ama

UN-appointed independent rights experts on Tuesday condemned the killing of more than 50 people by “brutal policing methods”, linked to disputed national elections held in January.  

NEW YORK, USA, April 14, 2021,-/African Media Agency (AMA)/-“We are particularly alarmed by the reports of widespread and continued repression against opposition leaders and their supporters”, the nine experts said in a statement urging the authorities to investigate and prosecute all human rights violations. 

Several thousand people have been arrested and while some have been released, others have allegedly been tortured before appearing in military courts, the experts said.  

Meanwhile some relatives still do not know the fate or whereabouts of their family members.  

“It is outrageous that those who are requesting information about their forcibly disappeared relatives are further subjected to reprisals and arrest”, the independent experts said. 

In an appeal to the authorities to end the ongoing suppression of political opposition – including the use of live ammunition without warning – the experts also called for the whereabouts of political opponents taken into detention.  

“We are urging the Government of Uganda to take all necessary measures to immediately stop the concealing of information concerning individuals arrested in the context of the general elections, a practice amounting to enforced disappearance, and reveal their fate and whereabouts”, they said. 

‘Flagrant’ tactics  

Highlighting the case of the prominent opposition leader and presidential candidate, 39-year-old actor Robert Kyagulanyi, known as Bobi Wine, the experts said that placing him under “arbitrary house arrest” at the start of the year was symptomatic of “flagrant suppression tactics…and the absence of due process of law”.  

The experts, who form part of the Human Rights Council, explained opposition leaders and their supporters have protested against alleged electoral irregularities and the prohibition of gatherings under the guise of preventing the spread of COVID-19.  

General elections were held on 14 January, and incumbent President Yoweri Museveni was declared the winner by the national Election Commission.  

Ahead of the vote, UN human rights office, OHCHR, reported numerous rights violations, including cases of arbitrary arrest, detention and torture. 

Curtailing freedoms 

At the same time, the interruption of internet services slowed the voting process and affected the counting of ballots. 

“The curtailing of freedom of press and media, the intimidation, ill-treatment and assaults of journalists covering the elections and especially the opposition is simply unacceptable”, the experts said.  

“The Government must provide immediate remedies and reparation to all the victims”, they underscored.  

Click here for the names of the experts who signed the statement.  

Special Rapporteurs and independent experts are appointed by the Geneva-based UN Human Rights Council to examine and report back on a specific human rights theme or a country situation. The positions are honorary and the experts are neither UN staff, nor are they paid for their work.

Distributed by African Media Agency (AMA) on behalf of UN News.

Source : African Media Agency (AMA)

The rights of refugees and asylum seekers who have fled Burundi for Tanzania must be respected, experts appointed by the UN Human Rights Council said on Tuesday in an appeal to authorities in both countries. 

NEW YORK, USA, April 14, 2021,-/African Media Agency (AMA)/-Burundi refugees have suffered violations such as arbitrary arrests and enforced disappearances, allegedly carried out by the Tanzanian police and intelligence services in cooperation with counterparts in their homeland, they reported. 

“In addition to the strict encampment policy imposed on them by the Government of Tanzania, Burundian refugees and asylum-seekers now live in fear of being abducted in the middle of the night by Tanzanian security forces and taken to an unknown location or being forcefully returned to Burundi,” the experts said in a statement. 

Hundreds of thousands of people fled Burundi for neighbouring countries following deadly clashes surrounding the 2015 presidential election.  While the worst of the violence has eased, the situation remains fragile, according to the UN refugee agency, UNHCR.  

Posing as refugees 

Nearly half of those who escaped, or around 150,000 people, are in Tanzania. The rights experts report that Burundian political opponents have allegedly been tracked among refugees and asylum-seekers there.  

Burundian intelligence agents, posing as refugees within the camps, are identifying specific individuals who are later arrested by Tanzanian security forces.  

“The Government of Burundi must stop its repression against its citizens including those seeking international protection in Tanzania,” they said. 

Forced disappearance, ‘voluntary return’ 

Burundian refugees have confirmed being taken by Tanzanian police and subjected to enforced disappearance and torture, before being forced to return home or to sign up for “voluntary return”.   

Some also were interrogated for their supposed affiliation with armed groups, or about their activities in the camps, and even asked for money in order to be released. 

“We are extremely alarmed by reports that some Burundian refugees have been killed after having been abducted by Tanzanian security forces”, the experts said, adding that fear has driven many refugees to return home. 

“It is extremely discouraging that since the Government announced in August 2020 that an investigation into the disappearances was underway no results have been made public yet,” the statement concluded. “The Government of Tanzania is aware of the situation and must take all necessary measures to immediately stop and remedy the violations.”  

UN experts’ role 

The 12 experts who issued the statement are mandated by the UN Human Rights Council to monitor specific thematic issues, including enforced or voluntary disappearances, arbitrary detention, and torture or other degrading punishment.   

They serve in their individual capacity and are neither UN staff, nor are they paid by the Organization.

Distributed by African Media Agency (AMA) on behalf of UN News.

Source : African Media Agency (AMA)

Achieving success is an intentional process that requires ambition, dedication, discipline, motivation, passion, and consistency. Every entrepreneur has no choice but to hold steadfastly to their dreams and visions, however, most fall out when challenges arise. 

Having successful mentors and few great words to guide you can positively impact the pace of your drive and push you to achieve the success that will not only benefit you but the world around you. Whether you need a motivational, inspiration, or a hard nudge in the right direction these 20 inspirational business quotes are sure to set off a chain of innovative ideas and keep you going in a successful direction.

1. “ Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma – which is living with the results of other people’s thinking. Don’t let the noise of other’s opinions drown out your inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.”

– Steve Jobs, Co-founder, Former CEO, Chairman Apple Inc.

2. “I knew that if I failed I wouldn’t regret that, but I knew the one thing I might regret is not trying.”

-Jeff Bezos, founder and CEO Amazon

3. “You just have to pay attention to what people need and what has not been done.”

– Russell Simmons, found Def Jam Records

4. “Make your product easier to buy than your competition, or you will find your customers buying from them, not you.”

-Mark Cuban

5. “Don’t take too much advice. Most people who have a lot of advice to give — with a few exceptions — generalize whatever they did. Don’t over-analyze everything.  I myself have been guilty of over-thinking problems. Just build things and find out if they work.”

– Ben Silbermann, founder Pinterest

6. “Nobody talks about entrepreneurship as survival, but that’s exactly what it is and what nurtures creative thinking. Running that first shop taught me business is not financial science; it’s about trading: buying and selling”

– Anita Roddick, founder The Body Shop

7. “If you want to be an entrepreneur, it’s not a job, it’s a lifestyle. It defines you. Forget about vacations, about going home at 6 pm – last thing at night you’ll send emails, first thing in the morning you’ll read emails, and you’’ wake up in the middle of the night. But it’s hugely rewarding as you’re fulfilling something for yourself.”

-Niklas Zennstrom, founder Skype and Kazaa

8. “It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.”

– Warren Buffett, chairman and CEO Berkshire Hathaway

9. “If you look to lead, invest at least 40% of your time managing yourself – your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers.” -Dee Hock

10. .“Chase the vision, not the money; the money will end up following you.”

– Tony Hsieh, CEO Zappos

11. “Before dreaming about the future or making plans, you need to articulate what you already have going for you – as entrepreneurs do.”

– Reid Hoffman, co-founder LinkedIn

12. “Be undeniably good. No marketing effort or social media buzzword can be a substitute for that.”

– Anthony Volodkin, founder Hype Machine

13. “Don’t worry about funding if you don’t need it. Today it’s cheaper to start a business than ever.”

– Noah Everett, founder Twitpic

14. “It’s more effective to do something valuable than to hope a logo or name will say it for you.”

– Jason Cohen, founder Smart Bear Software

15. The difference between a boss and a leader: a boss says ‘Go!’ – a leader says, ‘Let’s go!’.”

-E.M Kelly, U.S Army

16. “You can’t ask customers what they want and then try to give that to them. By the time you get it built, they’ll want something new.”

– Steve Jobs, founder, chairman and CEO Apple Inc.

17. “Hire character. Train skill.”

– Peter Schultz, founder and director GNF

18. “We are really competing against ourselves, we have no control over how other people perform.”

– Pete Cashmore, founder and CEO Mashable

19. “Always deliver more than expected.”

– Larry Page, co-founder Google

20. “Get big quietly, so you don’t tip off potential competitors.”

– Chris Dixon, co-founder and CEO Hunch

The post Words of great business owners to inspire you to success appeared first on Ghana Talks Business.

Ghana Talks Business

Source : African Media Agency (AMA)

La Nouvelle société civile congolaise (NSCC) invite le Premier ministre, Sama Lukonde à faire signer chaque membre du Gouvernement un contrat de performance et elle tient également à la mise en place dans son cabinet d’une cellule de suivi pour scruter les prestations de chacun d’eux. C’est ce qu’a affirmé son président, Jonas Tshombela, ce mardi 13 avril dans une correspondance.

La NSCC salue enfin la publication du Gouvernement après une longue attente. Au delà de tout, Jonas Tshombela, président de cette organisation de la Société Civile, attend des actes concrets d’autant plus qu’il n’y a plus d’embûches après la rupture FCC-CACH.

La grogne sociale ne cesse de battre son plein en RDC et le peuple ne pardonnera pas l’échec de cette équipe dite des « Warriors ».

« Ne dit-on jamais un bon arbre est reconnu par par ses fruits. Vos fruits sont attendus par le peuple en détresse. Plus d’obstacles et raisons désormais, vous n’avez pas droits à l’erreur. Aucun congolais ne pourra le pardonner en cas d’échec« , a-t-il souligné.

La NSCC, a salué la suppression du Ministère de la décentralisation dirigé par Azarias Ruberwa dans le Gouvernement Ilunkamba. Ce, après des consultations estampillées  » Union Sacrée » du Chef de l’État.

Cette organisation de la Société Civile annonce d’ores et déjà que sa cellule de surveillance de la gouvernance de la république tiendra sa première session ce week-end en vue de mettre en place la stratégie citoyenne de suivi et évaluation.

Le Gouvernement Sama Lukonde est composé de 56 membres soit 27 % des femmes et la moyenne d’âge est de 47 ans. Le renouvellement est de mise avec 80 pourcent de nouvelles têtes. Lors de son point de presse, Sama pour ses nombreuses priorités, a surfé notamment sur le social, la sécurité et le scrutin.

Gloire BATOMENE

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Source: Matininfos

Source : African Media Agency (AMA)

La vaccination contre le coronavirus sera lancée le lundi 19 avril prochain. Le vaccin Astrazaneca sera bel et bien utilisé à Kinshasa. Cette décision a été prise ce mardi 13 avril au cours d’une réunion de la Task force présidentielle contre la covid-19 dirigée par le Chef de l’État, Félix-Antoine Tshisekedi.

