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Sim Box Fraud: The Control Mechanisms

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A SIM box fraud is a setup in which fraudsters install SIM boxes with multiple low-cost prepaid SIM cards. The fraudster then can terminate international calls through local phone numbers in the respective country to make it appear as if the call is a local call. This way fraudsters bypass all international interconnect charges. It has become a very important area of cybercrime in the telecommunications sector in Ghana.

In our previous article entitled article “SIM Box Fraud in Ghana: The way forward”, we discussed about the nature of SIM Box fraud, how it works, its effects, and some control mechanisms in Ghana. In this article, we continue with the last section of the previous article- “SIM Box Fraud Control Mechanism” We first discuss the effects of SIM Box fraud. Next, we discuss briefly about how some African countries have mitigated this type of fraud. We conclude by proposing some mitigation strategies.

Effects of SIM Box Fraud

Subscriber Identification Modules (SIM) box fraud is a set up where fraudsters team up with international entities to route international calls through the internet, using voice over internet protocol (VOIP) and terminate those calls through a local phone number in Ghana to make it appear as if the call is local.

This allows the box operator to bypass international rates to fraudulently undercut the prices charged by Mobile Network Operators (MNO) and evade the surtax charged by the government. This act denies telecommunications and government from benefiting from international phone calls.  Besides loss of revenue, SIM Box operators cause degradation of call quality  which prevents them from meeting service level agreements for mobile hubbing traffic. Ghana, in 2016, made attempt to detect and track SIM Box fraudsters.

We believe the tracking and detection activities only deter fraudsters, but it does not eradicate the problem. Administrative and technical controls must be implemented in Ghana to thwart SIM Box operations.

Some African Countries’ Perspectives

Elsewhere in Africa, mobile operators have traditionally suffered from SIM Box fraud activities over the years, but they have successfully mitigated the risk. Countries like Senegal, Uganda, South Sudan and Kenya have implemented several measures to restrain people from engaging in the act using policies.

According to the Rwanda Utility Regulatory Authority (RURA), the country has experienced less fraud than its neighboring countries because it has a fraud management system within its International Gateway Traffic Verification System. Nigeria reduced this activity by implementing relatively less international call rate as compared to other African countries in the sub-region. The low international call rate has made SIM Box acts unfavorable for fraudsters to operate because criminals will not have high profit margins as it is in Ghana.

The huge difference in the local call termination rates compared with the international termination rates has created a loophole which has lead to the loss of millions of dollars from the mobile network operators in Africa.

The way forward in Ghana                                                                                                              

Authorities in Ghana recently made attempt to work with Afriwave to investigate fraudulent bulk SIM registration.By July 2016, about 300,000 SIM cards used in SIM Box fraud have been detected and deactivated in the first six months of test operations of Afriwave Telecom.

It was reported that strategies are being implemented to include Geo-location solution which will expose the location of the equipment and their operators for confiscation and prosecution. The network operators were mandated to block all SIM card identified to be involved in SIM Box fraud activities, but these operators mostly do not block this fraud SIMs in real time or near time.

We believe these mechanisms cannot prevent SIM Box operations in Ghana because they can only detect or track fraud activities. The solution must not be just tracking, blocking SIM cards and arresting the culprit. Both administrative and technical measures must be put in place to stop the act or make it less attractive.

The only plan that could probably stop  or prevent SIM Box fraud in Ghana is to create an environment where the criminal will feel uncomfortable to operate. Since it is practically impossible and economically unwise to reduce the call rate for the international traffic penetration, government must implement measures to either reduce the crime rate or eradicate it entirely.

The sale of pre- paid SIM cards contributes to operation of SIM Box activities. We recommend that National Communication Authority (NCA) put measures in place to reduce the sale of pre-paid SIM cards by Ghana’s mobile telecommunication companies. NCA must sanction any network operator whose SIM is used for perpetrating crime without proper profiling.

NCA must speed of the implementation of is in the process of SIM registration. Additionally, network operators need to implement an intelligent software or hardware system that can detect and report multiple name registration for onwards investigations.

NCA must task the ICH implementers to provide enhanced bypassed traffic detection and location-aware system. This system has the capability to identify fraudulent VoIP calls (in real-time) and provides the GPS coordinates for the exact location of the SIM Box.  The proposed intelligent solution could be software or hardware device programmed to intelligently detect cases in real-time and then enforce immediate blocking of the SIMs detected.

Real-time information of any suspicious or potentially fraudulent activity can be instantly identified and brought under control so that financial losses are avoided. Further, there must be automation of fraud detection process, implementation of organizational standards, customized policies, rules, and thresholds (with fraud management system) which is built around NCA’s specific needs and operational requirement.Government must ensure that the law enforcement agencies, NCA, Network operators and ICH collaborate to affect an arrest of the perpetrators in near real time. These measures, when implemented appropriately, have the tendency of providing a lasting solution to the SIM Box fraud in Ghana.

>>>The author is an ICT Expert and a member of the Institute of ICT Professionals, Ghana. For comments, contact author: [email protected]Mobile: +233244305305.

IFC uses innovative tool to help unlock US$500m of housing finance in West Africa

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Using an innovative finance tool to spur more development in low-income countries, IFC, a member of the World Bank Group, has announced the completion of a US$9million investment that aims to expand the availability of housing finance by US$500million in eight west African countries over the next four years.

