NIGERIA - Globus Vision
Transcription
NIGERIA - Globus Vision
TUESDAY 4 DECEMBER, 2012 NIGERIA See this report at Part 2 worldfolio.co.uk A special supplement by GLOBUS VISION The emerging voice of Africa Encouraged by successful reforms, investors are aiding Nigeria along its path of economic development and diversification As Africa’s most populous country and with a host of natural resources at hand, Nigeria has steadily built on its position as a standard bearer for the continent as a whole. Under President Goodluck Jonathan and his People’s Democratic Party (PDP), this country of 170 million has forged for itself a key role on the international stage as it looks to build on its reputation around the world. With steady GDP growth averaging at around 7 per cent over recent years, along with the recent implementation of a more prudent fiscal plan and a steady relationship with both Western powers and countries such as Russia and China, Nigeria remains one of Africa’s most prominent players. And although the global economic climate has affected the country, income from relatively steady oil prices have helped Nigeria to continue to develop and improve. Over 80 per cent of the government’s revenue is derived from oil-related products and services, while 95 per cent of its foreign exchange earnings also comes from this sector. Inevitably, the global slowdown has hit the country’s oil-related income over recent years. However crude oil output has remained steady recently at around 2.4 million barrels per day. The country is keen to attract foreign investment and President Jonathan has repeatedly stressed his desire to create attractive economic conditions to achieve this. Nigeria’s economy has also been boosted by new avenues for expansion, including the telecommunication, banking, construction and manufacturing industries. These areas are all expected to deliver opportunities for growth, with the country’s banking and telecommunications sectors seen to offer particular potential. Nigerian financial organisations are already broadening their scope to new territories. Seven lenders have moved in to Ghana, while the requirements of the oil industry are likely to provide further opportunities. The telecommunications industry has also seen recent investment, with South African firm MTN spending $3.1 billion on upgrading its mobile network in the country, an example of the direct investment being made to build and improve upon Nigeria’s infrastructure. On a visit to Berlin in April, President Goodluck Jonathan firmly reassured German businesspeople that Nigeria is safe for investment With non-oil sector growth expected to help drive economic expansion, the government has also focused its attention on policy reform plans, including an increase in capital project budgets across a number of sectors. And while many of the hopes around these sectors have failed to live up to expectations in previous years – largely due to ongoing problems around infrastructure and administration – President Jonathan’s pro-active approach to reforming public sector and dealing with corruption is beginning to be seen to have a positive impact. The country’s leader has already asked Nigeria’s anti-corruption agency to look into claims that illegal fuel subsidy payments are being made, estimated at $6.8bn, while he is also hoping to drive home reforms in the domestic electricity supply market – a key requirement for future growth – by involving private companies to develop the country’s network. Importantly, the President has also been refocusing attempts to deal with the ongoing problems with Islamic fanatics Boko Haram in the north of the country. This area has suffered from high unemployment and underdevelopment, leading to President Jonathan appointing new staff and adopting a new stance towards reforming the area to reduce social tensions and improve the local economy. These tactics are seen as a positive step in moving towards a more stable political set-up, and helping to ensure the country’s progressive economic stance remains in place. A new minimum wage is also being introduced to help the lowest paid sectors of Nigeria’s workforce. Although this – along with funds put into failing banks – has caused inflation concerns, with the figure expected to remain stubbornly high at around 9.6-12.7 per cent over the next three years, the government intends to try to control this through a close focus on monetary and fiscal policy. These actions have brought extended international attention to President Jonathan, who will remain in power until 2015 after he won the national elections on 16 April 2011, which were widely commended for their transparency and fairness. Following that victory, German Chancellor Angela Merkel visited Abuja in 2011 to congratulate Mr Jonathan (becoming the first head of state of a major world power to visit the country since President Jonathan’s re-election), and Nigeria’s leader returned the visit, travelling to Berlin in April 2012. The two countries are currently set to inaugurate a bi-national commission which will strengthen economic, security and diplomatic ties. There are also hopes that German companies can increase their investments and involvement in Nigeria’s liquified natural gas industry, among others. The African country has the world’s eight-largest reserves, with much of the resource relatively underdeveloped due to a focus on crude oil production, leaving the nation keen to involve foreign partners to develop the industry. With such relationships abroad, and with a cohesive and forward-thinking plan of action for the country itself, Nigeria is continuing to attract investment and interest from companies and leaders based around the world. Add plans to build and improve all areas of the country’s economic, political and social spheres, and Nigeria is wellplaced to continue enjoying its prominent position as Africa’s leading nation. GLOBUS VISION Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA Tel: +44 (0) 20 7409 2354 - [email protected], www.globusvision.com Globus Vision would like to extend a special thank-you to Mustafa Chike-Obi, Kayode Lambo and C Don Adinuba PROJECT TEAM: Irama Vega,Juan Carlos Jover,Nadine Padron,Manuel Ferrero,Fabricio Domingues, Niall O Maonaigh, Sara Valle, Fernando Mora and Agata Samborska An independent supplement distributed with the FT Deutschland by Globus Vision who take sole responsibility for its content 2 TUESDAY 4 DECEMBER, 2012 NIGERIA Nigeria’s mobilised finance sector is making massive progress The nation’s banks are functioning again thanks to a highly comprehensive rescue package from the Asset Management Corporation of Nigeria (AMCON) AMCON completes deal with largest debtor The Asset Management Corporation of Nigeria (AMCON) has gone a long way towards stimulating new growth in Nigeria’s financial system since it was established in 2010. Set up by the Central Bank of Nigeria (CBN) and the Ministry of Finance, the corporation’s role is to positively assist the economy by complementing the recapitalisation of affected Nigerian banks; provide opportunities for banks to sell off non-performing loans; free up valuable resources and enable banks focus on their core activities; and basically, get banks lending again. Tasked with cleaning up the banks’ balance sheets following a multibilliondollar rescue of eight failing institutions, AMCON absorbed their non-performing loans, exchanging them for government-backed bonds. By buying up the bad loans that were crippling the banks, the corporation has enabled them to continue doing business and making new loans to facilitate the running of the economy. Lamido Sanusi, Governor of the CBN, has praised AMCON for what it has achieved so far in its campaign to reduce non-performing loans. “With AMCON buying up the banks’ toxic assets, the remaining bank debt will only be between 300 billion and 400 billion naira [$1.89bn-$2.52bn]; this will reduce the credit crunch in the system and allow banks to resume their lending roles to the economy,” he says. Nigeria’s Asset Management Corporation is shaking up the financial sector with its NPL-restructuring programme Thanks to AMCON’s intervention, the Nigerian financial sector is back in business “We have acquired approximately N3.14 trillion-worth of loans, of which we have recovered N600 billion so far.” Mustafa Chike-Obi, Managing Director and CEO of AMCON “We are very satisfied with progress so far,” comments AMCON’s CEO and Managing Director, Mustafa Chike-Obi. “We have set an ambitious target for this year in terms of debt recovery. We have acquired approximately N3.14 trillion-worth of loans of which we have recovered N600 billion so far.” Jibril Aku, Managing Director of Ecobank Nigeria, has also praised the CBN and the creation of AMCON, highlighting that the latter “helps resolve the portfolio challenges of the banks so that they can resume their business and lend to the sector.” Alex Otti, Managing Director of Diamond Bank PLC, further testifies to AMCON’s success. He says: “The banking industry cannot be forgotten in this ambitious growth that the government has set for itself, and AMCON and the CBN have played a key role in repositioning the industry.” Nigeria’s banks are queuing up to praise AMCON for its assistance. The Managing Director of Afrinvest West Africa Limited, Ike Chioke, adds: “AMCON puts banks back on the path of liquidity to enable them commence lending.” “The strong banks probably dipped in terms of profitability but absolutely nothing happened to their capital base,” states Olusegun Agbaje, Managing Director, Guaranty Trust Bank. “The setting up of AMCON has obviously helped because that allows the banks to sell off some of their assets.” Despite AMCON not being equipped with regulatory powers, the institution has contributed significantly to improving AMCON took banks off life support “AMCON’s intervention saved 90 per cent of the jobs in the banking sector.” “By injecting liquidity into the banks we have helped the banking system so they can make loans in the real economy.” The Asset Management Corporation of Nigeria (AMCON) frees banks from toxic assets to boost credit flow into the economy The global economic crash of 2008 had a devastating effect on the Nigerian banking industry, leaving it in a critical condition. It became heavily burdened by a number of problems. The banks were left with a crippling amount of non-performing loans (NPLs), with the NPL ratio in a number of banks as high as 60 per cent. The tumultuous state of the banks meant that they were reluctant to lend. As the credit line dried up, Nigeria’s real economy began to suffer greatly. The stock market declined up to 60 per cent from its pre-crash highs of early 2008. The Central Bank of Nigeria (CBN) had identified that eight of the country’s banks were in a grave financial condition, and subsequently injected N620 billion ($3.9 billion) in an attempt to keep them afloat. Confidence in the sector was at an all-time low. These events marked the all out failure of top-level management at the banks, leaving the CBN no choice but to hire interim managers to run them. Due to the loss of confidence and the global economic downturn, the foreign credit line was withdrawn from a number of the country’s banks. The need for urgent resolution was clear, leading to President Goodluck Jonathan, with the assistance of the CBN and the Ministry of Finance, to establish the Assets Management Corporation of Nigeria (AMCON). The organisation was the mechanism they envisioned that would take the country’s banking sector off life support. Under the successful leadership of Mustafa Chike-Obi, Managing Director and CEO of AMCON, it has so far proved to be the principal revitalising force of the Nigerian banks, and ultimately the country’s economy. “AMCON has become the best thing that has happened to Nigeria’s financial economy,” wrote Odilim Enwegbara, an international financial analyst from Nigeria. “AMCON’s intervention saved 90 per cent of the jobs in the banking sector,” Mr Chike-Obi states earnestly. President Jonathan has listed AMCON amongst his proudest achievements. However at the beginning, the role of AMCON was unclear to some in Nigeria. Mr Chike-Obi recalls: “People thought we came to take over the banks, not knowing that we intervened to prevent Nigerian banks from col- relationships between the private and the public sectors, and has introduced more transparency and good governance to the Nigerian financial sector. “I think the Central Bank does this with its reform agenda and standards,” says Mr Chike-Obi. “We have helped free banks from being undercapitalised – by injecting liquidity into the banks we have helped the banking system. “ANCOM is well-governed and transparent and it can set an example to other institutions, not just banks, as to how a government agency can be run in a transparent way and with integrity,” he adds. With the Nigerian banking sector now back on track there are real growth opportunities for the sector. AMCON will continue to strive towards creating a stable financial sector. Mustafa Chike-Obi, Managing Director and CEO of AMCON lapsing and helping depositors from losing their money.” At the time, the general perception was that depositors’ funds in a number of banks were at risk. The proof of AMCON’s successful intervention is certainly on paper. By acquiring the Nigerian banks’ NPLS, it has managed to take 80 per cent of NPLs out of the system. “What our banks went through was the same thing that other banks all over the world have gone through; it is part of a cycle. Through more stringent regulatory measures, we are trying to make sure that the banks’ NPLs do not exceed 5 per cent,” Mr Chike-Obi said in an interview in November 2011. Now most of the banks are under 5 per cent ratio. The total assets of banks grew significantly, by 35 per cent between 2009 and 2011. In a progress report released by President Jonathan’s administration, it states: “Several banks fell short of the CBN capital adequacy ratio pre-AMCON. Following AMCON’s intervention, all the banks in Nigeria now have positive capital adequacy ratio…[the] injection of funds by AMCON into the banks have improved their liquidity thereby enabling them to concentrate on their core business of lending.” Between 2009 and 2011, liquidity growth was 60 per cent and the banks’ deposit base grew by 26 per cent during the same period. Now, confidence in the system has been restored, and AMCON’s CEO assures that the Nigerian banking sector is very sound, and adds: “By injecting liquidity into the banks we have helped the banking system so they can make loans in the real economy.” Considering the success story that AMCON has been, and the praise being heaped upon it, it is ironic that Mr Chike-Obi’s outright objective is to see its dissolution. The hope is that one day there will no longer be a need for it. “I just want to make sure that it achieves what it is designed to do and becomes a smaller part of the Nigerian economy. I would love to be redundant as quickly as possible,” he says. An independent supplement distributed with the FT Deutschland by Globus Vision who take sole responsibility for its content The Asset Management Corporation of Nigeria (AMCON) has concluded a deal with its largest