La Task force tient à rassurer la population que le vaccin Astrazaneca déjà disponible en RDC ne présente aucun inconvénient sur la population.

Ce, quand bien même une bonne partie des gentilés de Kinshasa, a boudé qu’elle soit utilisée après voir vu certaines conséquences de Astrazaneca en Europe. Le cas de thrombose a été constaté chez certains patients après avoir reçu ce vaccin.

Gloire BATOMENE

L’article Coronavirus-Kinshasa : la vaccination sera lancée le 19 avril prochain est apparu en premier sur Matininfos.NET – Information de la RDC en toute impartialité.

Source: Matininfos

Source : African Media Agency (AMA)

Le couvre-feu à Kinshasa débutera dorénavant à 22h et ira jusqu’à 4 heures du matin. En revanche dans d’autres provinces où la courbe de la pandémie de coronavirus est vraiment descendante, cette mesure a été levée. Cette décision a été prise lors d’une réunion de la task force présidentielle contre la Covid-19 dirigée par le Chef de l’État, Felix-Antoine Tshisekedi, ce mardi 13 avril.

Initialement prévu de 21h à 5h, le couvre-feu à Kinshasa est repoussé de 22 heures à 4h.

La courbe épidémiologique descendante dans la capitale justifierait cette décision. Dans d’autres provinces, le couvre-feu a été complètement levé.

C’est une heure de plus pour les Kinoises et Kinois. Depuis le 10 mars 2020 où le coronavirus a été déclaré en RDC, on compte plus de 28.000 cas, au moins 25.000 guéris et plus de 700 morts.

Gloire BATOMENE

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Source: Matininfos

Source : African Media Agency (AMA)

Après la publication officielle du gouvernement Sama Lukonde ce lundi 12 avril, les réactions ne cessent de flouer de par tout. Cette fois, c’est le tour de Ferdinand Kambere, Secrétaire Permanent Adjoint du Parti du Peuple pour la Reconstruction et le Développement PPRD, qui a réagi en déplorant les différentes irrégularités dans lesquelles ce gouvernement a été construit.

 »Nous saluons l’avènement de ce gouvernement, mais déplorons du fait que c’est un fruit d’un processus entaché de plusieurs irrégularités et qui est venu tardivement alors que la population avait besoin des solutions, la situation socio-économique du pays est désastreuse », indique ce haut cadre du parti cher à l’ancien président de la République, Joseph Kabila au téléphone de Matininfos.net.

Toutefois, l’élu de la ville de Kinshasa revient sur les principes de base d’une coalition pour arriver à instituer un gouvernement, avant d’exprimer ses craintes.

 »Nous craignons beaucoup que ce gouvernement qui n’est soutenu d’aucun accord de coalition ne puisse être instable. Ils parlent d’une nouvelle majorité parlementaire, mais est ce qu’on peut parler d’une coalition sans accord?« , s’est-il exclamé.

Pour lui,  »dans des conditions pareilles, il est difficile d’avoir un gouvernement qui peut rassurer tout le monde ».

En rappel, c’est depuis le 15 février dernier que Sama Lukonde était nommé premier ministre en remplacement à Sylvestre Ilunga Ilunkamba qui avait démissionné.

Jules Ninda

L’article Gouvernement Sama : Ferdinand Kambere dénonce les irrégularités et donne une leçon est apparu en premier sur Matininfos.NET – Information de la RDC en toute impartialité.

Source: Matininfos

Source : African Media Agency (AMA)

Le gouverneur de la province de l’Ituri Jean Bamanisa Saidi vient d’être destitué pour la seconde fois par une motion de censure votre contre lui par les élus de cette province ce mardi 13 avril 2021.

Sur un total de 41 députés provinciaux dans la salle, 33 ont voté pour la motion contre 8 qui ont voté contre.

Cette motion de censure qui vient de faire tomber le gouverneur Bamanisa et son équipe gouvernementale a été initiée par l’honorable Masumbuko élu du territoire d’Irumu et doivent démissionner dans les 48heures qui suivent.

Il faut rappeler que le gouverneur avait déjà été déchu au cours de la même mandature et réhabilité par le ministère de l’intérieur et sécurité.

Jules Ninda

L’article Ituri : Le gouverneur Jean Bamanisa éjecté pour une deuxième fois! est apparu en premier sur Matininfos.NET – Information de la RDC en toute impartialité.

Source: Matininfos

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Le président du Parti Travailliste ( PT), Steve Mbikayi n’a pas digéré son absence au sein du Gouvernement de l’Union sacrée, rendu public le lundi 12 avril. Il a laissé entendre sur Twitter, ce mardi 13 avril, que cette injustice mérite une réparation et qu’il a seulement perdu une bataille et non la guerre.

A chaque sortie du Gouvernement en RDC, il y a des heureux promus d’un côté et des frustrés de l’autre.

Steve Mbikayi voit d’un mauvais œil son absence et des membres de sa formation politique dans l’actuel Exécutif national.

« Gouvernement de l’Union Sacrée. Un parti politique( PT )qui a 5 députés,1% des députés à l’Assemblée nationale où aucun parti n’a 10 % ne peut être totalement absent dans un Gouvernement issu de cette Assemblée nationale. Cette injustice mérite réparation. Face au dribbleur national,le Parti Travailliste, a perdu une bataille mais pas la guerre« , a-t-il tweeté.

Cette équipe dirigée par Sama dénommée  » Les Warriors » compte 56 membres soit 80 pourcent de nouvelles têtes, 27 pourcent des femmes.

Gloire BATOMENE

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Source : African Media Agency (AMA)

Depuis le début de l’épidémie déclarée le 10 mars 2020, le cumul des cas est de 28.665 dont 28.664 cas confirmés et 1 cas probable. Au total, il y a eu 745 décès  et 25.841 personnes guéries.        

• 54 nouveaux cas confirmés, dont 18 à la Tshopo, 17 au Nord-Kivu, 16 à Kinshasa, 2 au Kongo Central et 1 en Ituri ;
• 305 échantillons testés ;
• Aucun nouveau décès parmi les cas confirmés ;
• Aucune nouvelle personne n’est sortie guérie dans les CTCo, ni parmi les personnes suivies à domicile (Zones de santé).

1. Kinshasa     :     20.432 cas ;
2. Nord-Kivu    :     2.192 cas ;
3. Haut-Katanga     :    1.911 cas ;
4. Kongo Central    :    1.663 cas ;
5. Sud-Kivu     :     894 cas ;
6. Lualaba    :    830 cas ;
7. Ituri         :     281 cas ;
8. Tshopo    :    143 cas ;
9. Haut-Uélé    :    106 cas ;
10. Equateur    :    62 cas ;
11. Maniema    :    42 cas ;
12. Nord-Ubangi    :    40 cas ;
13. Kasaï Central    :    17 cas ;
14. Kwilu         :     9 cas ;
15. Sud-Ubangi    :    7 cas ;
16. Tanganyika    :    7 cas ;
17. Kasaï  Oriental    :    7 cas ;
18.  Bas-Uélé    :    6 cas ;
19. Kwango    :    5 cas ;
20. Kasaï        :    4 cas ;
21. Tshuapa    :    3 cas ;
22. Maï-Ndombe    :    2 cas ;
23. Haut-Lomami    :    1 cas.

/!\ Les données présentées dans ce tableau sont susceptibles de changer ultérieurement, après investigations approfondies et après redistribution des cas et décès dans leurs zones de santé respectives.

L’article RDC/Covid-19 : 54 nouveaux cas confirmés lundi est apparu en premier sur Matininfos.NET – Information de la RDC en toute impartialité.

Source: Matininfos

Source : African Media Agency (AMA)

Pope Francis has made no secret of his intention to radically reform the administrative structures of the Catholic church, which he regards as insular, imperious, and bureaucratic. He understands that in a hyper-kinetic world, inward-looking and self-obsessed leaders are a liability.

The Pope addressed the leaders of the Roman Curia — the Cardinals and other officials who are charged with running the church’s byzantine network of administrative bodies. The Pope’s message to his colleagues was blunt. Leaders are susceptible to an array of debilitating maladies, including arrogance, intolerance, myopia, and pettiness. When those diseases go untreated, the organization itself is enfeebled. To have a healthy church, we need healthy leaders.

Through the years, I’ve heard dozens of management experts enumerate the qualities of great leaders. Seldom, though, do they speak plainly about the “diseases” of leadership. The Pope is more forthright. He understands that as human beings we have certain proclivities — not all of them noble. Nevertheless, leaders should be held to a high standard, since their scope of influence makes their ailments particularly infectious.

The Catholic Church is a bureaucracy: a hierarchy populated by good-hearted, but less-than-perfect souls. In that sense, it’s not much different than your organization. That’s why the Pope’s counsel is relevant to leaders everywhere.

With that in mind, I spent a couple of hours translating the Pope’s address into something a little closer to corporate-speak. (I don’t know if there’s a prohibition on paraphrasing Papal pronouncements, but since I’m not Catholic, I’m willing to take the risk.)

Herewith, then, the Pope (more or less):

____________________

The leadership team is called constantly to improve and to grow in rapport and wisdom, in order to carry out fully its mission. And yet, like any body, like any human body, it is also exposed to diseases, malfunctioning, infirmity. Here I would like to mention some of these “[leadership] diseases.” They are diseases and temptations which can dangerously weaken the effectiveness of any organization.

 #1 The disease of thinking we are immortal, immune, or downright indispensable, [and therefore] neglecting the need for regular check-ups.

A leadership team which is not self-critical, which does not keep up with things, which does not seek to be more fit, is a sick body. A simple visit to the cemetery might help us see the names of many people who thought they were immortal, immune, and indispensable! It is the disease of those who turn into lords and masters, who think of themselves as above others and not at their service. It is the pathology of power and comes from a superiority complex, from a narcissism which passionately gazes at its own image and does not see the face of others, especially the weakest and those most in need. The antidote to this plague is humility; to say heartily, “I am merely a servant. I have only done what was my duty.”

 #2   Another disease is excessive busyness.

It is found in those who immerse themselves in work and inevitably neglect to “rest a while.” Neglecting needed rest leads to stress and agitation. A time of rest, for those who have completed their work, is necessary, obligatory and should be taken seriously: by spending time with one’s family and respecting holidays as moments for recharging.

#3 Then there is the disease of mental and [emotional] “petrification.”

It is found in leaders who have a heart of stone, the “stiff-necked;” in those who in the course of time lose their interior serenity, alertness and daring, and hide under a pile of papers, turning into paper pushers and not men and women of compassion. It is dangerous to lose the human sensitivity that enables us to weep with those who weep and to rejoice with those who rejoice! Because as time goes on, our hearts grow hard and become incapable of loving all those around us. Being a humane leader means having the sentiments of humility and unselfishness, of detachment and generosity.

