africa

Egypt Turmoil Rattles Middle East Stock Markets

January 30, 2011

DUBAI, United Arab Emirates — Investors nervous about instability gripping Egypt drove Middle Eastern stocks down sharply Sunday as markets reopened following a weekend of violent protests. The losses, led by a drop of more than 4 percent in the regional business hub Dubai, reflect concerns the unrest that has roiled the Arab world’s most populous country and nearby Tunisia could spread, jeopardizing an economic recovery across the region. “There’s this contagion effect, where investors are thinking: ‘Well, is this going to spread out across the Arab world?’” said Haissam Arabi, chief executive of Gulfmena Alternative Investments, a fund management firm in Dubai. Egypt’s market remained closed because of the protests, leaving investors to pull money off the table elsewhere. The benchmark index for the Dubai Financial Market tumbled 4.3 percent to close at 1,543.02. Among the biggest losers in Dubai were real estate developer Emaar Properties, the builder of the world’s tallest tower, which sank 8.3 percent to 3.11 dirhams (85 cents). Shares of discount carrier Air Arabia, which is growing its operations in Egypt, dropped 6.1 percent to 0.79 dirhams (22 cents). DP World, the global port operator, tumbled 6.2 percent to close at 62 cents on the Nasdaq Dubai exchange. The Dubai World subsidiary is heavily dependent on shipping in the Middle East and Africa, including at the Egyptian Red Sea port of Sokhna, which it manages near the southern entrance to the Suez Canal. Ann Wyman, head of emerging market research at Nomura in London, said protests in the city of Suez at the mouth of the strategic waterway – a key chokepoint for cargo ships and oil tankers – are making investors nervous. “You can imagine that it is a top priority in Egypt to keep the canal open, safe and well-protected,” Wyman said. “Disruption in the flow of oil is one thing that people worry about.” Other Mideast markets also suffered losses. Abu Dhabi’s main index sank 3.7 percent to close at 2,561.06. Shares of the exchange’s biggest loser, Emirati natural gas producer Dana Gas, plunged 9.9 percent to finish at 0.64 dirhams (17 cents) despite assurances that its Egyptian operations haven’t stopped amid the protests. “Dana Gas Egypt is continuing with routine operations, and the production has not been affected by the current events in Egypt,” CEO Ahmed al-Arbeed said in a statement. Kuwait shares dropped 1.8 percent to close at 6,822. Qatar’s benchmark index slumped 3 percent to 8,709.77. Shares in the Jordanian capital Amman also fell, including the blue chip Arab Bank, which is based in Jordan and has branches in nearby Egypt. It fell 3.6 percent to 9.45 dinars ($13.34), outpacing the broader market decline of 2.3 percent. A broker at the Amman Stock Exchange said the slide is “linked to the unrest in Egypt.” “It’s natural that investors will be frightened by such events,” he said, insisting on anonymity because he is not allowed to make statements to the media. Saudi Arabia was the only major market to post gains, but they fell short of offsetting steep losses the previous day. The kingdom’s Tadawul All Shares Index climbed 2.5 percent to 6,421.97. Saudi shares fell 6.4 percent on Saturday, when it became the first major Arab market to reopen for business following widespread Egyptian protests that intensified Friday. ___ Jamal Halaby in Amman, Jordan, contributed reporting.

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Marian Salzman: Tapping Consumer Minitrends: Predictions for 2011

December 14, 2010

This is the 11th in a series of 12 posts expounding on the 2011 forecasts in the annual trends report from Salzman, president of Euro RSCG Worldwide PR and an internationally respected trendspotter. How does a trend get legs? Some trends start small and grow elephantine as if by force of nature, like the rise of women in power and the strength of Asia, both unstoppable trends here for the long term. Others, especially the ones that really spell opportunity for innovators, can need nudges — as well as that special brand of foresight that always looks prescient in retrospect. The people who succeed in today’s fast-paced world are those who have their eyes on the future and on such opportunities. Microtrends: The Small Forces Behind Tomorrow’s Big Changes , the book by Mark Penn, worldwide CEO of Burson-Marsteller, who writes a weekly “Microtrends” column in The Wall Street Journal and was the pollster who identified soccer moms in 1996, is perhaps the definitive source on minitrends, but he didn’t see that the U.S. election was one big trend: Change. That said, minitrends are exactly what communications people can tap to generate news, to be in and of newsmaking. A trend’s growth factor depends, like all things do, on timing: Is the right technology in place in the right hands for a tech trend to take off? Or, if it’s a new product or service, has it hit the price-point sweet spot in such a way as to get a handle with the right number of the right people? Here are some minitrends I’m calling out for 2011: The rise of African consumers. The continent of Africa has more than 1 billion people, with 35 democracies (compared with nine a decade ago). And as an “emerging market,” investment bankers are bullish on it , citing the IMF’s forecast for a growing GDP in sub-Saharan Africa–home to 84 percent of the continent’s population–at 5 percent this year, accelerating to 5.5 percent in 2011. Havas Worldwide, Euro RSCG Worldwide PR’s parent, has invested in South Africa, such as with a sports and entertainment marketing arm , and, indeed, South Africa is increasingly seen as an entry point for doing business on the continent in various industries, but the trend will be pan-African . MIT’s Technology Review reported that cell phones are one technology that have migrated well to Africa despite the poor infrastructure and political instability that have been barriers in the past. The report described customers using them for applications including digital banking and payments. Leading to another minitrend… Money-transfer services. This is mobile banking, aka mBanking or SMS banking. A BusinessWeek report (in 2007) quoting forecasts from Nokia Corp. estimated worldwide mobile subscriptions to grow to 5 billion by 2015, when two-thirds of the people on earth will have phones. Clearly, while mobile banking spells convenience in the developed world, in the developing world it can mean the difference between banking and not banking . TMCnet has cited reports that emerging markets will collectively compose about 60 percent of the mobile banking market share in 2013. Gavin Krugel, director of mobile banking strategy at the GSMA , “goes a step further,” says Mint.com, claiming that ‘…one billion consumers in the world have a mobile phone but no access to a bank account.’” The GSMA Development Fund has started Mobile Money for the Unbanked , and its intention is to deliver banking services to those who live under U.S.$2 per day. Mobile health care. Our colleagues at Havas Health, Larry Mickelberg in particular, tipped us off to this trend. Vodafone, which Technology Review cited as having big expansion plans for Africa, estimated in 2009 at the Mobile World Congress that there are 2.2 billion mobile phones in the developing world but only 11 million hospital beds. The U.N. Foundation reports on its initiatives at the intersection of mobile tech and health care. In South Africa, for example, Project Masiluleke’s AIDS hotline through SMS showed a 350 percent call volume increase (click on the report’s Current Impact & Future Needs link). This all demonstrates — as I said in a previous trend — the strong benefits for traditional businesses that adopt social-good profits into their mission. For health nuts in the developed world, medical apps for smart phones — did you know you could track your blood pressure with your iPhone or Android ? — are the latest craze. A smarter way to read. Mobile readers are, of course, here to stay, with reports that the iPad tore out of Apple stores at a rate of 8.8 per hour on the recent Black Friday. Estimates are calling for about 7.1 million iPads to be sold this year, doubling in 2011 and nearly tripling in 2012. E-readers are already great ways to read magazines and newspapers, but new free apps such as Flipboard , which put people’s SoMe shares into magazine format (flipping pages) for easy readability, make these devices smarter and more ergonomic all the time. Jeff Bezos told TechCrunch that dropping the price of the Kindle — whose sales beat hardcover book sales at Amazon by a rate of 143 to 100 — to $189 saw sales triple. So even though conversations might continue about people “preferring” real books and magazines to e-readers, great interfaces such as The New York Times app — and one the Times touted, Reuters News Pro — make reading even complex articles onscreen perfectly comfortable. There’s every gain in portability, too; they don’t even have to be removed from carry-on luggage in the airport security line. Small-scale solar. Even though the recession has hit big solar projects in the developed world, in emerging markets I forecast small-scale solar energy growing in leaps. Renewable Energy World magazine is strong on technologies such as micro-inverters, which eliminate the need for a central inverter in a solar installation. Given that in 2009, it was reported that nearly 44 percent of the population in the developing world lacks electricity, it is also estimated that by 2020 developing countries–especially in Asia, Africa and Latin America — will represent huge markets for solar. The challenge of making such installations cost-effective, experts argue, lies also in getting these countries to adapt (and funding widespread initiatives to this end) to energy-efficient lightbulbs and other efficient appliances so that outdated household gear doesn’t put undue power demands on a system that indeed promises to change the face of the developed world’s energy-use patterns. As ever, technology is a key driver in minitrends; the developing world and mobile tech will prove to be a new direction for opportunities in the near future. Previously: “Mad as Hell–and Only Getting Madder” “Talk to the Hands” “Net Gain” “Public Mycasting System” “Booting Up” “Yes, We Can…Reinvent Ourselves” “Reinvention, Part II” “Separated at Worth” “Gender Bender” “Who’s in Control?” Tomorrow: Wrapping Up

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Dorian Nicol Joins Board of Directors of Gold Bag, Inc.

December 13, 2010

RENO, NV–(Marketwire – December 13, 2010) – Gold Bag, Inc. ( PINKSHEETS : GBGI ) ( OTCBB : GBGI ) announces the appointment of Dorian L. (Dusty) Nicol to its board of directors and as a member of the previously announced investment advisory board. Mr. Nicol is currently President and CEO of Tournigan Energy Ltd., a TSXV listed exploration and mining Company. Mr. Nicol has over 30 years of international experience in mineral exploration and mining. His past positions include Executive V.P. – Exploration with Yukon-Nevada Gold, President and CEO of Queenstake Resources, Latin America Manager for Canyon Resources, V.P. Exploration for Castle Exploration with programs in Central America and Africa, and exploration positions with Exxon Minerals and Renisson Gold Fields in Papua New Guinea.

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Dorian Nicol Joins Board of Directors of Gold Bag, Inc.

December 13, 2010

RENO, NV–(Marketwire – December 13, 2010) – Gold Bag, Inc. ( PINKSHEETS : GBGI ) ( OTCBB : GBGI ) announces the appointment of Dorian L. (Dusty) Nicol to its board of directors and as a member of the previously announced investment advisory board. Mr. Nicol is currently President and CEO of Tournigan Energy Ltd., a TSXV listed exploration and mining Company. Mr. Nicol has over 30 years of international experience in mineral exploration and mining. His past positions include Executive V.P. – Exploration with Yukon-Nevada Gold, President and CEO of Queenstake Resources, Latin America Manager for Canyon Resources, V.P. Exploration for Castle Exploration with programs in Central America and Africa, and exploration positions with Exxon Minerals and Renisson Gold Fields in Papua New Guinea.

