• This Day (Nigeria) aagm: Political Economy of Sustainable Democracy in Nigeria (2)

CHEMEQ APPOINTS TONY DAVIES, JOHN NICHOLLS NON-EXECUTIVE DIRECTORS
179 words

17 May 2005

Australian Company News Bites

NBAXCN

English

Copyright 2005 News Bites Pty Ltd. All Rights Reserved
AUSTRALIAN COMPANY NEWS BITES
SOURCED FROM INFORMATION LODGED WITH THE AUSTRALIAN STOCK EXCHANGE
Chemeq Ltd has appointed Tony Davies and John Nicholls as non-executive directors.
Mr Davies has worked as executive director for Futuris Corporation, general manager of finance and administration for the Bell Group Ltd, finance director for the Mitchell Cotts Group and as an auditor with Arthut Anderson. He is chairman of Australian Plantation Timber Ltd and non-executive director of Amcom Telecommunication Ltd, Integrated Tree Group, Caversham Property Developments Pty Ltd and Australian Fine China Pty Ltd.
Mr Nicholls has extensive experience in start-up and established companies, as chief executive officer and non-executive director. He has been engaged in a wide range of activities including manufacturing, distribution, trading and merchant banking in Japan, China, Hong Kong, Taiwan, Malaysia, Singapore, Indonesia, the United States, Nigeria and Australia. Chairman Graham Melrose said that Mr Nicholls' international business experience would be of considerable value as the company begins sales and marketing of its products in world markets.
Document NBAXCN0020050517e15h002s9
Telecoms & Technology: Nigeria
118 words

16 May 2005

Economist Intelligence Unit - Business Africa

EIUBF

Business Africa

29

Number x

English

(C) 2005 The Economist Intelligence Unit Ltd.
The communications ministry and China’s leading telecoms equipment maker, Huawei Technologies, have signed a US$200m partnership agreement for the deployment of a wireless network across Nigeria. Under the agreement, the China Development Bank will provide Nigeria with a US$200m loan for the project, while Huawei is committed to building a US$20m factory in Nigeria. In another accord Chinese telecoms company ZTE agreed to supply US$95m-worth of equipment to the communications ministry. Huawei and ZTE are also among the foreign companies said to be interested in buying a majority stake in Nigeria Telecommunications and its mobile phone unit M-Tel.
Business Africa 16 May 2005, Part 29 of 31
Document EIUBF00020050528e15g0000t

