Essential The Africa the Media Doesn't Tell You About

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In Zimbabwe, Mugabe’s Birthday Is Rife With Political Jockeying
By HOPEWELL CHIN’ONO and NORIMITSU ONISHIFEB. 29, 20
President Robert Mugabe of Zimbabwe marked his 92nd birthday with celebrations, including a huge one in Masvingo. The opposition has criticized the celebrations as insensitive to the many Zimbabweans facing hunger because of drought and a struggling economy, The Associated Press said.

By REUTERS on Publish DateFebruary 29, 2016. Photo by Philimon Bulawayo/Reuters. Watch in Times Video »Robert G. Mugabe of Zimbabwe, who has been in power since the country gained independence in 1980, have been a stage from which he has swatted away challengers and secured his larger-than-life hold on his nation.

“Mugabe’s birthday,” a state-run newspaper proclaimed in February, “is like that of Jesus Christ.”

But when Mr. Mugabe — the world’s oldest head of state — celebrated his 92nd birthday here over the weekend, his advancing age and visible frailty focused attention on the increasingly fierce struggle within his party to succeed him. The jockeying for power, always a subterranean theme at the annual bashes, was too much for Mr. Mugabe to ignore.

Blaming “senior party members” motivated by “their own evil interests” — as well as the British and the Americans for sowing divisions within his party — Mr. Mugabe said: “Factionalism, factionalism and, I repeat, factionalism has no space. It has no place at all in our party.”

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President Mugabe’s birthday cake during celebrations at the Great Zimbabwe historic site in Masvingo on Saturday. CreditJekesai Njikizana/Agence France-Presse — Getty Images
The president’s admonition, his second in two weeks, is unlikely to extinguish the feuding inside Zimbabwe’s governing elite. It raises the possibility that, as in other African nations led for decades by a single leader, the struggle for succession here could be long and painful for Zimbabwe — as well as for its neighbors, like South Africa, which has already received hundreds of thousands of Zimbabweans fleeing political and economic turmoil.

Mr. Mugabe, who said recently that he would govern “until God says ‘come,’ ” has already announced his intention to run for re-election in 2018. But he has been unable to suppress images of his mortality.

In recent months, video taken by television cameras and cellphones has shown Mr. Mugabe stumbling or sleeping at public events. He has appeared confused and in one instance even repeated in its entirety a speech he had already read.

The images have reinforced the atmosphere in Zimbabwe that an era is coming to an end.

Mr. Mugabe’s birthday party, which has been held since 1986 and was broadcast live on television, took place this year at the Great Zimbabwe, a historic site here about 200 miles southeast of Harare, the capital. Tens of thousands of party members were bused here, most wearing party regalia emblazoned with the president’s face. Children paraded in military fatigues and chanted anti-Western slogans, praising Mr. Mugabe as the conqueror of the British.

In a region hit hard by a drought that has ravaged wide areas of southern Africa, Mr. Mugabe released 92 balloons into the air to start the festivities and later cut a cake weighing 92 kilograms, or about 200 pounds. Zimbabwe recently declared a state of disaster in drought-stricken rural areas and said that a quarter of the population may lack food in the months ahead because of poor harvests.

The main opposition party, the Movement for Democratic Change, described the party as “obscene,” and Zimbabwe’s news media reported that it cost $800,000. Even some partygoers who said they had come for the food — 50 cattle were slaughtered — were critical.

“It is amazing that a president presiding over a state which fails to pay its workers on time, a country with a sea of poverty and going through one of the worst droughts in living memory and hunger, can see it fit to spend a million dollars celebrating his life, which has meant nothing but suffering for us,” said Caleb Moyo, 34, a bus driver who described himself as a former local organizer now disillusioned with the president.

On the stage, however, loyalists extolled Mr. Mugabe.

“We see Mugabe as Africa’s Moses and towering icon,” said Pupurai Togarepi, the youth leader of the governing party, ZANU-PF. “That is why we celebrate in this way.”

But Mr. Togarepi, as well as a provincial party leader, directly acknowledged the party’s open fissures in Mr. Mugabe’s presence, and apologized for them.

In the weeks leading up to the party, tensions rose between the two groups fighting to control ZANU-PF, known popularly as Team Lacoste and G40. The factions — each led by officials with long ties to Mr. Mugabe and with little difference in ideology — have traded increasingly vitriolic attacks in public.