debtor, Zenon Petroleum, to settle a N140 billion ($880 million) loan. The news has received mixed reactions from the financial sector because it comes after the publication of a blacklist of AMCON debtors created by the Central Bank of Nigeria (CBN). Those listed are prohibited from receiving further loans from Nigeria’s banking sector until they settle with AMCON. Zenon Petroleum was on the blacklist. Mustafa Chike-Obi, CEO and Managing Director of AMCON, explained in a CNBC Africa interview why Zenon had not been subject to the rules of others on the blacklist. He said: “Zenon’s settlement was initiated before the blacklist was created – we have been valuing Zenon’s assets for six months; this has been a long process.” The restructuring of non-performing loans (NPLs) is helping to ensure a more secure financial future for Nigeria. Those who borrowed from the banking system and are not able to repay will not be in a position to receive credit again five or six years down the line. AMCON is ensuring that only borrowers with the ability to repay loans are granted credit in future. Sale of bridge banks on hold AMCON has revealed that it is holding onto its three bridge banks until it can divest of them while making a return on its investment. AMCON stated in November this year that they were not yet ready to sell. One option is to list the banks’ shares on the stock exchange. Mr Chike-Obi predicted that the Nigerian Stock Exchange will reach 40,000 basis points by the end of 2013, and so there will be a possibility of offloading the banks to investors in 2014. AMCON bought the defunct Spring Bank Plc, Bank PHB Plc and Afribank Plc last year after they failed to meet a deadline to recapitalise – and in doing so injected N679 billion to raise their capital adequacy ratio to 15 per cent. They were then renamed Enterprise Bank, Keystone Bank and Mainstreet Bank, respectively. The value of the nationalised banks is being determined before AMCON takes any decision on the best way to privatise them. RenCap and Citibank have been appointed to value the three bridge banks and advise on how maximise their value before disposing of them. Banks and private equity investors expressed interest in acquiring the nationalised lenders, but have been slow in moving forward with acquisitions. TUESDAY 4 DECEMBER, 2012 NIGERIA 3 4 TUESDAY 4 DECEMBER, 2012 NIGERIA “We are determined... to reform the oil and gas industry to root out inefficiency and corruption.” Diezani K AlisonMadueke, Minister of Petroleum Resources “Much of the gas discovered in this country was found by looking for oil.” Chief Tunde J Afolabi, Founding Managing Director of Amni “The growth of the oil industry has been quite phenomenal over the past couple of years.” “There are quite a lot of new opportunities for German investors in oil and gas.” Dahiru Mohammed, CEO of DAMAGIX Layi Fatona, Managing Director of NDEP Local businesses take a more active role in the exploitation of oil and gas The Nigerian government is committed to a real social and economic development through better use of its resources Since its entry into the Organisation of Petroleum Exporting Countries (OPEC) in 1971, Nigeria has emerged as the largest oil producer in Africa. The oil sector has been the main cause for growth in the Nigerian economy in recent decades, and still accounts for over 95 per cent of exports and 40 per cent of state revenues, according to IMF data. The seemingly inexhaustible source of oil in Nigeria was discovered by the British in the middle of the last century in the Niger Delta. Soon black gold miners and oil companies came to the region to exploit Nigeria’s reserves. That translated into benefits for the Nigerian government and work for local communities, but also tensions and conflicts. The country has proven oil reserves, expected to reach 40 billion barrels in the coming years, but it will have to provide the conditions for new companies to come to participate. In 2011 only three wells were drilled, compared to 20 during 2005. Fire, sabotage, mismanagement and lack of understanding have hindered the normal operations of the oil companies, who sometimes work at 40 per cent capacity. Companies working in the swamps of the Niger Delta have, in recent years, increased their production rates steadily; however, they are still far from their maximum potential. Last year, oil production stood just over 2.5 million barrels per day, significantly lower than the estimated capacity of 3 million barrels per day. Something similar happens with Nigeria’s gas reserves, the largest in Africa, which still have not been taken full advantage of, due to lack of infrastructure. Since there is no channelled area, ma- ny companies prefer to burn the gas associated with oil extraction rather than process it. Currently 75 per cent of the gas emanating from the extraction wells is burned off, with a consequently high environmental cost. In order to stop the flaring of gas and at the same time, tap the unexplored potential of this energy source, the Nigerian government is making great efforts to promote the construction of pipelines and encourage the production and use of natural gas in the region. The measures, which include a series of tax incentives and regulated facilities in the state program Petroleum Industry Bill (PIB), chase streamline oil and gas exports while providing electricity to the needy local market. With this new regulatory framework, the Nigerian authorities seek to attract investments worth $108 billion between 2012 and 2025. Nevertheless, it is not only the oil and gas sector that stands to benefit; it is expected that proceeds from the plan will also reach the Nigerian people. The government is keen to invite local companies to participate in the oil market. So far, only 5 per cent of the oil extraction is done by Nigerian companies. Moreover, the federal government, in accordance with the OPEC, aims to supply national industry with fuel from domestic production, thus cutting out in some cases, the middle man. Although Nigeria ranks among the top ten countries in the world for oil reserves, most crude is exported. Therefore, Nigeria must create a larger network of refineries and modernise the existing ones. The Nigerian National Petroleum Corporation (NNPC) has said that its three The Armada Perkasa FPSO, one of Amni’s major crude oil production, storage and export facilities So far, the Nigerian Content Act, which regulates the oil and gas market and encourages the participation of local players, has attracted over $500 million in investments for machinery and equipment refineries at Port Harcourt, Warri and Kaduna will reach 90 per cent capacity by December 2013, so they are trying to attract investment to help them increase their production. Chinese companies are already taking advantage of this opportunity, and so far have started the construction of three new greenfield refinery projects. The government’s implementation of the Nigerian Content Act, which has regulated the oil and gas market since 2009, has attracted investment worth more than $500 million for manufacturing machinery and equipment for the industry. The Minister of Petroleum Resources, With the proposed Petroleum Industry Bill, Nigeria’s government aims to attract $108 billion in investments in the oil and gas industry between 2012 and 2015 Nigeria must build more refineries if it is to add value to its production of crude oil and natural gas at home for domestic use Diezani K Alison-Madueke in a recent press conference in Yenegoa, the capital of the region of Bayelsa, reiterated her support for this initiative that promotes public-private initiatives and partnerships between local and foreign companies in the hydrocarbon industry. “Government is committed to this programme and would continue to encourage our partners in the private sector and international community to support the implementation, which is not an effort to drive foreigners out of the industry but a requirement to develop genuine partnerships between local and foreign companies,” she said. Creating value in the indigenous upstream oil and gas sector Amni Petroleum has shown that an indigenous oil and gas company can survive and prosper in Nigeria – no mean feat, given the intense competition in this highly lucrative sector Since its incorporation in 1993, Amni International Petroleum Development Company Ltd has discovered and developed vast gas reserves, and has forged strategic partnerships with major players including Abacan, Total and Afren. The company was originally granted two five-year Oil Prospecting Licences (OPLs) which it successfully developed, and has since gone from strength to strength. Exploration and drilling activities began in early 1995, in partnership with Liberty Technical Services, a subsidiary company of Abacan Resource Corporation of Canada. Full production started in December 1996, and during the first year of operation, a total of 6 million barrels of oil was produced, most of it exported. As a result of this successful work programme, the OPLs were convert- ed into long-term Oil Mining Leases (OMLs) in 1998 and 1999. As part of an initiative to bring more accountability to operations in mid-1998, the partnership between Amni and Abacan was dissolved. Amni assumed sole operatorship of the concession, but the company faced enormous challenges, mostly financial, during this period. However, these hardships strengthened the company, giving it the advantage of experience, and Amni has lived up to the Latin motto “fortitudine vincimus” (through endurance we conquer). Today Amni has set new standards for itself, and is determined more than ever to exceed them. In 2005, Amni entered into agreements with Canada-based Total through its subsidiary Total E&P Nigeria Limited (formerly Elf Petroleum Nigeria Limited), under which Total acquired a 40 per cent interest in OMLs 112 and 117. Total relinquished its rights to the crude oil from the current developed reservoirs in Ima Field effective from April 2007. Total subsequently relinquished both its right to participate in and any future right of re-entry into the development of Okoro/ Setu Fields. This allowed Amni, in March 2006, to enter into agreements with Afren Energy Resources, a wholly owned subsidiary of Afren Plc, for the Okoro/Setu (exclusive area) fields development. However, Amni still maintains healthy deals with Total, with whom they have an agreement for IMA Gas, by which Amni develops the gas reserves until production, with Total then covering costs out of revenues from gas production. The outlook for 2012 and 2013 is An independent supplement distributed with the FT Deutschland by Globus Vision who take sole responsibility for its content good, with Amni aiming to have at least eight producing wells under full field development – and the company is, as ever, looking for interesting partnerships. Founding Managing Director, Chief Tunde J Afolabi, a professional geologist with over 30 years experience in the oil and gas business, says: “When Amni succeeds, its partners succeed, and vice versa. It is a symbiotic relationship where one does not look at the other as a junior or senior partner. “The fact that we have operated all over the world with a varied background and the fact that we speak the language in terms of what it takes to succeed in business, I think is something that any company that is in business and who would like to partner would find comforting – they would not be joining with a novice, and they will succeed.” TUESDAY 4 DECEMBER, 2012 5 NIGERIA Government support for Nigerian companies The Local Content Act supports growing participation of local companies in the oil sector With an average oil production of 2.5 million barrels per day and proven reserves of 35 billion barrels, Nigeria is the largest oil producing country in Africa and the 11th largest worldwide. The African state is also the fifth largest crude oil exporter to the US and oil revenues account for more than 90 per cent of its receipts of foreign currencies. Nevertheless the contribution of the oil sector to the gross domestic product (GDP) is still relatively modest. According to energy reports in 2008, the oil sector only accounts for 38 per cent of the national GDP. The reason is the lack of domestic players in the oil industry because more than 80 per cent of goods and services necessary for oil production come from abroad. Furthermore, the Nigerian oil and gas sector is dominated by multinationals, which handle their projects – on and offshore – with an army of expatriates. The results are deficits for the domestic workforce in terms of employment, education and the creation of capacity and usability, which have lead to weak economic development. The Nigerian govern- ment has implemented various policies to support the domestic workforce and infrastructure and usability of a significant part of economic derivatives from the oil and gas industry to combat these issues. The Nigerian Content Division is a new department of the Nigerian National Petroleum Cooperation, which serves as a watchdog for the compliance with these new guidelines. Despite some easing of this tense situation, there was no significant improvement. In 2011 the government decided, under the leadership of President Goodluck Jonathan, to increase its efforts to support domestic industry and passed the Local Content Act. According to this new legislation local companies have preference for the supply of goods and services to the oil and gas industry. Companies who want to acquire a licence for oil production in Nigeria have to present a Nigerian Content Plan. The plan must state how the applicant is going to fulfil the requirements of the Local Content Act, for example the first consideration of local goods, services and workforce. A licence can only be issued if the Nigerian Content Monitoring Board, which was foun- ded specifically for the purpose of monitoring adherence to the Local Content Act, has approved the aforementioned plan. The project operator is also obliged to perform research and development programmes in connection to the projects to support education, research and development in Nigeria. The Local Content Act marks a welcome progress and will support sustainable development in Nigeria. The long-term goal of these measures is to elevate Nigeria into the league of countries with successful Local Content Acts such as Norway, Brazil and Angola. NDEP sets an example of self-sustainability DAMAGIX, a reference in local development Niger Delta Exploration and Production has established itself as a successful domestic company in Nigeria’s oil sector The DAMAGIX Group, leading pipe supplier to the Nigerian oil industry, is campaigning for the support of local businesses Niger Delta Exploration and Production (NDEP) is a small but successful company. The enterprise is completely in the hands of Nigerian businessmen and is one of the trailblazers of Nigeria’s oil industry, which carries hope for the future of the country. Nigeria’s gas and oil production increased from 28 billion barrels in 1999 to 37 billion barrels in 2011 and the government has set itself some ambitious goals in this sector. The African state is one of the leading oil producers in the world and has enormous reserves at its