3G CDMA Offers New Opportunities for The African Market
671 words

13 May 2005

PrimeZone Media Network

PZON

English

Copyright (c) 2005 PrimeZone Media Network, Inc. All Rights Reserved.
COSTA MESA, Calif., May 13, 2005 (PRIMEZONE) -- The CDMA Development Group (CDG) ( www.cdg.org ) today announced that CDMA2000(r) technologies are an ideal platform to expand the reach of communication services to millions of people in Africa and thereby contribute to growth and an improved standard of living on the continent. The spectral efficiency and high-speed data capabilities of CDMA2000 allow operators to provide high-quality voice services and Internet access at lower costs than landline and other wireless technologies, and favorable propagation of CDMA2000 at 800 MHz, and especially at 450 MHz, make it a cost-effective solution for reaching remote, low-density areas.
"Only 1 in 10 people in Africa have access to a telephone today and most of them live in cities and more developed regions," said Perry LaForge, executive director, CDG. Wireless is already the main form of voice communications on the continent, and 3G CDMA technologies offer an opportunity to further increase the penetration for voice and offer broadband data services. CDMA2000 is already widely used in Africa, Asia and the Americas to provide telecommunication services to underserved areas and many view CDMA450 as the key enabler for universal service."
CDMA2000 is a viable solution for developing regions, with the capacity and high-speed capabilities to offer both voice and broadband services very cost effectively. CDMA2000 technologies are extremely spectrally efficient, allowing a larger number of users in a smaller amount of spectrum than other technologies, which translates into lower costs for operators and more affordable services for users. CDMA2000 also is leading the way in providing "broadband" wireless services. With an average data throughput on CDMA2000 1X networks of 60-80 kbps, and 300-600 kbps on 1xEV-DO, CDMA2000 technologies deliver data services faster and at a fraction of the cost of what 2G technologies offer.
Many operators utilize CDMA2000 to expand the reach of telecommunication services. Reliance in India, for example, will meet universal service obligations by providing 3G services to close to 50,000 villages BellSouth in Chile offers 3G broadband access to close to 700 schools nationwide.
Many governments and operators in developing and developed countries, including Europe, are planning to use CDMA450 to service low-density urban and remote areas. CDMA450 provides a larger cell size (at least 2-3 times more cell coverage per km2 in rural areas) when compared to other cellular bands, and thus requires fewer cell sites and significantly lower CAPEX (capital investment) and OPEX (operational expenses) to service vast coverage areas. There are 22 CDMA450 commercial networks, 17 are in deployment and 10 trials are being conducted across Africa, Asia, Europe and Latin America. Many of these networks, Cambodia, China, Indonesia, Laos, Nigeria, Vietnam and Pakistan, were deployed to serve remote areas.
About CDMA2000
CDMA2000 is by far the most widely deployed 3G technology, serving more than 160 million users worldwide. There are 141 CDMA2000 commercial networks, and 40 more are being deployed. CDMA2000 has become the technology of choice for cdmaOne(tm), TDMA, analog and Greenfield operators, and is deployed in the 450, 800, 1700, 1900 and 2100 MHz bands. More than 720 CDMA2000 devices are available on the market. For more information on CDMA2000 and CDMA450 visit www.cdg.org .
About the CDG
The CDMA Development Group is a trade association formed to foster the worldwide development, implementation and use of CDMA technologies. The more than 100 member companies of the CDG include many of the world's largest wireless carriers and equipment manufacturers. The primary activities of the CDG include development of CDMA features and services, public relations, education and seminars, regulatory affairs and international support. Currently, there are more than 500 individuals working within various CDG subcommittees on CDMA-related matters. For more information about the CDG, contact the CDG News Bureau at 714-540-1030 or visit the CDG Web site at www.cdg.org .
Document PZON000020050513e15d00105