 #4 The disease of excessive planning and of functionalism.

When a leader plans everything down to the last detail and believes that with perfect planning things will fall into place, he or she becomes an accountant or an office manager. Things need to be prepared well, but without ever falling into the temptation of trying to eliminate spontaneity and serendipity, which is always more flexible than any human planning. We contract this disease because it is easy and comfortable to settle in our own sedentary and unchanging ways.

 #5 The disease of poor coordination.

Once leaders lose a sense of community among themselves, the body loses its harmonious functioning and its equilibrium; it then becomes an orchestra that produces noise: its members do not work together and lose the spirit of camaraderie and teamwork. When the foot says to the arm: ‘I don’t need you,’ or the hand says to the head, ‘I’m in charge,’ they create discomfort and parochialism.

 #6 There is also a sort of “leadership Alzheimer’s disease.”

It consists in losing the memory of those who nurtured, mentored and supported us in our own journeys. We see this in those who have lost the memory of their encounters with the great leaders who inspired them; in those who are completely caught up in the present moment, in their passions, whims and obsessions; in those who build walls and routines around themselves, and thus become more and more the slaves of idols carved by their own hands.

#7 The disease of rivalry and vainglory.

When appearances, our perks, and our titles become the primary object in life, we forget our fundamental duty as leaders—to “do nothing from selfishness or conceit but in humility count others better than ourselves.” [As leaders, we must] look not only to [our] own interests, but also to the interests of others.

#8 The disease of existential schizophrenia.

This is the disease of those who live a double life, the fruit of that hypocrisy typical of the mediocre and of a progressive emotional emptiness which no [accomplishment or] title can fill. It is a disease which often strikes those who are no longer directly in touch with customers and “ordinary” employees, and restrict themselves to bureaucratic matters, thus losing contact with reality, with concrete people.

 #9 The disease of gossiping, grumbling, and back-biting.

This is a grave illness which begins simply, perhaps even in small talk, and takes over a person, making him become a “sower of weeds” and in many cases, a cold-blooded killer of the good name of colleagues. It is the disease of cowardly persons who lack the courage to speak out directly, but instead speak behind other people’s backs. Let us be on our guard against the terrorism of gossip!

 #10 The disease of idolizing superiors.

This is the disease of those who court their superiors in the hope of gaining their favor. They are victims of careerism and opportunism; they honor persons [rather than the larger mission of the organization]. They think only of what they can get and not of what they should give; small-minded persons, unhappy and inspired only by their own lethal selfishness. Superiors themselves can be affected by this disease, when they try to obtain the submission, loyalty and psychological dependency of their subordinates, but the end result is unhealthy complicity.

#11 The disease of indifference to others.

This is where each leader thinks only of himself or herself, and loses the sincerity and warmth of [genuine] human relationships. This can happen in many ways: When the most knowledgeable person does not put that knowledge at the service of less knowledgeable colleagues, when you learn something and then keep it to yourself rather than sharing it in a helpful way with others; when out of jealousy or deceit you take joy in seeing others fall instead of helping them up and encouraging them.

 #12 The disease of a downcast face.

You see this disease in those glum and dour persons who think that to be serious you have to put on a face of melancholy and severity, and treat others—especially those we consider our inferiors—with rigor, brusqueness and arrogance. In fact, a show of severity and sterile pessimism are frequently symptoms of fear and insecurity. A leader must make an effort to be courteous, serene, enthusiastic and joyful, a person who transmits joy everywhere he goes. A happy heart radiates an infectious joy: it is immediately evident! So a leader should never lose that joyful, humorous and even self-deprecating spirit which makes people amiable even in difficult situations. How beneficial is a good dose of humor! …

#13 The disease of hoarding.

This occurs when a leader tries to fill an existential void in his or her heart by accumulating material goods, not out of need but only in order to feel secure. The fact is that we are not able to bring material goods with us when we leave this life, since “the winding sheet does not have pockets” and all our treasures will never be able to fill that void; instead, they will only make it deeper and more demanding. Accumulating goods only burdens and inexorably slows down the journey!

 #14 The disease of closed circles, where belonging to a clique becomes more powerful than our shared identity.

This disease too always begins with good intentions, but with the passing of time it enslaves its members and becomes a cancer which threatens the harmony of the organization and causes immense evil, especially to those we treat as outsiders. “Friendly fire” from our fellow soldiers, is the most insidious danger. It is the evil which strikes from within. As it says in the bible, “Every kingdom divided against itself is laid waste.”

 #15 Lastly: the disease of extravagance and self-exhibition.

This happens when a leader turns his or her service into power, and uses that power for material gain, or to acquire even greater power. This is the disease of persons who insatiably try to accumulate power and to this end are ready to slander, defame and discredit others; who put themselves on display to show that they are more capable than others. This disease does great harm because it leads people to justify the use of any means whatsoever to attain their goal, often in the name of justice and transparency! Here I remember a leader who used to call journalists to tell and invent private and confidential matters involving his colleagues. The only thing he was concerned about was being able to see himself on the front page, since this made him feel powerful and glamorous, while causing great harm to others and to the organization.

Friends, these diseases are a danger for every leader and every organization, and they can strike at the individual and the community levels.

____________________

So, are you a healthy leader? Use the Pope’s inventory of leadership maladies to find out. Ask yourself, on a scale of 1 to 5, to what extent do I . . .

    Feel superior to those who work for me?
    Demonstrate an imbalance between work and other areas of life?
    Substitute formality for true human intimacy?
    Rely too much on plans and not enough on intuition and improvisation?
    Spend too little time breaking silos and building bridges?
    Fail to regularly acknowledge the debt I owe to my mentors and to others?
    Take too much satisfaction in my perks and privileges?
    Isolate myself from customers and first-level employees?
    Denigrate the motives and accomplishments of others?
    Exhibit or encourage undue deference and servility?
    Put my own success ahead of the success of others?
    Fail to cultivate a fun and joy-filled work environment?
    Exhibit selfishness when it comes to sharing rewards and praise?
    Encourage parochialism rather than community?
    Behave in ways that seem egocentric to those around me?

As in all health matters, it’s good to get a second or third opinion. Ask your colleagues to score you on the same fifteen items. Don’t be surprised if they say, “Gee boss, you’re not looking too good today.” Like a battery of medical tests, these questions can help you zero in on opportunities to prevent disease and improve your health. A Papal leadership assessment may seem like a bit of a stretch. But remember: the responsibilities you hold as a leader, and the influence you have over others’ lives, can be profound. Why not turn to the Pope — a spiritual leader of leaders — for wisdom and advice?

Source: HBR

The post The 15 Diseases of Leadership, according to Pope Francis appeared first on Ghana Talks Business.

Ghana Talks Business

Source : African Media Agency (AMA)

A logo is a combination of text and imagery that convey the name of your business and creates a visual symbol that represents your vision. A good logo communicates your business quality and values which foster brand loyalty.

A logo is a company’s first introduction to consumers hence, your company’s chance to make a solid first impression. Several brands have been able to make that solid first impression and have a fascinating story behind it. For this reason, we are looking at some top food and beverage brand logos with their origin stories and meaning.

#1 Coca-Cola

Coca-Cola is a top beverage brand. It has been established as a world-famous and beloved beverage brand across the globe. Coca-Cola brings ‘happiness in a bottle’ and is enjoyed in 200 countries consuming a rate of 1.7 billion servings a day. The Coca-Cola Company with its headquarters based in Atlanta Georgia produces more than 2,800 other products that are enjoyed across the globe.

The Coca-Cola drink was originated in the year 1886 by the Atlanta Pharmacist Dr. John Pemberton but it was his partner and bookkeeper, Frank M. Robinson that came up with the name Coca-Cola and suggested that “the two Cs would look well in advertising”.

The earliest version of the logo was a simple handwritten Serif font of Coca-Cola. The logo soon evolved to a font type known as ‘Spencerian’ and would later move from a black and white typeface to a red and white type face.
The evolution of the Coca Cola logo

Red is a powerful colour that evokes excitement, passion, energy, and happiness which Coca-Cola reflects.

#2 Pepsi

Pepsi is another top beverage brand and Coca-Cola’s long-standing competitor. It’s been around for over 100 years. Pepsi was created in 1893 by Caleb Bradham in his Drug Store in New Bern, North Carolina. The original name of the Pepsi drink was called “Brad’s Drink” named after himself. The beverage was made up of a mix of sugar, water, caramel, lemon oil, nutmeg, and cola nuts.

On August 28th, 1898, Brad’s Drink was renamed Pepsi after the pepsin enzyme, one of the main ingredients of his drink. Bradham believed that his drink was a “healthy” cola that helped with digestion.
In 1903, Caleb Bradham formulated the logo for his beverage. It was the word “Pepsi Cola” in red hand-written font, with the letters P and C linked with each other. In 2008, Pepsi dolled out US$1 million for a new logo with embedded symbolic meaning.

The logo features three parts, a red top half, blue bottom half, separated by a wavy white line which creates a smile effect. The design represents the earth’s magnetic field, feng shui, Pythagoras geodynamics, the theory of relativity, and the golden ratio. The logo is also said to reference the Parthenon and the Mona Lisa.

Also, the Pepsi logo represents the “gravitational pull” of a can of Pepsi on a supermarket shelf.
The obscure symbolism of the logo was meant to add a more stunning appeal to the brand and stir up an emotional bond with customers.

The evolution of the Peps logo

#3 KFC

Kentucky Fried Chicken (KFC ) is a top food brand and a fast-food chain since the 1950s with over 20,000 restaurants all around the world. The iconic logo of KFC features a man which can be viewed miles away. So, who’s the man? The man is Colonel Harland Sanders, founder of the KFC company. Colonel Harland Sanders was born in 1890 and grew up on a farm near Louisville, Kentucky. Sanders began selling fried chicken from his restaurant in 1930.

The original KFC logo was created by Lippincott & Margulies in 1952 with Colonel Sanders having a more serious expression that did not radiate warmth and had no welcoming approach. The logo was also in black and white with the inscription “Kentucky Fried Chicken” by the image of Colonel Sanders.
In 1978 Lippincott & Margulies gave Colonel Sanders a new facelift. Colonel Sanders had a warmth to his smile and a much more neat hairstyle.

In 1991, Colour was added to the KFC logo to give it a more lively image with the name Kentucky Fried Chicken abbreviated to “KFC.” It’s been said that the company wanted to get rid of the “Fried” in their name which had the connotation of unhealthy food.
The evolution of the KFC logo

#4 Nestlé

Founded in 1866, Nestlé is one of the top food and beverage brands in the world if not the largest. Henri Nestlé, the company’s founder, worked as an assistant to a local pharmacist early in his career. An innovator by nature, Henri was trained in science and chemistry. In 1867, Henri Nestlé produced a nutritious combination of milk, wheat, and sugar. This cereal was so nutritious that it saved the life of a child. He called it Farine lactee (‘flour with milk’).