disposal. Despite these advances, the Nigerian oil industry is still dominated by multinational corporations with 93 per cent of the daily production still being carried out by these companies. Dr Layi Fatona, Managing Director of NDEP, is determined to change this situation: “We need small to mid-size Nigerian independent players like NDEP. I think it is a responsibility we owe to this country. And we want to do our best.” The MD of NDEP is optimistic about the future: “I think the Nigerian independents are coming up and it is only a matter of time until other domestic companies will copy our business model.” One of these players is NDEP, which has achieved outstanding success with its young workforce in the last couple of years. It is the first company in Nigeria to successfully implement a FarmOut Agreement and was able to secure in 2010 a remarkable increase of 24 per cent in the level of investment, and 29 per cent in the shareholder’s fund. Although Dr Fatona admits that increasing production and alleviating oil prices have contributed to this achievement, there is little doubt that NDEP has taken charge of its own destiny. Nigeria is Africa’s largest oil producer and 90 per cent of the country’s revenues stem from the oil and gas sector. The growth figures of this industry are phenomenal and the financial opportunities are also enormous due to low production costs. Dahiru Mohammed, Managing Director of the DAMAGIX Group, the leading indigenous pipe supplier to the Nigerian oil and gas industry, looks optimistically to the future of local businesses: “The next five years are going to be superb for the local industry. There are many companies like DAMAGIX that have the focus and the determination to go forward. With the opportunities now available and with the Local Content Law in place, I do not see a limit. Nigerian compa- “We are very aware and calculating in our handling of finances, and I believe this is evident when we look at our cost of investment. We built a 100million-standard-cubic-feet-per-day gas processing plant for less than $100 million. So, I think it is project delivery and the costs of doing our investment that stand out amongst our achievements,” he says. The MD goes on to explain the recipe for success of his company: “We NDEP built and operates a mini refinery, the first of its kind in Nigeria are very much hands-on. We have a multi-tasking workforce, and I think to a large extent our performance will continue at this rate.” More proof of the remarkable capability of NDEP and its operating company Niger Delta Petroleum Resources Ltd (NDPR) is the fact that the firm recently acquired a licence to operate a mini-refinery. This decision was initially based purely on self-sustenance because two years ago diesel was selling at a high price and the compa- ny was relying on diesel for operating its machinery. “This was beginning to adversely affect our business, so we decided to build ourselves something that would make us self-sustaining. We ended up building a very small mini-refinery, which we have operated for over three months now. It is a very significant step for our oil industry.” NDEP is, on average, selling more than 1 million litres of diesel a month and produces 1,000 barrels daily, of which it only uses a quarter for its own demands. Dr Fatona sees opportunities for cooperation with German businesses. “There is still an inadequacy of fabrication yards in Nigeria with all of the state of the art tools. One of the major limitations is finding adequacy of tooling for the Nigerian establishment. “We invest a lot of money — and when I say ‘we’ I am talking about little companies — in finding the correct power tools for working. We spend a lot of money buying equipment. Therefore, we need a lot of ability to keep that equipment going for as long as they are designed. Partnerships with German engineering firms to keep that equipment going is an opportunity that I see right in front of us, as having big potential.” The MD is convinced of the enormous potential for partnerships with German engineering companies. NDEP has already gained experience with German enterprises due to its collaboration with KCA Deutag and is very enthusiastic about that. Dr Fatona adds: “I believe that one of the best drilling contractors we have ever had is a German company, KCA Deutag. Nigeria could do with ten more of these.” nies are doing very well.”The CEO of DAMAGIX is also the founding father of the ‘Local Content’ campaign for the adoption of the Local Content Act, which raises the minimum of Nigerian participation in the upstream and downstream oil and gas industries, as well as all support services. The CEO remembers how before the Local Content Act was passed, no Nigerian companies were handling projects worth over $2 million – nowadays local companies handle projects worth up to $400 million. Increasing local involvement in the Nigerian economy is one of the first and most important steps towards making Nigeria selfsufficient in the coming years, says Mr Mohammed, and the Act sends a message of confidence to investors. An independent supplement distributed with the Financial Times Deutschland by Globus Vision who take sole responsibility for its content DAMAGIX is well on its way to becoming a major player in the African oil and gas market and the company is planning to build a pipe mill and a threading plant, for which much of the funding has come from overseas investors. “We have all the finance we need and about 70 per cent of the equipment is already here in the country. It took us about two years to get to this level, but we have overcome the challenges now,” remarks Mr Mohammed. Established in 1993, DAMAGIX Group’s various companies provide line pipes and bends, casings pipes and tubulars, stainless steel pipes, pilling sheets and pipes, and pipe line construction services to the Nigerian oil and gas industry. 6 TUESDAY 4 DECEMBER, 2012 NIGERIA Revolutionary PIB bill to become a reality soon The Petroleum Industry Bill, set to pass shortly, is a highly anticipated reform to the oil and gas industry After a long period of stagnancy, the exciting Petroleum Industry Bill (PIB) is likely to be passed in Nigeria by the National Assembly and subsequently converted into law after its recent approval by the country’s Federal Executive Council. PIB, one of the most anticipated pieces of legislation in the oil and gas sector, will call for the restructuring of the industry itself while also making it more transparent. It is also expected to promote investment opportunities and employment within the African nation. PIB, one of the most anticipated pieces of legislation in the oil and gas sector, will call for the restructuring of the industry itself while also making it more transparent. It is also expected to promote investment opportunities and employment within the African nation. The PIB may also provide a boost for indigenisation of the oil industry and efforts to tap unexploited potential in gas. Tough measures to spur local ownership have been in play since the 1990s, as currently only 5 per cent of production comes from independent Nigerian firms. This, combined with an expansion in the use of Nigeria’s gas for domestic electricity generation could bring substantial benefits to Nigerian citizens. “The PIB is a law for the overall benefit of all Nigerians to allow investors to come into the country and invest,” says Rotimi Amaechi, Governor of Rivers State and a staunch supporter of the bill. “If we don’t “I believe the government has the best intentions with it, so something has to be done.The PIB will be a turnaround for our goals.” Adams C. Okoene, Managing Director of Midwestern Oil & Gas Company Plc The Nigerian National Petroleum Corporation is set to be divided into various entities by the PIB enact a law that would attract investors, then we can’t make progress.” For Dr Layi Fatona, Managing Director of Niger Delta Exploration and Production (NDEP), the bill is long overdue. “We are all hungry for it,” he says. “The industry deserves it. The Nigerian Petroleum act is old and it deserves to be revised, and in particular it is gong to be revised.” Nevertheless, there has been some opposition from the international oil companies (IOCs) already operating in the country such as ExxonMobil, that believe the legislation would put too much power in the hands of the federal government. These multinational companies think that there is a disconnect between the private sector operators in the oil and gas industry and the plans by the federal government to use the Petroleum Industry Bill (PIB). According to them, there is need to fine-tune the bill currently before the legislature. Nigerian officials counter that PIB is as fair for Nigerian people as it is for the IOCs and the government. Amaechi also expresses confidence that this bill will indeed lay the necessary groundwork for attracting international investors to the developing industry. Investments are currently at somewhat of a standstill as business entities wait anxiously to see the definitive clauses of the PIB, expected to benefit both Nigerians and create a favourable environment for foreign investors. NDEP’s Dr Fatona states that the PIB will in fact be a product of the input from all interested parties. “Everybody needs to come and an environment has to be created where An independent supplement distributed with the Financial Times Deutschland by Globus Vision who take sole responsibility for its content there is very genuine and very deep conversation. And it’s not going to be between government and the IOCs. It’s going to be between government, IOCs, civil liberty organisations and regulatory agencies. Everybody is a stakeholder in the Nigerian petroleum industry. The state of Nigeria needs a PIB,” he reiterates. For Adams C. Okoene, Managing Director of Midwestern Oil & Gas Company Plc, the PIB represents new and better opportunities for Nigeria’s energy sector. “I believe the government has the best intentions with it, so something has to be done. The PIB will be a turnaround for our goals,” he says. Besides this restructuring of the industry, one of the most noteworthy components of the proposed bill is the division of the Nigerian National Petroleum Corporation (NNPC) into various entities. This will create a new national oil company, assembled as an independent and registered organisation, which will take over the responsibilities related to the infrastructure of the gas and oil industry. One of the other organisations created by the bill is a national frontier exploration service, to be focused on actively driving data acquisition, an essential component to the continual advancement of the oil and gas industry within Nigeria. President Goodluck Jonathan has expressed his confidence that PIB will bring much needed professionalism and transformation to the sector. TUESDAY 4 DECEMBER, 2012 7 NIGERIA Seas to diversify economy The maritime sector has become one of the priorities of President Goodluck Jonathan’s government in its race towards economic diversification In early November, the partial privatisation of the Nigerian Navy-owned shipyards in Lagos was introduced. The move comes from the commitment of President Goodluck Jonathan to fully develop the country’s maritime industry, which is deeply attached to the oil and gas sector, making them two of the country’s most prominent sectors. “The maritime industry has helped to enhance Nigeria’s position as a regional leader in several areas because it is a major engine of national growth,” says the President. Indeed, according to Ify Anazonwu-Akerele, Director General of the Nigerian Chamber of Shipping (NCS), 95 per cent of activities in Nigeria involve the maritime sector. She says, “The maritime industry is only just waking up to the fact that it is a tangible part of national development and crucial to economic growth.” Admiral Mohammed, military ship- yard Superintendent in Lagos, ratified the privatisation agreement at the opening ceremony of the Oyot oil platform, which was built by the Nigerian National Petroleum Corporation (NNPC) and the Mobil Producing Nigeria (MPN). He particularly stressed that the construction of the platform is the clear consequence of the synergy that exists between the dockyard, so far having been exclusively for military use, and the maritime industry. At the same time, he recalled the engineering company Dorman Long, which had asked the Nigerian Navy if the company could lease a space in the yard. That began the process of partial privatisation that had been suggested by President Jonathan. Meanwhile, Rear Admiral Ameen Ikioda, who represented the Chief of Naval Staff at the opening event, said the military shipyards were in charge of all of the process and construction logistics, as well as the commissioning of the rig. This has been a landmark in Nigeria, not only for the navy, but for the entire maritime industry; not excluding fishing. That synergy alluded to by the heads of the Nigerian Navy may well give an idea of what was said by the Executive Vice-President of Dorman Long Engineering Limited, Henry Chukwuma Okolo, who, in addition, welcomed the results obtained by the partial privatisation of the military shipyards. He urged the federal government to extend the boundaries of the local content policy to also cover strategic sectors such as energy and telecommunications infrastructure, since the policy pursued by President Jonathan has allowed Nigerian companies to participate much more actively than before in the sectors of gas and oil, two of the great natural resources of Safe traffic in the ports The Nigerian Ports Authority is working to upgrade port infrastructure, expand facilities and improve security The total number of ocean going vessels completed and the total gross tonnage of these vessels both increased from 2010 to 2011, by 7.35 per cent and 13.08 per cent, respectively, according to data from the Nigerian Ports Authority (NPA). Over the same period, the number of coastal vessels that called at Nigerian ports rose by 10.69 per cent, while their gross tonnage surged by an impressive 24.2 per cent. All in all, 2011 was a good year for traffic at Nigerian ports; however, the statistics are also making the need for the ports’ upgrades and extensions more evident than ever. The NPA’s former Managing Director, Omar Suleiman, said that the NPA is committed to enlarging the ports’ installations, as they are key to Nigeria’s economic growth. “As you know, in terms of shipping or the maritime industry, whoever controls the sea controls the economy of that particular area. So, one of the most important key economic drivers for any country is the sea, which translates into ports. Over 90 per cent of the cargo is carried by sea. It goes without saying that once you have a good maritime industry, which is what NPA is trying to achieve now, you will be able to employ a great deal of people, increase commerce and business. And in fact, contribute to a high national GDP,” he explained. Consequently, the NPA would like to transform Nigeria into a regional shipping hub. “One of the key targets is to make Nigeria the maritime hub of Western and Central Africa. The analysis is simple; our neighboring countries are the Guinean Republic, Togo, Ghana, Cameroon