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Avnash invests US$150m into agro-business

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Mr. Jai Mirchandani, CEO of Avnash Industries

Avnash Industries Ghana Limited, producer of Golden drop edible oil, says it has so far invested almost US$150million from 2007 into its agro-business operations aimed at adding value to the country’s agricultural produce and creating employment for wealth-creation.

The company is well known for its businesses in edible oil, rice, soaps and detergents, shea butter, liquors, beer, whiskey and its variants, biscuits and allied products, packing and branding of its products – including PET and hard plastic containers. It established a rice-mill in Tamale with a capacity of 450mt per day. It is a fully automated mill of Buhler make, capable of milling par-boiled and brown rice.

Mr. Jai Mirchandani, Chief Executive Officer of Avnash Industries, said this at the maiden Malaysia-Ghana Palm Oil Trade Fair and Seminar (POTS), which came off in Accra, under the topic: “Branding the Oil Palm Value Chain in Ghana: Avnash’s Experiences”.
Mr. Mirchandani charged the country to adopt successful oil palm models to help upscale the sector’s production volumes.

He said: “We need to leverage on models to scale up the crop’s production and to improve the production volumes. We need to work within the local environment, we need to adopt models that have been successful locally.”

Mr. Mirchandani explained that “We have been thinking about the development of agriculture from the perspective of others.

“We have been looking at a paradigm incorrectly because we have tried to take models of where it has been successful like America and Malaysia.  He explained that the focus of Avnash is to be the anchor of the agricultural industrialisation renaissance of Ghana by focusing on investments in the agro processing sectors to provide ready market for both commercial and smallholder farmers.

Available data shows that in just the first three quarters of 2017, Ghana imported 213,000 tonnes of palm oil from Malaysia, valued at US$149.1million and representing more than 70 percent of total imports of the commodity within the period.

The Malaysian Palm Oil Council (MPOC), an organisation that promotes the market expansion of Malaysian palm oil and its products, sees the Ghanaian market as a growing one and is targeting even more exports – particularly for the Fast-Moving Consumer Goods (FMCG) industry.

The 2017 import figure represents an almost 10 percent increase on the 2016 import of 203,000 tonnes, and the Southeast Asia economic giant is targeting a 20 percent increase by the end of 2017 and up to 300,000 tonnes, estimated at US$210million, by 2018.
The nation’s annual demand for oil and fat is 680,000 tonnes while local production hovers around 480,000 tonnes, leaving the gap of 200,000 tonnes to be filled by imports.

Dato’ Lee Yeow Chor, Chairman of Malaysia’s Palm Oil Council, explained that West Africa’s growing population and economy naturally means the per capita consumption of vegetable oil will increase.

Mr. Chor stated that Malaysian companies are ready to enter joint venture agreements with local palm oil companies to produce the products locally.

“Malaysian companies have entered into agreements with companies in Indonesia, Nigeria, Papua New Guinea, Columbia and others, and we are looking at deals like that here. We are hoping to discuss incentives and government policies on establishing palm oil processing companies,” he added.

Mr. Chor noted that: “Ghana is one of Malaysia’s biggest trading partners in this region, with the total trade between the two countries registering US$337million in 2016.”

Commenting on the trade relationship between Malaysia and Africa, Mr. Chor said Malaysia considers the West African market as an important destination for Malaysian palm oil.

“In recent years, there has been a significant upward trend of Malaysian palm oil exports into this region. Last year, Malaysia exported about one million tonnes of palm oil to all countries in the West African region,” he said.

Speakers at the seminar included renowned local industry captains and international experts from Malaysia, Ghana and the UK.  The papers covered topics on oils and fats – ranging from market outlook and trade to oil palm planting and the logistics situation in Africa – and attracted over 300 participants from both Malaysia and Ghana.

Participants from Malaysia took the opportunity to tour the 500MT per day e to acquaint themselves with operations of the company.

The team visited various departments including the laboratory, production and refinery plants located at the Tema Ports.