Team Lacoste is allied with one of Mr. Mugabe’s two vice presidents, Emmerson Mnangagwa, whose nickname is the Crocodile. A veteran of ZANU-PF, Mr. Mnangagwa has led the ministries of defense and justice, and is believed to enjoy strong backing among the security forces. His allies have been increasingly vocal in pressing for the president’s retirement to make way for Mr. Mnangagwa.

Grace Mugabe, the president’s wife, who has the support of the G40, pointedly attacked Mr. Mnangagwa and his allies at a party rally a few weeks ago, accusing them of trying to topple Mr. Mugabe.

Ms. Mugabe, 50, a former secretary to the president who became his second wife in 1996, has become politically active in the last couple of years. Supported by some senior party members, Ms. Mugabe is believed to have engineered in 2014 the firing of Joice Mujuru, who served as one of Mr. Mugabe’s vice presidents for 10 years and was considered a leading contender to succeed him.

In turn, Ms. Mugabe and her allies have drawn rising anger from Zimbabwe’s war veterans, who have long mobilized support for Mr. Mugabe. The war veterans say that Ms. Mugabe and her backers are opportunists who wield influence only because of their proximity to the president and do not have popular support.

On Feb. 18, the police fired tear gas and water cannons to break up a planned march by war veterans on the party’s headquarters in the capital. At the party here, many members were openly hostile toward the G40.

“The danger of allowing Mugabe’s wife to lead a faction which takes over from Mugabe is that we will end up in a civil war situation,” said Gilbert Kurangwa, 67, a war veteran. “She is only as powerful as Mugabe is around, and when the old man is gone even those supporting her will turn against Grace.”

Perhaps because the attacks were loud enough, Mr. Mugabe defended his wife from the stage here.

“It is shameful the way Mrs. Mugabe is being criticized,” Mr. Mugabe said. “Who may be the enemy among us?”

Hopewell Chin’ono reported from Masvingo, and Norimitsu Onishi from Johannesburg.

A version of this article appears in print on March 1, 2016, on page A4 of the New York edition with the headline: Zimbabwe Buzzes With Intrigue as President Celebrates His 92nd Birthday. Order Reprints| Today's Paper|Subscribe
http://www.nytimes.com/2016/03/01/w...we-president-92nd-birthday.html?smid=tw-share
 

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Dangote Cement profit rises as volumes, Nigeria sales increase despite economic woes

01 MAR 2016 18:39LIEZEL HILL

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Dangote: Has seen his cement operations perform strongly in difficult times across the continent. (Photo/File).


DANGOTE Cement Plc, Africa’s largest producer of the building material, said full-year profit rose 15% as a price cut in its home market of Nigeria helped bolster sales and offset the effects of slowing economic growth, while new plants increased total volumes by 35 percent.

Net income was 185 billion naira ($929.4 million) in the 12 months through December, compared with 160.6 billion naira a year earlier, the Lagos-based company said in a statement on Tuesday. Revenue increased 26% to 492 billion naira.

Dangote Cement, controlled by Africa’s richest man, Aliko Dangote, is seeking to boost sales and protect market share in Nigeria amid slowing economic growth, while rapidly expanding elsewhere in sub-Saharan Africa. The company cut prices in Nigeria in September to boost consumption and compete with imports, and said last month it will build two new plants in the country.

“New factories performed very successfully across Africa, gaining significant market share against long-established incumbents,” Chief Executive Officer Onne van der Weijde said in the statement. “In our home market of Nigeria we increased sales by 3.2% against the worst economic crisis the country has faced in many years, which demonstrates that the Nigerian market is very robust.”

Economic growth in Africa’s most populous nation of more than 170 million last year is estimated to have eased to 3%, its slowest pace in more than a decade, after oil prices plunged. Dangote has also grappled with a shortage of foreign exchange in the country.

Dangote last year announced plans to add 25 million metric tons of capacity across African countries including Ethiopia, Kenya and Zambia, as well as a new plant in Nepal.

-Bloomberg

Dangote Cement profit rises as volumes, Nigeria sales increase despite economic woes
 

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China’s real estate experience can help Angola overcome economic difficulties

FEBRUARY 29TH, 2016
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China has been involved in urban development in Angola, particularly in Luanda, and its experience in this field may help the economic diversification of Angola, with more investment in real estate, thus overcoming current economic difficulties.

In the article “Opportunities for new urbanism of Angola after the collapse of the oil economy”, published by the NGO Development Workshop (DW Angola | dw.angonet.org), researcher Allan Cain emphasises that in “post-socialist” countries “conversion of land held by state monopolies for urban use is a “unique opportunity” and can trigger a wave of investment.