and Senegal. If you add the total population of these countries, it does not add up to half of Nigeria’s population. So, there is great potential,” said Mr Suleiman. First, however, he urged that Nigeria needs the scale and the kind of facilties and state-of-the-art infrastructure that will Omar Suleiman, former Managing Director of Nigerian Ports Authority attract the shipping world. “We need ports that can accommodate vessels up to 15 meters; carrying over 10,000 TEUs (Twenty-Foot Equivalent Units); we need to develop and deepen our ports in order to gain the economy of scale that is required. This would attract ships to sail directly from China or America to our port, as opposed to today,” said the former Managing Director. This is not to say that the NPA has been idle over the years. Indeed, they have dredged channels up to 13 metres, thereby raising the cargoes vessels could carry into the ports from 1,000 TEUs to 4,500 TEUs. Mr Suleiman said that work isn’t limited to just the ports, either. The NPA is “also working with the current government on the railway works. By the time NPA gets the railway works from the ports, it’ll be easier for the vessel owners with car- go from the Niger Republic or Chad, which are inland countries, to leave it in Nigeria, instead of leaving 90 per cent in Nigeria and going to another port to drop off the balance,” he explained. The NPA is currently looking at four ports, two of which are already under development: Lekki Port and Akwa Ibom. Mr Suleiman said that work on a third port, Badagry Port, is about to commence. “The first vessels to come to Nigeria during the slave trade were anchored in Badagry, and this was not by mistake. The reason was that along this channel, Badagry has one of the deepest points, and its current is also friendly. The fourth port, at Olokola, is designated to be used mainly for oil and gas. Mr Suleiman is confident that Nigeria will soon enough become the country that will capture the majority of traffic headed to Africa, and become a distributor. “Over 60 per cent of the cargo will be consumed by Nigerians. We will distribute the remaining 40 per cent, which is easier than berthing in Angola and distributing 60 per cent to Nigeria. It entails double handling, double shipping which increases the shipping costs of the cargo,” he claimed, adding that what had hindered this transformation before was not just poor infrastructure, but security as well, which has driven up costs such as vessel insurance, for example. “Security is a challenge but we partner with our sister NIMASA (Nigeria Maritime Administration and Safety Agency) as well as the Navy, and many things have been done in this regard. In the recent past the piracy issue has seriously gone down. Earlier we would report 5 or 6 piracy incidents in our security meetings; but recently they are only 1 or 2; and an entire month can go by without an incident,” Mr Suleiman concluded. Nigeria. With the advance of the shipping industry, expectations will be greatly improved as far as exports are concerned. According to Ms Anazonwu-Akerele, the Nigerian Local Content Act gives indigenous operators “first choice refusal” by “compelling the big oil companies to engage the services of Nigerians.” The Nigerian Chamber of Shipping “facilitates partnerships between foreigners and credible Nigerians. To ensure we have credible practitioners, the Chamber runs training courses, relevant publications, interactive sessions, all geared towards raising the level of awareness and establishing best practices,” she adds. President Jonathan has recently insisted on the need to encourage local investment in all sectors of the country, and commended the Nigerian Army and his Chief of Staff, Vice-Admiral Ola Saad Ibrahim, for their efforts to protect the sea lanes and waterways of the nation, which will benefit the oil and gas industry, as well as the import and export process. Transport Minister Senator Idris Umar highlights the potential of the maritime industry, saying: “It is important to note that the maritime sector of Nigeria, with over 84,000 square nautical miles, is central to the nation’s economy as a veritable medium of transportation, global commerce, resource exploitation and recreation.” The push to enhance the sector opens the way for a variety of potential partnerships. For example, the Nigerian Port Authority (NPA) intends to use the Port of Hamburg as a role model of port development and sees German companies as points of reference in construction and engineering. The NPA has also identified German excellence in technology as an area where the two countries could partner and gain mutual benefit. Revenues from the shipping industry are second only to oil and gas An independent supplement distributed with the Financial Times Deutschland by Globus Vision who take sole responsibility for its content 8 TUESDAY 4 DECEMBER, 2012 NIGERIA A push for safety at sea and German expertise NIMASA is committed to the enthronement of best practices in the provision of maritime services Ziakede Patrick Akpobolokemi, General Director and CEO of NIMASA “There is no shipping environment in the world that is more attractive than Nigeria,” claims Ziakede Patrick Akpobolokemi, General Director and CEO of the Nigerian Maritime Administration & Safety Agency (NIMASA). “In the maritime sector, we have not even scratched the surface in terms of potential. We need countries like Germany to come in and partner with our government and institutions like NIMASA.” Indeed, anyone interested transforming Nigeria into a prominent maritime nation should put their faith in NIMASA, an entity formed in 2006 with the mandate to achieve safe, secure shipping, cleaner oceans and enhanced maritime capacity. The agency’s overall goal is to prioritise Nigeria’s place at the top of the mar- itime agenda, and its forward-thinking nature certainly helps give NIMASA the edge. This is typified by the Nigerian Seafarers Development Programme (NSDP) that it launched in 2008 to encourage young Nigerians to embark on maritime careers. In 2012, the number of beneficiaries on the NSDP has significantly increased and Mr Akpobolokemi says that the whole area of manpower development has been one of the most important areas of the agency’s transformation during his tenure. He also invites the private sector to take on a greater role in stepping up the sector, which in turn will lead to greater well-being for the local communities. “We would like to see the private sector participate in the building of shipyards and training of seafarers. These are short-term objectives in which we are engaging the National Assembly to make the appropriate approvals. We’re discussing how to partner with different stakeholders, so the shipping industry must be open for transformation and employment generation, and peace in the sub-region,” says Mr Akpobolokemi. Nigeria’s potential in shipping is so great that he forecasts that Nigeria will become a shipping hub in Africa in the near future. And what the CEO envisions for the coming five years is a “radically transformed shipping sector that is going to generate thousands of jobs, open up the industry and build indigenous capacity.” His invitation to the German business community to lend expertise is largely based on the fact that the current number of shipyards doesn’t even account for 5 per cent of the demand. Nigeria’s maritime capacity is on the rise “NIMASA can provide a practical enabling environment for business to come,” he urges, adding, “The market is really here, from electronic systems to shipbuilding, there are many untapped opportunities.” This openness and zeal for shipping has only come about during the current administration. Mr Akpobolokemi remembers how little priority was given to the industry and even the na- tional shipping line was liquidated. “But we’re finally getting back on track,” he remarks. “This government is hugely passionate about the shipping industry and is regularly in contact with us about different opportunities, which was not the case in the past. The government is integrating the shipping industry’s opportunities into its transformation agenda, believing that the industry should be opened up.” IMAPSOL focuses on human capital development Local shippers seek international alliances For one of Nigeria’s leading shipping services companies, training is key, as are the expansion of port facilities and improved access to funding Isaac Jolapamo, President of ISAN, highlights the need for more technical assistance and financing from abroad Integrated Marine and Petroleum Services (IMAPSOL), a 100 per cent Nigerian company with a global presence, is key to developing human capital in Nigeria. “We send our employees to conduct training programmes in business and marketing to become the best-certified inspectors in industry development,” says Stanley Okafor, CEO of IMAPSOL. This commitment to its employees is one of the leitmotifs of the company in all areas of its portfolio. The company, which began operations in 2005, initially focused its activities on the inspection of cargo, and then expanded its transportation services. “We provide comprehensive reports from the initial stage of the cargo to the point of discharge in order to reduce the cost and analysing the quality of the vessel, abiding with international standards and all requirements set by the Nigerian institutions like NIMASA,” explains Mr Okafor. Having worked with international oil companies, such as Total, IMAPSOL has a proven track record that allows it to pick and choose its partners with care. He explains: “After checking the financial capability and track record we seek in a partner that they are reliable and have integrity. Integrity and transparency is crucial for us.” For the IMAPSOL CEO, the Nigerian maritime industry is booming and plays a key role in the country’s economy, yet faces major challenges, such The Indigenous Shipowner’s Association of Nigeria (ISAN) wants its country to be in receipt of the knowhow of western powers in order to become a major regional hub of the port industry. “If we could have joint ventures for shipyard construction and shipbuilding yards, and joint ownerships rather than what we have now, it would be good,” says Isaac Jolapamo, President of ISAN. Thus the leader of this important local association wishes to invite foreign investors to enter the Nigerian shipping market. ISAN, which is responsible for promoting and regulating the business of property and shipping arrangements as well as creating employment opportunities for Nigerian sailors, is aware of the potential of the country, but also the shortcomings that still show the sector in the Nigerian market. With a coastline of 850km, the maritime industry in Nigeria is an absolute priority in governmental strategy. Its privileged geographical position means Nigeria has high potential in this sector. It can serve as a hub for central and eastern Africa, allowing big companies to tie up and enjoy the harbour area, and to offer the possibility of local vessels distributing around the area. However, Nigeria remains a country heavily dependent on imports and therefore requires experience, cooperation and technical assistance in the maritime industry. “Shipping is standing on the tripod,” IMAPSOL specialises in cargo inspection and transport as the expansion of its ports. “We want big types of vessels coming to our ports that can carry big loads. There is a restriction of big cargo vessels to Nigeria because of the lack of deep-sea ports, and therefore, I believe that this is one of the main areas that need to be addressed,” he comments, adding that local shipping companies also require improved access to funding – as well as lower interest rates – in order to upgrade their fleets. “We need the Government to assist us if we want a new vessel and help notable shipping companies like ourselves negotiate loans with banks or create a fund for shipping so that we can benefit from it and have our own indigenous vessels. They should promote shipping companies acquiring new vessels instead of using vessels that are 40 years old and are not safe,” he remarks. Yet another improvement Mr Okafor proposes is a reduction of bureaucracy. “Another important thing to do is to join the different agencies that are in the ports together in order to stimulate more cargos coming in and remove the red tape that the different agencies who operate in the ports facilities create, since they all have similar duties. This would make life easier for the stakeholders of the industry.” ISAN promotes and regulates ship ownership and management says Mr Jolapamo. “You must have a job to do, which we have here. You must have funds and you must have the know-how. We are not well off in two areas, namely foreign finance and technical support. We do not have enough schools that train manpower and we do not have ships. Those are the areas where we believe there is room for collaboration, cooperation and assistance from the western world.” One of the regulations of the Nigerian maritime industry is The Cabotage Act, which was designed to protect shareholders and local builders. This law creates a situation ideal for the development of partnerships with international companies, An independent supplement distributed with the Financial Times Deutschland by Globus Vision who take sole responsibility for its content with vast experience and resources. “We know the high standards of their equipment in general. So the area of assistance is enormous,” says Mr Jolapamo, who lists the possibilities in gas projects, construction of oil tankers, ship management, amongst others. With increasing involvement of local ship owners in Nigeria should come an ever-improving business climate. Therefore, Mr Jolapamo invites German investors to participate in the industry’s projects. “Our country has a lot of potential. We would ask the Germans to come and support. We know of their technological advancements, and we can tap into it for the benefit of both countries.” TUESDAY 4 DECEMBER, 2012 9 NIGERIA Power sector reform: a paradigm shift Nigeria is establishing a more efficient energy network through the construction of 11 new power plants For Nigeria to achieve its goal of becoming one of the world’s top 20 economies in the year 2020 one of the most crucial requirements is an adequate, affordable and efficient supply of electricity – something it conspicuously lacks at present. Energy generation has failed to keep pace with the energy needs of the country, with the power sector producing less than 5,000MW of electricity against an estimated need of about 30,000MW. Given major reserves of oil and gas, abundant sunlight and significant hydropower potential, Nigeria is well provided with the natural resources it needs to fuel its economy and the homes of its citizens. Yet Nigeria only generates a tenth of the amount of electricity produced by South Africa for a population three times the size, and almost 70 per cent of the population do not have access to the national power grid. Underinvestment and failure over the years to formulate a consistent energy policy has left the power sector in a state of near collapse. All too often, power cuts leave Nigerian businesses in the dark, resulting in lost