New Permanent Representative of Nigeria Presents Credentials to the Director-General of the United Nations Office at Geneva

Audu Ayinla Kadiri, the new Permanent Representative of Nigeria to the United Nations Office at Geneva, today presented his credentials to Michael Møller, the Director-General of the United Nations Office at Geneva.

Prior to his appointment to Geneva, Mr. Kadiri had been serving as Head of the Political Section at the Nigeria High Commission in London since March 2016. He was the Director of the Office of the Minister of Foreign Affairs from November 2015 to March 2016, and Acting Director and then Director of the Policy Planning Division at the Ministry of Foreign Affairs from 2012 to November 2015. He served as a Counsellor-Senior Counsellor at the Permanent Mission of Nigeria to the United Nations Office at Geneva from 1998 to 2000.

Mr. Kadiri joined the Ministry of Foreign Affairs of Nigeria in December 1983. He has held a number of posts during his career, including as Counsellor at the International Organizations Directorate from 1994 to 1995, and Second Secretary at the Nigerian Embassy in Kinshasa, Zaire (now Democratic Republic of Congo) from August 1990 to July 1992.

Mr. Kadiri has a Master of Arts in international law and diplomacy from the University of Jos in Nigeria (1992) and a Bachelor of Science in political science from the University of Ibadan in Nigeria. He also has a professional certificate in diplomacy from the Nigerian Foreign Service Academy (1986) and a certificate in diplomatic studies from the University of Oxford, United Kingdom (1994). He was born in Ilorin, Nigeria on 2 February 1959. He is married with four children.

Distributed by APO on behalf of United Nations Office at Geneva (UNOG).

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President Zuma appoints the President of the Supreme Court of Appeal

President Jacob Zuma has in terms of section 174 (3) of the Constitution of the Republic of South Africa, 1996, and after consultation with the Judicial Service Commission, appointed Honourable Justice Mandisa Muriel Lindelwa Maya as the President of the Supreme Court of Appeal with immediate effect in an existing vacancy.

Justice Maya is the first woman to be appointed to the highest office at the Supreme Court of Appeal since the establishment of the Court in 1910.

“Her appointment to the position elevates her to the third highest position in the Judicial Branch, after the Chief Justice and Deputy Chief Justice of the Republic. We wish to congratulate her for being the first woman to occupy such a high position in the Judiciary and wish Justice Maya all the best in her new important responsibility of advancing our constitutional democracy,” said President Zuma.

Distributed by APO on behalf of Republic of South Africa: The Presidency.

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MSF accuses Libyan coastguard of endangering people’s lives during Mediterranean rescue

During a rescue in the Mediterranean Sea on 23 May, the Libyan coastguard approached boats in distress, intimidated the passengers and then fired gunshots into the air, threatening people’s lives and creating mayhem, according to aid organisations Médecins Sans Frontières/Doctors Without Borders (MSF) and SOS Méditerranée, whose teams witnessed the violent incident.

The teams from MSF and SOS Méditerranée had been alerted to the position of the boats in distress. Teams distributed lifejackets to the passengers in preparation for the rescue. More than twenty passengers were brought to the Aquarius, the search and rescue vessel jointly operated by both organisations. The other passengers remained on the distressed boat, while the teams had to go and provide assistance to another boat which was in a more critical situation.

In the meantime, a Libyan coastguard vessel with mounted weapons approached. “Two Libyan coastguards, wearing uniforms and armed, stepped onto one of the rubber boats. They took phones, money and other belongings from the passengers,” says Annemarie Loof of MSF.

“People became panicked and felt threatened. The passengers were terrified from the aggressive conduct of the Libyan coastguards.” This caused mass panic to break out and ended with more than 60 people in the sea.

“Many passengers – who had luckily already received lifejackets before the shooting began – jumped off the boats into the sea in fear,” adds Loof. “Our teams pulled 67 people out of the water as gunshots were fired in the air. It’s a miracle that no one drowned or was injured.”

“The Libyan coastguard showed very little regard for the wellbeing of the people in the boats in distress,” continues Loof. “Their behaviour was reckless – if not directly threatening – to the people on the boats.”

“Knowing that the Libyan coastguard has been receiving training and support from the European Union makes the incident all the more disturbing,” stresses Loof. “We believe that the Italian and European authorities should not be providing support to the Libyan coastguard, either directly or indirectly. This support is further endangering people’s lives.”

Despite the chaos, teams from MSF and SOS Méditerranée were able to safely bring 1,004 people, including a two-week-old baby, on board the Aquarius.

Distributed by APO on behalf of Médecins sans frontières (MSF).

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Digital IQ for African companies track global averages—but South Africa is at risk of falling behind: PwC report

Most organisations around the world have not done enough to keep up with the digital era – and leadership is falling short, with many chief executives not yet fully engaged in the initiatives of digital transformation. African companies match their global peers in many measures of Digital IQ: just over half (52%) rate their organisation’s Digital IQ as strong – a score of 70% or greater. However, South African companies stand at risk, with less than half (47%) rating their organisation’s IQ over 70%.

These are some of the highlights from the 10th edition of PwC’s Global Digital IQ survey (http://APO.af/FZSmmw), with a focus on Africa. “Digital IQ has a different meaning today than it had when PwC (www.PwC.com) started this research a decade ago.” Tielman Botha, Digital Lead for PwC South Africa, says: “Today, the scope and scale of digital-driven change has grown significantly, and organisations have invested a lot of time and money to keep up.

“Despite notable advances in technology, company leaders are no better equipped to handle the changes coming their way than they were in 2007, according to the survey results.”