RCBs get grace period on recapitalisation

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Governor, Bank of Ghana
Dr. Ernest Addison

Rural and Community Banks (RCBs) that are yet to meet the GH₵1 million stated capital requirement set by the Bank of Ghana (BoG) by year-end will be given an extended period to recapitalise, BoG Governor, Dr. Ernest Addison, has hinted.

With barely two months to the deadline only 58, out of a total 142 RCBs in the country, have so far met the new capital requirement.

Speaking at a durbar to climax the 6th Rural Banking Week Celebrations in Kpong, Dr. Ernest Addison, indicated that though the figures churned by rural banks are relatively low to give backing to their financial mediation function, his outfit will be more flexible with them on the recapitalisation directive.

His comment was in response to an appeal from the Association of Rural Banks (ARB) that the financial sector regulator reconsiders reviewing the deadline for all RCBs to recapitalise to enable its members who are yet to meet the required capital ‘re-organise themselves and work to drive up their capital base.’

The BoG raised the stated capital of RCBs from the current GH¢500,000 to GH₵1 million as part of efforts to grow the sector’s capital base to protect depositors as well as provide enough fiscal space for operational efficiency.

It was also to put rural banks in a better position to live up to its core mandate of providing the needed financial services support to  micro small and medium enterprises in rural parts of the country.

Avenues for new capital

As struggling rural banks look for ways to increase their deposits and capital base, Dr. Addison urged managers of such banks to resort to alternative means including, but not limited to, listing of the Ghana Stock Exchange, mergers and acquisitions as well as tapping funds from wealthy indigenes both home and abroad.

He added: “This should be backed by strong corporate governance structures that will ensure transparency and help to optimise yields.”

He further assured that the central bank will ensure that RCBs are sound to intermediate financial resources in the rural sector as the rural banking concept has come to stay.

According to the BoG boss, the activities of rural banks have contributed significantly to the growth of the rural economy in terms of employment creation, income generation and improved livelihoods of rural dwellers. RCBs, he added, have become reliable tool for poverty alleviation.

He said, if properly positioned, rural and community banks could enhance industrialisation to open up the rural economy by bringing financial services closer to rural folks and roping in the unbanked into the formal banking system.

Uber set to sell $10bn stake to Softbank

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Uber has struck a deal that could lead to a huge investment by a consortium led by Japanese conglomerate Softbank and San Francisco group Dragoneer.

The size of the potential investment has not been disclosed, but reports say it could be up to $10bn (£7.6bn).

The ride-hailing company said the money would fuel Uber’s expansion and investments in technology.

But it could transform its corporate structure and see a share listing by 2019, if the deal goes ahead.

“We’ve entered into an agreement with a consortium led by SoftBank and Dragoneer on a potential investment,” Uber said.

“We believe this agreement is a strong vote of confidence in Uber’s long-term potential.”

If completed, the firm plans to use the funds to expand its business further as it faces increasing competition at home and abroad.

As well as boosting its investments in technology, Uber said it would strengthen its corporate governance.

That could help bring stability to the world’s most valuable start-up after a year of scandals, infighting and the ousting of former chief executive Travis Kalanick in June.

Early adopter

Softbank, the Japanese telecommunications and technology giant, declined to comment on the potential investment when contacted by the BBC.

However, Softbank chief executive Masayoshi Son said last week that “whether we make an investment in Uber, or not, is not decided yet”.

He said a deal would depend on “pricing and the terms and conditions” as most of Softbank’s investment would be used to buy out shares from current investors.

Buying the existing shares would reportedly allow Softbank to take a 14% stake in Uber, while $1bn is said to have been set aside to buy new shares.

Mr Son added that while Uber was struggling with “management issues”, he believed it was still a “good company”.

Sources told the BBC it could take up to a month for the investment deal to be wrapped up.

Once completed, it would mark the latest in a series of overseas investments by Softbank including:

SoftBank has not revealed how much of the money to be invested in Uber would come from its technology focused Vision Fund, which has more than $93bn at its disposal.

Mr Son is known to have an eye for potentially transformative industries and trends. He was an early investor in Alibaba and owns close to 30% of the Chinese e-commerce giant’s shares.