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Robert C. O’Brien: China Looks to Cement its Future in Africa by Turning to the Past

December 10, 2010

Nairobi, Kenya — Chinese archeologists are busy here in Kenya. They are working in the waters surrounding the Lamu archipelago on Kenya’s north coast. Their goal is to find evidence of Chinese trade with Africa in the 1400s. Demonstrating such a link would show the world that China was here as a commercial and military power before the Europeans arrived. The fact that the 15th Century Chinese missions were conducted by Admiral Zheng’s formidable “Treasure Fleet” is all the more important to the Chinese. As it seeks to rule the seas once again, China desires tangible symbols of its past as a naval power. Finding a sunken Chinese ship or coins in Kenyan waters would be powerful in this regard. While the well-funded Chinese archeologists dive for sunken Chinese treasure off the coast of Kenya, Chinese sailors and soldiers on its largest surface ship, the LPD Kunlan Shan, are patrolling the Somalia Coast ostensibly to protect Chinese ships from pirates. By interacting with NATO vessels on EU anti-piracy duty, the Chinese are gaining valuable insights in to Western naval doctrine. Their current naval mission in the region is laying the foundation for a Chinese permanent presence in the Gulf of Aden where Admiral Yin Zhuo stated China may build a base. Back in downtown Nairobi, China continues its multi-year road works project to repave Kenyan streets and build good will in this strategic capital. To the south, it is laying fiber optic cables in rural Rwanda. Chinese businessmen and tourists crowd the local hotels. A Kenyan taxi driver complained, however, about other Chinese initiatives in the continent that are less positive — the markets are flooded with Chinese counterfeit goods, China generously underwrites some of the continent’s worst dictators and often treats the locals shabbily. Nowhere outside of Southeast Asia is China’s rise as a global power more visible than in Africa. Africa’s growing population, huge mineral and oil reserves and vast agricultural lands promise an important future for the continent notwithstanding its troubled recent past. China understands this potential and is planning to stay longer this time and leave a bigger mark than Admiral Zheng did some 500 years ago. Robert C. O’Brien is the managing partner of Arent Fox Los Angeles. He served as a US Representative to the United Nations. He can be followed on Twitter @robertcobrien.

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Infrastructure Developments Brings on New Business Development Director for Europe and Africa

December 1, 2010

HERNDON, VA–(Marketwire – December 1, 2010) –  Infrastructure Developments Corp. ( OTCBB : IDVC ) announced today that it has appointed Mr. Rui Santos as Director of Business Development, Africa and Europe. Mr. Santos will be based in Europe and will concentrate on markets in Europe and Africa, expanding Infrastructure’s global reach to complement our current operations in the Asia-Pacific region and in the US.

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South Africa introduces economic growth scheme

November 25, 2010

South Africa introduces economic growth scheme

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David Coates: Fiddling While Rome Burns

November 15, 2010

Rome lived on its principal until ruin stared it in the face. Industry is the only true source of wealth, and there was no industry in Rome. By day the Ostia Road was crowded with carts and muleteers, carrying to the great city the silks and spices of the East, the marble of Asia Minor, the timber of the Atlas, the grain of Africa and Egypt — and the carts brought nothing out but loads of dung. That was their return cargo…. Long Beach is the Ostia of our day, the gateway to the great American market… The imports are as numerous as the sands on the nearby beach, including everything from shoes and shirts to computers, autos, advanced telecommunications gear, and photo voltaic panels for generating solar energy. The exports, though, are few, consisting mostly of scrap metal and waste paper — this millennium’s dung, you might say. -Clyde Prestowitz, principal trade negotiator for Asia in the Reagan administration, writing in his The Betrayal of American Prosperity. As Congress convenes for its lame duck session, Paul Ryan is poised to become a very important man. As the likely chairman of the House Budget Committee from January, he is determined — as he told the Financial Times immediately after the mid-term elections — to see America “turn the corner” by maintaining “a firm focus on restoring the basic foundations of growth: low taxes, sound and honest money; fair, predictable and reasonable regulations; and, of course, spending cuts and reforms.” “Mr. Obama,” he wrote, “must now move quickly to join the growing bipartisan consensus calling for at least a two year freeze on all current tax rates. He should also join us to address our shared concern with the unsustainable deficit… Our fiscal and economic problems have been decades in the making — a bad situation made much worse over the past two years [which is why the president should] enact the spending cuts proposed in House Republicans’ ‘Pledge to America’.” “We face a choice,” Ryan said, “between an opportunity society with a safety net or a cradle-to-grave social welfare state.” Clearly he prefers the former. Personally, I prefer the latter — but that is of no consequence because no such choice currently awaits us. What awaits us instead is the interesting conundrum of a Republican Party cutting taxes for the rich while decrying the scale of the federal deficit. What awaits us is a House Budget Committee chaired by a man committed to resolving our current difficulties by repeating the policies that created them. And what awaits us is a Congress preoccupied with the wrong kind of debt. We certainly have a problem of debt. Part of that debt problem is the gap between federal taxes and federal expenditures — a gap that opened up on the watch of a Republican president and congress, not a Democratic one. A federal surplus inherited in 2000 was squandered well before 2008 by the tax cuts now due to expire and by the financing of a war of choice. The federal spending is larger now because of the recession triggered by a financial collapse that also occurred while the treasury secretary was a Republican. So it is simply untrue, and entirely disingenuous, to talk of “a bad situation made much worse over the past two years”, if by that is meant to signal that the Obama stimulus package deepened the recession. It did not. Arguably, the package should have been larger, the better to lift the economy from recession more quickly and to speed the flow of tax revenue again. Companies are slow to hire now not because they are over-taxed or over-regulated. They are not hiring now because their CEOs lack confidence in demand, and they lack confidence in demand because other companies share that same lack of confidence. With private sector confidence low, demand can only be increased by more targeted public spending rather than by less. To cut the federal deficit in the long term, the last thing sensible policy requires is its cutting now. But the main debt problem which currently besets the U.S. economy — the debt problem that keeps internal demand low — is not primarily a debt problem at the federal level, no matter what Paul Ryan claims or implies. It is a debt problem at the level of people’s personal finance. One of the “fiscal and economic problems decades in the making” to which Paul Ryan ought properly to refer, but which he does not, is the generalized stagnation of American hourly wages in the decades since Ronald Reagan was president, the intensification of American poverty over the bulk of that period, and the stellar rise in income and wealth inequality that has accompanied poverty and the lack of wage growth. One third of all Americans currently live on incomes that are within one tranche of the poverty level for their size of family. Indeed, the median income of average Americans has actually fallen in the last decade — down 4.8% according to the latest Census Bureau figures. The mass and generality of American consumers have maintained their living standards for the last quarter century not by paying “low taxes [in an economy based on] sound and honest money,” as Ryan would have it, but by working longer hours, sending more and more of their family members out to work, and by maxing out their credit cards. “Research shows that credit card debt in America has quadrupled since 1989 and increased 41 percent just since 2000. American now owes more over $1 trillion in credit card debt.” Money doesn’t come much less sound and honest than that. The other debt problem that now besets the U.S. economy is debt at the international level. Over the last two decades we have become the global system’s consumer-of-last-resort. The U.S. began the post-war period (in 1945) as the global capitalist system’s major exporter and supplier of investment funds, as well as its major military protector. The military role remains and the dollar is still for the moment the global system’s major reserve currency; but U.S. export domination has entirely vanished. It is American debt, not American largesse, which now helps to sustain global economic growth. Our trade relationship with China is emblematic: a U.S. deficit that was a mere $10 billion in 1990 and $83 billion in 2000 has now soared to $268 billion in 2008 and $226 billion in 2009. In 2008, the United States main export to China was waste and scrap paper — some $7.6 billion worth — more than we exported in oilseeds and grains (but oilseeds and grains were the third largest category of goods we exported to them). So here we have the United States of America sending to China, a major trading partner, agricultural produce and waste, in exchange for manufactured goods and money loans. No wonder Arianna Huffington chose to call her latest best-seller Third World America because in many ways our trading patterns are beginning to resemble those of an imperial power in decline. As we have argued before on this website, since World War 2 the United States has known two sustained periods of economic growth. Both were based on different social settlements. Each has something to tell us about how, and how not, to go forward. The first period was that between 1948 and 1973. Abroad in those years the world was organized around a Cold War division and a nuclear stand-off. At home, prosperity was anchored in the spread of semi-automated production systems. Productivity per worker rose dramatically after 1948, as did the wages of unionized workers: north-eastern and mid-western wage militancy was crucial to the demand side of the 1950s economic equation. American manufacturing led the world, and blue-collar American living standards exceeded those of traditional middle class and professional families in Western Europe and Japan. Internal income inequality accordingly diminished: by 1970 average CEO compensation packages in Fortune 500 companies ran somewhere between 56 and 70 times higher than the median wage those companies paid. Throughout the bulk of that first growth period, the United States ran a balance of trade surplus (the world bought American goods) and a balance of payments deficit (dollars flowed out to keep global demand high), dollars distributed globally in no small measure through the placing of American military personnel abroad. It was a growth period book — ended by two wars — Korea at the outset, Vietnam at its end — military expenditure on the second of which eventually helped bring that first growth period to an end. Twenty years later, the U.S. economy experienced a second prolonged period of growth, one that was momentarily slowed in the immediate wake of 9/11 but otherwise sustained from 1992 to 2008. There was no Cold War this time: rather initially a peace dividend and then the confrontation with Islamic fundamentalism that triggered wars in Afghanistan, Iraq and now Afghanistan again. Productivity rose at home again as it had between 1948 and 1973, this time the consequence of computerization and the spread of new information technology. But there were no rising wages through strong trade unions in this second growth period; and no U.S. balance of trade surplus. Instead there was debt — increasingly foreign debt and personal debt — and there was greater income inequality Income and wealth distribution in this second growth period moved average CEO compensation packages in large corporations into a 200-400 percent ratio to median wage, depending on the state of the stock market, and helped fuel the credit bubble which broke so dramatically and with such serious consequences in September 2008. Paul Ryan’s “Pledge to America” proposes to take us to a third growth period by replicating the inequalities of the second. That cannot do. What this economy now needs is a scale of change far more fundamental than simply token tax cuts and the closing of federal programs. What the economy now needs is a new growth trajectory whose underpinnings more resemble the first period of post-war U.S. economic growth than they do the second. At the very least, we need somehow to scale back our global role, restore our competitive manufacturing base, and return to a lower and more functional level of social inequality. A leading Republican figure from an earlier age has recently compared the United States to Rome. Given the force of that comparison, it is hard to avoid seeing Paul Ryan, for all his new found importance, as fiddling with tax cuts for the rich while the rest of America hurts. Our economic strength is eroding and a social time bomb is ticking beneath our feet, which is why it is time to put the fiddle away and begin a proper conversation whose seriousness matches the hour. For more David Coates, read Making the Progressive Change: Towards a Stronger U.S. Economy , to be published by Continuum Books in 2011. Originally posted with full citations at www.davidcoates.net.