The investment in Caisse Régionale de Refinancement Hypothécaire de l’UEMOA (CRRH-UEMOA) marks the first time IFC has tapped into the US$2.5billion IDA18 IFC-MIGA Private Sector Window — a development finance tool created to catalyse private sector investment in the lowest-income countries eligible for financing from the World Bank’s International Development Association. The window has a particular focus on encouraging private investment in fragile and conflict-affected areas.

IFC recently purchased US$9million in 12-year local-currency bonds issued by CRRH-UEMOA, a mortgage refinancing company sponsored by the West African Development Bank. The transaction supports the extension of maturity of bond issuances by the company, which serves the eight countries of the West Africa Economic and Monetary Union—Benin, Burkina Faso, Côte d’Ivoire, Guinea-Bissau, Mali, Niger, Senegal, and Togo. The goal is to increase housing finance while deepening local capital markets.

“IFC’s objective of doing more in the poorest countries requires new tools and approaches for mobilising private capital,” said IFC CEO Philippe Le Houérou. “Disciplined and focused use of new instruments like the Private Sector Window can create markets that raise living standards, improve people’s lives — and in this case, create affordable housing for thousands of families.”

Housing is a major development challenge in countries of the West Africa Economic and Monetary Union, which face a housing shortage of 3.5 million units. Fewer than 7 percent of households in the region can afford to buy their own home.

This investment continues the Bank Group’s strategic partnership with the West Africa Economic and Monetary Union and CRRH on developing the housing finance market in West Africa, building on previous engagements through IFC’s equity investment in the company and IDA’s lending through its Scale-Up Facility to the West African Development Bank for CRRH.

“IDA is significantly scaling up its engagement in Africa, including through operations that help de-risk private sector investments,” said Axel van Trotsenburg, Vice President, Development Finance at the World Bank. “This innovative approach, which is being implemented with IFC, is meant to stimulate private sector activities in more challenging environments and create new markets in Africa.”

CRRH has made significant progress over the last few years, facilitating nearly 8,000 mortgages since its inception in 2012. But its ability to expand is still limited by a combination of factors, including low development of the housing sector in the region as well as scarcity of long-term capital in the local currency.

In its transaction with CRRH, IFC aims to enable the mortgage refinancing company to ramp-up its housing portfolio at the same time as it helps extend the local bond market yield curve. Without the Private Sector Window support through its local-currency facility, IFC would not have adequate local currency to purchase the CRRH-UEMOA bonds. The window provides a protection against currency fluctuations that enables IFC to purchase the bonds. The local currency facility allows IFC to provide financing in local currency for high-impact projects in countries where local currency solutions are underdeveloped or nonexistent.

Christian Agossa, Chief Executive Officer of CRRH-UEMOA said: “We are confident that the landmark IFC investment will strengthen our local UEMOA bond investor base in our longer maturities issuances, as well as raise the interest of international investors for CRRH-UEMOA bonds”.

Little drops

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When the Auditor General’s (AG) statutory report on the spend by Ministries, Municipalities and District Assemblies (MMDAs) in 2016 is officially presented to Ghana’s Parliament in February, 2018, it will come with the usual litany of unapproved payments, contracts backdated to cover work shoddily done, late and overpriced, good and services that were never received and ‘ever green’ bills – the same item paid for year after year, with interest.

The difference this time in our annual song of self imposed impotent lamentation is that this AG, Mr. Daniel Domelovo will be exercising, probably for the first time, the constitutionally mandated powers of his Office to Disallow and stop payments. At the Ministry of Youth and Sports alone, payment has been reportedly stopped on some Ghc87.4 million, equivalent to $20 million.

The AG also has powers to Surcharge, essentially naming the public servants who allowed the improper spend to slide by their blinkered eyes, the private companies involved, demand refunds and/or recommend prosecution.  2018 has started off with a trot in naming, shaming and I would like to see rapid prosecution in recouping the little drops that make our public coffers.  

Will the private companies (owners and directors) who are found to have conspired and pilfered public funds in 2016 also be blacklisted, proscribed from providing goods and services paid for by public funds for punitive terms?  They should be.  Lest they turn up in disguise on the next year’s MMDA report and continue to bleed, little by little, drop by drop.  

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Shut the front door

We have heard it all before, Ghana is positioning itself to be the ‘gateway for West Africa.’  Now we seek to leverage our political stability, economic reforms and policies to be the Best Place to do Business in Africa.  All very good.  If first, we can market our challenges – infrastructure, market access, the sheer cost of inputs including access to credit, technology, a work force with upgraded skills sets and the lack of truly viable value chains –  as opportunities to drive investment, both local and foreign.

The Ghana Union of Traders Association (GUTA) is a powerful lobby with friends in high places and they are at a crossroads, with lights, sirens, bells, whistles and a couple of talking drums thrown in the mix.  They will have to read the small print.  The direct import of President Akufo-Addo’s One District One Factory (1D1F), Planting for Food and Jobs is industrialisation of the economy and the sub text is import substitution.  Without strategic planning, this will hit GUTA and the thousands they employ directly and indirectly, hard.

Imports of goods into Ghana – from toothpicks through cosmetics and cars to roofing tiles – increased from $3.2 billion in the third quarter of 2017, up from just above $3 billion in the previous quarter. We spent $400 million last year, importing rice, now a staple in most Ghanaian homes.