In fact, Digital IQ – the measurement of an organisation’s ability to harness and profit from technology has actually declined since we began asking executives to self-assess their own organisations, comments Botha. As this year’s survey shows, many companies are grappling with raising their Digital IQ. There is awareness that digital capabilities are a critical component to success, and that emerging technologies have to be explored. But leaders remain challenged by the need to transform their organisations to truly integrate digital into the company’s culture.

Digital IQ, leadership, and goals

C-suite engagement in digital investment has grown in the past decade, but a large portion of chief executives are still behind when it comes to being the change agents. In 2007, one-third of companies said their CEO was a champion for digital, but that number remains surprisingly low when CEOs are responsible for staving off disruptors and driving transformation – even in 2017 only 68% of respondents (Africa: 65%; South Africa: 50%) stated their CEO championed digital. On top of that, many respondents said other senior executives remain disengaged from digital transformations. “CEO and CIO support is critical to developing successful digital initiatives, along with attention to human factors,” Botha adds.

The survey, now in its 10th year of identifying trends in technology and business adoption, examines just how organisations maximise returns on their digital technology investments, or not.

Over the past decade, PwC has used this survey to ask corporate leaders a critical question – how are organisations maximising and profiting from their digital investments? Companies are faced with an ever-growing list of options for technology investment, but whether or not those investments are being put to good use remains an omnipresent problem – that has not been alleviated in the last decade.

This year’s survey results, gathered from the perspectives of 2,216 business and technology executives, provides insight into the challenges corporate leaders continue to face.

Business-model innovation and technology platform integration are considered the top digital initiatives for African organisations over the next three years: South African companies are more likely to cite technology platform integration (50%, vs. 40% of others in Africa).

Emerging technology: next generation digital

A decade ago, technologies like social media, mobile, cloud and analytics were still entering into the mainstream. Today a new wave of technologies, including what are known as the essential eight, is emerging: the Internet of Things (IOT) and artificial intelligence (AI), the foundational elements for the next generation of digital; robotics, drones and 3D printing, machines that extend the realm of computing power into the material world; augmented reality (AR) and virtual reality (VR), which merge physical and digital realms; and block chain, a new approach to the basic bookkeeping behind commercial transactions.

However, most companies are not better prepared in 2017 to adopt emerging technologies than they were a decade ago. African executives are focused on digital innovation, but may not have the processes in place to execute on strategy: 87% say identifying opportunities to digitise their enterprise is a critical part of their innovation process (vs. 79% of others), but only 63% take a systematic approach to evaluating emerging technology (vs. 76% of others).

Similar to organisations in other parts of the world, investments in Africa are focused on the IoT and AI (69% and 42% are investing heavily today, respectively), and are expected to continue over the next three years (63% and 60%). African firms are more focused than their global peers on virtual reality, with 21% investing significantly compared to 7% of others.

African executives tend to take a different approach to exploring emerging technologies than their peers, including collaboration with other companies. They are also more likely to network with other industry leaders (54% vs. 27%) or with vendors (40% vs. 31%). Meanwhile, they are somewhat less likely to use industry analysts (66% vs. 78%) or competitive intelligence (56% vs. 69%).

The human experience

While tech is important, the role of customers and employees (including employees like the CDO and CIO)) and their ability to adapt to change and utilise digital and emerging tech are critical in advancing transformation. However, addressing the full spectrum of human experience remains a serious challenge for most organisations. Like their peers around the globe, African companies lack many necessary digital skills, particularly in user experience and human-centered design (40% say this skill is well-developed in the workforce vs. 38% globally). Further, they could do more to close these skills gaps: currently, just 65% regularly update their talent model to address changing digital skills, compared with 72% of others.

“It is vital that companies invest in digital solutions if they want to be successful. It is even more important that they think through how their investment in digital can drive new business models and financial results.

“Having a high Digital IQ is about integration, and requires fitting together the pieces of the puzzle – the business, the customer and employee experience and the technology – to build one cohesive and transformative solution. This is what will give a company the competitive edge,” concludes Botha.

Distributed by APO on behalf of PricewaterhouseCoopers LLP (PwC).

Note to editor:
PwC worked with Oxford Economics in late 2016 to survey more than 2,200 senior business and IT executives from 53 countries and more than 30 industry segments. The territory focus on Africa includes 52 responses from Zambia, Ghana, Uganda, South Africa, Kenya, Mauritius, and Nigeria.

Media contacts:
Tielman Botha: Digital Lead for PwC South Africa
Office: + 27 11 797 0638
Email: Tielman.Botha@PwC.com
OR
Sandy Greaves Campbell: Managing Director, Change the Conversation, South Africa
Office: + 27 11 028 7753/54
Email: Sandy@ChangeTC.co.za
OR
Sanchia Temkin: PwC Head of Media Relations, South Africa
Office: + 27 11 797 4470
Email: Sanchia.Temkin@PwC.com

About PwC:
At PwC, our purpose is to build trust in society and solve important problems. We’re a network of firms in 157 countries with more than 223,000 people who are committed to delivering quality in assurance, advisory and tax services. Find out more and tell us what matters to you by visiting us at www.PwC.com.
PwC has a presence in 34 Africa countries with an office footprint covering 66 offices. With a single Africa leadership team and more than 400 partners and 9000 professionals across Africa, we serve some of the continent’s largest businesses across all industries.
PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.PwC.com/structure for further details.
©2016 PwC. All rights reserved

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Source:: Digital IQ for African companies track global averages—but South Africa is at risk of falling behind: PwC report

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