production, damaged equipment, and the need for expensive stand-by power. President Goodluck Jonathan has put reform of the sector high on the Federal Government’s agenda, and initiated a multibillion-dollar plan to develop electricity infrastructure. Jonathan himself chairs the Presidential Action Committee on Power (PACP), and has launched a roadmap for the reform of the power sector targeting 40,000MW of electricity generation capacity by 2020. So far some $8 billion has been spent on the National Integrated Pow- Nigeria is working to improve citizens’ access to the national power grid er Project (NIPP), originally conceived under the former President Olusegun Obasanjo in 2004. Eleven new power plants are being built that will add 5,500MW to the national grid. Around 4,000 kilometres of transmission lines are being constructed with associated substations. Existing substations and transmission lines are being expanded, and hundreds of substations built in cities across the nation. Privatisation of the power sector, which will enable much needed investment, is at an advanced stage, with the government selling off staterun generation and distribution firms, and transmission concessions (CHK) to private companies. As things stand, the only way Nigeria can add additional capacity to the national grid is by utilising flared natural gas. Providing the new power plants with the gas to fuel them is a major challenge, although gas pipelines are included in the NIPP and progress is being made. However, the Nigerian government also recognises that the country could also be making use of another major resource as fuel for its power plants – coal. More than 90 per cent of Nigeria’s power is generated using oil and gas, less than 10 per cent by using hydropower, and none at all from coal. The government wants to diversify power generation, and coal provides an opportunity. Nigeria has vast unutilised coal deposits spread across 15 states. The government is seeking to revitalise the coal mining industry by encouraging private companies to develop these resources and construct coal-fired generating plants. “Power from coal-fired plants will start coming in three years’ time, and power from hydro in five to six years’ time. This is how we intend to expand,” says Barth Nnaji, who recently stood down as Minister of Power. In July, Chinese firm Sepco III and its technical partner, Pacific Holding, announced plans to construct a 1,200MW coal power plant in Benue State, at an estimated cost of $4 billion. Nigerian Electricity Regulatory Commission (NERC) recently authorised state and local governments, as well as communities in the country, to generate and distribute their own electricity. Rivers State government has announced a $190 million investment plan to generate and distribute electricity. Meanwhile, Bauchi state government is turning to solar power, constructing a 30MW solar plant in collaboration with a German company, Siemens Nigeria Limited Project. The project, which will make Bauchi one of the first states in the country to be self-sufficient in electricity supply, is believed to be the first of its kind in the West-Africa region, and is one of the first fruits of an energy partnership between Germany and Nigeria. Nuclear power is another option. The national nuclear power programme is said to have reached an Renewable energies as the new fuel for Nigeria’s growth Around 60 per cent of Nigerians are not connected to the electrical grid, while the rest have a rather unreliable supply. Could renewable energies be the solution to this dilemma? A 2011 report by the World Trade Organisation, called Trade Policy Review, points out that electricity generation dropped from 4,200 MW in 2003 to just 1,954MW in 2008, then bounced back to 2,900MW the following year. “This implies that electricity generated fell by over 100 per cent within six years,” the report explains. Decades of inadequate policies, from an energy point of view, are responsible for this poor situation, although has become apparent that currently, Nigeria is simply not capable of guaranteeing the power it needs for its 170 million inhabitants. According to the Trade Policy Review: “The electricity sub-sector is very critical to the socio-economy development because of its strong linkages to all the sectors of the economy. Despite the importance of the energy sector, particularly the electricity sub-sector to the development of a nation, the performance of the sector in Nigeria has been below expectation.” The report goes on to say: “The oil and gas sector has been performing below the average growth rate for the economy as a whole.” Continued on page 10 An independent supplement distributed with the Financial Times Deutschland by Globus Vision who take sole responsibility for its content advanced stage, with nuclear power plants planned for locations in Lagos, Ondo, Cross River and Adamawa states. Nigeria and Russia have begun implementation of a nuclear power generation agreement, signed in 2009, “At our current rate of power development, through the full implementation of the roadmap, we plan to meet these targets by the year 2020.” Goodluck Johnathan, President of Nigeria to facilitate cooperation on the development of nuclear energy. President Jonathan says Nigeria is fully committed to achieving UN sustainable energy targets by 2020. Launching an initiative in Abuja recently, he said there were “limitless opportunities” in renewable energy. According to the President, “Bearing this in mind, we have set national goals and developed a power sector roadmap that will fast track our realisation of the UN targets. At our current rate of power development, through the full implementation of the roadmap, we plan to meet these targets by the year 2020.” 10 TUESDAY 4 DECEMBER, 2012 NIGERIA Egbin Power Station: New reforms in the committed to energy and electricity sector the future Nigeria needs foreign capital to further power growth The power plant offers people of the country a way out of the crisis Nigeria, December 14 2011: The biggest and oldest power station of Nigeria, Egbin Power Station, is at a standstill, even though the country lacks 1,080 additional megawatts in electricity, a high official of the Holding Company of Nigeria (PHCN) points out. The hydro-components of the power station that produces electricity on the basis of water power have been failing because of an inadequate maintenance and the plant has therefore been switched off. Nigeria, December 19 2011: Mike Uzoigwe, General Manager of Egbin Power Station in Ikorodu (Lagos State) states that the plant is working again at full capacity. Both succinct notifications describe five days of great stress for the general manager. He is responsible for about a quarter of the power that is generated in Nigeria at the Egbin Power Station. The standstill pointed out the importance of electricity generation for Lagos’ 10 million citizens. A relapse into the times where the national electricity provider known as the National Electric Power Authority (NEPA) was mocked by the people as “Never Expect Power Anytime” is unlikely nowadays. “The power sector is vital,” says Mr Uzoigwe. “Once we get this right, everything else will fall into place.” What he dubs “everything else” is an ambitious programme called Vision 20:2020, which foresees the consolidation of Nigeria as one of the 20 biggest economies in the world by 2020. This means a race for the country to move from its current position, 30th, (according to its GDP) into the top 20. Further- Mike Uzoigwe, General Manager of Egbin Power Station more, a 50-year oil boom has not managed to free half of the Nigerian people from poverty. For the oil specialist Mr Uzoigwe, this path of development is partly a question of technology: “We need people that have the knowledge,” he says. “They have to be up-to-date with international energy issues and at the same time be able to adapt to the most diverse conditions.” Until the arrival of the present government, Nigeria never had a sustainable strategy for its development. Whatever the energy sector developed, it failed when it came down to putting it into practice. For the energy sector this meant that the tenfold increase in power generation to about 40,000MW was only possible if the state – which at that point was almost the sole owner of the power production – opened up to private investors. The liberalisation of the economy is moving forward slowly, though an attempt to reduce administrative structures has been made. In the case of Egbin an ambitious renovation programme has been undertaken, Mr Uzoigwe explains. “We have reached our limits and then all of a sudden everything started to move forward”. There are still people that fear the privatisation, he adds, “because they don’t understand. We have to explain it to them.” Once the energy supply has been stabilised, small businesses would be able to produce all kinds of products that at present are being imported and, instead, export them. “With stable electricity, we would encourage smallscale entrepreneurs to invest in different industries and sell them to the local market. We wouldn’t have to import as many products,” explains Egbin’s General Manager. In regard to religiously motivated violence in a country with around 170 million inhabitants and more than 500 different languages, he says: “The pockets of unrest will eventually die down. There will be a shift of perception. People will realise the benefits of doing things the right way, and be keen to be one of the best. Those involved in minor uprisings will soon realise that there is life for them out there.” Though risks always lurk everywhere, “we have a market here,” says Mr Uzoigwe. “What we need is financing, to get it going. Once it is liberalised, the investors will come as well. And then there will be no more barriers. The sky is the limit,” he concludes. Nigeria is one of the African countries with excellent growth prospects. Foreign trade plays an important role in the Nigerian economy. Although oil and gas still predominate the export structure, according to the World Trade Organisation (WTO), for further growth the Nigerian economy needs energy. The federal government has therefore made significant investments in the sector since 2010 in collaboration with the local governments of Nigerian states in order to improve their capacities and to meet the demand for electricity. In this regard companies like Port Harcourt Electricity Distribution Company (PHDC) play an important role in Nigeria’s life by serving Nigeria’s industrial South South. The law that enabled the reform of the electricity sector consolidated a regulatory body for this sector: the National Electricity Regulatory Commission (NERC). NERC was officially inaugurated on October 31 2005 and has started creating the needed structures. Its main duties include the concession of licenses and the application of an economic regulation as well as the search for technologies. The government proposes a tax exemption period of 10 to 15 years for huge companies who want to invest in the country’s electricity sector. “Distribution companies are strategic to the success of the industry and power sector reform,” notes PHDC President Rotimi Onanuga. “Nigeria is a very great and unique country, and no other country in the world has tried what we are doing now. Other countries have put reforms in place, but we have leverage, institutional guarantees, and confidence from in- Rotimi Onanuga, President of Port Harcourt Electricity Distribution Company ternational organisations, so I think everything is in place.” In order to raise efficiency in customer services, PHDC has adopted new technologies. “We now have what is called an E-Bill. From our website www.phed.com.ng, you can log-on and make your payment. We are making life easier for our customers by giving them multiple vending options. Before now, you had to go to a cash office, and wait in a queue in order to make your payments. But now we are trying to make it more friendly and easy for them. Now you have more options to do it through the web or at point of sale,” says Mr Onanuga. PHDC’s president thinks that the power sector is going to be the catalyst for development in Nigeria. “Power is the life force of economic develop- ment,” assures Mr Onanuga. “What we are doing now, and the level of confidence and interest shown, if we are able to get it right, the next two years will be amazing.” Companies in the Nigerian electricity sector know that Nigeria has a great need for foreign capital for its development, especially on a technological basis. “Germany is a good power to align with. Germany has the investors and the industrial base vital to a country in its infancy state like Nigeria. They should take advantage of the benefits afforded to the first entrants and pioneers that enter an emerging market such as Nigeria. They can come in now, and be the first entrants,” says Mr Onanuga. “There is great potential in our population, and now is the time to come.” Renewable energies as the new fuel for Nigeria’s growth Continued from page 9 The Nigerian government is on a mission to produce 7 per cent of its energy from renewable sources by the year 2025 Growth of the non-oil sector reached an average of 8.9 per cent between 2005 and 2009, yet energy production was not able to keep up with the rising demand that inevitably accompanies economic growth. For this very reason, there are many proponents – both within Nigeria and globally – of harnessing alternative energy sources to help boost production, which in turn could encourage industrial development and attract new investment. Nigeria has what many experts consider an excessive dependence on gas-fired power plants, as the country is rich in this resource. Despite its abundance, however, natural gas has not been able to contribute to a steady supply of electricity. In 2011, according to the federal government, Nigeria became the country in the world with the biggest gap between energy supply and demand. Nigeria has plenty of renewable natural resources for producing energy (solar, biomass, wind, etc.) but their use has been marginalised. Advocates of alternative energies claim that now, more than ever, is the time to consider their exploitation. Indeed, Nigeria’s energy supply must grow by at least 8 per cent annually. A report from the European Commission’s Joint Research Centre (JRC) on the use of alternative energies in Africa, released earlier this year, remarks that solar energy production in Africa would be, without a doubt, higher than in Central Europe if Africa had at its disposal An independent supplement distributed with the Financial Times Deutschland by Globus Vision who take sole responsibility for its content the means. The same size field of photovoltaic panels in Africa would produce twice the amount of energy than in Europe. In Equatorial Africa, the solution could come at the hands of small hydroelectric plants, says the JRC. They would have immense potential, owing to an extensive network of rivers that run year round and to the fact that the majority of homes are located along these rivers, rather than being situated near previously installed electric networks. In terms of wind energy, its advantage lies in the feasibility of installing