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Private Banks Keep Hiring As World’s Rich Get Richer

November 12, 2010

LONDON – Private banks will sharply expand headcount in coming years to capitalize on the growing number of wealthy individuals in Asia, dismissing concerns that aggressive hiring is out of sync with a tentative recovery in revenues. Hiring sprees this year have taken some firms beyond their pre-crisis staffing levels, as banks believe growth in Asia, and robust revenues elsewhere, will support the expansion. Citi for instance plans to add between 100 and 200 senior staff to its private bank over the next few years, Dena Brumpton, chief operating officer at its private bank, told Reuters. “We see a lot of growth coming from Asia. But there will be selective hiring pockets in the EMEA (Europe, Middle East and Africa) and U.S. regions, too,” she said in an interview. The hires come on top of the 130 managing directors the bank added during the last 12 months. The wealth of Asia Pacific-based individuals with investable assets of $1 million or more outranked Europe for the first time at the end of 2009, according to the widely quoted Capgemini Merrill-Lynch 2010 World Wealth Report. Faced with tougher capital requirements in the wake of the credit crisis and mixed prospects for earnings, many investment banks are expanding their private banking units, a lucrative business where little capital is put at risk. Barclays Wealth plans to double the number of high net-worth bankers globally over the next five years, said David Semaya, the London-based bank’s head of private banking for the UK and Ireland. Earlier this year, Barclays said it was pumping 350 million pounds ($565.2 million) into its wealth business as it seeks to grow the relative weight of the division. Smaller private banking players are also eyeing expansion opportunities in both domestic markets and Asia. Coutts, the London-based private bank owned by Royal Bank of Scotland, will make new hires in Asia over the next three years of a similar magnitude to the 150 added over the last year, a spokesman said. The bank, which counts Queen Elizabeth II among its clients, will grow its UK team of roughly 330 by nearly 10 percent next year, adding to more than 20 people added this year. OVER-ZEALOUS HIRING Much of the hiring reflects rebuilding after banks, weakened by client outflows during the credit crunch, shed staff. But some warn that hiring may be running too fast ahead of a sustainable recovery in the business. “First of all a bank has to have the assets under management to hire new people … But recent private banking revenue numbers do not correlate to the increase in senior hires at most institutions,” said wealth management specialist Sophie De Ferranti at headhunter Valens Goldberg. “I think there is always a danger with an over-zealous hiring spree. The danger is you grow too quickly,” she said. Coutts’ international sister company RBS Coutts, for example, lost 90 staff in Asia during the credit crunch, but the 150 hires undertaken this year mean staffing numbers have already surpassed pre-crisis levels. Banks have posted mixed results at private banking divisions in recent weeks. Barclays said this week that profits at its wealth division were up 9 percent compared with last year, while UBS stopped shedding client money in the third quarter for the first time since early 2008. But RBS last week said total income at its wealth division, which includes Coutts, fell to 785 million pounds in the nine months to the end of September from 835 million a year ago. Staff costs at the Edinburgh-based bank rose 36 million to 286 million pounds year-on-year. Private banks also need time before reaping the rewards of aggressive hiring sprees, as new recruits battle to bring in fresh client funds. “Banks need to give their private bankers time to gain traction. They need to give them between three to five years before they bring the assets in and become profitable,” De Ferranti said. (Editing by David Holmes) ($1=.6192 Pound) Copyright 2010 Thomson Reuters. Click for Restrictions .

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Nissan Recalling More Than 600K Vehicles

November 11, 2010

DETROIT — Nissan Motor Co. is recalling more than 600,000 vehicles in North and South America and Africa due to steering or battery cable problems. The Japanese automaker said Thursday that the steering recall affects 303,000 Frontier pickup trucks and 283,000 Xterra sport utility vehicles in the U.S., Canada, Mexico, Argentina, Brazil and other Latin American countries. Nissan said a corrosion problem with the lower steering column joint and shaft can limit steering movement, making the vehicles difficult to steer. In some cases the corrosion can cause the joint to crack. Nissan also is recalling 18,500 Sentra sedans because of a battery cable terminal connector problem that can make the cars difficult to start or stall at low speeds. The company says no injuries or accidents have been reported because of either issue. The Frontiers covered by the recall are from the 2002 through 2004 model years and were made from July 9, 2001, to Oct. 20, 2004, in Smyrna, Tenn., for the North American market, Nissan said in a statement. Frontiers made from Nov. 30, 2001, to June 26, 2008, in Curitiba, Brazil, for South and Central American markets also are in the recall. The 2002-2004 North American Xterras in the recall were made from July 9, 2001, to Jan. 6, 2005, also at the Smyrna plant. Xterras made from Feb. 17, 2003, to June 13, 2008, in Curitiba, Brazil, for South and Central American markets also are affected. Nissan also said it will replace the positive battery cable terminal on affected Sentras. The vehicles were built at the Aguascalientes, Mexico, plant from May 22, 2010 to July 8, 2010. The automaker said it will notify owners in early December when parts are available, and dealers will fix the problem at no cost to the owners. Nissan said the steering problem was discovered from cases in Brazil and Canada, and there have been no field reports in the U.S. “The isolated field reports from Brazil and Canada are likely related to some unique environmental conditions not commonly present in other areas, combined with a greater percentage of off-pavement usage,” Nissan spokesman Colin Price said in an e-mail. “Nevertheless, out of an abundance of caution, we have decided that field action is appropriate in all the potentially affected markets.” About 240,000 Frontiers, 261,000 Xterras and 14,000 Sentras are affected in the U.S.

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Video: Coca-Cola’s Kent Roams Africa In Search of Growth

October 29, 2010

Oct. 29 (Bloomberg) — Bloomberg’s Gigi Stone reports on the outlook for Coca-Cola Co.’s ventures in Africa as the company looks to poorer nations to generate growth. (Source: Bloomberg)

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Video: Shankar Says Emerging Markets May Draw `Rush of Money’

October 27, 2010

Oct. 27 (Bloomberg) — V. Shankar, Standard Chartered Plc chief executive officer for Europe, the Middle East and Africa, talks about the outlook for emerging markets. He speaks with Francine Lacqua on Bloomberg Television’s “Countdown” at the World Economic Forum in Marrakech, Morocco.

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Bennie Peleman Joins ValidSoft as Vice President, Sales, EMEA

October 26, 2010

LONDON–(Marketwire – October 26, 2010) –  ValidSoft ( www.validsoft.com ), a global supplier of fraud prevention, authentication and transaction verification solutions and a subsidiary of Elephant Talk Communications, Inc. ( OTCBB : ETAK ) ( www.elephanttalk.com ), announced today that Bennie Peleman is joining the company as Vice President, Sales, Europe, the Middle East and Africa (EMEA).

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South Africa sets aside $115b to develop power grid

October 24, 2010

South Africa sets aside $115b to develop power grid

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Far Limited acquires stake in offshore drilling project in West Africa

October 11, 2010

Far Limited acquires stake in offshore drilling project in West Africa

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South Africa to build six nuclear plants by 2023

October 10, 2010

South Africa to build six nuclear plants by 2023

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Roxanne Taylor: Putting People Back to Work Means Teaching Skills to Succeed

October 5, 2010

Amid encouraging signs that the global economy has once again begun to grow, the International Labour Organization last week issued some sobering news. The UN work agency said global employment will not recover to pre-crisis levels until 2015 if current policies are pursued. The agency said 22 million jobs still need to be created to return to pre-financial crisis job levels. Putting millions of people back to work is the special expertise of the private sector; governments cannot possibly do it alone. But it is no longer enough for businesses to simply create jobs, we now must create a skilled and flexible workforce, as well. Last month, my company, Accenture, announced plans to train at least 250,000 people around the world by 2015 on the skills needed to get a job or start a business. In our efforts, we’re not alone. Companies like Marks & Spencer in the U.K. have set a goal of offering 500,000 employees in their clothing supply chain with education and training in healthcare, worker’s rights and, where possible, literacy and math. (Marks & Spencer calls their sustainability program Plan A because “There’s no Plan B.”) Goldman Sachs’ 10,000 Women initiative will provide “underserved” women around the world with business and management education. Our own Skills to Succeed initiative teams us with some of the world’s most knowledgeable NGOs, like Oxfam, Junior Achievement and Women’s World Banking, to ready people for the job market. In Africa, for example, we’ve partnered with the Canadian-headquartered Enablis which just accredited its 100,000th business person in a highly successful, continent-wide entrepreneur’s network. And in Brazil, where official unemployment stands at more than 8%, with youth unemployment in urban areas much higher, we’ve partnered with two local agencies, Rede Cidada and the Committee for the Democratization of Information, to create Conexao, now part of YBI. Some 13,500 young people have been trained in everything from rudimentary computer to job-ready technology skills. About 3,500 have already found jobs. At the moment, Accenture employees are engaged in more than 80 other initiatives in our local markets around the world. Skills to Succeed is not a weekend project peripheral to our business. All activities are done on Accenture time. It’s real dollars and the pro-bono time and skills of our talented people, not just their good will on Saturdays. While the initiative reflects the individual core values, culture and character of Accenture, the program says something greater about the nature of any private sector program that strives for sustainability and success. It is the outgrowth of what we do for a living. Developing skills to help people get jobs, build businesses and improve their communities is one of the top three issues our clients tell us they care about. So the program aligns both with our client concerns and our core skills. We’ve tried to be extremely disciplined in our focus on teaching employment-readiness and business- and market-building, including the use of technology in business development. We’ve made sure to set goals that are realistic but at the same time stretch us. We’ve focused on building partnerships and programs that are sustainable. We’ve set some very clear and specific performance outcomes that we can measure. Over the next three years, we’ll be spending something on the order of $100 million, part cash and part pro-bono work by our employees. That’s substantial for a company like ours. But if our efforts can help reduce the time the ILO says it will take to put people back to work, if it will speed the global economic recovery in some small way, then it will benefit not just the newly employed worker or Accenture. Skills to Succeed will benefit us all.