Missing son may be victim of Nigerian scam
Low Ching Ling

1,164 words

5 May 2005

The New Paper

NEWPAP

English

Copyright 2005, Singapore Press Holdings Limited
SHE has not heard from her son for two years.
And she would give anything just to hear his voice again.
But as the days pass, Madam G B Chew's anxiety and fear for her son have steadily become worse.
Especially when she recalls what he told her just before he left for the US two years ago.
Mr Alex Sim Teck Beng had said he wanted to claim a huge sum of money owed to him.
He called after arriving in the US but she's not heard from him since.
She is not sure if he has left the US for any other country.
For months, the distraught mother had no clue why her son disappeared for no apparent reason.
Then the 57-year-old housewife uncovered what she thinks is his dark secret.
She thinks her son may have lost more than $100,000 to the conmen behind the notorious Nigerian scam, who have already claimed victims here. (See report facing page.)
It was in May 2003 that Mr Sim, then 30, told his mother he was going to the US to collect money owed to him. He said he would be back in a week or so.
Mr Sim then had a job in the IT industry, though Madam Chew did not know where he worked.
On 19 May, Mr Sim left the family's four-room Sembawang flat with his luggage in the evening. Madam Chew said he had collected his new passport (the old one had been damaged in the washing machine) only that morning.
'When he arrived in the US, he called me and said he was okay. He called me again over the next four or five days.'
Madam Chew said she didn't ask him where exactly he was in the US, or what exactly he was doing there.
'He doesn't like me to ask about his personal life,' she said.
Then the calls stopped. After three days, she called her son's handphone.
'I called several times, but each time, a man who sounded like a foreigner said I got the wrong number,' she recalled.
His younger brother later terminated the handphone line, which was registered under his name.
But was shocked when he received the final bill. It showed someone had received and made more than $300 worth of calls to Thailand, Ivory Coast, Nigeria and a handphone number in Spain between 24 Apr and 21 May 2003.
We got a photocopy of the bill from Madam Chew.
Madam Chew said her elder son often received and made overseas calls.
On 5 Jun, 2003, she filed a missing-persons report with the police after failing to hear from him.
When she rummaged through his belongings, she found he had taken his birth and education certificates with him.
But some documents she found in his room disturbed her further.
Two bank receipts showed that Mr Sim had made two telegraphic transfers totalling US$25,000 ($40,973) in February 2002 to an account with the National Westminster Bank in London.
In August the same year, Mr Sim got a letter from OCBC Bank informing him that they were unable to cash a cheque for US$40,000 issued to him by the Washington Mutual Bank.
The bank is listed on the Internet.
Madam Chew also found a 'clearance certificate' issued to Mr Sim by the 'Drug Law Enforcement Agency' in Lagos, Nigeria.
The undated certificate said: 'This is to certify that the above stated amount (US$10.5 million) due for payment to Alex Sim.'
It then claims the contract can be executed through a 'state-owned' Nigerian company.
This company has often been used by Nigerian conmen in their scams. Then there was a letter sent to him by the Interregional Fraud Team of the Noord-Holland Noord Police in Alkmaar, The Netherlands.
The team said it was investigating 'worldwide fraudulent practices known as the Nigerian Advance Fee Fraud or the Nigerian 419 Fraud'.
It added that 'several suspects were apprehended in Amsterdam', and investigations showed Mr Sim had been 'in contact with the suspects' and that he 'might have fallen victim'.
Mr Sim was asked to e-mail or fax an account of his experiences to the team.
WANTED 'TO GET MONEY BACK'
The New Paper tried to call the number listed on the letter several times but could not get through. The operator said the line was engaged. An e-mail sent to the team bounced back. It was a Hotmail account.
Madam Chew recalled that about a week before her son left, she had overheard him telling someone over the phone that he wanted to 'get the money back' as he did not want to lose his 'mother's hard-earned money'.
After reading an article in a Chinese newspaper about a Nigerian scam, Madam Chew was convinced her son had been conned.
She showed us Mr Sim's old passport, which had Dutch and South African immigration stamps.
It shows he was in The Netherlands for two days in December 2001. His passport also has a South African temporary residence permit that was valid till 28 May 2002. Mr Sim was there sometime between April and May 2002.
Madam Chew thinks her son may have lost as much as $100,000, some of which came from their joint account.
She said she also gave him $10,000 in cash before he left as he told her he needed money.
About a month after he left, he e-mailed his younger brother asking for $500. His brother sent him the money, said Madam Chew.
That was the last time the family heard from him.
Madam Chew believes her son may be too ashamed to return home if he really lost her money.
Madam Chew said Mr Sim studied up to Sec 2, and later took private IT courses. When he was working, he gave her at least $400 a month.
Madam Chew said she had been spending sleepless nights crying and thinking of him. 'I even have to take sleeping pills to help me get to sleep.'
She has now turned to Crime Library Singapore for help. Founder Joseph Tan said he will make inquiries at the Nigerian High Commission.
Desperate to find her son, she made a fresh missing-person's report on Sunday on the advice of Crime Library.
Choking back her tears, said: 'I don't care about the money. I just want my son back. I'm already so old and sick.'
Madam Chew said she fell at home last year and broke her right leg and wrist. Now, she cannot walk long distances and has to take daily medication for her bones.
Her 63-year-old husband is an odd-job worker earning about $1,000 a month. Her younger son, 30, who is studying in Australia, will be returning in July.
Document NEWPAP0020050504e15500001