Translated, it means members of GUTA are spending a fortune in borrowing to buy foreign exchange to bring you and I the luxuries we now take for granted.  Essentially GUTA, you and I, are spending money boosting other economies (China, United States, Belgium, United Kingdom and France lead), putting pressure on our local currency to deliver goods and services that we buy locally for exorbitant prices due to currency fluctuations and import taxes.  An unedifying spectacle of a dog chasing its own flea bitten tail in public.

According to a report by the United National Conference on Trade and Investment, Foreign Direct Investment (FDI) into sub Saharan Africa continued to fall in 2016 by 3% to $59 billion. Inflows into West Africa were positive, up by 12% to $11.4 billion, heading mostly to Nigeria with Ghana putting in a respectable $3.5 billion on the back of oil and gas and cocoa exports.

In the sub region, we are competing with the big boy (Nigeria) for the smaller and more strategic placement of FDI.

 

*put here the slide titled ‘Economic Factors’

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A competitive edge

Nigeria has a population of 186 million, the strategic investment promotion focus of the Buhari government is on Agriculture, Education, Healthcare, Oil and Gas.  To our immediate left, President Alhassane Ouattara of Cote d’Ivoire’s (population 24 million) investment drive is to attract much needed capital into the Construction, Mining and Pharmaceutical industries.  Ghana (population 27 million) is competing with these countries to attract Foreign Direct Investment (FDI) into Agriculture, Tourism, Infrastructure, Mining, Oil and Gas.

*put here the slide titled ‘Taxes and incentives’

 

Little Drops

The Ghana Investment Promotion Center (GIPC) is holding a series of stakeholder meetings to determine how and if to reform our investment law to attract more of sustainable and equitable strategic investment.   On its books are thousands of prepped and ready to go enterprises in the pillar industries that this government has resolved to focus on.   One company is looking for as little as $120,000 to improve technology and its capacity in processing agricultural products.

GUTA is a key constituent in the conversations that must take place on how to actually position Ghana, Beyond Aid and Ghana Beyond Imports.  They have a key point –  prevent foreigners with the advantage of technology and capital in accessing the retail market where they dominate.  I agree, we are already doing that and it is not working, except for a few large Ghanaian importers, in the short term.

 

* put in the third slide titled capital minimum capital requirements

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When the demonstrations are over, the small print and some history.  In 1972, Nigeria pulled a ‘what the fudge’ by introducing its Indigenization Decree.  Virtually overnight, a policy of import substitution and protection was in play.  In theory, it should have stimulated growth of local industries, created new employment for Nigerians, stabilised the country’s external reserves, guaranteed its balance of payments, driven up manufacturing of quality goods and services, enough to satisfy its large internal market as well as position its domestic companies to export.  It worked, to some degree with some industries.

Aliko Dangote is today Africa’s richest man, it is his cement that Ghanaians buy to build their shops filled with imported goods, their car wash bays where imported cars are detailed, the houses filled with foreign decor.  If 1D1F and the drive to industrialise is seen through, surely we should be producing quality goods and services to secure our local markets and be nimble and competitive enough to export to Nigeria, Djibouti, China, France, the UK.  Members of GUTA with their deep forex pockets could take first mover advantage and be in the front of this domestic turnaround.

The question for me is not that reforms to our investment law should not be broached at all.  Knowing what we now do and with a close eye to trends in the global economy, exactly what is GIPC proposing to reform, where, why, how, when and to what effect?  A cost benefit analysis that GUTA and the rest of us can discuss and align on.  Ghana Beyond Aid and Imports of toothpicks.  Little drops required now.

Nigeria eyes US$2.5 bn Eurobond sale in Q1 to refinance local debt

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Nigeria will consider raising $2.5 billion through Eurobonds in the first quarter to refinance a portion of its domestic treasury bill portfolio at lower cost, the head of the Debt Management Office told Reuters last week Thursday.

Patience Oniha said the country will also try to get back into the JP Morgan Government Bond Index (GBI-EM), with improving liquidity in the local currency market.

She said a Eurobond placement will depend on market conditions, pricing and tenor.

“We are looking the issue probably first quarter depending on what the advisers say and subject to the market conditions,” the DMO director general told Reuters by phone.

Nigeria could also look at a possible syndicated loan as an alternative, Oniha said, adding that the issue is part of a $5.5 billion fund raising program approved by parliament last year.

Nigeria has said it plans to refinance $3 billion worth of a local treasury bill portfolio of 2.7 trillion naira ($8.9 bln).

In November, Nigeria sold $3 billion in Eurobonds, part of which it used to fund its 2017 budget, and then paid off 198 billion naira in treasury bills.

Oniha said local debt yields have started to fall after it paid off the bills in December, though debt was still attractive especially to foreign funds looking at emerging market bonds.

“The reason JP Morgan took us out of the index was liquidity in the FX market. Now there’s an investor window where activities have picked up, that’s a good reason to try to get back in,” Oniha said.

Nigeria plans to raise $2.8 billion in new offshore loans as part of its 2018 budget. Oniha said she could tap capital markets or concessionary loans from the World Bank. But the budget has to be approved by lawmakers before funding options can be considered. Reuters

 

The Quality Plan

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Failing to plan is planning to fail, it is often said; but planning is a core part of human behaviour, whether consciously or unconsciously. The challenge, however, has got to do with going about planning in a more formal setting. The right time to put up the quality plan for your organisation is early in the year, usually the same time the quality management review is taking place.