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David Pohl: "The End of Coffee As We Know It"

October 5, 2010

Coffee pundits are fretting about a coffee “shortage”, which has led to a 35% price spike over the past four months on the NY ICE Coffee Futures Exchange. We’re hearing dire predictions of doom and gloom, an “end to coffee as we know it.” Leave it to mainstream media and hedge funds to create a mountain out of a molehill. Yet as a green coffee buyer who scours the world over for the best boutique coffee, works with trusted importers and growers to bring it to my doorstep, roasts it with artisan sensibility and packages it for the retail and wholesale coffee market, I am inundated with high quality coffee — more than I know what to do with. The truth is that while there are legitimate concerns about supply, from where I sit the future of coffee has never looked so good. My reason for optimism is simple: we are in a renaissance that is transforming coffee from a cheap commodity to a much more sophisticated beverage. I work for Equator Coffees & Teas in San Rafael CA, and I seek the best, most exotic coffees in the world. I evaluate coffees from Africa, Asia and Latin America every day, and travel to coffee farms several times a year. What I find absolutely striking is that throughout the industry quality is up, even if supply isn’t. So, is the shortage such a bad thing? Back in 2002 when I started in the industry, green coffee prices were at historic lows. The market price was $.40/pound, while the minimum cost of production was twice that. Farmers were going broke daily, abandoning their farms in search of work in the cities or abroad. It was devastating. Flash forward to 2010: green coffee prices are up around $1.90 and everyone is alarmed – except for the farmers who understandably love the price. There are a number of reasons for the price spike: smaller than expected harvests in Brazil, Colombia and Vietnam; farms that went broke during the crisis earlier in the century are still not at peak production (it takes 3-5 years for a coffee plant to produce); increases in global demand are outstripping increases in supply; and a weak global economy means that hedge funds are pouring money into commodities like coffee hoping for short-term returns. I don’t feel comfortable with the bubble risk posed by institutional investors, but all of the other reasons for the increase are legitimate and stem from the fact that people are drinking more coffee — arguably a good thing. What I really find encouraging about the trend that has emerged in the wake of the coffee price meltdown eight years ago, especially as we head into another “crisis”, is that consumers are willing to pay more for quality and sustainability. And farmers, keen to avoid another meltdown, have learned that they are better off producing higher quality coffee in a sustainable manner, not just more coffee. 20 years ago practically the only measure of a farm’s success was its yield — now quality is the number one issue. Today coffee growers are approaching their work, and are viewed by consumers, as artisans rather than struggling farmers at the bottom of the food chain. They are taking control of the situation and delivering coffee consumers are willing to pay a premium for. More farmers are focusing on the quality of their harvests, refining their growing techniques, installing hi-tech, efficient processing equipment and doing more to promote themselves by entering their coffees in competitions and reaching out to roasters via social media (most recently, a Salvadoran grower has communicated with us on Facebook). This positive development stands at odds with the “crisis” we are told is destroying the coffee industry. Consider what has happened to coffee in Panama over the last few years. It has gone from an undervalued origin to one of the most prized. I spend a couple of months each year on Equator’s own coffee farm, Finca Sofia. Since starting the farm from scratch three years ago we have planted 25,000 “Geisha” variety coffee trees, which we tend with the attention of a new mother. Geisha, an heirloom variety from Africa, took the world by storm a few years ago, sweeping every tasting competition it entered. Coffee judges could not believe it was grown in Panama – known primarily for clean, mild coffees, not wild, exotic ones. They were convinced it was from the crown-jewel of the coffee world, Ethiopia. Since then, green, unroasted Geisha grown in Panama has been selling at astronomical prices ranging from $25-170/pound. By first shattering taste expectations, this coffee went on to shatter price expectations. This had a trickle-down effect — the best coffees from many other origins now sell for prices exponentially higher than the commodity price. Rarely do coffees sell for over $100, but it is quite common to see coffees from El Salvador, Guatemala, Ethiopia, Colombia and Peru sell for $10-40. This is the exciting future of the coffee industry as I see it. So while the coming “shortage” will quite possibly have an impact on the world of coffee, and consumers will have to pay more for their coffee, they will also likely be treated to better quality coffee. Farmers will be rewarded for investments in quality and sustainability. If this is the “end of coffee as we know it”, good riddance. The renaissance already underway suggests that the best is yet to come. In future posts I will reflect upon the changing world of coffee.

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Bharti: IBM to upgrade Africa mobile network

September 20, 2010

Bharti: IBM to upgrade Africa mobile network

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Bharti: IBM to upgrade Africa mobile network

September 20, 2010

Bharti: IBM to upgrade Africa mobile network

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IFC Citi and AfDB Support African Trade

September 17, 2010

IFC Citigroup and the African Development Bank today signed a facility to provide trade financing for exporters and importers in Africa to further support the continents economy

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Damien Hoffman: Is China Building the New-and-Improved Global Empire?

September 8, 2010

First the the Egyptians gave it a run. Then the Greeks and Romans took a try. Later the Iberian Peninsula and Great Britain sat atop the throne for a round. And, of course, there is no shortage of historical dynasties in Asia. However, since the end of WWII, the United States has held the title of most powerful empire on Earth. It all came together with a concoction of confidence, ambition, work ethic, and unity. There were also some very helpful details such as sanctions on Germany and Japan, a war torn Europe and Russia, and a surprisingly insulated Asia. Fast-forward to 2010. The US has squandered a couple generations of wealth through trade imbalances and costly wars. Then the recent economic crisis created the perfect window of opportunity for a faster growing and more economically stable China (FXI) to start deploying their rooks and bishops. My passion is strategy. And when I look at how China has started diversifying away from the dollar, building an internal consumer class, and buying huge reserves of natural resources across the globe, I see an emerging global empire that may never shed an ounce of blood in conquest for their prize. This weekend

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Damien Hoffman: Is China Building the New-and-Improved Global Empire?

September 8, 2010

First the the Egyptians gave it a run. Then the Greeks and Romans took a try. Later the Iberian Peninsula and Great Britain sat atop the throne for a round. And, of course, there is no shortage of historical dynasties in Asia. However, since the end of WWII, the United States has held the title of most powerful empire on Earth. It all came together with a concoction of confidence, ambition, work ethic, and unity. There were also some very helpful details such as sanctions on Germany and Japan, a war torn Europe and Russia, and a surprisingly insulated Asia. Fast-forward to 2010. The US has squandered a couple generations of wealth through trade imbalances and costly wars. Then the recent economic crisis created the perfect window of opportunity for a faster growing and more economically stable China (FXI) to start deploying their rooks and bishops. My passion is strategy. And when I look at how China has started diversifying away from the dollar, building an internal consumer class, and buying huge reserves of natural resources across the globe, I see an emerging global empire that may never shed an ounce of blood in conquest for their prize. This weekend

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John R. Talbott: Becoming Argentina: A Review of Third World America

September 7, 2010

Ask 100 economists and television pundits the reason for the latest financial crisis and you’ll get 1,000 different answers that could leave you more confused than ever. Similarly, you would be equally confused if you asked their opinions as to why the middle class in America has suffered for decades with stagnant real wages, reduced pensions, less health care coverage, greater personal and mortgage debt, and now greater unemployment and fewer job opportunities. Arianna Huffington’s brilliance is in her realization that there is one simple answer to both of these questions. Like most third world countries, American democracy and our elected representatives have been bought and sold to the highest bidder. Corporate money in politics and lobbyists in Washington have created a government that is more concerned with the economic health of our biggest banks and corporations than with the well-being of our citizens. Huffington explains that the problem is not that our government is not working, it just isn’t working on your behalf. I say, like most third world countries, because analysis of what prevents most poor countries from developing is a panoply of oligarchs that so control their governments that the governments cannot stop high level corruption and create a level playing field for all economic participants. Economies cannot grow and develop broadly unless economic opportunity is open to all. The sad truth about the third world is that once these oligarchs take control of a country’s legislature, it is very difficult for the countries to pass legislation necessary to accomplish real reform to clean up the corruption. Once your legislature is corrupted, real reform depends on the people rising up, organizing, protesting and demanding real change to their government. That is why poor countries in Africa and Latin America have such difficulty transitioning to growth economies and end up remaining poor for centuries. Huffington’s book, Third World America: How Our Politicians Are Abandoning the Middle Class and Betraying the American Dream , is very strong on statistics that make it perfectly clear that America’s middle-class is under threat. She personalizes the hard data by incorporating individual Americans’ family stories at the end of each chapter. Huffington’s greatest strength is her courage and conviction to not only name names, but to raise issues which others feel uncomfortable talking about. Huffington shines a bright light on our nation’s debt problems, but unlike others, she is slower to blame the increasing costs of Social Security and Medicare. Just as in this financial crisis, where the middle class is burdened with the job losses and wage cuts from problems actually caused by executives on Wall Street, she notes that it would be unfair to solve our deficit problems by cutting retirement and health care benefits to working Americans if the deficits have been caused by enormous increases in military spending and corporate welfare and bank bailouts. Military spending is now over $1 trillion a year when you include all defense expenditures, intelligence agency spending and the homeland security budget. This is more than enough in potential savings to ensure that Americans do not have to work into their seventies to afford reasonable health care and retirement. I have been writing for 12 years now about the economic problems caused by lobbyists and corporate money in politics. I know firsthand how unpopular these ideas are on Wall Street, in Washington, amongst our corporate owned media and in the plush meeting rooms and think tanks of our country’s elite. It takes a brave person to confront these issues, and I applaud Huffington’s effort in this regard. The last chapter of Huffington’s exposé deals with how we get out of this mess. It is not easy. Huffington tells us that 80% of Americans now believe that special-interests in Washington are damaging America’s democracy. But, until very recently, 98.6% of incumbents were reelected. Money still buys elections, even ill-gotten money. As Huffington says, the problem is not that there is too much discord in our nation’s capital, the problem is that both the Democratic and Republican parties are controlled by big business and ignoring the real problems faced by ordinary Americans — joblessness, declining wages, poor health care coverage, reduced pensions and a declining public education system. The Tea Partiers are right, our government is broken, but their libertarian approach is wrong. Less government is not the answer, big business would love that. No, the answer is better government more concerned about its citizens than its executives. And this is where Huffington can be most helpful, in finding a solution. The Huffington Post must remain outside the control of corporate interests and broaden its base to include all Americans who have been disenfranchised or disenchanted by the system, regardless of their political party. Only through working together will Americans overcome the damaging influence of corporate special interests and lobbyists and return our country back to the people to whom it belongs. John R. Talbott is the bestselling author of eight books on economics and politics that have accurately detailed and predicted the causes and devastating effects of this entire financial crisis including, in 2003, “The Coming Crash in the Housing Market”, in January 2006, “Sell Now! The End of the Housing Bubble” and in 2008, “Contagion: The Financial Epidemic that is Sweeping the Global Economy”. His newest book will be available on September 30, 2010.

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Alternet Systems, Inc. (ALYI) Names Sales Vice President to Mobile Commerce Subsidiary

September 2, 2010

MIAMI, FL–(Marketwire – September 2, 2010) –  Alternet Systems, Inc. ( OTCBB : ALYI ) today announced the appointment of Jesus Luzardo as the Vice President of Sales of its mobile commerce subsidiary, Utiba Americas. Mr. Luzardo brings more than 22 years of international sales and operations leadership experience with Fortune 100 companies and Global corporations. He spent 15 years with Motorola Inc. in a variety of sales and operational roles across the Americas, Europe, Middle East and Africa regions. More recently, he occupied the position of Chief Commercial Officer at LIME (Cable & Wireless Caribbean). He has an MBA and a degree in Electrical Engineering.

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Data Robotics Appoints Paul Thackeray as Vice President of EMEA

September 2, 2010

SANTA CLARA, CA–(Marketwire – September 2, 2010) – Data Robotics, Inc., the company that is changing the way the world stores and protects digital content, today announced the appointment of Paul Thackeray as Vice President of Europe, the Middle East and Africa (EMEA). Based in the company’s European headquarters in the UK, Thackeray reports directly to Tom Buiocchi, CEO at Data Robotics.

