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EXECUTIVE SUMMARY

Blueprint for Integrated and Sequenced Framework for Job Creation Modules for Nigeria Using the Private Sector Integrated Support Framework( PSISF ) by Anthill Concepts Limited 8b Kayes Street Zone One,Abuja Tel. 234 80 23003147 E.kulfana@yahoo.com. EXECUTIVE SUMMARY.

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EXECUTIVE SUMMARY

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  1. Blueprint for Integrated and Sequenced Frameworkfor Job Creation Modulesfor Nigeria Using thePrivate Sector Integrated SupportFramework(PSISF)byAnthill Concepts Limited8b KayesStreetZone One,AbujaTel. 234 80 23003147E.kulfana@yahoo.com

  2. EXECUTIVE SUMMARY The Nigerian economy is presently hanging on the life support of a fragile and temporary oil boom. Oil rents together with the distributional, consumption oriented politics that developed around them have not only underdeveloped Nigeria but also emasculated the prospects for future prosperity. 2

  3. Agriculture though the largest contributor in the entire non oil sector is still bogged down by poor data and low quality private sector investment inadequate funding ,seasonal cropping, desertification dysfunctional land ownership and tenure. The manufacturing sector contributes minimally to the GDP and is bogged down with weak or non existent industry linkages, low demand and high cost of local products, influx of cheap and sub standard goods, low access to finance and high interest rates. Nigeria's social safety net is very weak, it is estimated that 44 % of the urban residents are poor while 64% of the rural dwellers live below the poverty line. The National sub structure (PSISF) driven model will initiate increased GDP, Infrastructure Dev and National Integration through; Demand Driven production models Mass employment opportunities Sufficient Raw materials production EXPECTED IMPACT ON NATIONAL ECONOMY 3

  4. A TYPICAL (PSISF) DRIVEN RESOURCES FLOW CHART HOME OWNERSHIP MORTGAGE STRUCTURE E N E R G Y Water Desalination process Salt Value Chain Off Takers Shrimp/Prawn /Mackerel Fisheries Packaging Off Takers Distribution Network Fresh Water Off Takers Piping Value chain Roofing Materials Forest Loggin Bedroom Furniture Off Takers Living Room Furniture Palm Value Chain Bio-Fuel Kitchen Furniture Cassava Value Chain Window/Door/Frame Food Pellet Off Takers Sugar Cane Value Chain Off Takers Ethanol Off Takers Solid Mineral Value Chain Glass, Factory, salt Factory House Off Takers

  5. UNTAPPED NATURAL ENDOWMENTS IN NIGERIA • Most Hydro plants locations idle. • 34 Industrial, metallic and rare metals untapped. • Over half of Nigeria 924 000km of land mass is arable and richly endowed with mineral and natural resources.(less than 94,000 out of the 2.9 million hectares of arable land is irrigated) • Nigeria has the capacity to utilize the Gas presently been flared into power Generation. • Nigeria’s capacity to produce steel is still undeveloped. • Most Nigerian coal/lignite deposits are untapped. • Use of sub soil as veritable building materials is largely unexplored (all public sector brick industries are dysfunctional) . • Nigeria’s capacity to produce cement is on the decline despite large deposits of limestone.

  6. CHALLENGES TO THE TRANSFORMATION AGENDA • The Nigerian Agricultural commodities potential is not aligned to the development of the untapped solid minerals sector. • Most water resources are only used for irrigational and artisanal agricultural activities. • High yield commodities like cotton, cocoa, palm oil, sesame seeds etc are at best sold as raw materials with little or no value added. • Lack of a production program that can ensure a minimum of 5 million metric tones of commodities to be transported through the Rail and Inland water transport system. • Lack of a clear cut private sector led commodities development (Agricultural and solid minerals) program. • Low level private sector led projects on the development of alternative power generation programs that would be linked to an integrated commodities and housing development program. • Despite Nigeria’s effort in the revitalization of its energy sector, National power output is still below the average that can contribute to the energy needs of the productive sector. • The Rail and inland water system is still largely dysfunctional, the consequences is the absence of cheap transportation models for goods and services.

  7. EFFECTS OF THE CHALLENGES ON THE ECONOMY • Low capacity utilization of its Natural resources. • Over reliance of foreign technology and import substitution. • Absence of a functional National program on the development of local technology purely out of local ingredients. • Low level of the integration of the core sectors to a single goal program. • Free Access of goods and services into the Nigerian market.