NEED FOR STRENGTHENED MANAGEMENT OF GROWING PEACEKEEPING BUDGET STRESSED BY SPEAKERS IN FIFTH COMMITTEE
8,343 words

3 May 2005

US Fed News

INDFED

English

© Copyright 2005. Hindustan Times. All rights reserved.
UNITED NATIONS, May 3 -- The United Nations issued the following press release:
As the Fifth Committee (Administrative and Budgetary) considered the Organization's peacekeeping budget, expected to reach $5 billion in 2005/2006, speakers stressed that in the face of numerous new challenges, ranging from the expansion in the number, size and complexity of missions to allegations of sexual exploitation and abuse against peacekeepers and field personnel, it was particularly important to achieve greater efficiency in the management and use of resources.
The United States' representative said that, following the surge in peacekeeping that had strained the United Nations, she had expected stronger management, more efficient and effective implementation of mandates, and greater accountability for action. However, she had an impression of general weak management, ongoing allegations of serious misconduct and little - if any - accountability. "Simply creating more jobs is not the answer to these problems", she said.
The representative of Belgium, who spoke on behalf of the European Union - the largest financial contributor to peacekeeping - said that he expected peacekeeping operations to be tightly and efficiently run. Budgets needed to be focused on real needs, and such elements as training and information technology expenditure should result in demonstrable returns in terms of improved efficiencies and performance, while respecting the mandates of the Security Council.
He noted "with discomfort" a number of persistent management problems identified by the Board of Auditors and the Advisory Committee on Administrative and Budgetary Questions (ACABQ), including non-compliance with administrative instructions, weaknesses in the management culture and consistent misuse of the provision for special service. The growing delay in payments of assessed contributions had a growing impact on the Organization's ability to meet its financial obligations.
The representative of the Republic of Korea agreed that the forecast jump in assessed contributions by Member States should be matched by a concerted effort on the part of the missions and Headquarters to find the most cost-effective ways to carry out the mandates. With outstanding assessments in 2003/2004 showing a 41 per cent increase, there was a real danger that the expanded requirements for the new budget year might end with an even larger increase in unpaid contributions. To minimize that likelihood, the budget proposals must indicate that every effort was being made to avoid unnecessary costs.
Several delegations also noted the Advisory Committee's observation that the Support Account, which had been established in 1991 to allow the Secretariat to plan and deploy peacekeeping operations in a coordinated manner, had "evolved well beyond what was originally foreseen". In that connection, the representative of Belgium said that, while there was no rigid mathematical formula, the level of that account should be commensurate to the number and size of active peacekeeping missions. He accepted that the surge in peacekeeping obviously warranted additional resources, but for some of the Support Account posts there seemed little in-depth justification. He also wondered if there was a duplication of functions in such areas as information technology, training and recruitment, with structures that already existed within the Department of Peacekeeping Operations and more widely within the Secretariat.
Japan's representative noted that the rate of increase in the budget of the Support Account was far greater than that of the total peacekeeping budget and concurred with the ACABQ that the efficiency and effectiveness of the management process needed to be regularly reviewed before additional resources were asked for. Every effort should be made to justify not only the new resource requirements, but also the totality of resources. It was also important to review and redeploy existing functions and resources and coordinate between missions and the departments at Headquarters.
The representative of New Zealand, who also spoke for Australia and Canada (CANZ), supported the ACABQ recommendations to review the Support Account, particularly given perceptions that it was viewed as a "cookie jar" by Headquarters departments. It was time to examine the effectiveness of existing processes, in order to streamline them.
Members of CANZ also shared the Advisory Committee's impatience for the issuance of long-awaited ethical guidelines for procurement personnel, she said. Acknowledging numerous practical measures that had been taken to improve the process and reduce lead times, she was particularly interested in the initiatives designed to improve the professionalism of procurement staff. Overall, though, she noted that important measures described in the reports before the Committee had been "in process" for a long time. It was time to see results.
Also debated today were human resources management issues, including conditions of service of field staff, mission subsistence allowances, the use of national staff, the need to ensure timely recruitment and placement of personnel, and the use of rosters as a means of accelerating the process. One of the most important cross-cutting issues was the introduction of an integrated complex mission concept, which, it was hoped, would allow the Organization to strengthen strategic planning in the area of peacekeeping. Also highly prominent in the debate were the issues of sexual exploitation and abuse, the top-heavy structure that persisted in the administration of missions and air transportation expenditures.