“Applying some of the long awaited reforms in housing credit, participatory planning and fiscal decentralisation for municipalities can encourage housing owners themselves and the private sector to invest in urban development and housing opportunities,” “stimulating foreign investment in real estate” said Cain.

“Angola is committed to finding new ways to diversify and grow its economy in the new climate of low prices of raw materials. The Chinese experience of urban development, if shared, could prove to be as valuable as their loans,” he said.

For the “rapid urban and economic growth” of China from 1980, he said, municipalisation and decentralization of governance was central, together with the greater financial autonomy of local authorities, who made use of the value of their land by leasing it or selling building rights to private investors.

Revenues captured by the local authorities were then used to finance social housing and urban infrastructure, increasing real estate value and generating greater wealth and urban growth.

“As in China, the origins of wealth that grows and sustains these cities are the savings of home buyers and investors in the private sector, these resources are yet to be made use of in Angola,” said Cain.

By “capturing the value of private investment for public benefit,” he said, municipalities can use the revenues to “improve infrastructure and provide social housing, promote a virtuous cycle and increase the values that accompany urban transformation.”

One of the reasons for investor reluctance so far has been the “lack of a functional land market” in Angola, and the resolution of issues related to property that are the “first step to stimulating private sector involvement” in financing the housing projects that the country needs.

Luanda received China’s largest housing development in Africa, the Kilamba project comprising 20,000 apartments, with similar projects planned for the remaining 18 provinces, providing 150,000 housing units.

The recently released “Operational plan for China’s credit line” to Angola, prepared by the Angolan government with the work to be carried out by Chinese companies, provides for connection of 480,000 homes to the power grid, construction and rehabilitation of more than 2,200 kilometres of roads and construction of 39 water supply systems.

With approximately 155 projects in the sectors of Health, Education, Transport, Agriculture, Industry, and other sectors, the Plan has an estimated cost of US$5.2 billion. (macahub/AO/CN)

China’s real estate experience can help Angola overcome economic difficulties | Macauhub English
:whoo: that looks incredible. Hopefully, Africa succeeds as a continent.
 

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Posted on Tuesday, 01 March 2016 14:48

Botswana may sell troubled China-built power plant

By Mfuneko Toyana

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Botswana could sell its troubled 600 megawatt (MW) Chinese-built power station, the energy minister said on Tuesday, after it suffered constant technical hitches since its launch in 2012.


Botswana's Morupule B power station, built by the China National Electric Equipment Corporation (CNEEC) at a cost of $970 million has often broken down, leading to a reliance on diesel generators and imports from South Africa.

Minister of Minerals, Energy and Water Resources Kitso Mokaila said there had been enquiries from two or three interested buyers, but no deal had been reached.

"We could fix the power station ourselves or task the contractor to fix it. We also have an option of asking someone else who is not the contractor to fix it and lastly we could sell it," Mokaila said.

Only one of the four 150 MW units is currently running, leaving Botswana with a deficit, which is partly being met by 195 MW from diesel generators and the remainder by imports from South Africa.

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Botswana may sell troubled China-built power plant | Southern Africa
 

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Meet Africa's best mayors—they are behind the transformation of the continent's fast expanding cities

04 MAR 2016 20:30SAMANTHA SPOONER

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José Eduardo dos Santos African Mayor Awards (Photo/AUIIFF/Flickr)


THE ROLES of Africa’s mayors vary greatly according to country. They could be responsible for providing basic environmental, planning, public health, roads and waste services, or may just perform delegated functions as stated by the council.

Some are elected for a defined length of time whilst others are appointed for indefinite periods. But generally, a city’s mayor is meant to be the guarantor of services, the public good and citizens’ participation in local life.

Today, Africa has the highest rate of urbanisation in the world and, with the share of Africans living in urban areas projected to grow from 36% in 2010 to 50% by 2030 Africa’s mayors have a big task. Additionally, they have to deal with a great deal of constraints in terms of a limited ability to affect change, small budgets, and urban violence.

While how best to develop the continent’s cities is explored, there are mayors who are helping set the standard. So, who are these?

In a bid to get more recognition for Africa’s mayors, the “José Eduardo dos Santos African Mayor Awards” were launched last year—it is an initiative that is supported by the Government of Angola, the UN-Habitat, IC Publications Group as well as United Cities and Local Governments of Africa (UCLG Africa).