In 1868, the first Nestlé logo was created upon his family’s coat of arms which featured a single bird sitting on a nest. Henri Nestlé added three young birds to the adapted family coat of arms with the young birds being fed by a mother. This created a visual link between his name and his company’s infant cereal products. The logo was also a play of his family name Nestlé which means ‘nest’ in German. He began using the image as a trademark in 1868. Nestlé has modified its logo at least six times throughout its more than 150-year history.

#5 Pizza Hut

Two brothers Dan and Frank Carney founded Pizza Hut in Wichita, Kansas in 1958. While in college, they borrowed $600 from their mother to convert a 600-square foot bar into a pizzeria. The sign on the bar had room for only 8 letters so the brothers came up with a name that could fit into the sign and thus, Pizza Hut was born.

The first logo was also introduced in 1958 which only featured the brand name in a simple sans serif typeface. The brothers later noticed the corporate branding of their rival Shakey’s Pizza and decided it was time to improve on their logo. The brothers contracted a renowned architect who built a mansard roof shape for their store which inspired their logo. The Pizza Hut logo was in use from 1967 to 1999. The logo went through further changes till what you see today.

The use of red in the Pizza Hut logo symbolizes freshness and passion, whereas the yellow color stands for richness, taste, and joy.
The current advertising slogan, “Make it great”, was introduced in 2012.
The evolution of the Pizza Hut Logo

Lessons
When designing a logo for your food and/or beverage brand, meaning, symbolism and attractiveness are everything as it is the first impression you will make on your customer. Ask yourself these questions…

• What feelings do I intend to invoke when customers see my logo?
• What is the narrative I am telling?
• Does my logo represent the brand I envision?
• What are the right colours to use to help make the intended impact with my logo?

For instance, by using the red colour in its logo design, Coca-Cola invokes passion, excitement and love for its products.

The post Top 5 food and beverage brand logos; meaning, origins and lessons. appeared first on Ghana Talks Business.

Ghana Talks Business

Source : African Media Agency (AMA)

12 April (15:00 GMT) Role and Responsibilities of African Intellectuals.
Building on a long tradition of Pan-African engagement, the panel will reflect on how this time of profound crisis can be seized to rethink a change of direction for Africa and the world, in ways that can radically break with prevailing orthodoxies and help imagine a new future. Speakers for this session include Boubacar Boris Diop; Issa Shivji; Adame Ba Konaré; Elisio Macamo; Firoze Manji 

13 April (15:00 GMT) Africa in the Global (dis)Order.In a world whereby every region and great power has a vision of its status in the world, and an understanding of how Africa can help them achieve their vision, what should be a vision for Africa from Africa and Africans themselves? Speakers for this session include Abdoulaye Bathily; Siba Grovogui; Samson Okoth Opondo; Scarlett Cornelissen; Ismail Rashid, Lina Benabdallah 1

4 April (15:00 GMT) Whither Pan-Africanism?At the time of African independences, the political unity of the continent was perceived by pan-Africanist political and intellectual leaders such as Kwame Nkrumah and Cheikh Anta Diop as the alternative to, and a bulwark against neo-colonialism and political fragmentation. At a time of resurgence of various forms of imperialism, how do we put the pan-Africanist agenda back at the center of the priorities of African societies and popular struggles? Speakers for this session include Theophile Obenga, Odile Tobner; Amzat Boukari-Yabara, Lewis Gordon, David Anthony III 

15 April (15:00 GMT) Rethinking African economic development through and beyond Covid-19The COVID-19 pandemic exposed the continent’s structural dependency on the global economy. It makes urgent the need for the continent to locally produce all essential goods and services, including basic food products and essential medicines through the mobilisation of local funding. How can the continent best manage the transition the world going through? How can economic structures, economic policy instruments and economic policies be rethought to better reorganize the production and an equitable distribution of resources? Speakers for this session include Fadhel Kaboub, Carlos Nuno Castel-Branco, Lyn Ossome, Nnimmo Bassey, Souad Aden-Osman 

16 April (15:00 GMT) The Role of African Languages in Social TransformationIn the dynamics of reconfiguring a grammar of pan-African imaginaries, the neglect of African languages is a challenge that needs to be overcome. How can the teaching and use of African languages be rethought to meet the demand for collective autonomy? More broadly, how can we rethink the inherited colonial education system and its epistèmê in order to make better use of endogenous knowledge in schools and university curricula? Speakers for this session include Ngugi Wa Thiong’o, Boubacar Boris Diop, Ramanga Osotsi, Ezra Alberto Chambal Nhampoca. 

17 April (15:00 GMT) Harnessing the potential of Science, Technology and Endogenous Knowledge.The health crisis has revealed the need for a comprehensive understanding of science in its many forms. The panel will reflect on how African scientists can participate in the collective effort to overcome the COVID-19 pandemic, but also how to strengthen medical and pharmaceutical research capacity and health care on the continent. It will reflect more generally on how Africa can integrate imported and African techniques and technologies alongside non-formalized knowledge including medicinal practices in the search for the development of solutions adapted to African contexts. Speakers for this session include Ameenah Gurib-Fakim; Raphaël Eklu-Natey; Ramadjita Tabo; Lul P. Riek; Mariam Mayet

Source : African Media Agency (AMA)

• The Collective for the Renewal of Africa (CORA) is a Pan-African intellectual collective of over 100 writers, scholars from the social and natural sciences, medical doctors and artists from across Africa and the diaspora.
• CORA will commemorate its launch with a series of six conversations from 12-17 April identifying the role and responsibilities of African intellectuals across the political, social, cultural and economic policy areas.

DAKAR, Senegal, April 12, 2021 -/African Media Agency(AMA)/- Today, a Pan-African intellectual collective of over 100 writers, scholars from the social and natural scientists, medical doctors and artists from across Africa and the diaspora launch the Collective for the Renewal of Africa (CORA) with a series of six conversations from 12-17 April starting at 15:00 GMT each day. CORA is a global Pan-African intellectual collective that reflects the great regional and linguistic diversity of the continent and its diaspora.

The series of six conversations to commemorate CORA’s launch will see an all-African speaker line-up identifying the role and responsibilities of African intellectuals across political, social, cultural and economic policy areas. Speakers include: Senegalese novelist, journalist and screenwriter, Boubacar Boris Diop; Biodiversity scientist and 6th President of Mauritius, Ameenah Gurib-Fakim; Former First Lady of the Malian Republic, historian and writer, Adame Ba Konaré; Kenyan writer and academic, Ngugi Wa Thiong’o; Tanzanian author and academic, Issa Shivji, Professor of political science, Scarlett Cornelissen; President of the Global Institute for Sustainable Prosperity, Fadhel Kaboub; Professor emeritus in the Africana Studies Center Theophile Obenga; Author of the African Pharmacopoeia, Raphael Eklu-Natey; and many others.

They will discuss the following themes: The Role & Responsibility of African Intellectuals, Africa in the Global (Dis)order, Pan-Africanism; Rethinking African Economic Development Through and Beyond Covid-19, The Role of African Languages in Social Transformation, and Harnessing the Potential of Science, Technology and Endogenous Knowledge.

For CORA members, the challenge for Africa is no less than the restoration of its intellectual freedom and a capacity to create – without which no sovereignty is conceivable. It is to break with the outsourcing of its sovereign prerogatives, to reconnect with local configurations, to break with sterile imitation, to adapt African and imported science, technology and research to its context, to elaborate institutions on the basis of its specificities and resources, to adopt an inclusive governance framework and endogenous development, to create value in Africa in order to reduce its systemic dependence.

In response, CORA will foster a culture of solidarity, constructive exchange and active participation amongst African intellectuals; it will produce quality research, and recommend results, as well as support their implementation. The Collective will also act as a sentinel with regards to the prevailing situations of the African continent and its institutions. It will support meaningful change by making available innovative ideas and expert knowledge in service of African societies.

“Most states in Africa have had formal independence for over sixty years without any real sovereignty over the economic structures, the use of their resources, the terms of exchange in the global economy and the possibility therefore to provide decent living conditions to their societies. Africa can only recover political initiative when its material, intellectual and cultural resources are no longer dilapidated to support the development of others but rather invested in building egalitarian, healthy and dignified societies. We are therefore calling for a second independence” says Dr Amy Niang, a founding member of the collective.

Last year, the collective published an open letter to urge the continent’s leaders to use the coronavirus pandemic crisis as an opportunity to spur ‘radical change’. Beyond the open letter, CORA made a collective commitment to gather Africa’s intellectual resources in the development of knowledge that stimulates progress and supports tangible autonomy. An autonomy constructed on a capacity of Africans to think for themselves, to decide their own model of development, to determine their forms of governance, and to frame the terms of Africa’s engagement in the global system.

CORA is pleased to partner with the Coalition for Dialogue on Africa (CoDA), the Open Society Initiative for West Africa (OSIWA) the Economic, Social & Cultural Council (of the African Union) (ECOSOCC), and The Rosa Luxemburg Foundation as partner institutions for its launch event series.

Distributed by African Media Agency (AMA) on behalf of The Collective for the Renewal of Africa (CORA).

About the Collective for the Renewal of Africa (CORA)
The Collective for the Renewal of Africa (CORA) is a Pan-African intellectual collective of over 100, social and natural scientists, historians, writers, medical doctors and artists from across Africa and the diaspora. The collective is dedicated to promoting African knowledge and innovative thinking through the production of quality research, and to influencing positive change within African nations and in service of African societies.

For Press Enquiries contact:
Uzoamaka Madu
Press Contact
hello@whatsinitforafrica.com

Contact CORA 
Email: cora@corafrika.org[UM1] 
Website: www.corafrika.org

Source : African Media Agency (AMA)

Après un long moment d’attente, le gouvernement de l’Union Sacrée de la Nation (USN) a été rendu public ce lundi 12 avril 2021. L’ordonnance présidentielle nommant ce gouvernement dit de « Warriors » a été e lue par le porte-parole du Président de la république, Kasongo Mwema, depuis le Palais de la nation.

Voici  la composition du nouveau gouvernement de la République démocratique du Congo (RDC) :

Représentativité féminine: 27%; Moyenne d’age: 47 ans; Nouvelle figures: 80%. Les priorités: Sécurité, Santé, Enseignement, Justice, Agriculture, Pêche & Élevage, Economie, Processus électoral, Infrastructure, Numérique. 