Davido beats Wizkid to award for best African act

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The Nigerian superstar Davido beat compatriot Wizkid to grab the MTV Europe award for best African act yesterday.
They have both been nominated for the award at least two times each.
Davido was performing in Angola’s capital Luanda this weekend so didn’t make it to the ceremony. But he thanked everyone, including his mother, in an Instragram post:

The other contenders included South Africans Nasty C and Babes Wodumo, Kenyan Nyashinski and Angolan C4 Pedro.
The latter had told Focus on Africa radio before the ceremony, that it was about time a Portuguese speaker won.

Re-branding the Risk Manager (1)

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“It seems that the necessary thing to do is not to fear mistakes, to plunge in, to do the best that one can, hoping to learn enough from blunders to correct them eventually.” Abraham Maslow

 

Dear readers, what are the images of the Chief Risk Officer or any Risk person for that matter? What are their levels of popularity in your company?

The Image of The Risk Manager

Let me look at some impressions that staff of financial services have about the Risk Personnel:

Ø  They are troublemakers and always ready to report anything to the Executive or Board at the least chance.

Ø  They are very petty and always looking to catch a thief.

Ø  They are definitely not the CEO’s cup of tea and usually ‘walk alone’.

Ø  They enjoying using audit and other risk management reports to gain political power.

Ø  They like playing political games and are paper-pushers.

Ø  They are ignorant of business strategies and are narrow-minded.

Risk managers are often seen as the gatekeepers to decisions, and often associated with the word “No”. Over the years the focus of most risk managers has been on the process – identification, analysis and mitigation. Currently, many financial institutions employ state of the art technology, using advanced analytical techniques, to quantify and scientifically measure the various risks highlighted and to alert management on best strategies to adopt to avert potential losses.  While this process-oriented focus is important to successful risk management, there are also some essential characteristics of the risk managers that should be examined critically to make their work more proactive and in sync with the institution’s goals.

Why do many risk managers face so much stiff organisational resistance? What makes these individuals succeed or fail? Why are some risk managers unable to move risk to the top of an organisation’s list of priorities?

Aside from all the gadgets and indices for determining the risk profile of an institution, a successful risk management project has a lot to do with the risk managers’ characteristics. Let us look at some characteristics of the new breed of risk managers which make them more effective despite the new challenges in banking.

Characteristics of the New Breed of Effective Risk Managers

Ø  An unquenchable thirst for knowledge

Risk is such a risky business that no function or activity in the bank should be taken for granted. Obviously, a risk manager should be qualified and have all the relevant technical know- how. However, we sometimes forget that the world of business is so dynamic that the demands of risk management should also flow with the tide. Let us examine the dynamics of retail banking.

The onset of the e-banking platform has eroded most of the functions of bank tellers. With the replacement of glass cubicles with counters, what new risks are emerging? A risk manager should quickly research on best branch layouts, factoring safety measures into the new brand. The risk manager should regularly be abreast with emerging risks in electronic banking, and should be ready to recommend proactive solutions to meet this global risk.  Risk management is not just saying no, no, but adding possible solutions to the exuberance associated with new projects and services.

Ø  Understanding the Role

An effective risk manager must understand his/her role in the bank and how important it is. I usually compare the role of a risk manager to a consultant. What is the bank’s objective? What are its goals? What are its people made up of? How sustainable are its goals and objectives?  In some global markets, the risk manager is very powerful and his/her decisions carry a lot of weight even at the board level. A highly effective risk manager makes decisions taking into consideration, the consequences of those decisions.

Apart from the numerous cases of chief executives being fired during bank failures or crises, the risk managers are also not left alone. Where there are state interventions and forensic audits, the questions asked by the legislators include, “Didn’t the risk manager see the signs on the wall? Did they alert management? What did they do about it? Did they not know they are caretakers of the bank? And so on and so forth…

Ø  Ambitious Thinking

A highly effective risk manager thinks ambitiously and challenges the status quo, bearing in mind the organisation’s objectives. He/she understands that the past does not predict future results, and is thus willing to think outside the box and go outside of the norm to achieve organisational objectives.