Three winners each took away a cash prize that would go towards specific local initiatives. The amount of $50,000 went to José Ulisses Correia e Silva and the city of Praia in Cape Verde (small city category), $100,000 went to Yusuph Mwenda and Kinondoni in Tanzania (medium city) and Alfred Oko Vanderpuije of Accra, Ghana (large city), received $200,000.

Whilst the prize-givers didn’t provide further details as to why these individuals merited the award, Mail & Guardian Africa did some research and discovered a few notable achievements that support their wins.

New investment
Mayors generally have some influence on the form of the city’s current and future development, including its success in attracting new investment. This was something that Praia’s mayor, Ulisses Correia e Silva, was able to achieve.

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The city of Praia is the capital and most populated city (25.6%) of Cape Verde. Since Mayor Silva was elected in 2008, he has flown several times to China to court Chinese investment and signed a “Sister-City” agreement to build on and strengthen the existing economic, cultural and educational relationships between the cities of Boston, in the US, and Praia. He has also overseen the opening up of flights, courtesy of Binter Cabo Verde, between the Canaries and Cape Verde and, in a bid to encourage more business travel, flagged off the beginning of construction of Hilton Praia. The hotel, located just six kilometres from the Nelson Mandela International Airport (RAI) and the Port of Praia, will have 201 guest rooms and will offer meeting and event facilities.

Ulisses Correia e Silva has ensured Praia has international visibility, encouraged investment there and is positioning the city as a key business destination in West Africa.

It’s all about the people
Before there was Tanzania’s indefatigable president John Magufuli, there was Kinondoni municipality mayor Yusuph Mwenda, and he wasn’t afraid to act in the public interest either. In 2014 for example his municipal council sacked nine officials for misusing their positions in public office and for absenteeism.

As mayor he was a strong advocate for the strength of municipalities and their role in interacting with the citizenry and was a strong proponent for the use of fresh produce markets to promote local agricultural development, putting his weight behind the the East Africa Farmers Market initiative.

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Mayors have considerable importance for the nature of the government’s relations with the urban poor, and those whose needs are given inadequate attention, including women, youth or children. Mwenda was one of these mayors, putting his money where his mouth was, supporting small projects such as a campaign in 2014 that raised cash and equipment to enable students with various forms of disability access to quality education. His office contributed an eighth of the amount needed and asked all workers to make personal contributions towards it too.

City transformation
Since being appointed by John Evans Atta Mills in 2009, mayor of Accra Alfred Oko Vanderpuije has sought to tackle the big developmental issues, receiving international attention for his ambitions to transform the city.

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Vanderpuije is known for his “red line” where he and his staffers went out and painted a red line to stop traders near the central marketplace in Accra from increasingly encroaching from the sidewalks into the street, making for a chaotic mix of vehicular, pedestrian, and market traffic.

Aside from his concerted efforts in redesigning city streetscapes, he has also overseen the end of the shift school system in Accra—a system where pupils attended classes by alternating either in the mornings or afternoon, as a way of increasing the number of students that can be taught without having to build another building. In its place the Accra Metropolitan Assembly, in collaboration with the United States Agency for International Development, started the construction of 14 Millennium City school projects. Such infrastructure is not only thought to provide a conducive environment for teaching and learning but also encourage students to come to school regularly.

Since Vanderpuije took the helm, Accra has also successfully attracted international support and investment for various large-scale projects. The city was selected as part of the 100 Resilient Cities by the Rockefeller Foundation and will now receive technical support and resources to develop and implement a resilience strategy. It is also one of the 10 cities in the world that will benefit from the Bloomberg initiative for Global Road Safety programme which will work with cities to implement proven road safety interventions.

But these mayors are certainly not the only ones that deserve recognition for their efforts.

Job creation
Monrovia’s Mayor, Clara Mvogo, has worked hard at supporting the informal sector of Liberia’s capital city. In Monrovia, petty street traders make up half of those doing business in informal sectors, so he negotiated a memorandum of understanding with the National Petty Traders’ Union of Liberia. Specific zones and streets, at certain hours, are given to informal sectors to avoid police harassment. The traders are also members who pay taxes, giving them a voice and recognition.

Transport Links
A special mention goes to Diriba Kuma, the mayor of the ever-expanding Addis Ababa, the capital city of Ethiopia. He is charged with oversight of major housing projects aimed at fulfilling the housing demandsof millions of residents.

This is not to mention the successful negotiation of some of the challenges provided by flagship projects, such as the city’s new light railway system which has a capacity of 60,000 passengers per hours.

