closing Date
Not Specified.
Method of Application
Interested and qualified candidates should APPLY
Ikeja Electricity Distribution Plc, Nigeria’s largest power distribution network, came into existence on November 1st, 2013 following the handover of the defunct Power Holding Company Of Nigeria (PHCN) to NEDC/ KEPCO Consortium under the privatization scheme of the Federal Government.
The consortium has the Korean Electric Power Corporation (KEPCO) which generates about 84,000MW in capacity and has a global efficiency record of a maximum down time period of slightly above three minutes annually as technical partners.
This partnership has positioned IE to effectively drive its commitment to deliver efficient and sustainable power supply through investments in new technology, infrastructure upgrade and human capital development. We are recruiting to fill the following positions below:
Nigeria’s health minister is urging Nigerians not to panic over an outbreak of Lassa fever that has killed 35 people in seven states since November.
Dr. Isaac Adewole says the government has taken adequate measures to contain the outbreak, with 14 lab-confirmed cases among 76 suspected ones.
Lassa, named after a Nigerian town where the acute viral hemorrhagic fever first was identified in 1969, has the same symptoms as Ebola and also requires that health workers wear protective gear and patients be isolated. Only about 1 percent of patients die. The disease is carried by rats and mostly affects rural communities with poor sanitation or crowded living conditions. It is only found in West Africa.
A statement published Friday says Adewole “appeals to members of the public to be calm.”
TheEconomic and Financial Crimes Commission (EFCC) on Wednesday arrested Brig. Gen. Jafaru Isa (retd), an associate of President Muhammadu Buhari and former military governor of Kaduna State, who was the first chieftain of the ruling All Progressives Congress (APC), over the alleged diversion of $2.1 billion meant for arms purchase by officials of the Jonathan administration.
The APC chieftain, who is now a guest of the EFCC, was the military administrator of Kaduna State from December 1993 to August 1996 during the military regime of the late Gen. Sani Abacha.
He was a very senior member of Buhari’s party, Congress for Progressive Change (CPC), that later aligned with other opposition fronts to form the APC on whose platform he contested the gubernatorial election of Kano State, and a very close friend of Dasuki, the embattled former NSA.
It was from his residence in Asokoro, Abuja that EFCC operatives picked him up that night. Before his arrest, EFCC sources noted that Isa had been invited to appear before the commission on the same Wednesday he was arrested. But rather than comply with the invitation, he allegedly wrote the commission through his lawyer. EFCC’s investigation allegedly exposed payment of N100million to Isa.
EFCC’s dissatisfaction with Isa’s stance and response, according to its spokesperson, Wilson Uwujaren, led to his ar- rest to enable the suspect clarify the ‘questionable receipts’ from Dasuki. As he remains in EFCC detention, the commission noted that investigations into the allegations against him would continue.
A total 241 companies, individuals and organisations are to appear before the Office of National Security Adviser (ONSA) over contracts awarded by the office between 2011 and 2015. Those who fail to appear risk being embarrassed, the office warned yesterday.
ONSA, said the companies and representatives of the organisations and non-governmental organisations (NGOs) must appear before its Contracts’ Verification Committee between January 12 and 26. It issued the directive following these companies’, NGOs’ and individuals’ failure to heed the earlier call on them to report at the committee.
On the list are aircraft manufacturers, automobile companies and a host of others.
They are to appear with: certificate of incorporation, particulars of directors, company tax clearance certificates and directors’ from 2011 to date, letter of award of contracts, evidence of payment so far, outstanding balance and any other documents considered relevant to the contract, such as certified bank statements.
The Lagos State government has said it did not force traders at Owonifari market in Oshodi to relocate to the ultra-modern Isopakodowo, and that the decision was based on mutual agreement reached between it and the leadership of the market.
The government also disclosed that it found and recovered arms in a bunker located inside the market during the demolition.
While addressing newsmen at Alausa on the issue, Commissioner for Information and Strategy, Mr. Steve Ayorinde, said plans to relocate the traders at the market had been on for the past 10 years, leading to series of talks between the government and the leadership of the market in the last three years.
He said the relocation of the traders would have taken place long before now as the leadership of the market refused all entreaties, he, however, said final agreement was reached on December 21 between the two parties during the visit of Governor Akinwunmi Ambode to the market.
“Along the line, we got intelligence report that during the holidays, there were a number of criminal activities going on in the market and that the place was harbouring criminals and a number of untoward activities which of course necessitated the need to move immediately to safeguard lives, to safeguard property and to ensure that there was no breach of peace which was what led to the demolition,” Ayorinde said.
Speaking on the bunker, Folami wondered what a bunker with stockpile of arms was doing at the market, adding that there were a lot of criminal acts that took place there.
“There was a bunker, we don’t know what that was doing there, we all know what bunker is,” he said.
Former Secretary to the Government of the Federation (SGF), Chief Olu Falae, has admitted that he collected N100 million from the former chairman, Board of Trustees (BoT) of the Peoples Democratic Party (PDP).