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Inder Sidhu: Decisions without Tradeoffs

August 26, 2010

A decade ago, I learned an invaluable lesson that serves me to this day: we have to make tough decisions, but we don’t have to make tradeoffs. I work for Cisco, the world’s largest maker of networking communications equipment. Early in my career, I was tasked to re-write 800 lapsed dealer contracts. Unfortunately, each was put together individually, complete with different terms and conditions. My mission: standardize the documents so Cisco could develop consistent plans and policies for working with thousands of business partners. Some days I wondered if rewriting the tax code would have been easier. But I stuck with it. The biggest challenge I grappled with wasn’t accommodating special, one-off demands, but trying to protect Cisco’s interests while preserving partner profitability. Initially, I approached the challenge as though the two objectives were in conflict. But the more I worked through the fine details, I realized that they were actually complementary. Cisco needed to protect its interests, but it also needed to have happy, profitable partners, too. That’s when it hit me: my job was to make decisions, but not to make poor tradeoffs. All these years later, I still approach business challenges with the same dual mindset. Yet all around me, I see people going another direction. When faced with a strategic decision, they often choose one option and abandon the other. They focus on innovation and new business models at the expense of core businesses or vice versa. They stress discipline and sacrifice flexibility. Or they focus on customers and ignore partners. In some instances, the consequences can be devastating. BP, for example, shut off fire alarms and drilled after leaks were discovered at the Deepwater Horizon well. In addition to the 11 lives lost and the untold environmental damage, the decision to trade safety for productivity cost BP more than $4 billion in cleanup and containment expenses, and more than $100 billion in market capitalization. Does anyone really think that was a smart tradeoff? No. And yet companies make poor tradeoffs all the time. Some are the result of split-second decisions, while others are the product of careful and deliberate thinking. Take Dell Computer, for example. Dell is a true marvel when it comes to operational excellence and efficiency. For its efforts to create the world’s most efficient supply chain, it climbed to the No. 1 spot in worldwide PC sales in 2001. But this decision to emphasize optimization over reinvention caught up with the company just a few years later when HP, Apple and others exceeded Dell in innovation. That led to a reversal in fortune. When HP surpassed Dell in PC sales, the company sacked its CEO and began a painful reorganization and reprioritization of the business. Could things have turned out for Dell had it pursued both optimizing and reinventing simultaneously? I certainly believe so. In industries as diverse as heavy machinery and pharmaceuticals, there are plenty of examples of companies that have benefitted from avoiding poor tradeoffs. Take drug maker Novartis, which benefits from doing well and doing good both. In terms of performance, Novartis is producing results above the norm: Despite the global downturn, its sales grew 7 percent in 2009 to $44.3 billion. Net income grew even more (8 percent) and reached $10.3 billion–the highest in the company’s history. In addition to doing well, the company has a long history of doing good, too. Among other things, it has donated money, drugs and other assistance to humanitarian causes. After the devastating earthquake struck Haiti in January, for example, Novartis immediately pledged $2.5 million in assistance. In addition to these efforts, Novarits does good by committing to develop drugs to fight diseases other companies ignore. Doing so has not only resulted in breakthroughs for under-served patients, but also produced new financial opportunities for the company, too. Novartis’ drug Ilaris, for example, was originally developed for people with rare rashes and fevers. Now, it is helping people who suffer with gout. When I think of my own experiences, I recall many examples of deciding to avoid tradeoffs–and benefiting as a result. Take Cisco’s efforts in emerging market economies. Initially, Cisco tried doing business in Latin America, Eastern Europe and Africa with strategies devised for more mature markets. It did so to streamline efficiency and increase standardization. But emerging countries move at different speeds than more established nations, and have different needs and priorities, too. So rather than force-fit plans crafted for one part of the world onto another, Cisco created an entirely new geographic region devoted solely to emerging countries. The region has its own management, go-to-market strategies and objectives. Later, Cisco assigned executives at headquarters to help bolster efforts in the field. I personally co-led a cross-functional team tasked with galvanizing the company’s energy, securing resources and setting the strategy in emerging countries. That led me to Mexico, where I met with Alejandro Burillo Azcárraga, chairman of Grupo Pegaso. He became so enamored by our TelePresence technology that he asked for systems at his home in Vail, Colorado, his office in Mexico City, and even on his yacht. This relationship would not likely have been established under the old way Cisco did business in Latin America. But because the company understood that it needed a different strategy for the emerging world than it had for the established world, new opportunities arose. It takes an effort to see difficult decisions as an opportunity to improve on two divergent vectors. A simple compromise is almost always easier. Rarely however, does it produce the gains that avoiding a tradeoff can. Rather than deciding between one thing or the other, I suggest doing both instead. Inder Sidhu is the Senior Vice President of Strategy & Planning for Worldwide Operations at Cisco , and the author of Doing Both: How Cisco Captures Today’s Profits and Drives Tomorrow’s Growth . Follow Inder on Twitter at @indersidhu .

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Video: South African State Employees’ Strike Enters Second Week

August 23, 2010

Aug. 23 (Bloomberg) — Bloomberg’s Poppy Trowbridge reports on South Africa’s nationwide strike. State employees are demanding an 8.6 percent pay increase and a housing allowance of 1,000 rand ($136) a month. The government says it can’t afford to raise its offer of a 7 percent increase and a 700 rand allowance. South Africa ’s annual inflation rate is currently 4.2 percent.

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David Isenberg: MPRI Couldn’t Read Minds: Let’s Sue Them

August 19, 2010

The interesting news today is that MPRI , one of the earliest U.S. private military contractors, albeit one that has operated strictly in a training capacity, is being sued. The suit, filed by the Genocide Victims of Krajina in Chicago Federal Court, against both MPRI and its parent company, L-3 Communications, alleges, that MPRI “trained and equipped the Croatian military for Operation Storm and designed the Operation Storm battle plan,” which killed or displaced more than 200,000 Serbs in 1995, in the largest European land offensive since World War II. The complainants demand billions of dollars in damages from MPRI, founded by former high-ranking U.S. military officers who were “downsized” at the end of the Cold War, and L-3 Communications, which bought MPRI for $40 million in 2000. Ahh, I feel some serendipitous nostalgia coming on., I first wrote about MPRI in 1997. Back then its not so modest advertising slogan claimed MPRI to be “the greatest corporate assemblage of military expertise in the world.” It provided basic training, doctrinal analysis, wargaming operations and non-military services in Europe, Africa, Asia, and the Middle East. Founded in 1987 by eight former U.S. senior military officers, MPRI said it only operated in areas approved by the U.S. State Department. Although MPRI still operates in numerous countries overseas it is fairly low profile. You are more likely to hear about it in connection with its maritime, aviation, driving, and marksmanship simulators than about their work in Bosnia or Iraq. The background to its work in Croatia is that in March 1994 the Pentagon referred the Croatian Defense Minister to MPRI. For the next few years retired Major General Richard B. Griffitts led 15 MPRI employees in training the Croatian army so that it could provide national security and meet defense needs as Croatia transitioned into a democratic society. Reportedly the Croatian government hired MPRI to advise them on how to construct a civilian-controlled army and to provide leadership skills training. The U.S. State Department only approved MPRI’s activities after determining that the course did not involve tactical training or otherwise violate the 1991 U.N. Security Council arms embargo on Yugoslavia which made direct military assistance illegal. Subsequently, in May 1996, MPRI was granted a contract to train the military forces of Bosnia. 185 MPRI personnel participated in the US-supervised “Train and Equip” program. The program’s objective was to integrate and build up the Bosnian army of Muslims and Croats against the Serbs. Although MPRI denies conducting offensive operations, the August 1995 Operation Storm which resulted in Croatia recapturing its previously Serb-held Krajina region utilized typical American operational tactics, including integrated air, artillery and infantry movements, and the use of maneuver warfighting techniques to destroy Serbian command and control networks. Many observers at the time claimed the Croatians never could have done that without the training provided by MPRI. At the time that struck me as somewhat of a patronizing view, i.e., the pitiful, helpless, tumbling Croatians can’t do anything without help from former U.S. military personnel. A couple of months after writing the above report I wrote the script for a show on private military contractors. One of the people I interviewed was Lt. Gen. Ed Soyster (USA-Ret.), an MPRI Vice President and former head of the Defense Intelligence Agency. I asked hmm about the charge that the Croatians could not have retaken the Krajina without MPRI’s prior training. His response was: INTERVIEWER: Somebody said the training provided by MPRI was helpful to Croatians in terms of their battlefield skills. Is that a correct assessment? GEN. SHOYSTER: It is not. It is not for a couple of reasons. One, we don’t teach in the battlefield skills. We do that in other places. We didn’t, we didn’t teach that in Croatia. That’s not what we were asked to do. And the other realization is, for the analysis, is that we went there in January of ’95, began instruction in April of ’95 because the rest was a course development and so forth to do that. We had one class of about 40 who had graduated in July from the, from the overall course. And the concept that one could go there, or go anywhere, no matter how brilliant your instruction may be, and turn an army around in a month, no, no serious military analyst would ever dream that anyone could do that. So it’s a, we had absolutely, gave no instruction in anything strategic: strategic planning, strategic operations, operational bit. Because that’s not what we were asked to do. And as a contractor you do what the contract says. We were not licensed to do that, and the Croatians never asked us to do that. So somehow in the process, because it was a well-coordinated attack, they look for an American footprint, or fingerprint. The only people they could find were MPRI. We were also accused of having 15 generals over there. We had 15 people over there, one general. And as you can imagine, if you’re an analyst and you think you would send in 15 generals to accomplish a task, not very good analysis. So fundamentally we taught the democracy transition assistance program, not related anything operational there. The credit goes to the Croatian army. … INTERVIEWER: Okay. Can you tell us just a little bit more about the specifics of what was taught during the Croatian democracy transition assistance program? GEN. SHOYSTER: Yes. I, I mentioned fundamentally the, that program. But it, it includes training of officers in the, in basic officer leadership skills and an understanding of where they fit into a democratic society. So we, we emphasize that. We teach general management, training management. We teach how to do planning, programming, the budgeting process, which is, which is new to them. And also an assistance in developing a noncommissioned officer corps. As you know, the Eastern Bloc characteristically did not have a what we would term a professional noncommissioned officer corps. They had a, an officer corps highly vested down at the lowest levels, and then they brought in conscripts. They saw the Western armies, recognized the importance of our noncommissioned officers, and so we’re assisting in developing that kind of professionalism and long-term growth and capability for their noncommissioned officers. Now I am not a lawyer, but even if you choose to ignore the above, it seems to me that the case against MPRI seems weak. The complaint that was filed in court says “allege that MPRI is liable for complicity in genocide. This crime has the same specificity as genocide, the only difference being that genocide requires a specific intent to kill or destroy the target groups whereas complicity in genocide requires knowledge that the perpetrator has that specific intent.” Genocide? Hold on there a moment. Were war crimes committed? I assume they certainly were. But genocide; I think not. Reportedly, during the Operation Storm and mainly in its aftermath between 116 (Croatian Helsinki Committee) and 1200 civilians (Serb statement) were killed and between 150.000 and 250.000 Serbs left the Krajina before the operation. The difference in the numbers of murdered civilians might be explained by the fact, that the distinction between soldiers and civilians was difficult. Part of the suit centers on the fact that back in WWII, when Croatia was a puppet state of Nazi Germany, some 600,000 Serbs and Jews were murdered in the killing fields of Jasenovac in Croatia. The complaint states: In 1994, when Defendant MPRI entered into negotiations with Croatia (to be amplified below), MPRI knew or reasonably should have known the open facts of the genocide at the Jasenovac Concentration Camp. MPRI knew or reasonably should have known of the intense hatred the Croats felt toward the Serbs. MPRI knew or reasonably should have known that the Croatian leaders with whom it was negotiating had been key figures in the Ustasha Party that fomented, organized and led the massacres at Jasenovac and other killing camps in Croatia during World War Two. This seems to be arguing that MPRI was negligent in not doing historical due diligence. It implies that MPRI was a charter member of the Psychic Friends Network, and should have known what was in the hearts and minds of the Croatians in 1994. That the Croatian acted in an unspeakably vile and inhuman manner towards Serbians and other ethnic groups back in WWII is inarguable. But to assert that Croatians still felt the same way more than 50 years later and that MPRI and L-3 were supposed to know that seems to me to be an incredibly weak argument. MPRI’s Croatian contract – officially termed the “Democracy Transition Assistance Program” was one of several in the region licensed by the State Department Office of Defense Trade Controls. Federal law requires companies who sell military goods or services abroad to register with the Office of Defense Trade Controls and obtain a license for each contract. Furthermore, even if you accept the argument that past historical animosities bear on contemporary contracts the simple truth of the matter is that it was the U.S. government which approved the contract. MPRI can’t undertake any contract overseas without first having it vetted and approved by the States Department. And, if anyone should be expected to be aware of past historical grievances it should be the diplomats at Foggy Bottom. So, if anyone should be sued it would be the State Department.