  8. PRIMARY CAUSES OF THE CHALLENGES TO THE ECONOMY • Despite its position as the 5th world largest oil producer, and claims of deposits of Barite and Bentonite Nigeria’s still imports all the drilling fluids it consumes in the oil sector. • Despite its alternative sources of Energy (Solar, Bio-Diesel, Coal) Nigeria still generates less than 3 000mw of electricity. • Despite the laudable efforts at improving agriculture, the Nigerian food security program is still largely anchored on import substitution. • Despite the abundance of phosphate Nigeria has no functional Fertilizer production or blending plant. • Despite the abundance of local building, materials, Nigeria is still unable to develop a truly mass housing that is affordable and cheap. • The Human Development Index (HDI) of UNIDO for 2007/2008 puts Nigeria at 0.470% which places the country in the158th out of 177 countries. This report means that Nigeria has not even attained the average for Sub-Sahara Africa and if the UNIDO report is to be believed then there is an obvious challenge to attaining the industrial goals of the Vision 20-20-20 goal. This low output can be attributed by the lack of a definitive and thought through program for the integration and alignment of the productive sub-sectors into a production model that would be driven by the private sector.

  9. OVERVIEW OF THE NIGERIAN ECONOMY • A World Bank Report ranked Nigeria 3rd in the list of countries with populations of 80-90 million citizens who live on less than one dollar (USD) per day. • India and China which were the 1st and 2nd on the list respectively are vigorously expanding their various economies using their various natural endowments. • China is easily becoming the biggest investor in the Nigerian and indeed global economy bringing in tow their local fabricated machinery, equipment and technical know how. India is presently controlling the global steel market and until recently had the exclusive ownership of the Nigerian Iron ore deposit and all the Multi billion dollar Steel plants. • The simple reason for the monumental successes of China and India is that both countries have developed a value chain model of their resources and secures raw materials from countries like Nigeria which in turn is used to develop infrastructure in such countries at exorbitant costs

  10. THE MINERALS SECTOR • The primary challenge of the Nigerian Solid Minerals Sector is the absence of back end programs like mineral exploration and exploitation can be seen in its operational structures like the National Geological Survey Agency (NGSA) the Mining Cadastre Office (MCO) the Mines Inspectorate Department (MID) and the defunct Nigerian Mining Corporation (NMC). • The failures or inability of these agencies or departments to create a synergy for their various functions created a lacuna in the mineral and metals sector that led to the collapse of its key industries like the Makeri smelter in Jos, the Kaolin processing plant in Katsina, Jakura marble in Kogi and the numerous other minerals, metals and bricks factories that were established all over the country

  11. Steel and National Development • The threshold of industrialization is measured in terms of steel consumption on a global average of 130 kilograms (per capita). • Our Nation’s steel consumption average with its population of one hundred and forty million persons is 10 kilograms (per capita) which translates to approximately 1.5 million tons per annum • To be rated among the 20 industrialized nations, Nigeria must improve its steel consumption from its present 1.5 million tons per annum to 18 million tons per annum • This could only be attainable if our local production capacity is improved through the integration of the Minerals, Metals and Steel into a definitive production, consumption and infrastructure development program.

  12. Ajaokuta Steel Plant • The ASCL is based on the Blast Furnace/Basic Oxygen Furnace process which was commenced in 1979. • The plant sits on an area of about 800 hectares of land comprising of the project, and 3,904 housing units. • It is believed that the FGN has expended over $10 million USD in the establishment of the plant and its requisite infrastructure. • The primary challenge of the plant is that most of the completed steel plants and units are in idle state.

  13. The Issues of ASCL(3 Prong)

  14. Prong 1 • Lack of understanding of the diversified industrial portfolio of ASCL Explanatory notes: • Ajaokutaproject is actually the most diversified industrial development portfolio in the entire federal economic development program and is equipped with over 37 (thirty seven) industrial manufacturing and utilities sector

  15. Prong 2 Inappropriate back-end programs for raw materials due to: • Lack of defined exploration and project development programs (risk, exploration and venture funds) occasioned by low understanding of the synergy between the (exploration and exploitation of key minerals:-Dolomite, Manganese, Lime stone and other potentials of Iron ore) in the value chain (minerals, metals and steel development) Explanatory notes: even in event of government commissioning all the lines in Niomcoto produce foundry grade iron, the plant would still require equal if not larger amounts of other mineral products like limestone, Coal, Manganese, Dolomite to commence local production.