When management wishes to undertake a particular project, a risk manager should quickly conduct research around the subject and see the global picture, especially in the worst-case scenarios. Gone are the days when we used to say ”Ooh, that’s how it is always done”. Those days are over. History is good for referral but as circumstances change, it becomes a guide, like the compass but not the ultimate.

Ø  “Flowing with the Tide, With Eyes Wide Open”

The general expectation of a risk manager is that the person must be precise, cautious, analytical and slow to act. However, a risk manager should also be confident and ambitious enough to “flow with the tide” of management directions, so long as adequate probes and research have been conducted and grey areas still kept within the surveillance zone. Sometimes a risk manager should enter the dark tunnel closely with the chief executive, of course with eyes open even wider, in case there is an unseen obstacle or red-flag in their path that he can identify early.

Ø  Being Humane and Understanding

In any position, it is important to care about the people you work with. The new breed of effective risk managers has genuine concerns for the people they work with – and they should let this show. They get to know their fellow employees, understand their concerns, and exhibit a win-win attitude in their efforts and collaboration with fellow employees.

Ø  The Bridge Over Troubled Waters

The risk manager must also play a role in building a bridge to other functional and business areas within and outside the bank. It is only the risk manager who can demand and have access to documentation from all functionaries in the bank, whether for pre-audit or post-audit. The lens of the risk manager can capture several potential hot-spots in the bank.

The function should not be restricted to a form-filling exercise or just analysing data. Risk managers are horizontal integrators within the bank, and develop a bridge across all departments to look at the global picture. In fact, the risk person actually connects all the dots, especially the “outliers” that others do not appreciate.

 

Ø  Rolling up Their Sleeve

A risk manager must understand and analyse interdependencies across the bank. He/she must provide insights into relationships that unit, product, or project managers may not recognise due to their singular emphasis. The risk manager must stay neutral and avoid any biases.

The overall picture of the bank should enable risk managers to access sensitive data which enables them to have a third eye that must be used responsibly in providing new insights and learning to the organisation. This role requires a risk manager to roll up his/her sleeves and become involved in multiple areas of a programme to ensure that the project groups not only know what risk management involves, but also actively participate in the process.

Ø  Good Communicator

As a risk manager, what language do you use? How well do you blend with all the three levels of defence in risk management? Effective risk managers embed themselves within the organisation by being part of the whole. They understand the concerns of the board of directors all the way to staff on the ground.

In this regard, communication to the various levels should be appropriately-worded. What makes them effective is that they are clear about and sensitive to the outcome they want to get from their communication, and are flexible in their method of communication to achieve their outcome. They are experts at building rapport, and separate what is being said from the meaning they put into what is being said.

Ø  Life-long Learners – exploring all possibilitie

Risk managers should be regular readers. If you believe that success leaves clues and that you can be successful by thinking and acting like a successful person, then reading should be a part of your daily life. Reading books will help you become a true expert in your field of passion or challenge the limiting beliefs you have about risks.

Dear risk managers, how do you fit into all these? Stay tuned for more next week.

 

To be continued…

 

ABOUT THE AUTHOR

Alberta Quarcoopome is a Fellow of the Chartered Institute of Bankers, and CEO of ALKAN Business Consult Ltd. She uses her experience and practical case studies, training young bankers in operational risk management, sales, customer service, banking operations and fraud.

CONTACT

Website www.alkanbiz.com

Email: alberta@alkanbiz.com  or [email protected]

Tel: +233-0244333051/+233-0244611343

BEIGE, Old Mutual strengthen ties.

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The Management of BEIGE, a Financial Services Provider, was recently hosted by Old Mutual in their Cape Town corporate office (Mutual Park) in South Africa, as part of events geared toward forging closer ties.  The event was also to explore stronger business partnerships between the two firms.

The visit, which happens to be the second since 2015, also served as a learning tour for some of the BEIGE staff. Led by its Chief Executive Officer (CEO), Mr. Mike Nyinaku, the BEIGE team were previously hosted in Old Mutual’s Johannesburg office during the 2015 visit.