Since quality cuts across the organisation and heads of the various departments will be present during the management review, the quality plan as presented will generate a lot of rich discussions refining it to best-fit status. Quality plans are based on facts and not emotions. A chunk of the KPIs will dwell on quality improvement and projects envisaged to bring additional quality benefits to the organisation through its products and services.

Quality Plan

quality plan by broad definition is a document, or several documents, that together specify quality standards, practices, resources, specifications and the sequence of activities relevant to a particular product, service, project or contract.

A quality plan, according to ISO 9001, establishes the objectives of the system and its processes, and the resources needed to deliver results in accordance with customers’ requirements and the organisation’s policies, and identify and address risks and opportunities.

 

It is important to have it at the back of your mind that satisfying customer requirements is at the centre of every quality programme. Since the most widely-used quality management system is ISO 9001, it is imperative to conform to all the clauses outlined in that standard. The standard specifies that an organisation needs to plan and implement actions to address risks and opportunities. There is a reason behind this; addressing both risks and opportunities establishes a basis for increasing effectiveness of the quality management system, achieving improved results and preventing negative effects. All this can be encapsulated in the words of Joseph M. Juran, the management consultant and strong advocate of quality: “Quality planning consists of developing the products and processes required to meet customer requirements”.

Components of a Quality Plan

There are similarities among various quality plans because they are customer-centric, and all organisations in following the basic principles of quality will eventually end up at the customer’s doorstep. The examples to be shared in the lines below are not exhaustive – in fact, depending on the type of organisation, there could be several quality objectives. Several KPIs can be drawn from each quality objective.

 

The quality objectives are set to be realistic and related to achievable outcomes: such as meeting agreed customer requirements for delivery or other product characteristics within a certain percentage of time; meeting regulatory and other requirements for products and services; identifying opportunities for improvement and reducing consumer and customer complaints; and minimising the cost of poor quality and scrap etc.

The above examples cut across the quality, R&D, production, procurement and customer departments. Opportunities for improvement are total in reach, and will encompass almost every department in the organisation – including supplier quality. To achieve success, an organisation should ensure that quality objectives are set for every department. These objectives must necessarily be linked to achieving customer requirements.

Management responsibility

Top management has the responsibility to ensure that quality objectives as outlined in the quality plan are pursued and achieved. The provision of enablers in the form of training, motivation, acquisition of the right equipment, spare-parts and others lies on the shoulders of top management. It is the responsibility of the Management Representative (MR) to keep an eye on all activities specified under the quality objectives.

Implementation of the Plan

Implementation is as important as planning. In fact, the quality plan is useless if it finds its way onto a shelf or computer system and is only used as evidence during audits. A plan is as good as its implementation. Each objective should have some Key Performance Indicators (KPIs). For instance, using the previous year’s base with regard to consumer complaints, you may set a KPI like “reduce consumer complaints by 50% by end Q4 2018, using the 2017 figure as the base”.

 

Remember that your KPI should have about 4 basic qualities: Verb, Quantity, Timeframe and Quality (although, in some instances, the quality and quantity are intertwined). In the KPI above, ‘reduce’ is the verb; 50% -which would equate to a certain figure – becomes the quantity and probably the quality; and then end-Q4 2018 represents the timeframe. In the quality plan also, each KPI must have a person responsible. Do not put responsibility at the doorstep of teams and groups of people. Even if a team is responsible, there should be a team-leader who would be the direct point of accountability.

Monitoring and Reviews

In order to ensure progress, there should be regular monitoring of activities that go to support the achievement of all the KPIs set. The quality objectives are monitored from the input information received from internal and external audits, customer feedback, process performance reports, product conformity reports among others.  As monitoring, analysis of results and reviews continue, actions should be taken to improve performance as necessary.

 

Conclusion

The courage to pursue quality – in the face of challenges in the organisation which could otherwise topple pertinent components of the quality plan – stems from the passion for satisfying customers and their requirements. Quality should not just be a passing statement, but must be engrained in the fabric of the organisation – such that it is visible to employees and ultimately customers. If you have still not put a quality plan together for 2018, this is the time to ensure it is done!

 

 

 

Johnson Opoku-Boateng is the Chief Executive & Lead Consultant, QA CONSULT (Consultants and Trainers in Quality Assurance, Health & Safety, Environmental Management systems, Manufacturing Excellence and Food Safety). He is also a consumer safety advocate and helps businesses with regulatory affairs. He can be reached on +233209996002, email: [email protected].

 

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The travails of a bleeding hometown – Wa (II)

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The actions of these politicians and religious men tend to misdirect focus and mischannel the positive energies of productive youth from productive undertakings which have the potential to uplift the development of society. In effect, the opium of politics and religion administered to the youth of our fatherland is by far the most destructive force relentlessly visited on a bleeding hometown.

We cannot afford to allow politicians and extremists to continue using politics and religion to sow seeds of discord and antagonism among us. We owe it to future generations to leave behind a society that brews peace, love and unity in the midst of diversities.

Delving further down introspection lane, values and cultural systems which have regulated our lives over the years come under the microscope. Social values which have kept the fabric of our society closely knitted have gradually crumbled and given way to the plethora of vices we are now confronted with. The cultural systems which gave us identity and regulated our lives in ways that embodied ‘tijaabunyeni’ have long-since been relegated to the relevance of obsolescence.

Some cultural and value systems have survived generations; therefore, modernity in any mutated form imaginable cannot coax a people with firm resolve and focus to jettison those systems which have stood the test of time. Suffice it to say, the Ashanti kingdom amply demonstrates this assertion.