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Mark Goulston, M.D.: MBA at the Crossroads — Transactional Myopia or Transformational Vision

August 19, 2010

Twenty years ago a native from Africa was visiting Manhattan and was asked: “What do you think?” He replied: “They don’t see the sky.” The same native returned recently and was asked the same question. This time he replied: “They don’t see each other.” If “the sky” represents a noble vision that creates a better world that will lift all boats and peoples to serve everyone better and if “not seeing each other” means that caring relationships have been replaced by transactions, then one group that is greatly responsible for this are MBA’s from the last twenty years.

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China’s Slowdown Sends A Chill Through Trade Partners

August 17, 2010

BEIJING — China’s abrupt growth slowdown is sending a chill through Asian economies and as far away as Australia and Africa as its voracious demand for imports fades. Beijing is cooling its economy with lending and investment curbs after explosive 11.9 percent first-quarter growth fed fears of overheating. Growth is slowing more sharply than expected, cutting demand for American and European factory machinery, industrial components from Asia and iron ore and other raw materials from Australia and Africa. The timing is awkward for exporters that were buoyed by China’s quick rebound from the global crisis and are seeing sales elsewhere weaken. The country had become more important than ever to its neighbors as its stimulus-driven expansion helped to cushion the blow of weak U.S. and European sales. “It’s definitely going to show in slower growth in all of the Asian economies that send goods to China,” said Mark Walton, senior economist for brokerage CLSA Asia-Pacific Markets. China, which overtook Japan as the second-biggest economy in the second quarter, is a major market for Asian nations. It buys 28 percent of Taiwan’s exports, 25 percent of South Korea’s and more than 20 percent of mining giant Australia’s. More than half of Hong Kong’s exports go to the mainland. Japan, which Monday reported sharply lower second quarter growth, saw a significant slowing in exports to China during the period. Its exports to China in April were up 41 percent from a year earlier but by June the growth rate had slackened to 22 percent. But suppliers of iron ore for steel production and other raw materials are expected to be hardest-hit by slowing growth in China. They range from Australia, Indonesia and Malaysia to Brazil and parts of Africa and profited from a construction boom fed by China’s 4 trillion yuan ($586 billion) stimulus and a flood of bank lending. “Chinese efforts to prevent overheating in asset markets will have negative effects on our markets,” CEO Tom Albanese of Anglo-Australian miner Rio Tinto Ltd. said this month. Construction faded fast as Beijing wound down its stimulus and clamped down on credit in April to prevent bubbles in real estate and stock prices. That slowed a surge in housing costs but slashed demand for steel, cement and other materials. That prompted some forecasters to cut their growth outlook for this year, though they say China easily can meet the government’s target of 8 percent. The expansion in Chinese factory output, retail sales and investment slowed so sharply that some analysts said Beijing might need to ease its controls to revive growth, which fell to 10.3 percent in the second quarter and is expected to drift lower. July import growth fell to 22.7 percent over a year earlier from June’s 34.1 percent, startling economists who expected a decline of only a few percentage points. Housing sales plunged 19.3 percent from a year earlier and auto sales weakened. Suppliers of manufactured goods also face a hit, though less severe. Taiwan is a major source of components for Chinese factories that make televisions and other electronics, many for export to the United States. The island could suffer a double blow as Chinese and U.S. spending weaken at the same time. “I expect to see smaller economic growth for quarter two than quarter one, and the upcoming quarters will again see smaller growth than quarter two,” said Hu Chung-ying, vice chairman of the Cabinet’s Council for Economic Planning and Development. ___ Associated Press Writers Debby Wu in Taipei and Tanalee Smith in Adelaide, Australia, contributed to this report.

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Oliver Yeh to Lead NanoInk’s Sales Teams in Asia

August 16, 2010

CHICAGO, IL–(Marketwire – August 16, 2010) –  NanoInk, Inc.®, a global leader in nanotechnology, announced today that it is expanding its sales team by appointing Oliver Yeh as the general manager for the Asia-Pacific (APAC) region. Mr. Yeh will be responsible for the management of the entire sales cycle in the APAC region for NanoInk’s NanoFabrication Systems Division, which provides core desktop instrumentation and application expertise for current and future applications of Dip Pen Nanolithography® (DPN®). NanoInk announced in a separate press release that it hired Robert Marchmont as the general manager for the Europe, the Middle East and Africa (EMEA) region.

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Peter Bosshard: China’s Biggest Bank "Not a Mercenary" in Africa

August 10, 2010

The Gibe 3 Dam in Ethiopia is Africa’s most destructive dam project. So far, the Ethiopian government has not managed to attract any international finance for it. After several other funders pulled out, China’s biggest bank is expected to decide about a loan for Gibe 3 soon. The decision is an important test case for the environmental responsibility of China’s overseas lenders. The Gibe 3 Dam is currently under construction on Ethiopia’s Omo River. Environmental organizations have documented in eyewitness reports, articles and commentaries, the dam could lead to the collapse of the fragile ecosystems of the Lower Omo Valley and Lake Turkana. No less than 500,000 poor indigenous people depend on these ecosystems for their survival. The dam endangers two World Heritage Sites . The concerns of affected people and NGOs have meanwhile been confirmed by official studies. A review of the project’s impacts on Lake Turkana commissioned by the African Development Bank states: “Lake Turkana is dependant on the Omo River for almost 90% of its inflow. The river is the lake’s umbilical cord. If the Omo River inflow is cut, the lake level will fall. (…) The filling of the dam has the potential to dry up Ferguson’s Gulf, the most productive fishing area of the lake.” The Ethiopian government has expressed an interest in using the Gibe 3 Project for irrigation. If this happens, the study finds, the world’s largest desert lake “could drop 40 metres, and could ultimately be reduced to two small puddles.” Ethiopia will not be able to build the $1.7 billion dam project without international support. Yet in spite of strenuous efforts over the last four years, the government has not managed to secure any foreign funding. The institutions which have evaluated Gibe 3 include the World Bank, the African Development Bank, the European Investment Bank, Italy’s export credit agency SACE, and US bank JP Morgan Chase. For one reason or the other, none of them have become involved. Funders don’t usually inform the public if they decide not to finance a project, but it is clear that the Gibe 3 Dam would violate environmental standards which many of them have endorsed. In May, Ethiopia’s government announced that the Industrial and Commercial Bank of China (ICBC) would fund a Chinese equipment contract for Gibe 3 with a loan of approximately $450 million. ICBC is China’s and the world’s biggest commercial bank. Kenya’s Friends of Lake Turkana, BankTrack and International Rivers immediately called on ICBC to stay out of the project. “Funding the Gibe 3 Project would seriously damage ICBC’s reputation as a diligent, environmentally responsible bank,” the three organizations warned in a letter to the bank’s CEO . ICBC has meanwhile clarified that it has not yet taken a decision on the Gibe 3 loan. Wei Guoxiong, the bank’s Chief Risk Officer, assured a Chinese business newspaper that ICBC was evaluating the project “very carefully, very carefully”. “Although ICBC is a commercial bank, we are not a mercenary,” Wei Guoxiong said. “We will not support [projects with serious environmental impacts], whether domestically or abroad.” ICBC has expressed a strong commitment to China’s Green Credit Policy and has won numerous banking awards , including a prize for the country’s Best Corporate Citizen. Gibe 3 will put those commitments to the test. ICBC has a 20 percent stake in South Africa’s Standard Bank . Standard Bank is advising ICBC on African projects such as Gibe 3. The South African bank has signed the Equator Principles , an environmental standard for the international banking sector. The Gibe 3 Dam would violate the banking standards on social and environmental assessment, indigenous peoples, and biodiversity conservation. While ICBC has not signed the Equator Principles, its Chief Risk Officer argues that its policies are “in some cases more stringent” than these standards. Chinese investment in African infrastructure is much needed. We have often pointed out problems with specific projects and the environmental standards of Chinese funders. We have also acknowledged the environmental progress that has happened in recent years. With this background, the Gibe 3 Dam is a test case for China’s future role in Africa. Hardly any other project has been so extensively documented, discussed by international financiers and civil society, and covered in the media. If ICBC declines to fund Gibe 3, China’s biggest bank will demonstrate that it respects international environmental standards in its funding decisions, and that it can become a leading actor in the global banking sector. If ICBC does provide funding for the project, it will put hundreds of thousands of poor people at risk, undermine international environmental standards, and taint its own reputation.

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South Africa’s foreign reserves climb 2.3%

August 8, 2010

South Africa’s foreign reserves climb 2.3%

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Raymond J. Learsy: The New York Times Slays the "Peak Oil" Dinosaur

August 4, 2010

Well there you have it in the opening sentence of an eye-opening article in this Sunday’s New York Times , Tracing Oil Reserves to Their Tiny Origins : “If you believe petroleum came from dinosaurs, think again and look toward the seas.” Here, in the Science section, the Times tells us that the emphasis these many years on “fossil fuels turned out to be wrong.” The article goes on to detail the evolution of vast reservoirs of oil that owe their origins to microscopic life that fell into the sea over the ages and was “cooked” into oil through the earth’s inner heat. That over 95% of the world’s oil traces its genesis to these origins. That the most productive regions are centered on shorelines and coastal regions (think the Gulf of Mexico). According to the article, the broad shelf areas are some of “the best “factories for biogenic proliferation,” especially the shore of the Tethys Sea (a prehistoric, ancient ocean that bordered the equator some 100 million years ago and was to form along its southern shore the oil laden sectors of the Middle East). Similar Cretaceous period events, we are now learning, may have yielded munificent reservoirs of oil. As an example: when the mass of Africa pulled away from South America, “Big rivers poured in nutrients. A biological frenzy on the western shores of the narrow ocean ended up forming the vast oil fields now being discovered.” It is not for naught that Brazil alone has unveiled a five-year, $224 billion investment plan to tap and develop these vast oil deposits. Combine this information with equally impressive work done by Russian and Ukrainian geologists on the theory of Abiotic Oil , (which states that oil is inherent to the geological make up of the earth) and the dimension of extant oil takes on a whole new meaning. It has been the cornerstone of Peak Oil dogma, which has indoctrinated us into believing that oil is imminently running out. It has permitted the oil industry to get away with setting prices unrelated to the forces of supply and demand — prices achieved by having successfully lulled the oil consuming public and their governments into a trance of blind acceptance of costly oil . The peak oil geologists and their prediction of the imminent arrival of peak oil is science paid for in large measure by the best geology that oil money can buy. One after another, the Peak Oil Pranksters are falling all over themselves, fine tuning their prophecies of physical depletion to “well its not so much that there is a physical shortage, but it is more difficult and costly to access.” That may be the case (especially with regards to offshore reservoirs, as we all now know). But that is a very different argument than the oil industry’s self-serving cries of, “there just ain’t no more, so please pay, pay, pay.”