generators near those communities that are far away from the general electrical grid. There is still much work to do and Nigeria faces an enormous task if it is to reach its targets by 2025. TUESDAY 4 DECEMBER, 2012 Nigeria, a ‘key country’ to ABB The technologymultinational,ABB, once again gets involved in the energy sector after a 10-year absence For 10 years the energy multinational company Asea Brown Boveri (ABB) hasn’t shown any interest in Nigeria’s power sector. The Swedish-Swiss company is no longer focused on oil and natural gas in the West African country. However, Nigeria wants to turn its electricity sector upside down and ABB wants to be a key player in that transformation process. According to Adedayo Olowoniyi, General Manager of ABB Nigeria, the company has identified Nigeria as a “key country for growth.” An important reason for this optimism is the government’s intention to create a legal framework. The oil sector, which makes up around 90 per cent of Nigeria’s exports, will be reorganised under the Petroleum Industry Bill (PIB). There has been a lot of controversy over the last eight years about the legal framework for the oil sector. “People have had enough time to make any necessary adjustments,” says Mr Olowoniyi. The most important aspects are more efficient promotion through liberalisation and access for new investors, better access for the population and better environmental protection. If the international players found a more solid legal framework, they would have no problems adapting 11 NIGERIA to more demanding environmental rules, explains the Mr Olowoniyi. For example flaring off gas is prohibited in many technologically-advanced countries. “Oil and gas is the most significant sector in Nigeria,” Mr Olowoniyi points out. “If you have not developed the value chain, you will not get the benefit.” That means the raw materials should be processed in Nigeria and not abroad. Although the country has been experiencing an oil boom for almost 50 years, about half of the Nigerian population lives below the poverty line. “We export crude oil, and import back the finished product. At the end of the day, the finished product is where you find the main value added,” states the ABB Nigeria General Manager. The new legal framework will give Nigeria the chance to slowly work its way up in order to develop its value chain. That is what he expects from the new rules. The first steps towards the privatisation of the energy sector are important as this is going to enable direct investment from abroad in order to overcome the current bottlenecks. ABB is preparing itself for the moment when it can increase its capacities. At present, a few dozen newly-hired employees are being trained in competence centres in Egypt, Italy, Germany and Sweden. There is also a lot of work to do with its less-qualified workers. “We have equipment that should last 25 years, but after two years it looks as if it had been used for decades,” says Mr Olowoniyi, who assures that with the private sector’s entry, “the training will be there, the operators will be knowledgeable, they will understand their products and equipment.” Energy suppliers are catalysts for Nigeria’s development Oil exporters in Nigeria find an energy problem in the former state-run electricity-based economy For years, the emerging Nigeria has been undergoing a series of reforms, according to the OECD. The growth rate is at a robust 7 per cent, impelled by non-oil-based sectors such as telecommunications, construction industry, wholesale and retail, hospitality, industry and agriculture. Since oil was discovered in Nigeria in 1958, it has made up 90 per cent of the country’s income from exports, resulting in immense environmental damage in the Niger Delta region. The World Bank pointed out that one of the main hindrances to sustainable development in the country was the lack of energy infrastructure. Therefore the sixth most important oil exporter in the world lagged behind its African neighbours in terms of energy supply. Put into figures, it takes an average of 260 days for a power connector to be installed, as stated in the Doing Business Report for 2013. That is twice as long as the average in South Africa and 2.6 times the average of the OECD. The country intends to achieve an average growth rate of at least 6.5 per cent for the coming years. Energy production is supposed to grow 10 times in the next five years to 40,000MW. Bolaji Oyesiku, General Manager of Ibadan Electricity Distribution Company is one of those committed to achieve this ambitious goal. “It means taking a huge step forward,” he says. But it will only be possible with the right infrastructure. “The amount of energy that we are talking about could be produced just in Lagos.” His advice is to build up a liberalised energy sector and seek help from abroad, through partnerships with energy suppliers like Ibadan, which took Ibadan Electricity Distribution Co currently produces 250MW its name from the city of 5 million inhabitants in the southwest of the country. In the city of Ibadan there are food, cigarette and printing companies. At the moment the main energy suppliers are not able to produce electricity at full capacity due to technical reasons. That leads to power cuts that drive up prices and create shortages. Ibadan, for example, is one of the biggest energy suppliers in the country. At present it produces an average of 250MW, though its technology enables the company to produce three times as much. “40,000MW instead of 4,000MW – it means that we have to take a huge step forward but it will be possible with the right infrastructure.” Bolaji Oyesiku, General Manager of Ibadan Electricity Distribution Co An independent supplement distributed with the Financial Times Deutschland by Globus Vision who take sole responsibility for its content If it is reequipped, it can produce four times as much or even more. But how is that achievable? One thing is clear: alternative energies would not be able to provide, at this stage, the necessary amount. At the moment the main bottleneck factor is the lack of employees with specialised skills. Furthermore the technological impulse has to come from abroad. Mr Oyesiku explains that international partners that enter a privatised energy sector are welcome, should they contribute with ideas and technology and are therefore able to drive the whole country forward. In search of a simplified answer to the problem, it is important to look at unconventional solutions as well. For example, as the banking system of Nigeria weakens, some Ibadan customers have recently been able to pay by using a scratch card system. The cards work in a similar way to mobile phone cards, where customers can pay as they go. Those who have problems paying the monthly electricity bill can divide the amount. As a result the customer gets less stressed and paying the bills becomes more affordable. The company, on the other hand, increases its profits. The pilot phase has already been a success and the export of the idea into other regions of the country is likely. The Point of Sale (POS) system, the energy card and payment through the internet have become within reach of the population. “We are very surprised at the good results,” Mr Oyesiku says. Having an open mind to new ideas is what makes a good manager. “Then it is only about bringing them to the point. Investors are invited to try that too.” 12 TUESDAY 4 DECEMBER, 2012 NIGERIA Industrial sectors help diversify economy It’s no secret that Nigeria’s wealth stems mainly from its vast oil and gas resources, yet the country is making strides in other sectors as well, including mining and manufacturing Economic growth, which stood at 6.5 per cent during the third quarter this year, was driven in large part by oil but by also activity in the building and construction, cement, hotel and restaurant, and electricity sectors, according to Nigeria’s National Bureau of Statistics. Indeed, non-oil growth expanded 7.6 per cent in Q3 2012. In 2011, however, the non-oil sector saw higher growth of 8.8 per cent; the drop this year is due to the flooding and insecurity in northern states which hit the agricultural sector fairly hard. Nevertheless, the fact that the nonoil growth outpaced overall economic growth is a positive sign that Nigeria’s diversification efforts are paying off. Manufacturing is an important con- tender in the diversification strategy, and although its contribution to GDP stands at less than 5 per cent, it is growing nearly 10 per cent per year. And with such a wealth of natural resources, it stands to reason that Nigeria could become a major industrialised nation, capable of serving its own domestic demand as well as that of its neighbours. According to a report by the World Trade Organisation, the country must update its equipment, lower the cost of inputs and improve its transport infrastructure, the energy and water supply (the cost of energy alone can chalk up nearly 70 per cent of a manufacturer’s expenditure) and access to financing, if it is to fulfil its industrial potential. The strongest subsectors in manu- facturing are food and beverage, which comprise 22 per cent of the sector, cement, household chemicals and textiles. In the non-manufacturing sectors, mining and construction are both areas that, after being long dormant, have revived and are enjoying strong growth. Until 1999, mining for minerals had been all but forgotten, overshadowed by the discovery of petroleum. Thirteen years ago, the government decided to give mining new impetus by conceding generous incentives in order to attract investors and exploration companies. The effect was almost immediate: from GDP contribution of just 0.5 per cent before 1999, the sector grew more than 7 per cent by 2010, according Nigeria’s power industry gets a boost from various new industrial parks Dr Olusegun Aganga, Minister of Trade and Investment to the WTO. A year later, it expanded by 11.48 per cent. Nigeria’s most mined and marketed minerals today are coal, limestone, columbite, marble and cassiterite. As Africa’s second largest economy, it is rather surprising that the construction sector is not larger than it is. According to the WTO, its contribution to GDP is only around 2 per cent (up from 1.69 per cent between 2005 and 2009), despite a housing and infrastructure deficit. Yet although construction may be slow, Nigeria’s cement industry is strong, and local cement producers control approximately 97 per cent of the domestic market. Nonetheless, per capita consumption in Nigeria is just 106 kilogrammes (compare with Senegal, where the per capita figure is 190 kilogrammes). Nigeria’s industrial output is receiving a boost, thanks to the development of several new industrial parks. In Lagos State, the Imota Agro-Industrial Park and the Ilara-Igbonla Agro-Industrial Park are two projects that got under way this year, as are three new enterprise zones which will accommodate more than 500 micro and small enterprises. In Delta State, a 1,150-acre virgin plot of land – which in this region translates into lush forest – has been designated for the construction of Warri Industrial Park, which is set to be a world-class business park. These will complement the already existing aluminium smelters and oil refineries in the south-east of the country, a liquefied natural gas facility in Bonny, and south-central Nigeria’s integrated steel complex. Nigeria can’t get enough of Beloxxi Cream Crackers Beloxxi’s cream crackers are made to world-class standards, and the company has set a standard for Nigerian businesses looking to expand and develop It is curious how something as small as a cracker can rescue a country’s manufacturing industry, fight unemployment and contribute to socioeconomic development. Yet such is the case of Beloxxi, producer of one of Nigeria’s favourite healthy snack foods. Obi Ezeude is the mastermind behind Beloxxi. He created Beloxxi & Co Ltd in 1994 to import HWA TAI Cream Crackers from Malaysia, and in a short time his company had become the single largest importer of cream crackers. Consequently, it became clear to Mr Ezeude that importing increasing quantities of crackers to keep up with demand made less sense than manufacturing a similar product at home in Nigeria. Plus, a local business would be a boon to the local economy, which was in a poor state. “I was already thinking of how to start producing crackers because I knew I couldn’t do all that I wanted to do by simply importing, since unemployment rates in Nigeria were getting out of hand,” he recalls. When the Nigerian government banned cracker imports in 2003, Beloxxi’s CEO saw this is as a clear sign that the time had come for him to launch his own factory. Despite the Malaysian company’s insistence on exporting their product into Nigeria illegally through Beloxxi, Mr Ezeude was firm in his decision and sought funding. Armed with a $2.2 million loan from the US EXIM Bank, his company, now called Beloxxi Industries Ltd, commissioned its maiden cracker factory in Ikeja, Lagos State, which became operational in 2006. Nigerians had become accustomed to high-quality imported cream crackers, and they were in no way disappointed by Beloxxi’s new product. Obi Ezeude, President and CEO of Beloxxi Industries Ltd “We had vowed that we were not going to give the Nigerian consumer anything inferior to the foreign biscuits we marketed,” says Mr Ezeude. Beloxxi Cream Crackers’ bright blue packages sport the Nigerian flag, along with the phrase: “Proudly Nigerian” – over 80 per cent of the raw materials used by the company are sourced locally. Once Beloxxi’s crackers hit the market in January 2007, they were an instant success. By February, supply fell behind demand, and by the end of the year Mr Ezeude knew that a larger factory would be necessary. Thanks to funding from the Central Bank of Nigeria, Skye Bank and the Nigeria Export-Import Bank, he was able to procure a 15-acre greenfield site on the Agbara Industrial Estate in Ogun State, and purchase €8 million worth of state-of-the-art equipment from Italy’s Imaforni Int’l SpA, the world leader in cracker and biscuit manufacturing technology. Today, Beloxxi is the largest cracker manufacturer in sub-Saharan Africa. “Here [in Agbara] we’ve been able to get two lines up and running and now have the third being prepared for set-up, with a fourth on its way,” says Mr Ezeude. “As of today, we have a total valuation on the new factory of over N9 billion ($56.6 million) and at full capacity we can make over 1.6 million tons of crackers a year.” His vision for the company is to become Nigeria’s premiere cracker exporter. As of today, Beloxxi exports only to Ghana and has to work at full capacity to merely keep up with domestic demand. “Nowadays, our product is designed for both the local and international markets. Our ingredients come from the best suppliers I can find. For example, my glucose comes from the USA, my butter from South Africa and the oil I use comes from Nigeria,” explains Mr Ezeude. Not only is Beloxxi’s business a healthy and highly successful one, it is also making contributions to Nigeria’s young population, who make ideal temporary factory workers. The company, in fact, only hires people who have passed their An independent supplement