Manhyia is the epitome of a fully functional traditional state within a 21st century modern Ghana. Through festivals, culture is held in high esteem. Through its traditional administration, Asanteman is regulated according to the time-tested values, traditional and cultural systems which give Ashanti its unique identity.

In all the successes that Asanteman is noted for – like being a model traditional state of great repute in a modern mix – it is worthy of note that the success of Ashanti as a modern traditional state revolves around the general accord in which the custodian of Asanteman’s traditions is held in dignity and in stature.

Asanteman beholds the revered Otumfuo as the fulcrum around which Ashanti works and develops. Drawing from this, the king commands the voice to make decrees which conform to culture and impacts positively on subjects. Drawing further from same, the king is given the clout to make demands from the modern administrative Ghanaian state and be taken seriously.

The story of the Ashanti state illustrates the fact that our traditional systems and cultural values remain relevant in regulating our lives and building our societies in spite of modernity.

Just as Manhyia is to Asanteman, Nayiri is to the Wala. Nayiri is not just home to the king of the Wala kingdom, it’s also the traditional administrative hub where the king sits in state.

One cannot compare Asanteman to Wa in terms of size and composition. Equally, one cannot reasonably juxtapose Manhyia with Nayiri in terms of structure, organisation and other vital parameters of establishment. Notwithstanding, the most important commonality between the two traditional set-ups is that the occupants – thus Otumfuo and Wa-Naa respectively – are custodians of the traditions and cultures which define the identities of their respective kingdoms. In effect, the traditions and cultural values which regulate and bind society stem from traditional authorities.

The big question that then arises is, how has it been possible for Manhyia and Asanteman to have been successful in promoting values and traditions toward the regulation and development of Asanteman, with all the associated challenges of modernity – yet Nayiri and the Wala have not been able to get their act together in the same regard?

At the heart of this inquisition lies the one factor that has comatosed traditional values and cultural systems which bind people and give meaning to co-existence – protracted chieftaincy disputes.

Over the years, chieftaincy disputes have sharply divided our society. With unending squabbles and litigation over succession-rights and legitimacy of successive overlords, the Wala kingdom has always been robbed of the unanimity that seals the overlord’s authenticity and the power that comes with his authority. Divided into blocks of different lineages amid divided loyalties on who has always been the rightful heir to the skin, Wa and the Wala continue to deny themselves the rallying factor that the king requires for his words and actions to be law unto the people, insofar as championing affairs of growth and development are concerned.

Through protracted litigations challenging the legitimacy of king after king, Wa and the Wala continue to debase the might and clout of the skin; thereby denying occupants the relevance and stature to command attention and use traditional administration to effectively oversee affairs of the kingdom. When a society undermines its supreme leader, that society forfeits direction and oftentimes get drowned in retrogression and deprivation.

As a people, we cannot continue to decry lack of attention by successive governments on matters of development and expect to be taken seriously if there is no unanimity in giving voice and clout to the leader of our society to make such profound engagements on our behalf.

Chieftaincy is a delicate institution. Royals view chieftaincy as a right and heirloom that must be passed on to successive generations to keep royal identities afloat and lineages relevant in the scheme of aspiring to the highest traditional skin of Wa-Naa in the kingdom.

Based on these considerations, royals tend to be passionate about chieftaincy. This has eventually led to disagreements on the chieftaincy front, which have denied us the common voice in championing the progress of our society. It is important to state that chieftaincy disputes are not limited to only Wa and the Wala. However, the size of Wa and the interlinked relationships among the Wala leave one traumatised as to how chieftaincy could so perilously divide a people and render traditional administration so ineffective.

We can continue to haggle over rights and loyalties, but the reality is that without unity of purpose the society we aspire to be kings over will never be peaceful enough to ensure any effective rule. We cannot go back in time to make changes to events that have led us to our present state, but we can surely start from now to find common ground, write-off past wrongs, evaluate points of departure, and decide the direction we aspire our society to take – by making compromises and giving the necessary support to traditional authority in our bid toward resuscitating social and cultural values aimed at bringing a semblance of normalcy to our bleeding hometown.

Furthermore, the modus operandi of the police force in curtailing crime within the region comes to the fore. Concerns raised by citizens on the professional etiquette of police personnel have been rife. Through town hall meetings and radio talk shows, residents continue to question the will of the police in their fight against crime.

On the 15th of December, 2017, a police officer was busted with others for narcotics-related offences and that adds to a list of established cases of police personnel in cahoots with petty criminals to carry out criminal schemes to the chagrin of residents. Over time, faith in the police’s ability/willingness to protect society has waned considerably – with the force being viewed as a compromised unit that has glorified in corruption, aiding and abetting crime.

The effect of such bad policing is that, over time, residents will resort to their own ways of dealing with crime and criminals. Eventually, mob justice will hold sway; the plight of our hometown will be aggravated. The regional minister, through the REGSEC (Regional Security Committee), must get tough on security heads and urge them out of their lethargic approach to fighting crime. For a bleeding hometown to recover, the grave concerns of crime must be given serious attention beyond talk-shops and written scripts read at functions.

The Attorney General’s Department is the state institution vested with prosecutorial powers by the Constitution of the Republic. The young state attorney in Wa brings verve into the office. Significantly, major strides have been made by the affable state attorney and his department in stamping out crime through prosecutions.