  16. THE AGRO ALLIED SECTOR • The agriculture sector is central to Nigeria’s economy, accounting for 40 percent of GDP and providing 60 percent of employment. Agriculture is a major source of employment growth: Between 2001-2007 it accounted for 51 percent of job creation in Nigeria. • Since the 1960s, Nigeria has lost a dominant position in exports of key crops such as cocoa, groundnuts, ground nut oil and palm oil. In the 1960s, Nigeria had over 60% of global palm oil exports, 30% of global ground nut exports, 20-30% of global ground nut oil exports, and 15 % of global cocoa exports. By the 2000s, Nigeria global share of exports of each of these crops was 5% or less. • Today, Nigeria is a net importer of agricultural produce, with imports of some major food products like wheat (NGN 635.5 billion – USD 4.1bn), fish (NGN 96.9 billion – USD 625 million), rice (NGN 356.5 billion – USD 2.3 billion) and sugar (NGN 217 billion – USD 1.4 billion) totalling NGN 98.08 trillion (USD 632.8 billion) of food import bill for the period 2007 t0 2010. • Nigeria’s agriculture sector has enormous potential – with an opportunity to grow output by 160%, from NGN 15.345 trillion (USD 99 billion) today to NGN 39.68 trillion (USD 256 billion) by 2030. This growth potential comes from potential to increase yields to 80-100% of benchmark countries; increase acreage by 14 m ha new agricultural land, approximately 38% of Nigeria’s unused arable land of 36.9m ha; and shift 20% of production to higher value crops’. • Nigeria faces a large and growing global agricultural market – Rising commodity prices, growing demand for food, and opportunities in bio-fuel all present significant opportunities for Nigeria. For example, global cereal demand will grow by between 31% and 150% by 2050 depending on the region, and global commodity prices are in their second major spike in three years. Agriculture can become the main driver for more equitable income growth, compared to oil and gas sector. • The agro-allied sector was a key contributor to the pre and post colonial administrations in Nigeria, accounting for 40 percent of GDP and providing 60 percent of informal employment. • The sector is still a major source of informal employment growth and between 2001-2007 accounted for 51 percent of jobs in Nigeria. • Due to the nature of the post colonial agriculture development models and programs, Nigeria has lost a lot of grounds in the production and exports of key crops such as cocoa, groundnuts, ground nut oil and palm oil. • Hitherto, In the 1960s, Nigeria had over 60% of global palm oil exports, 30% of global ground nut exports, 20-30% of global ground nut oil exports, and 15 % of global cocoa exports and by the 2000s, Nigeria global share of exports of each of these crops was 5% or less. • The loss of production capability has turned Nigeria into a net importer of agricultural produce, with imports of some major food products like wheat (NGN 635.5 billion – USD 4.1bn), fish (NGN 96.9 billion – USD 625 million), rice (NGN 356.5 billion – USD 2.3 billion) and sugar (NGN 217 billion – USD 1.4 billion) totalling NGN 98.08 trillion (USD 632.8 billion) of food import bill for the period 2007 t0 2010. • Consequently Nigeria faces a large and growing global agricultural market – Rising commodity prices, growing demand for food, and opportunities in bio-fuel all present significant opportunities for Nigeria. For example, global cereal demand will grow by between 31% and 150% by 2050 depending on the region, and global commodity prices are in their second major spike in three years. Agriculture can become the main driver for more equitable income growth, compared to oil and gas sector. • In spite of these, Nigeria’s agriculture sector has enormous potential – with an opportunity to grow output by 160%, from NGN 15.345 trillion (USD 99 billion) today to NGN 39.68 trillion (USD 256 billion) by 2030 • This growth potential can be driven by increasing the acreage by 14 m ha of new agricultural land, which is approximately 38% of Nigeria’s unused arable land of 36.9m ha; and this will in turn shift 20% of production to higher value crops’. 16

  17. challenges of agro-allied sector

  18. Power (Electricity) Without adequate power supply, processing plants cannot absorb the output Thus,leading at the production level. INFRASTRUCTURE NEEDS OF AGRIC-BUSINESS IN NIGERIA Business cannot thrive without regular and affordable power supply. Current power generation in the Nigeria is 3,800megawatts(mw) most of which is not tied to any agriculture projects as first charge 18