Meet Africa's best mayors—they are behind the transformation of the continent's fast expanding cities
 

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5 reasons Senegal is ahead of its neighbors on family planning and HIV

By Pape Amadou Gaye |
25 February 2016

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A mobile clinical outreach team from Marie Stopes International visits rural Laniar health center to offer sexual and reproductive health services and counseling, including family planning options such as emergency contraception, pre- and postnatal care, and cervical cancer screening and treatment. Photo by: Jonathan Torgovnik / CC BY-NC

How is it that, in a region that has lagged behind in many of the global health advances of the past 30 years, one country stands out for its tremendous progress?

In West Africa, Senegal has been making great strides in reducing maternal and child deaths, increasing availability and use of family planning, and building a strong, resilient health system that can repel unexpected threats such as Ebola and Zika virus (the way it has with HIV since the epidemic’s beginning).

Since 1992, vaccinations in Senegal have soared, infant mortality has been cut in half, and the modern contraceptive prevalence rate has rocketed from under 5 percent to 20 percent.

And that last point is crucial, because contraception affects so many other aspects of health. As global use of modern contraceptives rose from 55 percent in 1990 to 63 percent in 2010, global maternal mortality fell by a staggering 45 percent. Countries that embrace family planning and build it into their health systems enjoy not only greater health, but greater gender equality and economic prosperity. And Senegal has made this a priority. As a result, the median age at first marriage for women has risen from 16 to 20, which means more women and girls stay in school longer and have a greater chance of joining the workforce and contributing to their families’ incomes.

But what is Senegal doing right that its neighbors can learn from? Here are a few reasons the country is ahead of the curve in its region:

Early, decisive action on HIV — and Ebola

I was living in my home country of Senegal in 2002 when HIV prevalence rates peaked in parts of Africa. In Botswana, for instance, almost 40 percent of adults were infected. But in Senegal it was only 0.5 percent.

That’s because Senegal mobilized quickly and focused on prevention. They enlisted religious leaders to spread the word, created mass media campaigns, and even treated sex workers, which was a bold move at that time. As a result, HIV rates remain low to this day. And the country’s similar response to the threat of Ebola in 2014 spared Senegal a potentially catastrophic outbreak.

Country ownership and investment

For years, Senegal has benefitted from donors such as the U.S. government, the Bill & Melinda Gates Foundation, and other outside entities that have invested in improving life for its people. And those investments have helped prepare Senegal to invest in itself.

At the 2012 London Summit on Family Planning, Senegal made a commitment, saying, “We're going to double our domestic investment in health.” And they've done just that. In the last two years, for instance, Senegal has increased its health workforce through a mass recruitment campaign. When development donors say they want to see more country ownership, this is what they mean.

Robust national plan

It takes real planning to follow through on ambitious goals. In creating its National Health Development Program, Senegal drew a roadmap to curb the chaos of uncoordinated programming and improve public health for its people.

Senegal also has a new economic plan, called the Plan Senegal Emergent, which goes beyond health to maintaining economic growth and development as Senegal moves toward becoming a middle-income country.

Creative health workforce management

Senegal has a shortage of health workers, but it has done a great job of getting creative with the ones it has. For instance, the government has been working with us at IntraHealth International to rehire some of the huge cohort of out-of-work or retired midwives to help boost family planning throughout the country.

It also instituted the Bajenu Gox Initiative in 2009. Bajenu gox (which means paternal aunt or godmother in Wolof) are traditionally very influential family members. Each community seems to have such a woman who acts as a social leader. So the government came up with a strategy to partner with local bajenu gox across the country and enlist them to provide sound advice for basic health and family planning. And it has worked.

Powerful system for managing contraceptive supplies

Senegal now has a system for keeping clinics stocked with the contraceptive methods clients want. Through the Informed Push Model, trained logistics operators deliver supplies on a regular schedule, restocking where necessary and recording quantities of products sold. The data are then used to ensure that each site and warehouse is sufficiently stocked, and allows manufacturers to keep pace with demand. This system has reduced contraceptive stockouts to less than 2 percent throughout Senegal.

This has major implications not only for the current population of adults, but for the country’s future — over 50 percent of Senegal’s people are under 20, which means they will grow up with this new system and enjoy a lifetime of health benefits from it.

Senegal has a lot to share with other countries in the region. It already is, in fact, through initiatives such as the Ouagadougou Partnership, an alliance of nine countries that all learn from one another and share expertise to meet their family planning and reproductive health goals.