Vice-Premiers Ministres

VICE-PREMIER MINISTRE, MINISTRE DE L’INTÉRIEUR, SÉCURITÉ, ET AFFAIRES COUTUMIÈRES: Me Daniel Aselo Okitakoy

VICE-PREMIER MINISTRE, MINISTRE DU BUDGET: Aimé Boji

VICE-PREMIER MINISTRE, MINISTRE DE LA FONCTION PUBLIQUE : Jean-Pierre Lihau

VICE-PREMIER MINISTRE, MINISTRE DE L’ENVIRONNEMENT : Ève Bazaiba

Ministres d’Etat

Portefeuille: Adèle Kahinda
Plan: Mwando Nsimba
Développement rural : François Rubota
Entreprenariat: Eustache Muhanzi
Aménagement du territoire : Guy Loando

Ministres

MINISTRE DE LA SANTÉ: Mbungani Jean-Jacques
MINISTRE DES Finances : Nicolas Kazadi
MINISTRE DES MÉDIAS : Patrick Muyaya
MINISTRE DES TRANSPORTS ET VOIES DE COMMUNICATION :Chérubin Okende
Défense : Gilbert Kabanda
MINISTRE EPST : Muaba Kazadi
MINISTRE agriculture : Nzinga Désiré
MINISTRE Pêche : Bokele Adrien
MINISTRE ÉCONOMIE: Justin MARIE KALUMBA
Industrie : Julien Paluku
MINISTRE INTÉGRATION RÉGIONALE : Didier
Recherche scientifique: José Mpanda
Hydrocarbures : Didier Budimba
Postes: Kibassa
Numérique : Eberande Kolongele
Affaires foncières : Sakombi Moyen-Orient
Ressources hydrauliques et Électricité : Muenze
Droits humains : Albert Fabrice Puela
Genre et Famille: Ndaya Gisèle
Commerce extérieur : Jean Lucien Busa
Mines : Antoinette N’Samba
affaires sociales : Modeste Mutinga
Ministres délégués
MINISTRE CHARGÉE DES PERSONNES VIVANT AVEC HANDICAPE: Irène Esambo
MINISTRE AUPRÈS DU : MINISTRE DE L’INTÉRIEUR:
MINISTRE PRÈS LE PRÉSIDENT DE LA RÉPUBLIQUE: Namwanila Kiyumb
MINISTRE AUPRÈS DU MINISTRE DE LA DÉFENSE:
MINISTRE PRÈS LE PREMIER MINISTRE:
Commerce Extérieur : Lussac
Mines: Antoinette N’Samba
affaires sociales : Modeste Mutinga
Formation professionnelle : Kipulu Antoinette
Jeunesse: Yves Bunkulu
Sport : Tshembo
Culture : Furaha Catherine
Près le Président : Nana
DÉLÉGUÉ personnes vivant avec HANDICAP: Esambo Diata Irène

Vice-Ministres

VICE-MINISTRE Budget: Élyse Makoso
ESPT : Aminata Namasiya
Finances : Oblige Nsele
VICE-MINISTRE DE LA COOPÉRATION : Molipe

L’article RDC : Voici la liste du gouvernement Sama Lukonde est apparu en premier sur Matininfos.NET – Information de la RDC en toute impartialité.

Source: Matininfos

Source : African Media Agency (AMA)

Après une longue attente, le gouvernement Sama Lukonde a été, enfin, publié ce lundi 12 avril. La publication de ce gouvernement des « Warriors » a connu plusieurs reports. Ce qui a alimenté les débats dans les milieux politiques où chaque camp rejetait la responsabilité de blocage sur l’autre. A en croire l’ordonnance rendu publique cet après-midi, la représentativité féminine est de 27%, avec une moyenne d’âge de 47 ans et 80% de nouvelles figures.

Le nouveau gouvernement devra, très vite, faire face à une crise économique persistante. L’État dispose l’équivalent en devises de deux semaines d’importations de biens et services, c’est très peu. Le taux de change de 2 000 francs congolais pour un dollar pèse énormément sur le pouvoir d’achat des Congolais. Or, pour venir à nouveau en aide à la RDC, des bailleurs comme le FMI et la Banque mondiale attendent des signes forts d’amélioration de la gestion.

Autre défi, la sécurité des populations. Les morts s’accumulent dans l’est, l’insécurité s’installe dans presque toutes les grandes villes. Dans les provinces de l’Est, la société civile manifeste, depuis près d’une semaine, contre la MONUSCO. A tort ou à raison, la plus grande mission Onusienne dans le monde est accusée de passivité, sinon de complicité dans les massacres qui s’y opèrent par des groupes armés étrangers.

Mais au sein de l’Union sacrée, comme dans l’opposition, ce qui est surtout attendu, ce sont les réformes électorales. Avec déjà en tête les élections de 2023 et le risque que cela suscite des nouvelles tensions politiques.

Or, pour préparer les prochaines échéances électorales, il faut accélérer le processus des réformes longtemps réclamées, notamment les modalités de désignation des animateurs de la Céni ainsi que la garantie d’indépendance de ces derniers pour assurer la dépolitisation de la centrale électorale.

Une longue attente…

Nommé le 15 février dernier après un long suspense, Jean-Michel Sama Lukonde Kyenge, 43 ans, a entrepris des consultations avec l’ensemble des formations politiques et forces vives de la nation. Le succeseur de Sylvestre Ilunga prommettra laors de mettre en place un gouvernement dit des «Warriors», des personnalités aguerries.

Depuis le jour de sa nomination, ce quadragénaire n’a cessé de marteler sur les critères de probité morale, de compétence et d’expérience. Ajouter à cela un casier judiciaire vierge.

PM

L’article Gouvernement : Lutundula, Okito wa Nkoy, Bazaiba et Lihau vices premier-ministres est apparu en premier sur Matininfos.NET – Information de la RDC en toute impartialité.

Source: Matininfos

Source : African Media Agency (AMA)

Les Missions Diplomatiques de la République Démocratique du Congo sont dans une situation peu potable. Selon la Ministre d’État des affaires étrangères Marie Tumba Nzenza, ça fait près de huit mois qu’elle a lancé des alertes sur les dossiers du payement des loyers et des frais de fonctionnement, mais n’a pas été entendue jusque là.

 »C’est effectivement la plus grande humiliation et pour ne pas la vivre j’ai fait tout ce ce que je pouvais faire et même au delà. Ce sont toutes les chancelleries de la RDC qui sont concernées, et je sais pas pourquoi mais rien n’a jamais abouti sauf des petites corrections ici par là et la preuve en est que la majorité de tous leurs occupants peuvent être mis à la porte d’ici peu», a dit M. Tumba Nzenza sur la chaîne de nos confrères du topcongo le mercredi 07 avril 2021.

Toutefois, la ministre issue du parti présidentiel ne désespère n’a pas deserperé et a promis de continuer les démarches auprès des autorités compétentes pour décanter cette situation et sauver l’honneur du pays à l’extérieur.

Contacté à ce sujet par la rédaction de Matininfos.net, le professeur Florent MUNENGE et expert en Relations internationales, a émis quelques propositions au gouvernement congolais.

Pour lui, la RDC devra au préalable s’acquitter de toutes ses dettes à l’étranger pour préserver les diplomates des tentatives moins dignes de leur noble métier.

 »Pour redorer l’image du grand pays que nous sommes, d’abord la RDC devra tout faire pour payer l’ensemble des dettes déjà enregistrées par nos missions diplomatiques et de veiller pour l’avenir d’être en règle avec les frais de fonctionnement. Cela permettra aux diplomates Congolais de travailler en toute quiétude et à l’abri de toute tentation de monnayage de services par les bénéficiaires », a-t-il dit dans une interview accordée à la rédaction de Matininfos.net

S’il s’avérait difficile pour l’exécutif national nouvellement mis en place d’appliquer cette première solution avancée par l’expert en la matière, il a évoqué la possibilité de fermer certaines ambassades.

 »Le le gouvernement de la RDC peut assainir ses dépenses publiques orientées vers l’extérieur fermant carrément certaines missions diplomatiques jugées non essentielles et de ne garder que celles stratégiques. Pour ce faire, certaines peuvent être réduites simplement en représentations consulaires pour aider les ressortissants Congolais en missions d’affaires et certains résidants », poursuit-il.

A lui de souligner que la RDC peut réorganiser la diplomatie du pays en misant sur une accréditation multiple.

 »La diplomatie multiple permettra aux missions retenues d’assurer la supervision où certaines autres seront fermées ou réduites au rang des missions consulaires. Par ailleurs, faute de mieux, avec risque de brader la souveraineté du pays, certains Etats frères et amis peuvent protéger les intérêts du Congo conformément aux prescrits de la Convention de Vienne sur les relations diplomatiques de 1961 », a-t-il conclu.

Il faut noter que la présidence de la République s’était saisi du dossier et a promis de régler rapidement cette question qui pourrait mettre en danger l’image de la RDC sur la scène internationale.

Jules Ninda

L’article RDC/Dossier fermeture des Missions Diplomatiques :  »le pays doit miser sur l’accréditation multiple », Prof Florent Munenge est apparu en premier sur Matininfos.NET – Information de la RDC en toute impartialité.

Source: Matininfos

Source : African Media Agency (AMA)

By Genevieve Koolen, Human Resources Director at SAP Africa

NAIROBI, Kenya, April 12, 2021 -/African Media Agency(AMA)/- Will people return to the office when it’s safe to do so? Since the start of the pandemic last year, organisations and employees across the world have embraced remote work like never before. 

Office workers, freed from the confines of corporate headquarters, now perform their tasks, meet with colleagues and customers, and maintain high levels of productivity all from their homes using cloud and other online collaboration tools. 

For many industries, including IT, banking and other financial services, it is highly unlikely that workers will return to the office in the same way as before, even if current efforts at vaccinating against COVID-19 are wildly successful. 

New hybrid work model beckons

Organisations that have made progress on their digital transformation journeys and have implemented the latest technologies, systems and processes to enable remote work will simply have no need to go back to how things were. In fact, most will likely continue on a trajectory of fewer face-to-face engagements, less commuting, and less need for incurring the expense of fancy offices and beautiful foyers.

Instead, organisations are likely to develop and refine hybrid working models, with a mix of office and remote work based on each organisation’s needs and the employee’s personal productivity requirements. 

The shift to hybrid work models will require that organisations develop new strategies for employee engagement to ensure teams are operating effectively and that often-scarce talent can be motivated and retained. 

The growing importance of EX

To achieve this, organisations will need to ensure they can deliver a consistently positive employee experience (EX). 

In a recent study by Forrester commissioned by SAP, Qualtrics and EY, the number of HR decision-makers that said EX is the most important aspect of their HR strategy had nearly tripled over the past two years, with EX budgets almost doubling over the same period.