  19. Good Quality Road Network Nigerian roads have to be improved by government to enable smooth haulage of agricultural products across the country. This will reduce losses and lower transportation costs INFRASTRUCTURE NEEDS OF AGRIC-BUSINESS INNIGERI Out of a 195,000km road network of Federal, State and local road of which only just about 50,000km are paved disallowing proper coverage of the nation’s over 900,000km2 land mass 19

  20. Functional Rail System For business to perform its role in Nigeria, a good quality rail system must be put in place to complement the network of roads in transporting goods and services . Locomotive availability of 6 per cent in Nigeria is dismal in comparison with 75 per cent for Africa. The railways contribute only 1per cent to national transportation,” 1Ratio of the number of locomotive-hours of available locomotives during the period to the product of the number of locomotives in the fleet times the number of hours in the period. 20

  21. Water Resources Nigeria is currently investing not more than N82.5 billion into the sector, which is less than a quarter of the expected investment in water annually from the tree tiers of government. This must be stepped-up to boost irrigated agriculture in Nigeria which has been underutilized over the years. Out of 2.9 million hectares of arable land, only about 974,900 hectares is currently irrigated in Nigeria 21

  22. The Issues and Challenges of the Arid Zones of Nigeria

  23. General Attributes of Arid Zones • Poverty • Food Insecurity • Economic Disruption • Migration (urban – rural, rural-rural, non fertile – fertile). • Generates Resource use conflict. • Destruction of habitat and loss of biodiversity • unemployment

  24. Socio-economic realities of the zone • Adjoins the Sahara desert • Receives maximum influence of Sahara desert in Nigeria in form of desertification and desert encroachment. • Produces about 90% of livestock in Nigeria hence cause 80% of desertification. • Responsible for 70% of Nigeria grain production.

  25. General Challenges of the Zone • Sand dune • Soil infertility • Fuel wood Extraction • Bush Burning • Overgrazing • Cultivation of marginal land

  26. Expected outcome of the project • 875 million trees . • 1.00mha of Vertiver grass • About 37000 ha of Jatropha • About 37000 ha of Cactus Opuntus • About 37000 ha of Neem • About 37000 ha of desert food • About 40 million livestock • About 37000 ha of Eucalyptus trees.

  27. Expected Impact on Economy • Employment goes up by 2.8 – 3.1 in the first 5 – 8 years • A massive carbon sink will be created in formerly arid region. • Massive tons of carbon dioxide will be sequestrated from these trees and this will obviously reduce climate change. • The standard in this region will be raised above any other in Nigeria.

  28. The Southern Region- The Niger Delta

  29. Core Issues/Realities of the Niger Delta • Oil was discovered in the Niger Delta in Oloibiri (Bayelsa state) in 1956. • Production and export of 5000 BOPD commenced in Olobiri and Afam oil fields in 1958. • Nigeria oil reserves in the Niger Delta is about 60billion barrels out of which 27billion barrels(45%) has been exploited over a 50year period, the unexploited reserves33billion barrels (65%)is expected to last for only another 38 years. • The Niger Delta region hosts about 183tcf of gas,13tcf (6%) has been produced mostly as associated gas (AG) 83% of the figure has been lost to gas flaring. • Total rent over this 50 year period under review amounts to between$300- $400billion

  30. The Challenges • Armed agitation in the Niger Delta started in 1997 with the seizure of six Shell flow stations and 127 staff in Warri. • The same year the Chikoko movement and the Federated Niger Delta Ijaw Communities (FENDIC) were formed. • A year later the kaiama declaration was proclaimed with the formation of the Ijaw Youth Council (IYC). • Over this period several armed groups, The Niger Delta People Volunteer Force (NDPVF) The Movement for Emancipation of Niger Delta (MEND) The Martyrs Brigade (MB) The Coalition of Militant Action (COMA) The Niger Delta Peoples Salvation Front (NDPSF) emerged. • The absence of a (comprehensive think through program) and the actions and activities of these militants has led to colossal losses to the Nation and caused more environmental ,social and health challenges to the Niger Delta community.