Many of these countries are starting to see some progress as well. In 2001 in Mali, for instance, a fifth of women (and 9 percent of men) did not know of a single method of contraception.

By 2013, the percentages had fallen to 13 percent of women and 4 percent of men. And most Ouagadougou Partnership member countries have slowly grown their modern contraceptive prevalence rates into the double digits (Ebola-ravaged Guinea is the exception at 5 percent).

NGOs have a role to play in speeding up progress in this region. They also have a responsibility to align their work with local priorities and avoid duplicating efforts or wasting resources.

Senegal’s success comes not only from making commitments but from following them up with implementation plans, working efficiently with its partners (including NGOs), investing and coordinating resources, and doing the day-to-day work necessary to stay on track — precisely the kind of hard work that will help individual countries reach their health targets and achieve the Sustainable Development Goals.

To read additional content on global health, go to Focus On: Global Health in partnership with Johnson & Johnson.

5 reasons Senegal is ahead of its neighbors on family planning and HIV | Devex
 

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AFRICA

Why Barclays Leaving Africa Says More About the Bank Than the Continent’s Economy
By Kayla Ruble

March 2, 2016 | 6:28 am
Barclays will end its 90-year-long presence in Africa as soon as the UK investment bank can sell off the majority stake it owns in a regional subsidiary, fully exiting the continent where it employs 45,000 people and holds $70 billion in assets.

A formal announcement on Tuesday from the bank confirmed months of speculation about the rumored exit. Barclays Chief Executive Jes Staley, who ascended to the top role in October, said in the next three years the company will dump the 62.3 percent of the shares it controls in Barclays Africa Group.

"[Barclays Africa Group] is a well-diversified business and a high quality franchise," the company said in its results announcement. "However, the stake in [Barclays Africa Group] presents specific challenges to Barclays as owners."

Staley said the move was meant to achieve increased returns for shareholders, while streamlining operations. Meanwhile, the corporation plans to shift its focus to transatlantic operations centered in the UK and US.

Speculations swirled over whether the moves are a signal that business in Africa has become too challenging. Maria Ramos, the African subsidiary's chief executive, said the decision had nothing to do with the region's economic situation.

Related: UN Report Details North Korea's Exploits in Africa, Including Training Cops in Martial Arts

The move comes not long after the bank said it would also be winding down its presence in Asia. Despite earlier rumors of the change in Africa, the operational transition away from emerging markets to transatlantic business still caught some off guard who have come to think of Barclays as a pioneer in these markets.

"The fact that Barclays is leaving Africa and Asia to concentrate on the UK and of course the US," said Dr. A. Seddik Meziani, a finance professor at Montclair State University. "It's really against [the] philosophy that I thought was deeply anchored in the business model of Barclays."

"If someone told me Barclays is going to increase its share in the African unit, I would say, 'You know what, that's Barclays, that's what we know about Barclays, that's what Barclays got us used to," he continued. "But selling it entirely, I'm surprised."

The decision comes in the face of falling currencies and rising commodity prices across the continent, along with less optimistic short term growth expectations. Some experts have pointed to this uncertainty when speculating about why the company is making its continental exit. At the same time, however, the African division saw earnings grow nearly twice as many percentage points as the bank overall, jumping 11.7 percent year over year in 2015 compared to Barclays 6 percent overall.

'It is not an Africa problem; rather it's a Barclays problem.'
"Barclays Africa outperformed the investment bank arm of Barclays," said Ayso Van Eysinga, Eurasia Group's Africa researcher. "[It] highlights that it is not an Africa problem; rather it's a Barclays problem."

While there is likely some validity in pinning the recent shift to economic challenges on the continent, Meziani said other problems within Barclays may have caused the move, which he said was based in short-term perspective.

In 2015, the bank saw its statutory pre-tax profits drop 8 percent to $2.9 billion, CNBCreported. The company has also experienced lowered trading values in the stock market, while implementing job cuts. Severing ties in Africa will free up 14 percent of Barclays business, according to Bloomberg. Meziani also speculated about the number of legal issues the financial services provider is facing, like the Libor scandal, questioning whether the possibility of future legal payouts may have weighed in on the decision.

"Africa is not causing problems for Barclays, it's Barclays that caused problems for itself and they are looking for ways to pay for it," he said, explaining that the company could be selling its emerging market units in order to be able to build its resources to handle future problems and payouts.