Aspects such as learning, development and training, diversity and inclusion, and an open culture that encourages every employee to bring their authentic selves to the workplace all contribute to the employee experience. 

It is vital that EX is not relegated to only the HR department or used as a tool to drive greater levels of productivity. Instead, it needs to be embedded in the company culture, driven by leadership across the organisation, and shaped by continuous employee feedback.

The matter of employee feedback will be critical to organisations as they shift toward a hybrid work model. The Forrester study found that 71% of organisations find it challenging to gather real-time information about the employee experience. 

Experience management tools that help track employee sentiment and feedback and provide HR departments and company leaders with real-time insights will be critical to efforts at building consistent, positive employee experiences.

Culture takes centre stage

Eight out of ten (81%) employees in the Forrester study believe creating and sustaining a positive culture is the most important aspect to creating a good EX. It is therefore vital that organisations take time to clearly define their culture, and take into account the changing world, likely long-term economic downturn and the effect of the ongoing pandemic on employee wellbeing. 

Organisational strategies will need to incorporate three key areas into their cultures to effectively support the new hybrid workforce:

Trust

The new realities require that organisations build trust within their teams. Companies will need to create opportunities to set expectations with employees, and then consistently and continuously deliver on those expectations. 

Transparency

Top-down decision-making doesn’t work when centralisation doesn’t exist. The new world of work will require decision-making to be decentralised, which naturally requires knowledge and access to information. A clearly-defined value system can also guide decision-making even when team members are cut off from managers or executives.

Teamwork

The past year of remote work has revealed the importance of teams having access to other teams that have different skills, networks or abilities. This requires that internal silos are broken down and teamwork is prioritised. Organisations should foster a shared sense of victory to encourage teams to work together toward common goals. Teamwork can help build greater cohesion, improve decision-making and alleviate or limit unethical behaviour.

By establishing clear, regular lines of communication, and gaining access to real-time insights into employee experiences, organisations can ensure every employee works toward a common goal that contributes to the organisation’s success. Organisations that define their culture on the premise that every employee wants to work and wants to achieve something of value will be best placed to guide their teams through the ongoing disruption. 

Distributed by African Media Agency (AMA) on behalf of SAP Africa.

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Source : African Media Agency (AMA)

As the world is slowly beginning to open, businesses in Ghana are adapting to the new normal. In fact, they have had to introduce various measures to mitigate the spread of COVID-19 in the workplace.

Compliance with the law has been essential to protect stakeholders and reduce the spread of COVID-19. The new measures may have complicated some businesses. Some invest in them, and others have witnessed a reduction in their activities because of the changes. So what has helped businesses reopen their doors in the midst of the “new normal”?

Proper Sanitation And Enforced Social Distancing
Businesses have introduced proper sanitization to prevent Coronavirus spread. They regularly disinfect frequently touched areas, such as doorknobs, countertops, and elevators’ buttons. Businesses have also introduced handwashing and sanitization stations at various places on their premises, such as entry points. Businesses have also introduced physical distancing requirements to comply with experts’ recommendations. They admit fewer clients, require appointments, and expand their waiting rooms to achieve this objective. Social distancing helps mitigate the spread of COVID-19.

Continued Remote Work And Stricter Screenings
Some businesses have enabled their employees to work from home. This option has been prominent among those offering nonessential services. The measure has allowed companies to avoid crowded workplaces and maintain operations regardless of the distance between employees. Businesses have also introduced strict screening procedures at their workplace. For example, people need to be within the prescribed temperature range and wear masks before entering some premises. They may deny entry to individuals that don’t comply with these requirements.

Regular Testing And New Methodologies To Shifts
Some companies partner with relevant agencies to test their employees regularly. The partnership has been prominent among businesses whose workers have a lot of contact with other people. ECOWAS nationals pay $50 for the test, while non-ECOWAS citizens pay $150. If they test positive, foreigners pay for their isolation costs and treatment. The government covers the costs for Ghanaians that test positive. Workplaces have had to introduce a rotational work system for employees and technological alternatives for work. These measures reduce the number of employees at the workplace at a given period. Businesses have had to be creative to rotate their staff while ensuring they remain connected to the organization’s culture and principles.
Fresh Ways To Serve Clients
Businesses have been creative to attend to clients competently and make them feel safe. Some have strived to achieve these goals by encouraging customers to book appointments beforehand, reducing waiting time, and moving part of their services online. A good example of this shift would be the food businesses that made use of food ordering apps to process orders and adapting curbside pickups for orders.
The new normal will effectively change businesses in Ghana. The need to implement various measures to mitigate the spread of COVID-19 and other steps is crucial in keeping employees and customers safe. Enterprises that don’t implement them risk getting government sanctions and losing clients to compliant competitors. It is best for businesses to review their new normal policies and tweak them as needed to avoid staying closed.

The post Returning to “Business as Usual” in the New Normal appeared first on Ghana Talks Business.

Ghana Talks Business

Source : African Media Agency (AMA)

It’s easy for entrepreneurs to throw in the towel when faced with challenges that seem to reveal no glimpse of hope or success. One man, however, confessed to himself, “failure is not an option” and pushed forward to make his business an iconic success.

Entrepreneurship in Ghana

Meet Selorm Betepe, a branding expert, founder, and Chief Executive Officer of one of Ghana’s biggest sign-making companies, Seloart.

Entrepreneurship in Ghana- Selorm’s journey

Selorm Betepe’s journey began on May 5, 2005, with a makeshift structure as a signwriting shop. He built the makeshift structure thanks to the GH¢80.00 seed money his mother gave him. That money, however, went down the drain when a heavy rainfall destroyed the structure. In despair, his mother, whom he calls Lena encouraged him to get it fixed and press on towards achieving his dreams. Selorm describes his mother as “a mother everyone would wish for.”

During the trying moments in his career, making little to no sales, Selorm met with Josben Odonkor who was the Head of Marketing at Accra Brewery Limited (ABL) at the time. The meeting came about when Josben Odonkor went to fix his lawnmower at a mechanical repair shop close to Selorm’s makeshift structure. During the meeting, Josben requested for Selorm to work with him on a club beer and stone lager branding project for the company to which Selorm gladly accepted.

Entrepreneurship in Ghana – The Drive and Strive

During the branding project, Selorm faced numerous visitations by officials of the Accra Metropolitan Assembly (AMA) who were embarking on a project to evict encroachers on Achimota School lands. Nonetheless, the project was done successfully.
On April 13, 2008, Selorm coughed up GH¢3,000 to rent a shop in the Achimota area after he was unable to bear the continuous warning of the AMA officials to vacate the land.
The business soon began to witness growth in sales. After all, “we had no option than to succeed.”

Entrepreneurship in Ghana – The Game changer

In 2010, Selorm realized technology was the missing link to being the game changer that his business needed. He thus, went to his local to seek a loan of £10,000 but his relationship manager said to him, “Selorm, we can’t help you. Your sales can’t support the loan.”
Despite the rejection, Selorm continued with his business.
In 2012, Selorm was contacted by an employee of then Beige Capital to work on branding their company cars. After successfully completing the branding project, Goldman Capital, another financial institution invited him for a meeting. He was asked “Selorm what do you need to help grow your business?” to which Selorm replied, “…a loan of £10,000 to buy a large format printer.” He subsequently made his first loan application.
After going through all the necessary documentation and collateral, Selorm received his loan in 3 days and within 3 weeks, Selorm imported the company’s first VersaCamm series printer from the UK.

With a boost in productivity and sales, Selorm was able to pay his loan facility 8 months ahead of schedule, although all profits and sales during that time went to the repayment of the loan.

In 2013, Selorm made plans to upgrade the company’s system with the introduction of a computer numerical control machine (CNC) which was to enable the company to enter into a full-time 3D signage. He was promised the equipment will be delivered in 3 months but received the equipment towards the end of 2014. Moreover, the technician who was brought in to train the staff was not up to the task, so, Selorm immediately booked a flight to Cape Town, South Africa to be certified as a Multicam CNC Pro and come back home to train his staff.

The addition and use of the CNC increased production drastically and led to an exponential growth in sales. The growth led to an expansion and the addition of a branch in Kwabenya.

Entrepreneurship in Ghana – The present Seloart

In 2017, as part of the company’s 10-year development plan from 2010 – 2020, he broke ground for the construction of an ua-modern sign factory. The construction of the facility was met with numerous challenges from finances to land litigation. Despite the hurdle, Selorm overcame, and on December 12, 2019, Seloart commissioned a state-of-the-art sign-making factory at Pokuase in Accra. The sign factory houses five different technologies which are CNC, Laser cut and engraving, letter forming, Chanel Bending, and Large format digital printing systems capable of processing over 30 different applications.

Speaking at the inaugural ceremony, Selorm said “Ten years down the line, this is where we are today; from road signwriters to sign makers,”

Selorm’s struggle to building one of Ghana’s leading sign-writing companies should be an inspiration for all entrepreneurs. Inevitable is the struggles every entrepreneur will face in trying to build a successful business. It is up to you to choose to keep going or give up.

The post The drive and strive of an artist who built a successful business from GH¢80.00 appeared first on Ghana Talks Business.

Ghana Talks Business

Source : African Media Agency (AMA)

Depuis le début de l’épidémie déclarée le 10 mars 2020, le cumul des cas est de 28.511 dont 28.510 cas confirmés et 1 cas probable. Au total, il y a eu 745 décès  et 25.841 personnes guéries.        

•    37 nouveaux cas confirmés, dont 16 au Nord-Kivu, 15 à Kinshasa, 3au Kongo Central, 2 dans le Haut-Uélé et 1 au Sud-Kivu ;
•    255 échantillons testés ;
•    Aucun nouveau décès parmi les cas confirmés ;
•   Aucune nouvelle personne n’est sortie guérie dans les CTCo, ni parmi les personnes suivies à domicile (Zones de santé).

N.B : Le test Covid-19 est gratuit pour tout le monde en République démocratique du Congo. Cependant, le test des voyageurs est payant à 30 dollars américains.

*Les 23 provinces touchées :

1.    Kinshasa     :     20.388 cas ;
2.    Nord-Kivu    :     2.149 cas ;
3.    Haut-Katanga     :    1.879 cas ;
4.    Kongo Central    :    1.655 cas ;
5.    Sud-Kivu     :     887 cas ;
6.    Lualaba    :    830 cas ;
7.    Ituri         :     279 cas ;
8.    Tshopo    :    125 cas ;
9.    Haut-Uélé    :    106 cas ;
10.    Equateur    :    62 cas ;
11.    Maniema    :    42 cas ;
12.    Nord-Ubangi    :    40 cas ;
13.    Kasaï Central    :    17 cas ;
14.    Kwilu         :     9 cas ;
15.    Sud-Ubangi    :    7 cas ;
16.    Tanganyika    :    7 cas ;
17.    Kasaï  Oriental    :    7 cas ;
18.     Bas-Uélé    :    6 cas ;
19.    Kwango    :    5 cas ;
20.    Kasaï        :    4 cas ;
21.    Tshuapa    :    3 cas ;
22.    Maï-Ndombe    :    2 cas ;
23.    Haut-Lomami    :    1 cas.