A national daily, The New Telegraph, had reported yesterday that a former SGF and erstwhile governor in the South-West got N100 million each from the N260 million given to Anenih by the office of the former National Security Adviser (NSA), Col. Sambo Dasuki (rtd).
Falae told New Telegraph yesterday that the money was purely an interparty affair between the PDP and the Social Democratic Party (SDP), which he is the National Chairman. The former presidential candidate said the money was given to the SDP to effectively campaign for the PDP in the 2015 presidential election. According to him, in the build up to the 2015 general elections, the PDP and SDP entered into working agreement.
His words: “In the build up to the presidential election, the PDP approached the SDP which I chaired. The then ruling party solicited for our support in order for President Goodluck Jonathan to win the March 28 presidential election. “Anenih related with me as the chairman of the PDP BoT and I did same as the SDP National Chairman. He wrote to me as PDP BoT chairman and I wrote back as SDP National Chairman stating conditions/terms for the alliance.
I have the record. “It is true that N100 million was given to my party to endorse and work for the Jonathan’s candidature in the 2015 election. We used the money for that purpose and we effectively campaigned for the PDP since we did not have presidential candidate in the election. The money was not for me.
“Thank God I’m a retired civil servant. I have all the documents to prove all that transpired between the two parties.” The former Finance Minister stated that there was no way he could know that the money was from arms fund. “With all the money PDP has and having spent 16 years in power, how would I know that the money was from the arms deal? No reference was made to the arms deal. So, they should not bring me into the arms issue.
The relationship was purely interparty affairs,” Falae told the paper. New Telegraph exclusively reported that Anenih, in his letter to the Economic and Financial Crimes Commission (EFCC), stated that the former SGF and ex-governor’s groups were given N100 million each in the build up to the 2015 presidential election.
President Muhammadu Buhari has reiterated the promise of his administration to invest in science, technology and innovation in order to enhance Nigeria’s competitiveness at the continental and global levels.
He said this, during the inaugural meeting with the National Research and Innovation Council (NRIC) at the Presidential Villa, Abuja. Buhari said the objectives of securing Nigeria, growing the economy, creating jobs and fighting crime can best be achieved through science and technology.
According to him, Nigeria must accord high priority to science and technology if it must take its rightful place among the leading economies in the modern world.
He said, “Nigeria’s vision of becoming one of the 20 largest economies in the world by the year 2020 is only attainable when science, technology and innovation are fully integrated into our national socio-economic development process. That process will now be fast tracked with the coming on board of this Council.
Chairman of the Senate Committee on Media and Public Affairs, Senator Saabi Abdullahi, has said that the National Assembly might reduce the crude oil benchmark price of $38 per barrel proposed by the executive for the 2016 budget.
The price of oil in the international market as of Thursday was slightly below $33 per barrel, leaving a deficit of $5 per barrel from the $38 in the budget estimates.
Speaking to journalists in his office, Abdullahi said that both chambers of the National Assembly were being realistic in coming up with the decision to cut the benchmark price going by the alarming rate at which oil price was falling daily in the international market.
He added that in considering the budget, the National Assembly would pay attention to the critical issue of revenue diversification.
He commended the Central Bank of Nigeria for what he described as an effective management of the foreign exchange system.
The Nigeria Union of Teachers has called on President Muhammadu Buhari to use the money recovered from looters in financing the feeding programme in his campaign promises for pupils in public schools.
There have questions from different quarters as to how the Buhari-led administration would source funds to finance the project which was a cardinal point of his campaign.
The NUT President, Mr. Michael Alogba-Olukoya, speaking to the press on Wednesday, argued that recent revelations that certain public officials had started returning stolen wealth was a pointer that the promise could still be fulfilled.
According to him, the government should use the recovered loot to service public education and restore social services.
Managing Director of National Electricity Management Service Agency (NEMSA), Mr Peter Ewesor, has said that the organisation will phase out the use of wooden poles for electricity installation across the country within the year.
The NEMSA MD, who made this known in Abuja on Thursday during an interaction with newsmen, however said only wooden poles that have been certified by NEMSA as good and qualified for the process will be permitted to be used to install electricity.
According to him, the agency had finished arrangements to partner organisations, such as Standards Organisation of Nigeria and Federal Fire Service, to ensure that issues that concerned fire and standards were monitored.
Ewesor listed materials to be monitored by the organisations for electricity installation to include cables, transformers and meters.
He further stated, that in places like Ibadan, Oyo State and Benin, Edo State, the agency discovered substandard materials, such as cables and transformers, installed for customers by contractors but the agency disapproved such installations.
He said NEMSA was not leaving any stone unturned to encourage local meter and transformer manufacturers to produce the materials locally in order to develop the nation’s economy, and urged all electricity users in Nigeria to ensure that they followed all rules and standards in the electricity sector.