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South Africa’s June inflation slows to 4.2%

July 29, 2010

South Africa’s June inflation slows to 4.2%

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Bharti Airtel to invest $150m in Africa

July 11, 2010

Bharti Airtel to invest $150m in Africa

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South Africa’s gross reserves up 2.4% in June

July 7, 2010

South Africa’s gross reserves up 2.4% in June

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Money Laundering: Zimbabweans Wash Dirty US Dollars With Soap, Water

July 6, 2010

HARARE, Zimbabwe — The washing machine cycle takes about 45 minutes – and George Washington comes out much cleaner in the Zimbabwe-style laundering of dirty money. Low-denomination U.S bank notes change hands until they fall apart here in Africa, and the bills are routinely carried in underwear and shoes through crime-ridden slums. Some have become almost too smelly to handle, so Zimbabweans have taken to putting their $1 bills through the spin cycle and hanging them up to dry with clothes pins alongside sheets and items of clothing. It’s the best solution – apart from rubber gloves or disinfectant wipes – in a continent where the U.S. dollar has long been the currency of choice and where the lifespan of a dollar far exceeds what the U.S. Federal Reserve intends. Zimbabwe’s coalition government officially declared the U.S. dollar legal tender last year to eradicate world record inflation of billions of percent in the local Zimbabwe dollar as the economy collapsed. The U.S. Federal Reserve destroys about 7,000 tons of worn-out money every year. It says the average $1 bill circulates in the United States for about 20 months – nowhere near its African life span of many years. Larger denominations coming in through banks and formal import and export trade are less soiled. But among Africa’s poor, the $1, $2, $5 and $10 bills are the most sought after. Dirty $1 bills can remain in circulation at rural markets, bus parks and beer halls almost indefinitely, or at least until they finally disintegrate. Still, banks and most businesses in Zimbabwe do not accept torn, Scotch-taped, scorched, defaced, exceptionally dirty or otherwise damaged U.S. notes. Zimbabweans say the U.S. notes do best with gentle hand-washing in warm water. But at a laundry and dry cleaner in eastern Harare, a machine cycle does little harm either to the cotton-weave type of paper. Locals say chemical “dry cleaning” is not recommended – it fades the color of the famed greenback. Laundry worker Alex Mupondi said customers asked him to try machine-washing a selection of bills and the result impressed him. But storekeeper Jackie Dube hasn’t yet taken up advice of friends to cleanse the often damp and stinking U.S. dollars she receives for the garments and cheap Chinese consumer goods she sells in Harare. It’s time-consuming, she says, adding that stinky, unhygienic bills are a problem. “I get rid of the worst of the notes as soon as I can in change,” she said.

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Indian firm to set up waste water treatment plants in Africa

June 29, 2010

Indian firm to set up waste water treatment plants in Africa

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Vijaya Ramachandran: Lions, Cheetahs and More: The Potential for Doing Business in Africa

June 25, 2010

The McKinsey Global Institute, the research arm of consulting giant McKinsey & Co, has just released its latest report , Lions on the Move: The Progress and Potential of African Economies . The report concludes that “Africa’s economic growth is creating substantial new business opportunities that are often overlooked by global companies. Consumer-facing industries, resources, agriculture, and infrastructure, together could generate as much as $2.6 trillion in revenue annually by 2020, or $1 trillion more than today.” Its authors argue that the increase in Africa’s rate of growth is due to much more than a commodity price boom. In particular, government policies to improve macroeconomic conditions, end conflict, and create better business environments have had a significant impact in the region. The report also points, among other things, to Africa’s rising middle class and its increased consumption of consumer goods and services. “Consumer-facing industries” such as retail, telecommunications and banking, infrastructure-related industries, agriculture and natural resource-based industries could be worth $2.6 trillion in revenues by 2020. In 2008, about 85 million households earned over $5000 — the point at which they start spending more than half their income on food. By 2020, the number of households with this type of discretionary income could raise to 128 million, providing even more demand for consumer goods and services. Other prominent Africa hands are also optimistic. In his forthcoming book, Emerging Africa: How 17 Countries Are Leading the Way , Steve Radelet (a former CGD senior fellow and current advisor to Secretary of State Hillary Clinton), describes the changes in democracy, governance, economic growth, education, and other areas in 17 “emerging” African countries. Radelet’s analysis shows significant changes in these countries dating back to the mid-1990s – a larger and earlier turnaround than in most analyses that look at the sub-continent as a whole. He argues that five deep and fundamental changes are at work that provide confidence that the initial success can be sustained into the future: (i) the rise of democracy brought on by the end of the Cold War and apartheid; (ii) stronger economic management; (iii) the end of the debt crisis, and with it a more constructive relationship with the international community; (iv) the introduction of new technologies, especially mobile phones and the Internet; and (v) the emergence of a new generation of leaders. Radelet also profiles many entrepreneurs, whom he refers to as “cheetahs,” who have transformed the economic landscape in Africa. My own take is that while prospects are brighter than ever, there are some major obstacles that must be overcome. Prominent among these is infrastructure–the McKinsey report also highlights this issue, arguing that Africa’s infrastructure needs remain largely unfunded. In Africa’s Private Sector: What’s Wrong with the Business Environment and What to Do About It (CGD, 2009) my co-authors and I report that a majority of businesses surveyed cite inadequate power supply as a major or severe constraint. Outages are not just frequent but also unpredictable and long, sometimes stretching through the entire work day. Businesses in many countries suffer outages on more than half the working days in the year. Comparable data for China show that the burden of power outages for businesses there to be far smaller. While Africa has made significant strides in its knowledge infrastructure, aided by cellular technology and the Internet, it is yet to build its physical infrastructure (for which there are mostly no substitutes). Underinvestment in roads is also significant — there is currently no overland trade between Africa’s two largest economies — Nigeria and South Africa. The business losses caused by poor infrastructure are staggering and impose high cost burdens on African businesses . Businesses are forced to supply only fragmented regional markets or restrict themselves to market opportunities with profits large enough to cover high costs. The result is that African businesses are far less productive than Chinese businesses, when “indirect costs” such as electricity and transportation are accounted for. For the lions and cheetahs to be faster and stronger, African governments and rich country partners (in the public and private sector) must make a significant push to build physical infrastructure across the continent, focusing on regional road and power networks. For the near future, both conventional and renewable energy investments will be vital to sustain growth. The African continent has a unique opportunity to lead the world by becoming a producer (and even an exporter) of clean renewable energy. African reserves of renewable resources — solar, wind, hydro, and biofuel — are the highest in the world and greatly exceed current consumption (see Desert Power by Kevin Ummel and David Wheeler). Utilizing all available sources of energy is vital to unleashing the full potential of the lions and cheetahs that are powering African economies forward.

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Currency Collapse May Stimulate a Resumption of Economic Growth, BIS Says

June 13, 2010

By Matthew Brown June 14 (Bloomberg) — Currency collapses tend to spur a resumption of economic growth rather than fueling a decline in gross domestic product, according to the Bank for International Settlements. Currency collapses are associated with permanent output losses of about 6 percent of GDP, on average, though the drop tends to appear beforehand, the Basel, Switzerland-based BIS said in its quarterly review yesterday. “This suggests that it may not be the currency collapse that reduces output, but rather the factors that led to the depreciation,” Camilo E. Tovar wrote in the study. “To gain a full understanding of the implications of currency collapses on economic activity it is important to carefully examine the full circle of events surrounding the episode.” The positive effects of a weaker currency on GDP, including making local products cheaper than imported goods, may outweigh the negative ones, such as rising inflation. Currency collapses occur when the annual exchange rate drops by about 22 percent, according to the BIS, which identified 79 such episodes, “more commonly in Africa than in Asia or Latin America,” since 1960, Tovar said. “They also occurred under all types of currency regimes, except possible floating-exchange-rate regimes, where there are simply too few observations to obtain meaningful estimates,” the BIS said. Economic Contraction The euro tumbled about 20 percent against the dollar between Nov. 25, 2009, and last week as investor concern over record budget deficits in countries including Greece spurred speculation the 16-nation currency union may split. The European Union in May crafted a 750 billion-euro ($908 billion) rescue package to stem the crisis. Greece’s economy will contract 3.9 percent this year and 1.2 percent in 2011, after shrinking 2 percent in 2009, according to the median of eight economist estimates compiled by Bloomberg. The euro-region will expand by 1.1 percent this year and 1.5 percent in 2011, after falling 4.1 percent last year, median forecasts show. Hans-Werner Sinn , president of Germany’s Ifo economic institute, said on June 3 that it would be best for Greece to leave the euro instead of implementing an austerity program to reduce its deficit. Greek Prime Minister George Papandreou pledged budget cuts worth almost 14 percent of GDP to bring the deficit within the EU limit of 3 percent by the end of 2014. “The real solution for Greece would be to leave the euro followed by a depreciation” of the new currency, Sinn said in an interview at a conference in Interlaken, Switzerland. Growth May ‘Dominate’ European Central Bank Executive Board member Lorenzo Bini Smaghi said on May 28 that there are “no alternatives” for Greece beyond following the austerity program. “Before drawing policy conclusions we should emphasise that these results are subject to a number of caveats,” the BIS said in the report. “Most importantly, the analysis does not address the reasons why currency collapses occur in the first place. Our analysis also has little to say about the mechanisms involved after the currency collapse takes place. While we cannot disentangle the various factors, our results do suggest that expansionary mechanisms tend to dominate.” To contact the reporter on this story: Matthew Brown in London at mbrown42@bloomberg.net

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Barclays Retains Commitment to Absa Even as Returns Decline, Varley Says