/!\ Les données présentées dans ce tableau sont susceptibles de changer ultérieurement, après investigations approfondies et après redistribution des cas et décès dans leurs zones de santé respectives.

L’article Covid-19 en RDC :  37 nouveaux cas confirmés jeudi est apparu en premier sur Matininfos.NET – Information de la RDC en toute impartialité.

Source: Matininfos

Source : African Media Agency (AMA)

C’est presque toutes les Missions Diplomatiques de la République Démocratique du Congo qui courent risque d’être fermées très prochainement faute de manque des loyers si rien n’est fait par le gouvernement congolais

Selon la Ministre d’État des affaires étrangères Marie Tumba Nzenza, ça fait près de huit mois qu’elle a lancé des alertes sur ce dossier mais n’a pas été entendue jusque là.

 »C’est effectivement la plus grande humiliation et pour ne pas la vivre j’ai fait tout ce ce que je pouvais faire et même au delà. Ce sont toutes les chancelleries de la RDC qui sont concernées, et je sais pas pourquoi mais rien n’a jamais abouti sauf des petites corrections ici par là et la preuve en est que la majorité de tous leurs occupants peuvent être mis à la porte d’ici peu », a dit M. Tumba Nzenza sur la chaîne de nos confrères du TopCongo ce mercredi 07 avril 2021.

Sans mâcher les mots, la cheffe de la diplomatie congolaise indique qu’elle a tout fait en présentant le dossier auprès du premier ministre, qui est resté sans suite. Elle poursuit cet épisode en soulignant que  »les frais de fonctionnement n’arrivent plus même au ministres et aux chefs de départements et que ses prédécesseurs avaient des dotations mais depuis qu’ils sont là, ils n’ont jamais eu quoi que ce soit ».

Toutefois, la ministre issue du parti présidentiel ne désespère pas.

 »Je vais me lever encore une fois d’une manière officieuse, je vais aller revoir le premier ministre certainement il m’enverra aux finances, au budget, mais je vais le refaire jusqu’à ce que quelques m chose bouge », a-t-elle conclu ses propos avec regret.

Jules Ninda

L’article RDC : Marie Tumba Nzenza craint pour la fermeture des Missions Diplomatiques est apparu en premier sur Matininfos.NET – Information de la RDC en toute impartialité.

Source: Matininfos

Source : African Media Agency (AMA)

The advent of high-speed internet and social media has closely-knit countries across the globe together. Businesses, people, and governments can easily communicate, transact business and lend aid irrespective of distance.

This lack of barrier causes most entrepreneurs to assume that since the world has become one giant homogenous market, they can simply grow their business internationally. This is however a far cry from the truth. Despite the seeming homogenous market, small, medium, and large enterprises fail in their attempt to scale their business internationally because they fail to address the risk factors involved. Here are the risk factors to consider before scaling your business to a global level.

#1 Exchange rate fluctuations

The first risk factor in global business is the exchange rate. The exchange rate between currencies is constantly changing and thus poses a risk. The gains by businesses in a foreign land are tied to changes in the exchange value between the home currency of businesses and the currency of the foreign country. For instance, if a U.S company does business in Ghana, and the Ghanaian Cedi weakens against the U.S Dollar which is typically the case, profits will be worth less when the U.S company exchanges the Ghanaian Cedi back to the U.S Dollar.

#2 Local demand verses foreign demand

Demand for your product/service is another risk factor to consider in international business. The success of your company in your home country may not translate into business success in a foreign country.

In other words, the fact that your products are met with high demand in your country does not mean they will be in high demand in another country. Demand for your business offering may be non-existent in the foreign market, or may have been met to a large extent. So, thorough market research is necessary to ensure your product/service viability.

#3 Local versus foreign competition

Before heading to a foreign land to establish your brand, it is important to understand that a local brand that offers probably the same or similar product exists, and being that it is their home country, they have a considerable portion of the market share. With you trying to enter the market, it is not going to be an easy task to persuade the locals to trust your brand.

Also, local brands have a better grasp of market information. Without a proper understanding of the market and your competitors’ strategies, it will be difficult to penetrate the market.

#4 Differences in culture

Culture is another risk factor to consider in international business. Culture plays an integral part in business scaling as every country has its own business, socio-eceonomic and political culture. Cultural misunderstandings can affect international business relationships.

When a Ghanaian company sets up a business in a foreign country, it will have to establish connections with foreign clients and hire local employees. If the Ghanaian company does not have a good grasp of the cultural dynamics in the foreign land, an offense may accidentally occur against the culture of the foreign client or employee which may tarnish your brand’s identity.

#5 Political climate

Political climate and economic performance are closely correlated. Political climate such as elections, diplomatic agreements, policy changes, and even civil wars can have overwhelming impacts on the market. A stable political atmosphere bodes well for your business but an unstable political atmosphere can destroy your brand before it even leaps.

#6 Local laws and basic infrastructure

Laws vary from country to country as such it is important to understand the laws that exist in the native country you wish to transact business. Laws such as tax and labour laws have the potential to shape your business.

Moreover, the cost of doing business in any market is dependent on such infrastructure as local transportation, energy, water supply, technology, and financial services. All of which have the potential of changing your business model.

The post The 6 risk factors to consider before scaling your business to a global level appeared first on Ghana Talks Business.

Ghana Talks Business

Source : African Media Agency (AMA)

Le sommet sur le financement des économies d’Afrique subsaharienne avec la France est prévu le 18 mai à Paris. Ce forum s’inscrit dans le but de soulager tant soit les pays frappés économiquement par la pandémie de coronavirus et de surcroît à réfléchir à de nouvelles sources de revenus. Le président Félix-Antoine Tshisekedi en sa qualité du président de l’Union Africaine ( UA) sera de la partie.

La pandémie de coronavirus ne cesse d’être sur les lèvres des dirigeants du monde. Le président français, Emmanuel Macron en est le fer de lance en ce qui concerne ce rendez-vous dans la ville de lumière.

Des réflexions sont entamées pour dépasser le traitement de la dette en développant d’autres stratégies. Une manière de faire des réformes courageuses dans le but de renforcer le secteur privé africain et promouvoir de nouveaux investissements.

Les 9 autres présidents africains qui prendront part à ce sommet sont les suivants : Cyril Ramaphosa (RSA), João Lourenço (Angola), Uhuru Kenyatta (Kenya), Alpha Condé (Guinée), Denis Sassou Nguesso (Congo-Brazzaville), Alassane Ouattara (Côte d’ivoire), Macky Sall (Sénégal), Muhammadu Buhari (Nigéria), Paul Kagame (Rwanda).

Gloire BATOMENE

L’article Covid-19 : le sommet France-Afrique sur le financement des économies prévu le 18 mai est apparu en premier sur Matininfos.NET – Information de la RDC en toute impartialité.

Source: Matininfos

Source : African Media Agency (AMA)

Depuis le début de l’épidémie déclarée le 10 mars 2020, le cumul des cas est de 28.410, dont 28.409 cas confirmés et 1 cas probable. Au total, il y a eu 745 décès  et 25.841 personnes guéries.                 

• 33 nouveaux cas confirmés, dont 17 à Kinshasa, 15 au Nord-Kivu, 1  dans le Haut-Katanga ;
• 238 échantillons testés ;
• Aucun nouveau décès parmi les cas confirmés ;
• Aucune nouvelle personne n’est sortie guérie dans les CTCo, ni parmi les personnes suivies à domiciles.

L’article RDC : 33 nouveaux cas de covid-19 enregistrés mardi est apparu en premier sur Matininfos.NET – Information de la RDC en toute impartialité.

Source: Matininfos

Source : African Media Agency (AMA)

La Banque africaine de développement et la Banque ouest-africaine de développement (BOAD) ont signé le 1er mars, un protocole d’accord définissant un cadre de partenariat stratégique pour le co-financement de la préparation des projets d’infrastructure régionale en partenariat public-privé (PPP) en Afrique, impliquant au moins un État membre de l’UEMOA.

Les deux institutions étaient représentées respectivement par Serge Ekue, président de la BOAD, et Solomon Quaynor, vice-président chargé du Secteur privé, de l’Infrastructure et de l’Industrialisation à la Banque africaine de développement.

Dans le cadre de ce partenariat stratégique, la Banque africaine de développement s’appuiera sur son Fonds spécial du Mécanisme de financement de la préparation des projets d’infrastructures du Nouveau partenariat pour le développement de l’Afrique (NEPAD-IPPF). Pour sa part, la BOAD s’appuiera sur son Unité régionale de développement des projets en partenariat public-privé (URDPPP).

Les deux institutions entendent ainsi coopérer afin d’accroître la disponibilité des projets d’infrastructures régionales viables dans les transports, l’énergie, l’eau et les technologies de l’information et de la communication.

Le protocole d’accord, conclu pour une période de cinq ans, porte sur l’identification, la sélection et la priorisation des projets d’infrastructure régionale envisageables en PPP, la réalisation des études de faisabilité ainsi que la structuration et l’appui à la transaction. À cet effet, les deux institutions établiront conjointement une liste de projets pouvant bénéficier d’un co-financement pour la préparation et s’accorderont sur les composantes du projet à financer, l’encadrement et la supervision des études ainsi que les modalités de décaissement. Pour la réalisation effective des projets, programmes et activités en lien avec leur domaine de coopération, les deux parties coopéreront à travers un éventail de mécanismes.

Au terme du partenariat, plusieurs résultats sont attendus. Il s’agit de l’élaboration d’une liste des projets régionaux susceptibles de faire l’objet d’un développement conjoint sous le modèle PPP ; le co-financement chaque année, des activités de préparation d’au moins deux projets d’infrastructures PPP, tirés de la liste des projets régionaux sélectionnés ; le renforcement des capacités d’au moins deux promoteurs de projets ou d’agences d’exécution sélectionnées et la création et la gestion conjointe d’une base de données sur le financement des projets d’infrastructures PPP en Afrique de l’Ouest. Pour ce faire, la BOAD et la Banque africaine de développement s’accordent sur le fait de travailler en synergie pour atteindre les objectifs du protocole d’accord.

Ce partenariat aidera les deux institutions et les pays de l’Union économique et monétaire ouest-africaine (UEMOA) à constituer rapidement un solide pipeline de projets préparés, bancables et de qualité, d’infrastructure régionale, dans le cadre de la relance des investissements dans les infrastructures post-Covid-19 dans la région. Par conséquent, il contribuera à accélérer la mobilisation des investissements dans les infrastructures indispensables pour combler le déficit de financement qui s’amplifiera à la suite des impacts négatifs de la pandémie.