distributed with the Financial Times Deutschland by Globus Vision who take sole responsibility for its content Senior School Certificate Exam and who intend to continue studying. For Mr Ezeude, factory work is not a profession, but rather a steppingstone to make and save some money to go back to school. “We only employ young workers who want to study,” says Mr Ezeude. “If you get into a school, college or university and you work for us then you still get your salary uninterrupted while you study.” Beloxxi stands as an excellent example of Nigeria’s pioneering spirit, and Mr Ezeude believes that with assistance from foreign partners, his nation’s industrialisation can really take off and perhaps one day mirror the explosion that has already happened in Brazil and China. TUESDAY 4 DECEMBER, 2012 13 NIGERIA Leading export-import bank targets job creation and continued growth A new mindset to paying taxes spurs huge revenue boost for Lagos State The Nigerian Export-Import Bank, NEXIM, is aiming to become Africa’s most prominent export development bank by 2015 Changing the public’s approach to taxes is in the interest of everyone When Robert Orya took over the helm of NEXIM (the Nigerian Export-Import Bank) in 2009, the bank was struggling under the weight of a considerable non-performing loans portfolio, and had strayed from its original mandate to help support Nigeria’s non-oil export economy. This situation came to a head with a crippling 2009 financial year loss of N4.2 billion ($26.6 million) for the bank. After Mr Orya’s appointment, he immediately went about streamlining NEXIM’s activities, refocusing lending on non-oil sectors, implementing new risk management frameworks and instilling corporate governance structures throughout the institution. By the end of 2010, just a year later, NEXIM was showing profits of more than N216 million and was well on its way to fulfilling a new mission: to become the leading export-import bank in Africa by 2015. In 2011, NEXIM was able to support exporters only to the tune of N10.14 billion and to grant riskbearing facilities of N3.34 billion, while increasing efficiency in facility access. For 2012-2013, Mr Orya is targeting loans of N50 billion. By 2015, he wants to raise this to N94 billion. “We were able to turn the bank around in 16 months. In the two and a half years I have been here, we have been able to support exporters with over N26 billion and also provide mixed bearing facilities of $32 million [N5 billion], which translates into the creation of 14,000 jobs. So our transformation is completely on track, primarily due to the professional staff we have managed to bring in, who are highly motivated, and we are hopeful of becoming the leading export-import (EXIM) bank in Africa by 2015,” says the managing director. Mr Orya adds, “In carrying out our strategy, we first identified sectors where we believed a lot of jobs could be generated, as well as trade exchange, and where we could provide returns to our shareholders (the Robert Orya, Managing Director of NEXIM Bank “What we have done over the years has had phenomenal results; we have opened up sectors that had no value-added exports.” Robert Orya, Managing Director of NEXIM Bank Central Bank of Nigeria and the Ministry of Finance.) This is key in order to have their support to become the biggest EXIM bank in Africa. So far, the journey has been successful, and we have given the government some proposals that have been received favourably and as soon as we get the green light, I believe we will be able to achieve great things.” Through the bank’s Direct Lending Facility (DLF), NEXIM lends money directly to Nigerian exporters to help fund their purchases of cap- ital goods, raw materials, packaging materials and spare parts.The DLF can also provide financing for infrastructure as well as the revitalisation and modernisation of exporters’ plants and machinery. Now back in shape and functioning optimally, NEXIM is set to play a critical role in the diversification of Nigeria’s economy. One of Mr Orya’s main objectives within the bank’s drive for economic diversification is to deepen subregional trade. To this end, a priority focus is NEXIM’s $61.5 million Sealink initiative that targets the creation of a shipping line that will boost trade within the Economic Community of West African States (ECOWAS). “What we are trying to reverse in Nigeria is our exporters looking to the American and European markets where we cannot necessarily produce competitively. We looked at the position of Nigeria within ECOWAS and realised that the combined population was 300 million people, with Nigeria alone accounting for some 170 million. So why would our exporters want to go and compete in a market where they do not have a competitive advantage when we have a lot of potential in this region?” says Mr Orya. Sealink is expected to boost maritime trade within the economic community by 300 per cent. The new shipping company will connect West and Central African ports with a fleet of 3,000 to 5,000-tonne ships that will greatly reduce goods shipment times, in addition to lowering the cost of business for regional companies. “We cannot just hand out loans to exporters when we know that trade barriers exist. We need to address those barriers first. Right now, there is no efficient transport system to move goods within the region. There is no way to deepen trade without efficient cargo vessels. If we do not step in to address these issues, our exporters cannot get value for what they are doing,” concludes the managing director. History has changed. Lagos is no longer a paradise for tax fugitives. Gone are the days when the state was completely dependent on raising capital from the federal coffers. The Nigerian government has succeeded in establishing a new way of thinking and generated unprecedented tax receipts. Thanks to the former executive governor of Lagos State (19992007) Asiwaju Bola Ahmed Tinubu, since 1999 the state has started to manage its revenues. Reviews have studied the amount of domestic revenue attainable and resulted in a raft of revised tax administration laws. In 2005, a changed mindset with regards to the fiscal policy of Nigeria was established. The figures from 1999 through to today emphasise this development. In 1999, Lagos State generated domestic revenues of N600 million monthly (nearly $3.8 million); in 2005 the figures reached N3.4 billion monthly and last year it was more than N16.5 billion per month. This spectacular growth has taken place with the same legislation and tax customs of previous years. Merely the political will and social awareness have changed. The state government began to collect taxes via the Lagos Internal Revenue Service (LIRS) and started to train qualified personnel in the public and private sector. “Corporate organisations knew about the tax laws but the tax administration process under the then Board of Internal Revenue did not really focus on them. Or, it did not enforce the payment of taxes,” says Babatunde Fowler, CEO of LIRS. The informal sector Babatunde Fowler, CEO of LIRS further complicated matters because its members did not know the system and no records of their activities existed. “But we now have relationships with all these different sectors and we have tried to educate them by, for example, explaining the laws and giving out a lot of fliers,” says Mr Fowler. Initially, information was spread and afterwards access to tax policies was created. LIRS initiated information flow for business people and 34 mini stations were set up in Lagos to facilitate the taxation process. “We go directly into companies so they do not have to neglect their day-to-day business,” says Success stories by NEXIM, Nigeria’s key developer of its non-oil sector Since its inception in 1991, NEXIM Bank has provided N63 billion ($40 million) to over 400 projects in the country, providing companies with affordable finance in order to boost their export capacity. Trained to find new potential in the Nigerian economy and to seek unserved markets, NEXIM has developed new export segments where previously none existed, such as in the country’s film industry, Nollywood, as well as in min- Nigeria’s film industry,nicknamed Nollywood,is second in size only to India’s ing, agriculture and the hotel industry. Beloxxi, for example, has become Nigeria’s largest biscuit manufacturer with the help of NEXIM’s guidance and funding. “Our primary mandate is to regulate and develop nonoil commodities for export. What we have done over the years has had phenomenal results; we have opened up sectors which had no value-added exports. In the agricultural sector, for instance, some of NEXIM’s greenfield projects have become so big that they are now listed among the Central Bank’s top 100 exporters,” explains Managing Director Robert Orya. “Also NEXIM started the country’s first cocoa processing plant, Multi-Trex Integrated Foods, which is today one of the largest in Africa. The biggest rubber company in Africa, Pamol Nigeria, is also one of NEXIM’s projects. It currently has an annual turnover exceeding $100 million. So NEXIM has been able to contribute significantly in agriculture.” Targeting areas traditionally overlooked by commercial banks in manufacturing, agriculture, solid minerals and services, NEXIM is first in on the ground, working to increase the sector’s worth until traditional banks are interested in entering. “We go into sectors such as these to re-package them and make them attractive for commercial banks and any other private entity that is interested in operating there. A great deal of effort has gone into ensuring that many companies could be financed by NEXIM, and we hope to do a lot more in the future,” says Mr Orya. Other NEXIM success stories include Cibi Nigeria, which specialises in the polishing of granite and marble, and other manufacturing companies in cement and furniture. NEXIM companies generated foreign exchange earnings of over $150 million in 2011. An independent supplement distributed with the Financial Times Deutschland by Globus Vision who take sole responsibility for its content Mr Fowler. “We found that the typical trader does not want to leave their shop in case they miss a big customer. So we moved the stations close to them.” However, in order to enhance transparency, citizens cannot pay taxes in the new agencies, but must do so by filling out a simple form at a bank. In the past couple of years financial penalties have also been introduced and consequently the process of tax payments has really started to take off. LIRS goes beyond educating the public and easing access to tax payments. The CEO says that their main goal has been to let everyone who is not registered in the tax system know that they will be caught. “We have started to persecute tax evaders,” says Mr Fowler. “The penalties are steep and there are also prison sentences.” To guarantee success, LIRS cooperates with various institutions, such as the traffic department. “Over the past couple of years we have been able to generate about N20 billion yearly from tax audits of organisations that have not paid the correct amount of taxes,” the CEO adds. Since the beginning, attempts have been made to convince the population that it is in their own best interest to pay taxes. “A major reason why people would not pay taxes is they were not sure what it was being used for. We have made people in Lagos understand that 65 per cent of the revenue that is spent in Lagos comes from taxes,” says Mr Fowler, who adds that LIRS is proud to work under the protection of the law to establish a better Lagos and Nigeria. 14 NIGERIA Evergreen Apple Nigeria, flying in style Even though the aviation sector in Nigeria is going through difficult times, luxury fixed-base operators like EAN are turning around the concept of air travel in Nigeria and beyond EAN launched Nigeria’s first private fixed-base operator facility just two minutes from the Murtala Mohammed International Airport Nigeria’s aviation industry has been going through difficult times after the tragic accident that took place earlier this year. On 3 June 2012, a Dana Air plane with 153 passengers on board crashed in one of the most populated neighbourhoods in Lagos, with terrible consequences for human lives and infrastructure. And the day before, a Nigerian plane had a failed landing in Accra, resulting in 10 passenger deaths. These catastrophes opened a Pandora’s box for the Nigerian aviation industry, which was harshly criticised for inadequate safety standards. Since then, Nigerian airlines have made great efforts to adapt to international safety standards, limit delays and modernise their fleets. This movement has been prompted both by more stringent government regulations and by commercial considerations such as the need to revamp business. Aviation Minister Princess Stella Oduah-Ogiemwonyi asked that all the airlines operating in Nigerian airspace adhere to the safety measures set by the International Civil Aviation Organisation by December. Those that do not comply will lose their license. Furthermore, the General Manager of the Civil Aviation Authority, Dr Harold Demuren, has expressed a commitment to modernising and personally supervising all the control towers and radars in the airports. The sector received a boost in Octo- TUESDAY 4 DECEMBER, 2012 “We offer a premium service to our clients; when they arrive, there is somebody there to meet them and the planes and crew are ready. It is seamless, there is no hassle.” Segun Demuren, CEO of Evergreen Apple Nigeria ber, when Nigeria hosted the sixth summit of the D-8 Working Group on Civil Aviation (D-8 WGCA) in Abuja. The Developing-8 or D-8, an organisation comprising some of the most populous developing countries in the world – Bangladesh, Pakistan, Nigeria, Iran, Indonesia, Malaysia, Egypt and Turkey – is an important player in the global aviation industry. The annual meetings of civil aviation representatives in the eight member countries are meant to address the most pertinent issues related to safety, security, training, maintenance, airport infrastructure, and leasing, among others, in order to develop a concrete D-8 cooperation programme in civil aviation. Despite the recent developments, there is one sub-sector in Nigerian aviation which has not only remained unscathed, but has actually expanded: the luxury fixed-base operators in Nigeria – a dream that has become reality thanks to Segun Demuren, CEO of Evergreen Apple Nigeria (EAN). Headquartered in Lagos, the company was launched in June 2011, offering the first private flights operated by a fixed-base operator (FBO) in Nigeria. Its facilities, which include VIP lounges, ground handling, exclusive hangars, offices and restaurants, and catering for private jets, set a new standard at the Murtala Mohamed International Airport. “We offer a premium service to our clients; when they arrive, there is somebody there to meet them and the planes and crew are ready. They can have private meetings – it is seamless, there is no hassle. Most of them are usually working, even when they arrive at the facility. Some arrive with aides. We want to create an environment where as they come in, they already feel comfortable,” explains EAN’s Segun Demuren. Moreover, through the exclusive EAN Club