Old Mutual Africa’s Head of Distribution and Strategic Partnerships, Gerald Randall, said: “It was a great pleasure to host the team again”. He also commended BEIGE for building a formidable and ambitious business, and encouraging practical learning for staff even beyond the shores of Ghana. Mr. Randall said the 175-year-old financial services firm is open to entering into strategic partnerships with BEIGE.

Mr. Nyinaku explained that an important part of the company’s leadership development activities has been conducting corporate exchanges and training tours to leading financial services firms since 2012.  He added that, “In 2015, when our team was hosted at Old Mutual, we were also hosted at Bidvest Bank on another training tour.  Similarly, in October 2013 our institution hosted a team of Investment Bankers from the major banks in South Africa on an International Executive Development Programme organised under the auspices of BANKSETA”.

In the same vein, as part of this transnational educational tour, the BEIGE Team which consisted of two board members, the CEO and ten (10) other Middle Management staff were also hosted at Momentum MMI Holdings in Johannesburg.

Mr. Nyinaku, during his interactions with the team at Old Mutual & Momentum MMI Holdings, shared recent milestones chalked up by BEIGE and its current status as a reputable financial services provider in the country. He explained that the key objective of BEIGE in the medium-term is to consolidate and expand its share of the market in the informal sector.

He expressed his appreciation for the reception accorded the team at Old Mutual and Momentum MMI Holdings.

Incorporated in Ghana, BEIGE is a Financial Services Provider with interests in Banking, Pensions, Insurance & Investments. With over 70 business offices and more than 4,000 staff, BEIGE is currently represented in 8 out of the 10 regions of Ghana.

Auditor General vows to name and shame

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Audit Committee CAGD

The Auditor-General, Daniel Yaw Domelevo, has served notice that his outfit will soon make public the names of individuals and institutions that have been surcharged and expenditure disallowed against them

According to the Auditor-General, the naming and shamming exercise is expected to also serve as a deterrent to public and civil servants who waste government’s scarce resources.

Speaking to the B&FT, at the sidelines of the inauguration of the Controller and Accountant General Department’s (CAGD) ‘Audit Committee’ in Accra,  Mr. Domelevo said public and civil servants will have to end the practice of using public resource for unintended purposes.

“We should say never again to public resources being used for unintended purposes, whilst our people still remain poor. This is just not acceptable. We have started the fight at the Auditor-General and I pray my certificates do not come to the Accountants-General’s office.

We have also started disallowing expenditures and we will be surcharging people and as I said, we have begun that. I will soon produce a report of those who have been surcharged and expenditures disallowed against,” the Auditor-General disclosed.

Mr. Demelevo further noted that the misuse of public funds is very disturbing considering the liabilities of Ghana, as a management report put together and submitted to the Ministry of Finance revealed that, more than 50% of the liabilities did not exist.

“We can all see that as a country, we are begging and borrowing money to develop, but others are being wasteful and spend monies which are not to be spent,” he said.

The Auditor-General assured the gathering of his outmost commitment to ensuring that together with other agencies, the government payroll is cleaned-up.

“What this means is that anything that is wrong about the payroll we will make sure that, we recover. So, I would like to ask the Accountant-General’s outfit to take a critical look at the payroll and pensions because there is a lot of garbage in there.”

Inaugurating the Audit Committee, a Deputy Minister of Finance Hon. Abena Osei Asare asked its members to ensure that it is independent, firm and committed.

The Audit Committee is expected to provide the necessary assistance to Management of CAGD in the implementation of any recommendation contained in an Internal Audit Report, Parliament’s decision on the Auditor-General’s report, Auditor-General’s Management Letter and the report of the Internal Monitoring Unit in the Department among other functions.

Mr. Eugene Ofosuhene, the Controller and Accountant General said, “the establishment of the Audit Committee has come at an opportune time now than ever before in the annals of Public Financial management in Ghana.”

The Audit Committee has a membership of four, comprising Elsie Bunyan as the Chairperson Nathan Yankey, Alex Kwaku Dey, and Kwasi Owusu.