"It's a short term type of decision. They are not looking at the long run [opportunities]," Meziani added.

Regardless, Barclays abandoning its Africa business seems to be more of a one-off development as opposed to the start of a trend or a sign of what's to come.

"The move by Barclays won't have a ripple effect," van Eysinga said. "Sophisticated, long-term investors understand the region and what is going on — and the diversity of markets across the region."

Related: South Africa Announces Spending Cuts As Fears of Recession Loom

As he explained, there are certain markets, including Nigeria and Angola, where banking sectors are overexposed to oil and other commodity prices. These sectors were previously more reliable for loans, but they have now become difficult to service. Compounded with a weakening exchange rates, banks in these countries have been weakened.

However, countries like Kenya or Ivory Coast, he explained, have been more successful at diversifying and insulating themselves from the recent trends. Governments across the continent have had much better responses to the commodity shock than during a similar period in the 1990s that led to a decade of negative growth.

While right now might not be the best time for Barclays to find a buyer willing to pay what Barclays Africa Group is worth, Meziani said commodity prices and plummeting currencies in the short term make it a good time to enter the African market in general — as long as the investor has the stomach to stick it out in the long term.

"Personally if I wasn't an academic, lets say I have a lot of money in my pockets," he said. "The stake that Barclays is selling, I'd be very much interested in it with my own money."

Follow Kayla Ruble on Twitter: @RubleKB

Why Barclays Leaving Africa Says More About the Bank Than the Continent’s Economy | VICE News
 

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Halotel becomes driver of Tanzania’s socio-economic development

ABDUEL ELINAZA
/ 07 MARCH 2016

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HALOTEL services have reached the country's rural areas where the majority of people live.

PRESIDENT Truong Tan Sang of Vietnam visits Tanzania this week to enhance the existing relations between the two countries. He will be the first president to visit Tanzania since the establishment of diplomatic relations between the two nations in the mid 1960s.

Principally, President Sang’s visit, with a delegation of 30 businesspeople, is aimed at exploring more avenues of trade and economic co-operation.

The businesspersons are attracted by the good performance within a short period of a Vietnamese state-run company, Viettel. Viettel, a telecoms operator, has launched mobile and internet services in Tanzania under the Halotel brand.

Halotel pumped in 736m US dollars on the investment that went to construction and installation of network infrastructure. The investment, in just one year, saw Viettel’s operations expand to 26 regions in rural and urban Tanzania creating more than 2,000 direct and 20,000 indirect jobs.

The company now boasts of a strong infrastructure comprising 18,000 km of optical cable and more than 2,500 base transceivers.

Roughly, some 1,500 villages have been connected for the first time and the telecom firm also targets to provide free internet connectivity to 450 public schools in the next three years.

On top of that Halotel has also provided optical cable to 150 committees, 150 public hospitals, 150 police stations and 65 post offices within the first half of the year. Halotel holds one of the fastest internets in the country and is compared to none.

“Halotel’s vision is to provide every Tanzanian with a mobile phone and bring communication and information technology to every corner of life.

“We believe that when telecommunications services are accessible to everyone, and become a part of everyday life, they can be a driving force contributing to socio-economic development for the country as a whole,” says Nguyen Thanh Quang, the company’s Director General. Since day one, Halotel announced its vision to provide every Tanzanian with a mobile phone while bringing communication and information technology to every corner of the country.

“We envision fibre optic connection to every community in Tanzania in the near future which will create a platform for mobile network, data, cloud computing,” he explains. Kinondoni District Commissioner, Paul Makonda, says the government appreciates Halotel efforts to provide telecommunications services, particularly in rural areas.

He says the company’s efforts would help bridge the existing gap between the rich and the poor in terms of access to telecommunication services. Mr Nguyen says: “We see Tanzania as the right place for investment because we see the country having greater potential in telecommunications and competitive business environment. “One of the significant potentials we see in Tanzania is telecommunication.

With the transmission network and the effective management, Tanzania has become a competitive market which is very beneficial for the people,” he explains. Halotel is the first company in Tanzania allowed to lay its own fibre optic cable and has placed over 18,000 km of optic fibres, providing services to all 26 regions of the country. Tanzania’s tele-market is one of the most competitive markets in Africa with the country having over 71 per cent mobile phone penetration.

Halotel aims to capitalise on the providing a very wide coverage as quickly as possible and the company claims to cover over 81 per cent of the country’s area. The company was launched in October 2015 and deployed in all regions.