Jet, the company offers customised services to its clients and rewards loyalty with points that can be earned using its platinum and golden club cards. EAN has been so successful that it operated over 1,000 private flights in its first year and currently accounts for half the traffic at Lagos airport. According to the CEO, the recipe for success for success is that EAN strives to maintain a fantastic rapport with clients and to promote transparency in the management team. In the near future, EAN is planning on expanding to other major cities in Nigeria. In the first stage, it will set up offices in Abuja, the country’s administrative capital, and later in Port Harcourt, the energy capital of the Niger Delta. The expansion will most likely prove lucrative, as the three airports – Lagos, Abuja and Port Harcourt – account for 80 per cent of the aviation business in Nigeria. Nigeria’s filtration and logistics specialist Advanced International Merchants has carved out a special niche for itself in the local market Nigerian-owned Advanced International Merchants Ltd (AIML) began in 1995 as a service provider in raw materials for the brewing industry. However, the company quickly realised it could capitalise on its expertise in the field of logistics, and expanded its operations to include the importation of enzymes, filter aid and filter sheets. Today, the company has cemented its status as the first and foremost experienced filtration specialist company in the country. Seventeen years into operation, AIML enjoys continuity and growth in its business relations and CEO Nwankwo Cyprian is proud of the progress the company has made in so little time. “Our efficiency, consistency, and ability to deliver on schedules endeared us to our various customers,” he says. “As a result, we are still working with the same companies and clients today after many years. We have never lost a customer or partner. We work with the biggest names in the industry, and they know us very well.” He adds, “Today we represent 13 companies worldwide, with a very cordial relationship existing between us: Carlson Filtration Limited from the UK, Kieselmann in Germany, Kerry Bioscience in Ireland, Geneva-based Foodin, World Minerals France, USbased Micronics, etc.” Mr Cyprian says the company, which Advanced International Merchants Ltd is Nigeria’s most experienced specialist filtration company An independent supplement distributed with the Financial Times Deutschland by Globus Vision who take sole responsibility for its content is 100 per cent Nigerian and operates at international standards, is open to new partnerships. “We can provide an enabling environment and opportunity for companies who want to come in, and offer them the expertise and knowhow in the competencies we have here in Nigeria.” Potential partners can rest assured that AIML places great importance on maintaining a high level performance among its employees. The company invests in periodic in-house and developmental external training sessions, and seminars within the industry, as well as in books, journals and other literature that aid learning. AIML also provides educational grants and loans for those who seek further opportunities for personal development. As for plans for the future, AIML intends to spread its operations beyond Nigeria, Ghana and Cameroon and into all of West Africa and part of Central Africa within the next five or six years. “We have already mapped out the plans. I am partnering with my associate in Geneva to open an office in Kenya very soon,” explains the CEO. At home in Nigeria, the company recently acquired 100 acres of land where it will concentrate its business. Also, a CO2 plant is under construction for the breweries and other food industries. “The newly acquired land will be a one-stop shop for industrial products and services,” says Mr Cyprian. TUESDAY 4 DECEMBER, 2012 15 NIGERIA Proudly responding to the needs of the nation The conglomerate Flour Mills of Nigeria has increased its capacity to promote agriculture and development in Nigeria and to support the government’s economic policy Incorporated in 1960, a day before the independence of Nigeria, Flour Mills of Nigeria Plc has become one of the largest and most successful industrial conglomerates in the country. With one of the biggest flour milling complexes in the world, the company is one of the main food producers in Nigeria and the first flour manufacturer with a 45 per cent market share. As a modern African conglomerate, the company has grown into a market leader with popular and highly recognisable brands as well as an extensive distribution network. Flour Mills has become a clear market leader with an extensive distribution network and brands that have become household names in Nigeria. Investment has been made in a variety of projects such as flour milling, cement, port infrastructure, power and other strategically critical sectors. Established under a clear vision, to serve the needs of the growing Nigerian population, the company has diversified from its core business to new sectors of the economy. Its activities currently span flour milling, pasta and noodles manufacturing, agro-industrial farming, animal feed, edible oils processing, fertiliser blending, cement trade and manufacturing, bags and packaging as well as port terminal operations and transport and logistics. Flour Mills of Nigeria’s commitment to developing its business interests reflects its support and confidence in the growth prospects of the Nigerian economy. As part of its business model for growth, Flour Mills has completed the investment of N150 billion ($950 million) in order to execute its core strategy. According to Managing Director Chief (Dr) Emmanuel A. Ukpabi, “The investment has been made in a variety of projects such as flour milling, cement, port infrastructure, power and other strategically critical sectors.” Dr Ukpabi reiterates the company’s intention to actively support the government’s policy of backward integration and expand its thriving agroallied holdings, with growing investments in edible oils and a focus on expanding its successful animal feed business. In line with this, the company has concluded agreements for the supply of a new 500 metric tonnes per day edible oil extraction and refining facility to be established. The new oil complex, an investment of N7 billion, would bring additional capacity to the company’s existing edible oil operations and provide much needed raw materials for its animal feed milling. This constituted phase two of a three-stage investment programme for the cultivation and extraction of edible oil from soybean and palm. The new plants to be commissioned in this second stage will more than double extraction capacity to 500 metric tonnes per day of soya and 300 tonnes per day of palm kernel. The third stage will oversee the establishment of palm plantations to augment local raw material supplies, and the establishment of a 750 additional metric tonnes per day multi oil refinery and margarine packaging plant. These are just some of the company’s plans for growth and commitment. According to Dr Ukpabi, “Flour Mills is fully committed to playing a leading role in ensuring the successful implementation of the country’s agriculture policy and development” and has been doing so for the past half a century. Flour Mills of Nigeria produces pasta, agricultural vehicles, cooking oil and fodder Flour Mills produces electricity, owns a trucking company and a port Nigeria’s agriculture giant has diversified to different company segments Flour Mills of Nigeria Plc was built to produce flour. After Nigeria declared its independence in 1960 from Great Britain, Flour Mills increased its daily capacity in its Apapa plant in Lagos tenfold to 6,000 cubic tons. Furthermore, over the years, Flour Mills has created several related business segments. Amongst them is its “golden” trademark of pasta and noodles. Under the trade name Agro-Allied Flour Mills, it also produces rice and cassava flours, sugar (Golden Sugar), glucose and cooking oils. Since 1997, under the name Golden Fertilizer Flour Mills, it has imported and distributed fertiliser nationwide. At its two locations in Kajobi and Sunti, Flour Mills produces corn, soya, rice, cassava, sugar cane and palms. The soya and corn fodder are produced by Premier Feed Mills Company Ltd and are distributed under the trademark Top Feeds. Flour Mills is also active in the transport and infrastructure branches. Burnham Cement imports and distributes cement, which has been already used for the construction of many buildings, bridges and streets in Nigeria. Flour Mills owns a cement joint venture with the Swiss company Holcim and the French firm Lafarge in Mfamosing, in the Cross Rivers State. It also possesses a trucking company, which currently has 500 trucks. Golden Transport Company Ltd has ambitious plans to double its fleet. Flour Mills is also present in the shipping sector. Since 2005 the company has had its own dockside terminal, known as Apapa Bulk Terminal Ltd (ABTL), for which Flour Mills was provided with share capital amounting to N1 billion ($635 million). The port is equipped with several storehouses. As part of its expansion plans, ABTL is studying to build train access to the storehouses. In November Flour Mills was authorised to take over the majority of Nigerian Bag Manufacturing Company, a sack producer, also known as Bagco. With its monthly capacity of 32 million sacks and bags, Bagco has become Nigeria’s biggest producer in this area. Flour Mills has recently penetrated the electricity market. Its mills in Apapa Port have 11 gas-fired generators with a capacity of 30MW. Flour Mills also has a 30MW diesel-run generator in Apapa just in case the gas generators fail or have to be disconnected. According to Flour Mills’ General Manager Chief Emmanuel A Ukpabi, the company is already producing more electricity than it consumes. Flour Mills plans to introduce the excess of power capacity into the regular Nigerian electricity supply system and to sell it to municipalities. According to the company’s website, the different business branches are all “profitable and give Flour Mills a competitive advantage in mobility, efficiency and services.” Doing business with Flour Mills is ‘doing the right thing!’ Globus Vision spoke in Nigeria’s commercial and economic capital, Lagos, with Chief Emmanuel A Ukpabi, Group Managing Director of Flour Mills of Nigeria Plc, the country’s largest flour producer How important is the private sector in helping to achieve the Vision 20:2020 milestone and how achievable is this target? It is a very ambitious plan, but I think with determination, especially from the government through the transformation agenda, a lot can be achieved. The transformation agenda focuses on private sec- tor initiatives, and that is what is happening really. I think the private sector is key in this transformation and the realisation of the Vision 20:2020. What steps should be taken in order to strengthen cooperation between the government and the private sector in key areas such as agriculture, energy and infrastructure? Flour Mills has always believed that Nigeria is an agricultural country. Even when many multinationals moved away from agriculture, Flour Mills remained in this sector. It is important for the government to engage the private sector. If you do not engage properly with the government, you cannot achieve anything. We’ve been doing so on key issues and we think that we should achieve something for the country. You plan to invest N150 billion ($950 million) in projects for your core business. What will Flour Mills’ investments mean for the company’s business? We need to invest. We are diversified and we are the leaders when it comes to flour milling. We started flour milling 50 years ago and there are 22 mills in Nigeria today. It is important for us to keep moving. We want to do a Golden Penny basket where our food products can be found. We will have rice, sugar and other products. We have a brand for semolina called Semovita. In Nigeria, everyone calls this product by the brand name; the brand has become the generic. Many people do not even know the name Flour Mills, but they recognise our brand Golden Penny. We are engaging in agro-related industries, we believe that with the population we have in Nigeria, around 170 million with a 3 per cent growth, no other industry can provide such employment for this number of people. So you have to turn to agriculture – it is the key to feeding ourselves. We can add cassava to our bread and maybe make a Nigerian type of bread. We can provide employment for young people in farms by producing cassava, but we want to be sure that the end product is commercially acceptable and that ian requirements for fertiliser. Flour Mills’ products can be found everywhere. Transport and logistics are important as we have to move our products, but we also know that in order for us to succeed, infrastructure has to be addressed. I am happy that the government is focusing on this now, and money may come from the fuel subsidy removal, and it will be used for infrastructure. Energy and electricity are very important as far as we are concerned. Everybody needs electricity, and you cannot start small and medium-scale businesses without it. But it is important that the government is also addressing these issues through deregulation and the unbundling of the Power Holding Company of Nigeria (PHCN), which will lead to the private sector coming in. Chief Emmanuel A Ukpabi, Group Managing Director of Flour Mills of Nigeria Plc the consuming public will continue to purchase it; we want quality. What strategies will Flour Mills implement in order to support the government’s agricultural policy and focus on agriculture? You are currently investing a lot in edible oils. We’ve recently invested N7 billion. We know that we also have to grow palm trees. We are going to acquire land in Edo State to develop a big palm oil plantation. We also went into pasta manufacturing many years back. That was my first job here; I realised we could make a lot of money in pasta and we moved to a new site. Today I think we have the biggest pasta plant in Africa with 500 tonnes per day, and we are going to double that. Pasta has been very successful; we have also gone into related business such as noodle manufacturing. It is coming along very well. We have the fertiliser business and we supply almost 40 per cent of Niger- An independent supplement distributed with the Financial Times Deutschland by Globus Vision who take sole responsibility for its content Do you have a special message for the readers of the Financial Times Deutschland? We have a lot of opportunities in Flour Mills. We started off with just one company, and we have diversified into all sorts of things – cement, fertiliser, port operations, noodles, rice, sugar, oils, etc. We still need people to partner with us; we need investors to come so we can expand, for we always try to be the largest in the areas we go into. In order to be the largest we need money and a lot of funding. Come and see what we are doing and look at areas that interest you. If you do business with Flour Mills, you can be sure that you are doing the right thing! 16 NIGERIA TUESDAY 4 DECEMBER, 2012