That notwithstanding, our hometown continues to be a graveyard of fear, with known criminals pervading the streets. In evaluating roles of the department and state attorney in the scheme of things, we must confront our own attitudes and actions which stand in the way of justice-delivery.

Apart from the fact that Wala dwells so much on the maxim of “tijaabunyen” (we are one and the same) – thereby consciously shielding known criminals and refusing to act as witnesses for prosecutions when such criminals are caught by the long arm of the law – they also go to all lengths to ensure that known criminals are spared and let back into our fold.

It has become the norm for opinion leaders, politicians, religious figures and men of stature in our society to act as power-pillars by stepping up to the police, the state attorney as well as judges to plead, coax and influence them in any way possible for known criminals or offenders of the law to be pardoned rather than punished, all in the name of complex interconnected relationships for which the community is noted.

How long can we allow such tactics to obstruct justice-delivery yet continue to envisage having a crime-free society? How long can we prioritise personal relationships over the health of our society? How long will it take us to come to the realisation that our bleeding hometown is in its current state due to the knife-wounds we continue to inflict on it through unchecked behaviour and attitudes over time?

Judging from commentaries on social media, the concerns catalogued in this write-up fall into sync with varied views on the plight of our society. Having identified the cracks, we are obligated to start addressing the deliberate actions that create and compound our plight in order to redeem our society.

To this end, there is need for the formation of an all-inclusive civil society group that reflects selfless service. When formed, this pressure group would become the mouthpiece through which affairs of Wa and the region can be evaluated and assimilated so as to proffer informed solutions.  Making individual comments on Facebook and other social media platforms regarding pertinent developments of our fatherland is positive – but lacks the force of meaningful impact.

….to be continued

 

 

You may contact the author on [email protected]

The big tech innovation for easy customer access, star phone app is now here

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It’s finally here! The much awaited All-in One Mobile App for direct interaction with your bank, telecom, emergency services, religious groupings and other service providers is now in Ghana.

You can now access or contact any organisation either via call, messaging, email or any of their social media platforms from one interface called the Interactive Voice Response (IVR). Industry experts are judging this as the greatest tech innovation for creating convenience in this day of multiple platform connections between businesses and customers.

No memorising of contacts for your service provider, nor searching for their contacts on Google, you simply reach them by one click from your STARPHONE platform or via a short code.

Simply download the STARPHONE App from your Google play store or Apple App store and connect with all your service providers instantly.

Headquartered in the US, One Smart Star International has been providing this amazing service since 2005 and is currently active in 79 countries – supporting over 45 languages.

Big international clients signed up include: VISA, MasterCard, IBM, Microsoft HSBC, CITI, AIG, Coca-Cola, MacDonald’s, Hilton, DHL, America Express, BMW, Renault, Mercedes, etc.

Explaining   STAR PHONE

Star Phone/One Smart Star (OSS) is a quick and easy way for customers to contact an organisation using a three or four-digit code preceded by a star (*). The technology and user Interface are patent-protected.

Through the Star Phone, customers get access to all the multiple communication channels of the organization – i.e. voice phone, website, email, social media platforms, SMS, location navigation, Fax etc. on one interface/platform.

Being location-specific, the App automatically populates all the available services providers within your jurisdiction for direct interaction.

 Star Phone GHANA Features

One Smart Star (OSS) Ghana Ltd. is a franchise affiliate of One Smart Star International. On the Star Phone GH homepage, you get to see top service providers such as the Banks, Telecoms, Media Houses, Security Services, Medical Facilities, Restaurants etc.

You can browse by industry: for example, under banks you get to see all the commercial banks such Barclays Bank, GN Bank, ADB etc. Other key categories include Emergencies, Transportations, Commerce and many more

Emergencies and the Security Services

Star Phone and One Smart Star International have a global strategic partnership with the Police Service in all countries of operation. Thus, the Police service IVR or interface on Star Phone and contacts are given high priority on the home page of the Star Phone app. Besides, in emergency situations, the app is saving lives through its emergency ‘panic’ response buttons.

There are two things when you find yourself in an emergency situation: First you can be frightened so much that you may not remember the correct number to call: is it 191 or 192?  By simply tapping the Star phone icon on your phone, you choose which emergency service you want and automatically place a call.

In other instances, you are able to place the call but can’t talk because you are afraid you will be found out. With this App’s automatic call placing, your current location can be tracked by the police or ambulance personal for prompt assistance.

Company Advantages

At the point of enrollment, companies get to choose their own template for their interface. You are also given a simple to remember 3 or 4-digit number which all phone users can dial and access your interface.  For example, MTN on the STAR PHONE is given *686 – which is an ‘open sesame’ for MTN Ghana. It is important to note that the assigned numbers are not short codes regulated by NCA.

From here, customers can choose how to contact you. Either by pressing a button to call the contact centre or via FB Messenger, WhatsApp or even email, you directly go from here. Your company’s mobile App can also be integrated. This service is known to have increased customer access for the very big organisations around the world.

There is also a section dedicated on your interface for Ad placement while customers connect with you.

How do companies come onboard?

To get onboard simply download the STAR PHONE App and contact an executive to sign up.  You get your interface designed in 48 hours – then bingo! you are on board. You then encourage your customers to download the App for easy access to you.

Service Charges: Star Phone charges are monthly service charge based on the short code number categories available – i.e. VIP, Platinum, Gold and Silver. The charges are moderate fees with options for annual and specified number of years agreements.