  31. Socio-economic realities of the region • The economy the Niger Delta region is predicated on growth without prerequisite development. • This is because its economy is driven by highly capital activities such as oil and gas which is highly specialized and largely machinery and technology dependent. • This trend can be reversed if the economic development blueprint of the region is restructured on and predicated on functional Education (live skills), Solid minerals, Agriculture, Transport, Housing, Power and Water resources programs and projects. • Poverty remains a major problem in the Niger Delta and consequently the logic of recurrent agitations, violence and militia movements derives from the lingering deprivation of people in the region. • It our view that poverty alleviation programs can be sustainable if it is tied to the regions natural and human resources through an integrated and bottom up macro-economic management and rooted on a home ownership structure.

  32. Gas Flaring and Health Green House Emissions • Gas flaring and venting produces more greenhouse-gas emissions than any other single source in sub Saharan Africa, and many who live in Niger Delta oil-producing communities complain of chronic health and environmental problems associated with the gas flares. • The giant gas flares from facilities operated by IOCs belch out noxious fumes that loom over homes, farms and shops, while many villagers may not be familiar with the concept of climate change, they complain that the air around them is unusually hot and foul-smelling because of the gas flares • In the areas close to the gas flares, medical staff report treating patients with all sorts of illnesses that they believe are related to the flames: bronchial, chest, rheumatic and eye problems, among others.

  33. Ugly Faces of Gas Flaring

  34. The New Thinking: PSISF Strategy for engineering economic development by utilizing clusters Increased Private sector Investment in Infrastructure etc in cluster areas due to Economic activities & Support industry Increased Spending on Social & Infrastructure projects Education, Health, roads etc Economic growth + Wealth/Employment creation + Internally Generated Revenue (IGR) Exploration & Exploitation work to develop Clusters areas

  35. PSISF Project Model The primary goal of the PSISF project model is to reestablish Nigeria as a: • production based economy. • improve human capital development. • Create mass employment opportunities. • Develop models for skill acquisition and development of local technology. • Accelerate the growth of agriculture and solid mineral sub-sectors • Initiate and pursue alternative sources of sustainable energy to power productivity • Provide housing through the use of cheap materials for building mass housing, schools, hospitals and industries • Provide goods and services that would make the rail system, inland water ways and dry ports functional and self sustaining. • Replace the existing pattern of development which is public sector driven with a pattern that is private sector driven and production based. • Establish industrial parks in locations that encourage National integration through the pulling of resources and human capital from the states that border the industrial parks

  36. Overall Benefits of the model to the Nation • Stimulation of local production • Establishment of private sector led economy • Entrenching probity and accountability in public projects • Establishment of a sustainable sub-structure • Strengthen the local banking sector capacity to fund infrastructure projects • Local capacity building • Mass job creation • Sustainable development of infrastructure • Conservation of foreign exchange • Initiation of a private sector led economy • Domestication of technology

  37. Zamfara Cluster comprising eleven (11) northern states or the; Establishment of major and minor belts for the planting of cash and food crops that would drive a food chain for human and animal consumption Establishment of Animal husbandry and bio-fuel belt Establishment of integrated solid minerals mines for the production of raw materials for existing downstream plants within the cluster FCT Cluster comprising of ten (10) middle belt states for the; Establishment of minor belts for food and cash crops Establishment integrated solid minerals projects for essential raw materials for existing front end facilities Calaber Cluster comprising states of the south east,south west and south south zones for the Establishment of cash crop belts of cocoa, palm ,forestry and integrated aquaculture projects Establishment of integrated mines for raw material requirements of existing facilities PROJECT BACK END The projects would be supported by integrated alternative power generation studies especially the existing small hydro power potentials and the integration of the existing 12,000 km rail network to the project locations PROJECT DEVELOPMENT STRUCTURE 37

  38. OUR VALUE PROPOSAL We propose to be engaged by NPC to: • Develop a national data on the front and back end resources in the natural resources(Mineral, Metals, Steel , Agriculture, Aquaculture and Agro allied ) value chain. • Develop a housing audit compendium for the purposes of power and allied services distribution • Develop the framework for the implementation of the transformation agenda through the initiation of sub structure models as replacement to the existing super structure models in the country.