June 11, 2010

By Jon Menon and Renee Bonorchis June 11 (Bloomberg) — Barclays Plc Chief Executive Officer John Varley gave an “absolute” commitment to Absa Group Ltd. , five years after he led the $4.48 billion acquisition of the South African bank. “I’m giving you our strategic commitment to the country of South Africa and to our investment in South Africa and that commitment is absolute,” said Varley, 54, in an interview with Bloomberg News yesterday to mark the anniversary of the July 2005 purchase. “You don’t make an investment of this magnitude and take a short-term view.” The sum paid for 54 percent of Absa was almost three times greater than the U.K. bank spent on its $1.54 billion takeover of Lehman’s North American unit in September 2008. While the bank in 2005 said the South African deal was “key to the creation of long-term shareholder value,” the return on equity at Absa has declined to 15.5 percent in 2009 from 25.6 percent in 2005, according to company filings . “Everything’s not rosy,” said Absa’s Deputy Chief Executive Officer Louis von Zeuner in a separate interview in Johannesburg on June 7. “There are areas where we thought we would have made more progress,” including credit cards, wealth management and expansion into the rest of Africa, he said. Varley said it was “a bit unfair” to judge any bank “by its performance in a market with greater abnormality than anything we have seen in the last 100 years.” The market environment had been “brutal” and Absa has shown a “brisk” rate of profit growth. Many strategic aims had been achieved, including the performance of the credit card unit and that of Absa Capital, its investment banking unit, which was the leader in the South African capital markets, Varley said. To contact the reporter on this story: Jon Menon in London at jmenon1@bloomberg.net Renee Bonorchis in Johannesburg at rbonorchis@bloomberg.net

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Vodafone Ends Talks to Sell Stake in Egypt Unit to Partner Telecom Egypt

June 1, 2010

By Jonathan Browning June 1 (Bloomberg) — Vodafone Group Plc , the world’s largest mobile-phone company, won’t sell its 55 percent stake in its Egyptian unit to Telecom Egypt. Vodafone ended talks on the ownership of Vodafone Egypt Telecommunications Co. and the current structure “will remain in place,” the company said today in a statement. Telecom Egypt , which owns 45 percent of Vodafone Egypt, the country’s second-largest mobile-phone operator, had approached Vodafone about the stake, a person familiar with the matter said last month. Vodafone Chief Executive Officer Vittorio Colao said in May that Europe, sub-Saharan Africa and India were the three “priority areas” for the world’s largest mobile-phone company. He said the company would focus its investments on those areas. To contact the reporter on this story: Jonathan Browning in London jbrowning9@bloomberg.net .

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German President Horst Koehler to Quit Following Comments on Afghanistan

May 31, 2010

By Patrick Donahue and Brian Parkin May 31 (Bloomberg) — German President Horst Koehler unexpectedly announced his resignation with immediate effect, citing public criticism of remarks he made about Germany’s military mission in Afghanistan. Koehler, a former director general of the International Monetary Fund, becomes the first German head of state to quit in post-World War II history. He suggested in a May 22 radio interview that military engagement is necessary to protect Germany’s economic interests, prompting opposition lawmaker calls for him to withdraw his remarks. Announcing his resignation in Berlin today, Koehler told reporters that the criticism “lacks any foundation” and “undermines the necessary respect for my office.” While Koehler’s role as head of state is mainly ceremonial, his decision to quit adds to pressure on Chancellor Angela Merkel as support for her coalition plunges over her efforts to stem Europe’s debt crisis and backstop the euro. Roland Koch , a deputy leader of Merkel’s Christian Democrats, unexpectedly announced his decision to quit as prime minister of Hesse state six days ago. ‘Deep Fissures’ Koehler’s resignation “is a huge blow to Merkel, sending a signal of national disunity at home and abroad,” Jochen Staadt, a politics professor at Berlin’s Free University, said in a phone interview. “Koehler has thrown off his responsibility as head of state at a critical moment. Such a step shows how deep fissures are in Germany’s political caste.” Koehler, 67, a former member of Merkel’s Christian Democrats who suspended his party membership to run for office, was re-elected to a second term in May last year after backing from the Christian Democrats and the Free Democrats led by Guido Westerwelle , now foreign minister. Koehler defeated the Social Democratic candidate Gesine Schwan by 613 votes to 503 votes. His duties, which include signing bills into law after they clear both houses of parliament, will now be transferred to Jens Boehrnsen , current head of the upper house of parliament and mayor of the city of Bremen, pending a presidential election next month, the president’s office said in a statement. Koehler, in the interview with Deutschlandradio, said an export-oriented country like Germany “must also understand that in certain cases, in an emergency, military operations are necessary to protect our interests.” He cited as examples maintaining free trade routes and settling regional instability that could have a “negative” impact on Germany’s “trade, jobs and income.” ‘Dangerously Wrong’ While Koehler later pushed back on his initial comments, saying he referred more specifically to the anti-piracy mission off the Horn of Africa rather than Afghanistan, Merkel’s government was forced to field questions on his remarks at a regular press briefing on May 28. The president’s interview comments “expose a dangerously wrong understanding of missions abroad,” Frithjof Schmidt, a lawmaker from the opposition Green Party, said in a statement the same day. “He should correct his statements as quickly as possible.” Waning support for Koehler was highlighted when Germany’s Der Spiegel magazine in this week’s edition dubbed the president “Horst Luebke,” alluding to Heinrich Luebke, Germany’s second postwar president who stepped down in 1969. Luebke was widely recognized as a poor public speaker and a frequently target of ridicule, especially toward the end of his term when his failing health started to affect his memory, Spiegel said. Koehler “has apparently got a very thin skin,” Hugo Mueller-Vogg, who published the president’s biography in 2005, said on N24 television. “He really thought he could change something in this country. But then he realized that his office is mainly ceremonial.” To contact the reporters on this story: Brian Parkin in Berlin at bparkin@bloomberg.net ; Patrick Donahue at pdonahue1@bloomberg.net

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Dubai Capital Returning, Standard Chartered Says

May 31, 2010

By Bloomberg News May 31 (Bloomberg) — Capital is gradually flowing back into Dubai after one of its main holding companies reached a debt restructuring accord with lenders, according to Standard Chartered Plc , one of Dubai World ’s seven biggest creditors. “Because of the settlement agreement, sentiment is slowly coming back to the market,” Hassan Jarrar , managing director of Standard Chartered’s United Arab Emirates unit, said in an interview in Shanghai today. “We see a lot of funds coming from different parts of the world into Dubai, trying to capitalize on emerging opportunities, especially in real estate.” Dubai World, one of the sheikhdom’s three main state-owned business groups, roiled global markets late last year when it said it would seek to delay repaying loans. The company said May 20 it reached an accord with its main creditor group to restructure $23.5 billion of liabilities. More than 90 banks are owed money by Dubai World, and Royal Bank of Scotland Group Plc , HSBC Holdings Plc and Standard Chartered are among its seven biggest creditors. Access to credit in Dubai is easing in areas including mortgages, auto loans and corporate debt, according to Jarrar. “Dubai is right now having some short-term pains, but you cannot erase the importance of that place,” he said. Real estate prices in Dubai, the second-largest emirate in the U.A.E., have plummeted about 50 percent from their peak in late 2008. Dubai’s economy will shrink about 0.5 percent this year, according to the International Monetary Fund, marking the second year of contraction for the debt-laden emirate. London-based Standard Chartered, which derives most of its profit from emerging markets, is “hoping” to be granted a license in Libya, and sees opportunities in countries including Saudi Arabia, Iraq, Egypt and Algeria, Jarrar said. The lender, which generated 16 percent of pretax profit from Africa and the Middle East in 2009, wants to take advantage of rising trade and mergers and acquisitions between the oil- rich regions and other emerging markets. Standard Chartered shares slipped 1.1 percent in Hong Kong today. — Luo Jun in Shanghai, with assistance from Vivian Salama in Abu Dhabi. Editors: Philip Lagerkranser , Brett Miller To contact Bloomberg News staff of this story: Luo Jun in Shanghai at +8621-6104-7021 or jluo6@bloomberg.net

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Spain Loses AAA Rating at Fitch as Europe Battles Debt Crisis

May 28, 2010

By Esteban Duarte and Emma Ross-Thomas May 29 (Bloomberg) — Spain lost its AAA credit grade at Fitch Ratings as Europe battles a debt crisis that’s prompted policy makers to forge an almost $1 trillion bailout package for the region’s weakest economies. The ratings company yesterday cut the grade one step to AA+ and assigned it a “stable” outlook, according to a statement from London. Spain has held the top rating at Fitch since 2003. Standard & Poor’s lowered Spain’s ratings to AA on April 28. “The process of adjustment to a lower level of private sector and external indebtedness will materially reduce the rate of growth of the Spanish economy over the medium-term,” Brian Coulton , Fitch’s head of Europe, Middle East and Africa sovereign ratings in London, said in the statement. Spain is struggling to cut the euro region’s third-largest budget deficit as the economy, still reeling from the collapse of a debt-fueled construction boom, is forecast to contract for a second full year. Prime Minister Jose Luis Rodriguez Zapatero , who has angered traditional allies by cutting public wages and freezing pensions, has failed to convince investors he can put the finances back in order as borrowing costs continue to surge. U.S. stocks fell after Fitch’s announcement and the euro weakened to $1.2280. The currency used by 16 European nations has slumped 19 percent against the dollar in the past six months on concern that indebted countries won’t be able to rein in their spending. ‘Still a High Rating’ “I would like to emphasize that it’s still a high rating,” Soledad Nunez , the director of Spain’s Treasury, said in a telephone interview. “The agency recognizes that public finances are strong and the government’s commitment to fiscal reform.” The Treasury, which faces a 16.2 billion-euro bond redemption in July, has completed about 40 percent of its funding program for this year, Nunez said. Fitch announced the credit rating downgrade after markets closed yesterday. Earlier in the day, the extra yield investors demand to hold Spanish 10-year bonds rather than German equivalents rose to 153 basis points from 152 basis points on May 27. The spread compares with an average of 23 basis points over the last decade and is just 10 basis points below the level before the EU created a financial backstop for the weakest euro members. That facility, providing as much as 750 billion euros ($925 billion), was created on May 10 and coincided with the European Central Bank’s announcement that it would start buying government bonds. Deeper Cuts In return, Spain agreed to deeper spending cuts that would slash the deficit to 6 percent of gross domestic product in 2011 from 11.2 percent last year. Parliament approved those measures on May 27 by a single vote, signaling Zapatero may struggle to achieve support for the 2011 budget. “The Spanish government had been in denial from 2008 to early 2010 about the magnitude of the crisis so now you have consequences,” said Raphael Gallardo , who helps manage 500 billion euros ($615 billion) as chief economist at Axa Investment Managers in Paris. “Now with the acceleration of austerity measures, like the shocking cut to civil servant wages, they finally got real and measured the severity of the crisis.” The austerity program, which won applause from the International Monetary Fund, will undermine the recovery, Finance Minister Elena Salgado said on May 20 as she cut her forecast for Spanish growth next year to 1.3 percent from 1.8 percent. The government predicts a 0.3 percent contraction this year. Fitch’s move follows Standard & Poor’s decision to cut its rating on Spain twice since the start of 2009. Moody’s Investors Service retains an Aaa rating. Spain’s debt burden as a proportion of GDP was 53 percent last year, lower than Germany, France and the euro-region average. To contact the reporter on this story: Emma Ross-Thomas in Madrid at erossthomas@bloomberg.net

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