However, from January 2018, One Smart Star Ghana is running a promotion for all organisations and individuals to sign onto the Star Phone services free for a period of 2 months.

Small Business Opportunities

This service brings with it a big opportunity for SMEs. With STAR PHONE you can have a mobile App for your startup, salon, barbering shop, corner shop or even just an idea.

Simply connect your potential clients on your STAR PHONE interface – just as the likes of GCB, JOY FM and MTN can do. It provides some sort of level playing ground for you to also give easy connections for customers, and space to showcase your products and service.

Managing your various online platforms is also made easy with STAR PHONE. From one place you can manage your main business line, Facebook page, twitter account, website etc.

Individual Advantages

As an individual you can also have a mobile App for yourself now or your small initiative. You can manage all your online accounts here. Connect your phone contacts, WhatsApp, Facebook, Twitter, and Instagram at one place. You can also set up your favorites using the Star Phone App for easier access to frequently-dialled numbers on contacts.

This is the next big thing – don’t be left out!  Simply visit Google play store, the App store and type Star phone and download the FREE App to get started today!  For enquiries visit www.onesmartstarghana.com or call 233 302 220 107

The Star Phone App: Downloadable @ Play Store and App Store

(E)-business & commerce Tips

  • : ecommerceGH : @ecommerceGH

Voltic inaugurates new US$6.5m packaging plant

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Voltic Ghana Limited, a subsidiary of Coca Cola Beverages Africa (CCBA), last week Thursday launched a new packaging line to increase supply of its products to the market.

The fully-automated packaging line, located at Akwadum in the Nsawam/Adoagyiri Municipality, is part of CCBA’s investment in Africa.

Mr. Doug Jackson, the Chief Executive Officer of CCBA, said installation of the new line will serve as an avenue for sustained economic acceleration for customers.

He said it is CCBA’s plan to make Ghana the best production point in Africa.

CCBA, the mother company of Voltic, is committed to satisfying key stakeholders; hence the investment in Voltic, Mr. Jackson said.

He said: “Our investment in technology and people has been to increase the production capacity of Voltic while providing permanent employment to more than 450 Ghanaians, and thousands more in the value chain”.

Mr. Carlos Kingsley Ahenkorah, Deputy Minister of Trade and Industry, said the milestone chalked up was not only for Voltic Ghana but for the country as a whole.

He said the lifeline of every country is to serve its citizens with reliable and sustainable livelihood opportunities, and so government is grateful to Voltic Ghana Limited for its continuous existence and support over the past 23 years.

“Governments over the years have recognised the role played by the private sector in spurring economic growth and development, and as such the private sector has often been referred to as the engine of growth,” he said.

Mr. Ahenkorah said government is putting measures in place to help businesses expand and create more jobs, as well as promote the growth of entrepreneurial opportunities for Ghanaians – particularly the youth.

“Government is determined to reverse the trend of the last few years, wherein businesses operated merely and mainly to service loans, pay taxes and electricity bills.

“Government’s job-creation agenda will be investments in human capital, strategic infrastructure, agriculture, agribusiness, entrepreneurship and innovation programmes,” the deputy-Minister said.

He commended the company for its resilience in contributing to growth of the Ghanaian economy through job-creation in the past 23 years, and called for patronage of Made-in-Ghana goods.

Other key stakeholders present at the occasion included Dr. Yaw Adu Gyamfi, President of the Association of Ghana Industries, who commended Voltic Ghana Limited for its commitment to corporate social responsibilities over the years.

Mr. Philip Wellington, the Country Manufacturing Manager of Voltic Ghana Limited, said the plant is expected to provide employment for 150 workers.

The Chief of Nsawam Adoagyiri, Okoanadwo Afutu Dompreh II (Adoagyirihene and Ankobeahene), and Mr. Jacques Vermueleen, Managing Director of CCBA International Division, were also present at the ceremony.

GNA

The unrecognisable workplace of tomorrow

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Over the next decade digital technologies will redefine how enterprises and individuals get things done.

If the industrial revolution shaped the traditional structure of the enterprise, then the digital revolution will redefine its future. Organisations were traditionally structured to coordinate production on a huge scale and built around the resources of an onsite, fulltime workforce.

Today the way we work is becoming more flexible and more globally distributed. And that has a lot to do with the mobile, cloud and social technologies that enable people to do their jobs easily and intuitively without needing to work from a set location.

At the launch of Vodafone’s latest New York Customer Experience Centre a few years ago, leading experts on the future of work shared their views on how digital technologies will fundamentally change the way people, individuals and organisations get things done.

The flexible workforce

Millennials are now the dominant demographic in the workplace and this is a generation that wants to make a difference. Work to them is no longer a place, but a goal, vision and deliverable. Empowering this will be incredibly important. At the other end of the workforce there are Baby Boomers keen to continue contributing to the economy past retirement. And in the middle there are parents’ eager to remain in the workplace while raising a family, and children trying to care for elderly parents while still earning a living.

At the same time enterprises are looking for ways to become nimbler to compete with disruptive start-ups. In order to do this, they need the agility to trial innovative projects and test new products and services without necessarily taking on talent on a fulltime basis. These two trends are complementary and will continue moving the enterprise towards a more flexible staffing model.