Statements were also made by representatives of Brazil (on behalf of the Rio Group), China, Mexico, Nigeria (on behalf of the African Group on the United Nations Mission in Sierra Leone (UNAMSIL)), Ghana (on behalf of the African Group on the United Nations Mission in Liberia (UNMIL)), South Africa, Syria and Egypt.
Several reports on the evaluation of the United Nations Volunteers Programme were introduced by the Chairman of the Joint Inspection Unit, Ion Gorita, and the Executive Director of the UN Volunteers Programme in Bonn, Ad de Raad. Closing statements were made by Sabiniano Cabatuan, Chairman, Audit Operations Committee, Board of Auditors; and the United Nations Controller, Warren Sach.
The Committee will hold its next formal meeting at 10 a.m. Thursday, 5 May.
Background
The Fifth Committee (Administrative and Budgetary) met this morning to consider its consideration of administrative and budgetary aspects of the financing of the United Nations peacekeeping operations (see yesterday's Press Release GA/AB/3671 for introduction of reports in that regard) and to consider the Report of the Joint Inspection Unit (JIU) on United Nations Volunteers (UNV) (documents A/59/68 and Add.1).
Introduction of Reports
ION GORITA, Chairman of the Joint Inspection Unit (JIU), introducing the report though video connection from Geneva, said the important developments in recent years of the UN Volunteers Programme led the JIU to conclude that the time was ripe for assessment of the Programme's efficiency in coping with the challenge of its expanded mandate given to the UNV in the promotion of volunteerism generally, bearing in mind the role of volunteerism in achieving the Millennium Development Goals. The UNV had been increasingly involved in major humanitarian, emergency-relief, peacebuilding and electoral-support activities. The year 2001 had been proclaimed as the International Year of Volunteers.
He said the report covered the areas of: mandate; partnership; governance; management structure; volunteer-resources management; regular human-resources management; programme planning, monitoring, evaluation and reporting; and oversight. The Inspector had found that the UNV had proved to be a dynamic and fast-responding programme to changing and expanded demands, with a high degree of autonomy and commitment to continuous improvement. The report had identified actions regarding UNV management that the UNV should take to improve methods, process and procedures in certain areas. Recommendations ranged from the improvement of the representation of volunteers from underrepresented developing countries, women, youth and national volunteers to seeking a clear definition of the privileges and immunities of volunteers.
It was recommended, he said, that efforts should be made to concentrate in a reduced number of high priority activities, implement a human resource strategy and fine-tune monitoring and analytical reporting to measure and present the results and impact of UNV activities. The Inspector also suggested that a regular oversight cycle of UNV resources be instituted. The Secretary-General (in document A/59/68/Add.1) had found the conclusions of the JIU report generally balanced and constructive and had indicated that action on recommendations was already being taken to implement them, as appropriate. The Advisory Committee on Administrative and Budgetary Questions (ACABQ) also had reviewed the report and its recommendations were fully consonant with the JIU's recommendations.
The Secretary-General's comments on that report (document A/59/68/Add.1) were introduced by AD DE RAAD, Executive Director, United Nations Volunteers Programme in Bonn, who said that the Secretary-General generally found the JIU comments balanced and constructive. He was pleased that the Inspector had concluded that the UNV, as a programme administered by the United Nations Development Programme (UNDP), had proven to be dynamic and quick to respond to changing and expanding demands, with a high degree of commitment to continuous improvement and with its profile, distinctive image and core values enhanced. In this connection, the Secretary-General welcomed generally the recommendations and suggestions made in a number of areas.
Prior to going into the Secretary-General's comments on individual recommendations contained in the JIU report, he noted that the Inspector's findings confirmed that the positive impact of actions taken by UNV and UNDP in the area of management and administration had been sustained and further built upon. These actions had been guided, in particular, by the earlier far-reaching workflow review undertaken by the UNV itself and the extensive management audit carried out by the UNDP Office of Audit and Performance Review in the late 1990s.
According to the report, the findings of the JIU, when combined with those pertaining to the more substantive aspects of the UNV Programme, confirmed the relevance of the programme as it had evolved over recent years, in particular, as a result of using the International Year of Volunteers in 2001 as a strategic opportunity. In that connection, the Secretary-General drew attention to the UNDP Administrator's regular biennial report on UNV that he had presented to the June 2004 annual session of the UNDP/United Nations Population Fund (UNFPA) Executive Board (document DP/2004/24) and to Executive Board decision 2004/16, adopted following its deliberations on the report.