ESLA Plc could raise bonds offshore

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Ken Ofori-Atta, Minister of Finance

Managers of ESLA Plc, the special purpose vehicle created to raise bonds to clear the GH¢10billion energy sector debt, have said they have the systems, structures and capacity to raise some of the debt from offshore investors who are unable to buy cedi-denominated bonds.

Edward Effah, Chairman of the Board of Fidelity Bank, noted that since the bond issuance is a programme that allows managers to come into the market when conditions are right, they can even extend it to offshore investors – primarily in the United States.

“We can go there if conditions are right and we believe we can get better rates. We have the capacity, systems and structures to raise such a bond from offshore investors, especially those who cannot directly buy cedi-denominated bonds,” he explained.

Fidelity Bank is managing the bond together with Standard Chartered Bank, and Mr. Effah with his team debunked arguments that the issuance was a failure, saying there is no end to the number of times they can go onto the market to raise the debt within the five-year period.

He told a press conference that based on existing model assumptions on current cash flow projections and required coverage ratios, the programme allows ESLA Plc to issue up to GH¢6billion.

“Being a programme allows the issuer the flexibility to draw down more in the future up to the GH¢6billion – either via a retap of the existing 7- and 10-year bonds or issue of new bonds to ensure cost and issuance efficiency,” an explanatory statement to the media added.

Pricing efficiency led to 85 percent success rate

Mr. Effah explained that due to pursuing the best price for the bond, the issuance achieved an 85 percent success rate. “People subscribed at a price we didn’t want. It meant that people subscribed but bid at a higher price, and so we had to reject those bids,” he added.

The seven-year bond, currently trading on the Ghana Stock Exchange (GSE), was oversubscribed at GH¢2.5bilion, above the target of GH¢2.4billion, at an interest rate of 19 percent.

The 10-year bond closed with a total bid of GH¢2.79billion relative to the target of GH¢3.6billion. Out of this, GH¢2.29billion was accepted at a price of 19.5 percent.

This brings the overall number of bids to GH¢5.32billion – and out of that ELSA Plc chose to close the books at GH¢4.7billion, representing 78 percent of the targetted amount.

Mr. Effah emphasised that the bonds do not carry a government guarantee but rather utilises the Energy Debt Recovery Levy flows, a subset of the ESLA levies, to support debt repayment.

He added that flows from this levy amounted to approximately GH¢1.28billion per annum in 2016, and is expected to grow.

“This landmark transaction sets a precedent in sub-Saharan Africa for public sector/State-Owned Enterprises (SOEs) debt restructuring, and provides a clear and structured framework for the resolution of legacy debts owed by SOEs within Ghana’s energy sector,” he added.

He further noted that this initiative will help resolve the high levels of non-performing loans within the banking sector, and provide liquidity to the banks that allows them to support the private sector and provide credit to businesses.

“It will also help create a more efficient energy sector, bringing energy prices down as the sector becomes more efficient and competitive, to the benefit of the Ghanaian consumer,” he added.

New capital for securities market long overdue – Analyst …but increment must be staggered

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The proposal for an increment in the minimum stated capital of security market operators by the Securities and Exchange Commission (SEC) is long overdue, given the growth in the sector and changing market dynamics, Bernard Osei-Tutu, Chief Executive Officer of Dusk Capital, has said.

The new capital requirement is long overdue. This should have been done a long time ago, but it’s never too late,” he told the B&FT.

The Director General of the SEC, Daniel Ogbarmey Tetteh, last month hinted at plans to increase the minimum capital for operators to strengthen the sector and protect investors.

The plan, he noted, “is to do some engagements with the market, because we believe that we want to get their buy-in. But we will keep the overriding objective in view, which is to make sure that at the end of the day we have very strong market operators”.

Though the SEC is yet to set the new capital, an increase from GH¢100,000 to GH¢5million has been mooted by some analysts.

While welcoming the decision by the SEC to adjust upward the minimum capital, Mr. Osei-Tutu cautioned that the proposed increment must not be astronomical and should be staggered over a five-year period.

“The rumour and figures we are hearing is that it will be increased from GH¢100,000 to GH¢5million. The jump is really unrealistic and very astronomical in terms of percentage. If currently the stated capital is GH¢100,000 and you are seeking to increase it to one, two or GH¢5million, it is a huge jump,” he said.