This was Viettel’s fourth investment in Africa after Movitel, Lumitel and Nexttel in Mozambique, Burundi and Cameroon respectively. Viettel started investing in the country in 2011 after the then president Jakaya Kikwete made a state visit to Vietnam.

The goal of the government was to encourage rural mobile connectivity in the country and the government saw fit to increase competition by allowing Viettel to operate in the country.

The entry of Viettel also saw further liberalization of the communication sector, where the government allowed private companies to lay their own optic fibre cables. The company had promised to connect several public institutions around the country with the optic fibre network and connect over 1,500 villages to the telecommunication grid that were previously not served.

The company also tried to partner with state-owned energy company Tanzania Electric Supply Company Limited (TANESCO) to use TANESCO’s power poles to serve as antennas, however due to high costs the plan was abandoned.

The company is in the process of obtaining a licence to operate its mobile money services V-money to help it compete with Tanzania’s well established operators. Viettel Group is a Vietnam based telecommunications group.

It is a state-owned enterprise wholly owned and operated by the Ministry of Defence of Vietnam. The company has a customer base of over 75 million as of 2014 and made over 8.0 billion US dollars in revenue.

Halotel becomes driver of Tanzania’s socio-economic development
 

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As Senegal hosts key meeting, Africa’s brain drain numbers show Rwanda, Zambia, Ethiopia holding on to their best talents

09 MAR 2016 18:30M&G AFRICA WRITER

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Talent matters if a country is to shine economically. But some African countries just do it better than others.

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Science in Africa has not had many takers, while those skilled enough often leave for greener pastures abroad.

AS Africa’s top scientists, policymakers and start-ups meet in Dakar this week for a landmark conference, one of the more notable quotes was by Thierry Zomahoun, the CEO of the African Institute for Mathematical Sciences.

“There are more African engineers working in the United States than in Africa,” the organiser of the first Next Einstein Forum (NEF) held near Senegal’s capital, Dakar, said.

The conference is hoping to reverse a situation in which Africa’s brightest talent feels compelled to move abroad to work at the cutting edge of research—and earn a decent salary.

Leaders have been queuing to emphasise the need to retain the continent’s top talent.

“The pressure is on to catch up and keep pace so Africa is not left in the wake of technological progress,” Rwandan President Paul Kagame said at the opening ceremony.

“This starts with a change in our mindset. We really cannot be satisfied with just ending extreme poverty. Our aim is shared and sustainable prosperity. And the key to that is science and innovation, bound by research,” he added.

With more than half of the continent now aged under 30, its fast population growth means they will either be a demographic dividend that will turbo-charge new growth, or there will be social unrest as tens of millions of Africans find jobs and opportunities hard to come by.

Skills loss
The problem of underinvestment in higher education to create the skilled force needed to allow Africa achieve its growth targets is worsened by the loss of those to other regions of those who are already skilled.

The World Economic Forum, which holds its annual African edition in Rwanda in May, every year publishes an annual Global Competitiveness Report that among other indicators tots up data on brain drain.

It assigns a maximum score of 7 to the country that is best able to retain its best and brightest talent, and 1 to that which is not at all able to retain its talents.

Perhaps it is fitting Kagame spoke of the continent’s frustrations: his country is ranked as the top ranking African country in retaining talent. The increasingly dynamic East African country also comes in at a respectable 23rd position globally.


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Notably, as other African nations have seen their rating slide, Rwanda’s score of 4.5 is higher than that in the previous edition of the ranking.

It is a listing full of continental surprises—fellow post-conflict nations Ivory Coast and Liberia round out the top three, while The Gambia and Lesotho pip sliding South Africa, which has the continent’s most developed economy.

Regionall giants Morocco and Kenya also lost their competitiveness over one year from 2014.

Tunisia and Algeria despite being predominantly middle class, are in the bottom seven of the 34 African countries that are ranked, while troubled Burundi props up the table, as it did in 2014-2015.

Globally, Switzerland, the US and Qatar are the best at holding onto their best workers.

Rwanda, which has some of the friendliest terms for foreign workers, also tops the continental list of the countries that best attract talent—essentially where everyone wants to work.

It is at 15th position globally in a list headed by Switzerland, Singapore and the United Arab Emirates.

Despite their economic troubles Zambia and Ghana are also magnets for talent, while Burundi and Zimbabwe again prop up the table as those most losing their best brains.


As Senegal hosts key meeting, Africa’s brain drain numbers show Rwanda, Zambia, Ethiopia holding on to their best talents
 
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