The software-defined workforce

The typical structure of employing full-time workers will become outdated. Businesses will increasingly need to experiment with innovative new projects to remain competitive, but they may not necessarily have the in-house talent to support these. Hiring new people for projects that may or may not succeed, however, is expensive. Five years from now, we could be looking at enterprise software that defines processes, then taps into global talent pools to find relevant resources for one-off projects. The software would not only securely match people with the capacity and expertise to particular projects – it would on board and train them in the process.

The functional workforce

The traditional command and control org chart will lose out to companies with functional teams. Over the next decade the old-fashioned method of coordinating production – sending a message up, horizontally and back down to unlock resources – will be replaced by businesses that broaden their teams as and when they need to. Examples of this are already in place. There are healthcare apps, for instance, that are integrated into the emergency services network. If someone has a heart attack, not only can paramedics be despatched, but anyone trained in CPR in near proximity will receive a notification of how and where they can help.

The future of technology is exciting and somewhat uncertain. In the coming years, technology will take the human race to a pedestal never experienced before in the memory of mankind. Customers appear to be in a dilemma on how to embrace these changes. Vodafone Business Solutions remains committed to ensuring that customers can navigate their way through this maze and inherit a future of hope and convenience.

For more information, contact Vodafone Business Solutions:

Corporate Email : [email protected]

SME Email: [email protected]

Corporate Phone: 0800 10 000 / 0302 334 040]

Website: www.vodafone.com.gh/business

What keeps the President of the World Bank up at night?

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This year’s World Economic Forum Annual Meeting comes at a time of good news for the world economy. As we said in this month’s Global Economic Prospects report, for the first time since the financial crisis, the World Bank is forecasting that the global economy will be operating at or near full capacity. We anticipate growth in advanced economies to moderate slightly, but growth in emerging markets and developing countries should strengthen to 4.5% this year.

Global growth is good news for the fight to end poverty and boost shared prosperity around the world. But there are a few things we’re seeing that keep me up at night.

First, aspirations are rising all over the world. Nearly everywhere I travel, I see people on smartphones – and thanks to the internet and social media, those people can see how everyone else lives. Our research suggests that as people access the internet, their reference income – the income to which they compare their own – begins to grow, leading to rising aspirations. And internet access is booming. At the end of 2015 in Africa, 226 million smartphones were connected to the internet. By 2020, that number will triple to three quarters of a billion. Some studies estimate that by 2025, 8 billion people worldwide will have access to the internet.

Rising aspirations are a good thing for the world.

First: Aspirations, linked with opportunity, can breed dynamism and drive inclusive, sustainable economic growth.  But I worry – and studies suggest – that if aspirations are met with frustration, it could lead countries down the path of fragility, conflict, extremism and migration.

Second: Innovation is accelerating and technology is reshaping nearly every aspect of our lives.  We see this in our development efforts: we are now using drones to map the Zanzibar Isles to create a digital national property register, and satellite imagery to map power outages for tens of thousands of villages in South Asia. New technologies are giving us more and better data, so we can see what works and scale our efforts around the world.

But technology is also changing the nature of work. We don’t know exactly what the future of work will look like, but we know that automation will replace scores of tasks, which will in turn eliminate many of the less-complex and low-skilled jobs. The remaining jobs, and new ones that will be created, will demand new and more sophisticated skills. Some studies estimate that as many as 65% of primary school children today will work in jobs or fields that don’t exist yet.

A report released last December by the McKinsey Global Institute found that roughly half of all jobs are at risk of being automated – and that’s just with the technologies we have today. As Rob Nail, one of the leading thinkers about technology, told me recently: “Today is the slowest day of innovation we will experience for the rest of our lifetimes.”
© McKinsey Global Institute

Third: While aspirations are rising and technology is changing the nature of work, we are facing a crisis in education. Our World Development Report this year found that more than 250 million children around the world cannot read or write, despite some schooling. Roughly 264 million children worldwide aren’t even enrolled in primary or secondary school.

Countries will not be able to compete in tomorrow’s economy unless they invest much more, and more effectively, in their people – especially in health and education, which build human capital. But the way we finance health and education is broken. Too often, heads of state and finance ministers are willing to invest in their people only through grants or concessional loans. Too many heads of state and finance ministers tell us, “First we’ll grow our economies, then we’ll invest in our people.” We need to change the system and create demand for far greater investment in people.

To help solve this crisis and to help countries prepare for an uncertain future, last autumn we launched the Human Capital Project, an accelerated effort to help countries invest in health and education. We’re working with some of the world’s leading health and education economists to shine a spotlight on how countries invest – and too often, don’t invest enough – in the health and education of young people in order to build the human capital stock of the next generation.

Eventually, the Human Capital Project will include a ranking, which we hope will create much more demand for countries to invest in health and education.  The project’s data and analysis will also help us advise countries on where to invest resources for the biggest impact in improving outcomes in health and education.

We’re already seeing some startling findings on education. Examining data from the largest globally comparable database of education quality, which covers more than 90% of the world’s population, we’re quantifying the extent to which the same number of years of schooling leads to massively different learning outcomes in different countries. As our economists put it: the data imply that a year of schooling is worth much more in some countries than in others.

With this new data and analysis, the Human Capital Project will help countries improve their education systems, and we’re doing similar work to improve investments in health.

If we don’t act now, not only will our goals of ending extreme poverty and boosting shared prosperity be out of reach; peace, stability, and prosperity for large parts of the world could also be threatened. If we invest the right resources in people, with the sense of urgency that this crisis requires, we can create equality of opportunity, harness the power of innovation, and come closer to making the global market system work for everyone.

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