SABINIANO CABATUAN, Chairman, Audit Operations Committee, Board of Auditors, said in closing statements that the Board of Auditors recognized that the coverage of the Board's review and its reporting format and contents needed further enhancements. The Board would endeavour to maintain a right balance or mix between financial and management audits. It had noted the many requests and suggestions from the ACABQ), as well as the views of delegations. Those valuable suggestions and requests would be considered in detail. In matters of prioritization of implementation of recommendations, including the setting up of time frames, the principal responsibility rested with the Administration.
KARL VAN DEN BOSSCHE (Belgium), speaking on behalf of the European Union and associated States, stressed that United Nations peacekeeping faced many challenges, ranging from the expansion in the number, size and complexity of missions to allegations of sexual exploitation and abuse against peacekeepers and field personnel. All of those elements needed to be considered in the context of the budget, which had risen to $5 billion a year and was placing enormous pressures on all Member States.
Continuing, he commended the Secretariat for its budget presentations in the results-based format. Indicators of achievement had become more focused and specific, and the link between resources, expected accomplishments and outputs was clearer. In order to complete that results-based budgeting presentation, it might be appropriate to study the opportunity of realignment of budgetary lines according to the objectives of a mission. That would facilitate the management of peacekeeping operations according to the results aimed at in their respective mandates, as well as their budgetary control.
The Union was deeply disappointed that the report requested in decision A/59/507 on the management structures of peacekeeping operations would not be presented during the current session. He would welcome a clear explanation of why - when the Committee this year was being asked to approve $5 billion for United Nations peacekeeping activities - it was not possible to carry out that review. At the same time, the Union thanked the Board of Auditors which had given the Committee an update of its work. It seemed that even more oversight was needed, and he urged the Secretariat to finally take action on several of painful pending issues. Like the ACABQ, he trusted that expeditious establishment of a high-level follow-up mechanism, as intended by the Secretary-General, would help in that regard. He noted "with discomfort" a number of persistent management problems identified by the Board of Auditors and the ACABQ, including non-compliance with administrative instructions, weaknesses in the management culture and consistent misuse of the provision for special service. The growing delay in payments of assessed contributions had a growing impact on the Organization's ability to meet its financial obligations.
As many administrative, logistical and other activities were common to all peacekeeping operations, the Union was keen to explore those commonalities early in the work of the Committee, he said. Assessment of individual budgets on their own merits complemented the examination of thematic and horizontal issues in more depth. Regarding the Support Account, he added that, while there was no rigid mathematical formula, its level should be commensurate to the number and size of active peacekeeping missions. He accepted that the surge in peacekeeping obviously warranted additional resources, but for some of the Support Account posts there seemed little in-depth justification. He also wondered if there was a duplication of functions in such areas as information technology, training and recruitment, with structures that already existed within the Department of Peacekeeping Operations and more widely within the Secretariat. Before the Support Account budget was determined, he would appreciate clarification as to what existing resources might be drawn upon within the Secretariat to assist with peacekeeping backstopping, rather than simply proposing the addition of new posts.
The Union fully subscribed to the concept of integrated missions, he continued. However, it was unclear what the delineation was between the functions on the ground of various components of the social and humanitarian pillars of peacekeeping operations and funds and programmes, and how they interacted both in terms of personnel, funding and programmatic activities. That touched upon much broader policy questions, which directly related to ongoing discussions on other issues, such as the proposed peacebuilding commission. It would be useful to receive clearer guidance from the ACABQ and the Secretariat, at least in terms of budget presentations, on the humanitarian and peacebuilding activities of peacekeeping operations.
Turning to the issue of sexual exploitation and abuse, he noted the resource requests in the note on programme budget implications (document A/C.5/59/28), together with the resources already proposed in the Support Account and individual peacekeeping operations budgets. This session, the Union stood ready to approve resources to address that problem. However, he was concerned that one of the main elements of the Special Committee discussions on the matter - an independent