  39. 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 Mineral Deposits Iron Ore Coal Bentonite Gypsum Barite Gold Phosphate Limestone Marble Diamonds Feldspar Talc Lead/Zinc Columbite Tantalite Chromium Salt Kaura Namoda Nguru Nguru Offtakers IndustrialParks Maiduguri Maiduguri kano katsina Rolling Mill Offtakers IndustrialParks Dadin Kowa Kaduna Kaduna Jos Rolling Mill Shiroro Shiroro Kainji Offtakers Minna Minna Ajaokuta Steel Plant (primary product) billet Jebba Jos Jos IndustrialParks Keffi Abuja Abuja Trans-Sahara pipeline Lafia Lafia Oshogbo Rolling Mill (Geregu) Obajana IndustrialParks Offtakers Mambila IndustrialParks Delta Rolling Mill Enugu Enugu Offtakers Oben Gas Field Existing Gas Pipeline Proposed Gas Pipeline Existing Hydro Power Station On-going Gas Power Station Potential Mining Site Existing Gas Power Station Proposed Hydro

  40. CAPABILITY DOCUMENT :Anthill concepts Limited Anthill Concepts Limited 8 Kayes Street, Zone One Abuja

  41. Anthill concepts Limited Anthill Concepts Limited 8 Kayes Street, Zone One Abuja

  42. ABOUT ANTHILL CONCEPTS LIMITED Anthill Concepts Limited as an Integrated Business Development Company, with expertise in Local and International Procurement, consultancies, contacts, construction and project, development and management. The Firm was incorporated July,1998 to provide qualitative, customised and result-oriented solutions to our esteemed clients. Our operating philosophy is to be one with the client and represent them as an integral part of their business. This mindset stems from the philosophy that exceeding the expectations of the client, is meeting the expectations of Anthill Concepts Our Strength Our network is comprised of young, dynamic consultants who are conversant with best practices in the consulting realm and are continuously improving their competencies to be ranked amongst the best in the world. Our focus is always on exciting quality delivery of service to our clients. We take advantage of our employees’ varied skills through our cross functional approach to assignment execution and ensure they empower our clients with the knowledge and skills to continuously improve. Anthill Concepts Limited 8 Kayes Street, Zone One Abuja

  43. Our Commitment Anthill Concepts Ltd, on the account of the client, live and breathe the outcome expected. All training undertaken is focused on exceeding client’s expectations. Therefore, each staff member, is committed to delivering the best possible service. As business your partners, Anthill Concepts ensures absolute transparency in all activities undertaken on behalf of the client. Legal Registration: Anthill Concepts limited is a reputable and recognised company and our details are below:  Registered Name: Anthill Concepts Limited Registration number: RC.331226 Value Added Tax Number: WV 02259978-0001 Tax Identification Number: 05265360 Our Location: Our office location is as follows: Anthill Concepts Limited 8b Kayes Street, Zone One Abuja. Anthill Concepts Limited 8 Kayes Street, Zone One Abuja

  44. OUR SERVICES • Anthill Concepts Limited covers both business development the supporting functional procedures. • These services include though not limited to the following: • Development of business concepts • Developing projects and project management framework • Conducting capacity building for all cadres of staff • Development of self fundable projects and identification of financing windows. • Handling the following returns and registration, some of which are statutorily and socially required to be able to attract and retain good talents. • Personal income tax administration • Pension contribution and payment management • Group life insurance policy arrangement. • Workmen insurance policy arrangement with underwriters • Personal development levy deductions and remittance to the state of residence of employees Anthill Concepts Limited 8 Kayes Street, Zone One Abuja

  45. OUR APPROACH Our Approach is driven essentiallyusing our outsourcing framework highlighted below, This is designed to entrench the culture of the client organization as well as ensure a seamless transition. The aim is to reduce the risks and yet deliver on expectations.

  46. OUR OUTSTANDING TRAITS • Focus and Exclusivity • To support our client ‘s project, a dedicated project manager is engaged exclusively for the client. This individual will work solely with the seconded team on the account of the client, and will not be shared or utilized for the services of any other. • Our Key Performance Indicators • Reduced Timelines for new business development • Motivated Workforce • Properly and continuously improved internal resources • Smoothened management structures • Maintenance of new business development frameworks Anthill Concepts Limited 8 Kayes Street, Zone One Abuja

  47. OUR VALUE PROPOSITION IMPROVED BUSINESS MGT STTRUCTURES CONTROLLED AND WELL MANAGED STAFF NEW BUSINESS CONCEPTS 8 2 ANTHILLL CONCEPTS SERVICES HIGH UTILISATIONAND PRODUCTIVITY VALUE DRIVEN BUSINESS PROJECTS 3 FOCUS ON CORE BUSINESS AREAS PROPER STAFF PLACEMENT AND NETWORK 6 4 IMPROVED INTERSECTORAL LINKAGES 5 1 7 Anthill Concepts Limited 8 Kayes Street, Zone One Abuja