“But we in the industry also acknowledge the fact that there must be sanity in the industry. We are of the thought that for you to be in the industry, you have to be well-capitalised. But we think it must be done, and done well, so we don’t let people just get out of the market because the kind of service we provide doesn’t really require large capital,” he added.

The moves to strengthen the securities market follows a similar initiative by the central bank to strengthen the banking sector.

In September, the Bank of Ghana (BoG) introduced the Internal Capital Adequacy Assessment Process (ICAAP) under the Basel II framework. The ICAAP will require banks to more than treble their minimum capital to GH¢400m (US$91.6m) by December 31, 2018.

This represents a much bigger jump than previous increases imposed by the regulator over the past decade to strengthen the balance sheets of Ghana’s banks.

2018 Budget: Bawumia hints at 25% power tariff cut

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Industries could heave a sigh of relief by January, following a revelation by Vice President Mahamudu Bawumia that power tariffs could be reduced by as much as 25 percent.

“We will actually be seeing some significant reduction in the cost of electricity for industrial production next year in Ghana, and that can be as much as 25%…And that should be a major catalyst for industrial production,” the Vice President said at the Global Business Forum on Africa in Dubai.

The announcement confirms an earlier statement by the Energy Minister, Boakye Agyarko, that “our next mandate after stabilising power supply is to begin the reduction of prices”.

The Vice President told the investor community in Dubai that the government of Ghana had shifted its focus from taxation – as in many other countries in Africa – to production, and is working hard to formalise the economy using technology as one of the pivotal points.

The reduction of the cost of power, he said, had become necessary in order to accelerate industrialisation of the Ghanaian economy.

“What we are doing is to basically understand what the linkages are among the various sectors in the macroeconomy. It is very important to set the macroeconomy right, so that there is stability that will drive industrialisation,” he said.

Following complaints by the Association of Ghana Industries that it was wrong for industry to subsidise domestic consumers of power, government has also said a new tariff policy is in the works “to reclassify consumer categories in order to protect lifeline and strategic industrial consumers”.

For the domestic consumer, the tariff in Ghana is between 19 and 28 cents, while it is 9 cents in La Cote d’Ivoire, 17 cents in Benin, 16 cents in Togo and 17 cents in Nigeria.

The gap is even wider on the commercial and industrial fronts, where Ghana’s businesses – which are already reeling under the weight of high interest rates – pay 32.6 cents per kWh as compared to 13 cents in La Cote d’Ivoire, 19 cents in Benin, 18 cents in Togo and 17 cents in Nigeria.

The price disparity, some have said, is due to the fact that Cote D’Ivoire, for example, produces cheaper power than Ghana. That country, on average, produces at 9 cents per kilowatt-hour, while Ghana produces at 14 cents per kilowatt-hour on average.

Compared to other West African countries, the cost of power in Ghana is estimated to be 50 percent higher; although Cote d’Ivoire, for example, relies on more thermal plants than Ghana.

“We are stack-packing [cars] for businesses in Ivory Coast, and there is an energy cost element in there. Going through their system, we realised that the energy cost was relatively cheaper than ours,” said Emmanuel Adu-Sarkodee of CDH Group, which is into banking, insurance, hotels and other businesses.

“We were a bit surprised because their mix is more thermal to hydro than Ghana’s mix. We have more hydro than them. Theirs is mostly thermal. So, we were wondering why that is the case. There was something more significant we found in there – the cost of gas to their thermal companies was much cheaper than the cost of gas to our thermal companies,” he said.

Indeed, for 2017 alone an estimated US$952million is required to purchase various forms of fuel, including natural gas, to run thermal plants based on a projected thermal generation of 9,937.48 GWh, according to the Ghana Grid Company.

About US$295million of the amount will be required by the VRA, and about US$657million will be required by Independent Power Producers.

As government works to clear the GH¢10billion debt that has plagued the energy sector, entities in the power sector, particularly the Volta River Authority and Electricity Company of Ghana, are expected to begin on a clean slate – which should result in some savings to consumers.

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