Pour rappel, les relations entre la Banque ouest-africaine de développement et la Banque africaine de développement sont régies par un accord de coopération signé à Abidjan le 21 février 1978, la Banque africaine de développement étant par ailleurs actionnaire et membre du Conseil d’administration de la BOAD.

Source : agence de presse financiere

Source : African Media Agency (AMA)

La Banque africaine de développement et la Banque ouest-africaine de développement (BOAD) ont signé le 1er mars, un protocole d’accord définissant un cadre de partenariat stratégique pour le co-financement de la préparation des projets d’infrastructure régionale en partenariat public-privé (PPP) en Afrique, impliquant au moins un État membre de l’UEMOA.

Les deux institutions étaient représentées respectivement par Serge Ekue, président de la BOAD, et Solomon Quaynor, vice-président chargé du Secteur privé, de l’Infrastructure et de l’Industrialisation à la Banque africaine de développement.

Dans le cadre de ce partenariat stratégique, la Banque africaine de développement s’appuiera sur son Fonds spécial du Mécanisme de financement de la préparation des projets d’infrastructures du Nouveau partenariat pour le développement de l’Afrique (NEPAD-IPPF). Pour sa part, la BOAD s’appuiera sur son Unité régionale de développement des projets en partenariat public-privé (URDPPP).

Les deux institutions entendent ainsi coopérer afin d’accroître la disponibilité des projets d’infrastructures régionales viables dans les transports, l’énergie, l’eau et les technologies de l’information et de la communication.

Le protocole d’accord, conclu pour une période de cinq ans, porte sur l’identification, la sélection et la priorisation des projets d’infrastructure régionale envisageables en PPP, la réalisation des études de faisabilité ainsi que la structuration et l’appui à la transaction. À cet effet, les deux institutions établiront conjointement une liste de projets pouvant bénéficier d’un co-financement pour la préparation et s’accorderont sur les composantes du projet à financer, l’encadrement et la supervision des études ainsi que les modalités de décaissement. Pour la réalisation effective des projets, programmes et activités en lien avec leur domaine de coopération, les deux parties coopéreront à travers un éventail de mécanismes.

Au terme du partenariat, plusieurs résultats sont attendus. Il s’agit de l’élaboration d’une liste des projets régionaux susceptibles de faire l’objet d’un développement conjoint sous le modèle PPP ; le co-financement chaque année, des activités de préparation d’au moins deux projets d’infrastructures PPP, tirés de la liste des projets régionaux sélectionnés ; le renforcement des capacités d’au moins deux promoteurs de projets ou d’agences d’exécution sélectionnées et la création et la gestion conjointe d’une base de données sur le financement des projets d’infrastructures PPP en Afrique de l’Ouest. Pour ce faire, la BOAD et la Banque africaine de développement s’accordent sur le fait de travailler en synergie pour atteindre les objectifs du protocole d’accord.

Ce partenariat aidera les deux institutions et les pays de l’Union économique et monétaire ouest-africaine (UEMOA) à constituer rapidement un solide pipeline de projets préparés, bancables et de qualité, d’infrastructure régionale, dans le cadre de la relance des investissements dans les infrastructures post-Covid-19 dans la région. Par conséquent, il contribuera à accélérer la mobilisation des investissements dans les infrastructures indispensables pour combler le déficit de financement qui s’amplifiera à la suite des impacts négatifs de la pandémie.

Pour rappel, les relations entre la Banque ouest-africaine de développement et la Banque africaine de développement sont régies par un accord de coopération signé à Abidjan le 21 février 1978, la Banque africaine de développement étant par ailleurs actionnaire et membre du Conseil d’administration de la BOAD.

Source : agence de presse financiere

Source : African Media Agency (AMA)

By Hardeep Sound, Regional Sales Director: East Africa at SAP 

NAIROBI, Kenya, April 7, 2021 -/African Media Agency(AMA)/- As we mark one year since the global COVID-19 pandemic hit Africa, all eyes are on countries’ ability to secure, import and distribute the vaccines that have been proven effective in the fight against the novel coronavirus. 

The pandemic has highlighted the glaring gap between the developed and developing world. Wealthy nations have been able to source and stockpile hundreds of millions of doses of vaccine, while many poorer countries, including those in Africa, are still in the planning and procurement stages. 

Kenya requires 30 million vaccine doses in order to vaccinate 60% of its population, which is in line with the guidelines released by GAVI to achieve herd immunity. The country is expecting to receive 24 million doses of the Oxford/AstraZeneca vaccine through the WHO’s COVAX facility, with 12 million more doses expected via bilateral agreements. Kenya will also receive additional doses via the African Union’s African Vaccine Acquisition Task Team, although details around this are still vague. 

While it’s hugely encouraging that more vaccines are becoming available and that Kenyan citizens could soon receive much-needed doses, immense challenges remain. 

Supply chain constraints challenge vaccine rollout

The distribution and administration of vaccines at the scale of COVID-19 is a monumental challenge. There is much at stake because disruptions in the supply chain can prevent the delivery of the vaccine and negatively impact public trust. 

Delays are paid for with human lives and push out the prospect of herd immunity. Reacting quickly to unexpected interruptions is key and is only possible if the entire supply chain, from procurement to production and delivery, is managed end-to-end.

According to the World Health Organisation’s Vaccine Introduction Readiness Assessment Tool, African countries have an overall score of only 33% preparedness for rolling out vaccines to their populations. 

The challenge is compounded by the very specific conditions under which vaccines must be stored, transported and handled throughout the supply chain.  

Pharmaceutical companies leverage technology

Thankfully, many of the leading pharmaceutical companies responsible for developing and producing COVID-19 vaccines have built extensive digital capabilities. Today, 18 of the world’s 20 major vaccine producers are already running their production on SAP solutions that cover their end-to-end processes, from manufacturing to controlled distribution to administration and post-vaccine monitoring.

For example, SAP Advanced Track and Trace for Pharmaceuticals is helping Moderna to comply with international legislation intended to prevent counterfeit drugs from reaching patients. The application provides a corporate serialisation repository, serial number management, and regulatory reporting capabilities. 

German vaccine producer CureVac, whose COVID-19 vaccine is currently in testing, uses SAP to manufacture and distribute vaccines on a global scale.

In addition, the Vaccine Collaboration Hub (VCH), an extension to SAP’s business network, supports large-scale vaccination programs like what is needed for COVID-19. It covers the end-to-end process from manufacturing to controlled distribution to administration as well as post-vaccine monitoring.

The role of tech in Kenya’s vaccine efforts

Emerging, emerged and established technologies all have a role to play in Kenya’s current race to vaccinate its population. For example, trying to identify which people require vaccines with some attempt at prioritisation could leverage data, data mining, data science and patient segmentation based on various demographic, risk profiling and patient history information. 

To track vaccine distribution across the country, a combination of technologies including blockchain, analytics, integrated scanners, location tracking tags and mobile apps could provide a framework to show relevant subsets of information to different supply chain stakeholders. 

In terms of patient engagement, self-service appointment booking, customer experience platforms and patient feedback capture using apps and non-contact in-clinic kiosks can help to determine how well practitioners are fulfilling their duty. Similar platforms can be leveraged to focus on employee experience, offering insight into the mental wellbeing of frontline healthcare practitioners and reducing the risk of burnout. 

Looking ahead, machine learning and streaming analytics could help identify irregular patterns in data that talk to issues within procurement, production, logistics or financial audits. IoT, 5G, LoRa (Long Range networks) and edge computing allows a vast array of use cases to be realised, where sensors can determine the conditions in which stock is being made, stored or shipped, and to allow critical response to be actioned before major incidents arise. 

The COVID-19 pandemic has introduced unprecedented challenges to countries around the world, and Kenya is no exception. As the country readies itself for the vital process of vaccine distribution, it is critical that there are no unwarranted delays or disruptions. This will also give citizens the confidence that the medicines they are getting are safe and efficient. Technology can play a valuable supporting role to ensure Kenya’s vaccine rollout is a success.

Distributed by African Media Agency (AMA) on behalf of SAP Africa.

Visit the SAP News Center. Follow SAP on Twitter at @SAPNews.

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Source : African Media Agency (AMA)

Ils sont 8 députés provinciaux de la province du Sud-Kivu qui ont déposé officiellement une motion de défiance ce Lundi 05 avril 2021 contre le gouverneur de cette province Théo Ngwabidje Kasi.

Les signataires de cette motion évoquent plusieurs questions notamment de megestion, le manque d’exécution des recommandations de l’Assemblée provinciale ainsi que la non matérialisation de la vision du chef de l’État.

Ils reviennent également sur la situation sociale des populations du Sud-Kivu qui vivent des mauvaises conditions suite à l’incompétence du gouverneur Théo Ngwabidje dans sa gestion, avant de soulever les détournements des fonds destinés aux sinistrés de plusieurs catastrophes naturelles survenues en province.

Entre temps, une cacophonie règne au sein de l’organe délibérant du Sud-Kivu où plusieurs communiqués contradictoires surgissent depuis le weekend dernier après un discours poignant du président de cette institution lors de l’ouverture officielle de la session ordinaire de Mars le mardi dernier. Dans ce discours, il a tracé un tableau sombre notamment sur le plan sécuritaire et économique de la province.
Il sied de signaler que des vives tensions sont observées ce mardi dans la ville de Bukavu où une plénière à l’Assemblée provinciale.

Dossier à suivre !

Jules Ninda

L’article Sud-Kivu : Le Gouverneur Théo Kasi sur une chaise éjectable est apparu en premier sur Matininfos.NET – Information de la RDC en toute impartialité.

Source: Matininfos

Source : African Media Agency (AMA)

La pétition initiée contre le président de l assemblée provinciale de Kinshasa a été rejetée ce lundi 05 avril 2021. Godé Mpoy est maintenu dans ses fonctions de président de l’Assemblée provinciale de Kinshasa.

33 de 36 députés provinciaux ont voté contre son départ de la tête de l assemblée provinciale de Kinshasa.

La pétition visant sa destitution avait pourtant été signée par 17 députés provinciaux.
Les députés pétitionnaires qui exigeant l installation d un bureau d âge pour présider la plénière de ce lundi consacrée à l examen de la pétition, ont quitté la salle peu avant la fin du vote.

Pour Godé Mpoy « ce sont des pétitions alimentaires« .
PB

L’article RDC : Le président de l’assemblée provinciale de Kinshasa garde son fauteuil est apparu en premier sur Matininfos.NET – Information de la RDC en toute impartialité.

Source: Matininfos

Source : African Media Agency (AMA)