  48. OUR FEES Our fee rates range from 15-20% of the total business model. We are flexible with our professional fees which is driven by volume of transaction. BANKERS:Diamond Bank PLC AdemolaAdetokunbo Branch Wuse 11 Abuja Account No: 0009048446 Sort Code: 06308410 Anthill Concepts Limited 8 Kayes Street, Zone One Abuja

  49. MANAGEMENT PROFILE • Amb. ShehuMalami CFR,CON (Sarkin Sudan) • CHAIRMAN • CHAIRMAN • AmbAlhajiShehuMalami. (sarkin Sudan) CFR. OFR • The Sarkin Sudan has been a Parvin Fellow at the Woodrow Wilson School of International Affairs, Princeton University. USA, Senior Associate member of the St. Anthony’s College, Oxford University. UK and visiting scholar at Wolfson College, Cambridge University, UK. • He was the first Nigerian High Commissioner to the Republic of South Africa and has served the Economic Community of West African State (ECOWAS) in various capacities such as member council of elders for conflict prevention and resolution; member of observatory team for the Gambian and Zimbabwean Presidential elections. • He is also the life vice president of the West African Chamber of Commerce, Industry and Agriculture & Mine. • Ambassador Malami has served as a member of various international business and economic agencies such as Nigerian-United State Business Council, International Board of Advisers-World Economic Forum (Geneva), International Institute for Strategic Studies (London), Board of Director of Directors-African Business Round Table, Royal Overseas League (London). • He has over the years also served as Chairman and member of Board of Directors of several blue chip companies in Nigeria and abroad such as Nigerian Industrial Development Bank; Costain (W.A) Construction Company; Barclays Bank; PZ Industries; Indo Nigeria Merchant Bank; Union Bank of Nigeria; Asia Brown Boveri (ABB) Nigeria; ECOBANK: West Africa Milk Company (WAMCO); Standard Chartered Bank. His award include; who’s who in Nigeria, who’s who in the Commonwealth, Men of Achievements, Builders of Modern Nigeria, 500 personalities of the world, officer of the Federal Republic of Nigerian. Anthill Concepts Limited 8 Kayes Street, Zone One Abuja

  50. Chief EmekaOkengwu • MANAGING DIRECTOR • Chief EmekaOkengwu was educated at the University of Nigeria Nsukka and University of Jos respectively; He has attended numerous executive courses in Mining, Project Management and Development. He joined the Federal Republic Service in 1993 and rose to the Rank of Chief Project’s Officer in the World Bank funded National Primary Education Project (NPEC) from where he voluntarily resigned his appointment to return to the private sector in 1999. Chief Okengwu has attended numerous Mining and Mineral Development conferences, Seminars and exhibitions. • He was a paper presenter in the prestigious London based Commonwealth Business Development Council (CBC) conference in Johannesburg South Africa (1999).He was invited by the WORLD BANK as a paper presenter on the global development of mineral resources in Washington in (2006).Chief Okengwu was a presenter in the Commonwealth Business Development International conference on sustainable infrastructural development in Africa held in Durban South Africa (2007).Chief Okengwu also made a presentation on training programs for the staff of ministry of Mines and Steel Development in (2005).He was part of the review team of the World Bank funded Tax and Fiscal Regimes for the Nigerian Solid Minerals sub-sector (2004-2006)He made a presentation in the first international West African Mining Conference (WAMIC) in Abuja (2008) and the just concluded international mining conference (IMICON) conference in Abuja (2009). • Chief EmekaOkengwu was commissioned and has just completed a study for the United State Government on opportunities Nigerian Mineral Sector (2009).He was the external Consultant to the Ministry of Mine and Steel on the technical Bid Evacuation on ASCL and Niomco (2209).He was speaker at the 3 day intensive workshop organized by the Council of Mining Engineers and Geo Scientist (COMEG) on the Benue through in Makurdi Benue State (2009). • He is a National Merit award winner and ia member of the National technical Working Group (NTWG) Minerals and Metals thematic group of the vision 20-20-20 Committee.He holds traditional titles from his native singwu Land Abia State WappaWanno clan in Edo State and OruAhiara Community in Imo State. • ) Anthill Concepts Limited 8 Kayes Street, Zone One Abuja

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