Global music powerhouse and Afro-music tastemaker Trace has revealed the nominees for the first ever Trace Awards in Africa, a live event & global TV spectacular that celebrates the creativity, talent and influence of African and Afro-inspired music and artists.
Taking place live on 21 October 2023 at the BK Arena, Kigali, Rwanda, the Trace Awards & Festival is presented by Visit Rwanda and Martell.
Comments Olivier Laouchez, Chairman & Co-Founder, Trace, “African and African diaspora artists are extraordinarily creative and dynamic. They represent a massive cultural force and deserve more global recognition and celebration. The Trace Awards’ nominations salute achievement and excellence from more than 150 performers, producers, DJs, writers, composers, directors, established artists and rising stars, and their management and labels. We congratulate all the nominees, most of whom will attend and perform in Kigali on 21 October. It will be an unmissable experience for lovers of African and Afro-inspired music.”
From North to South, from East to West, the entire African continent will be represented by its best artists at the Trace Awards, showcasing the excellence and diversity of Afro-centric music in genres such Afrobeat, Dancehall, Hip Hop, Afro-pop, Mbalax, Amapiano, Zouk, Kizomba, Genge, Coupé Décalé, Bongo Flava, Soukous, Gospel, Rap, Rai, Kompa, R&B, and Rumba.
Competing in 22 award categories are platinum-selling artists from more than thirty countries in Africa, South America, the Caribbean, the Indian Ocean and Europe including Algeria, Angola, Brazil, Cameroon, Cape Verde, Comoros, DRC, France, French Guiana, Gabon, Ghana, Guadeloupe, Haiti, Ivory Coast, Jamaica, Kenya, Madagascar, Martinique, Mayotte, Mauritius, Morocco, Mozambique, Nigeria, Reunion, Rwanda, Senegal, South Africa, Swaziland, Tanzania, Tunisia, the UK and Uganda. The winners will take home one or more Trace Awards Trophies – unique pieces of art designed by acclaimed Congolese sculptor and designer, Dora Prevost.
Leading the nominations are West African artists, particularly Nigerian artists, who underscore the global popularity of Nigerian Afrobeat with over 40 nominations in total, including multiple nominations for Burna Boy, Ayra Starr, Davido, WizKid, Tiwa Savage, Yemi Alade, Fireboy DML and Rema.
South African artists make their mark in the nominations, with Hip Hop artist K.O scoring an impressive three nominations including Best Male, Song of the Year and Best Collaboration. Also honoured are Musa Keys (Best Live, Best Collaboration), and Blxckie (Best Music Video), while Pabi Cooper squares up against a strong field in the Best Newcomer award category. Just over the border in Swaziland, Uncle Waffles scores a well-deserved nomination in the Best DJ category.
AFRO-MUSIC SCENE ON FIRE AS AFRICAN & DIASPORA ARTISTS GO HEAD-TO-HEAD AT TRACE AWARDS
Who is to blame?
When I began my career in development cooperation in another African country, I was introduced to some expat experts. In those days the expats were typically attached to a government office in a district to manage projects, funded by their government. They were also typically attached to a so-called counterpart to work together with. Much has changed since then but I remember how some of the experts used to complain about how difficult it was to implement and manage the projects because the funds were not enough, or they did not have a vehicle or the right equipment yet etc. They used to look forward to the day that the funds will arrive in the project account or when the car was expected to arrive, and they used to say that THEN things would get better. No sooner had the funds or the vehicle or the equipment arrived or there would be other obstacles that hindered the smooth operations in the project. Other resources were applied for hoping that THEN things would get better.
The reality is that things never remain the same and no matter what we do or try, there are always new factors and developments that influence the situation and that require a response, an adjustment and more or different resources. Which is the art of management I suppose. We consistently must be on the look- out for dynamics, new developments, changes, and factors that influence the effectiveness and efficiency of our operations, followed by informed decisions and responses to adjust to the new situation, always aiming to do things better. Failing to do so is reversing progress and ultimately bringing the operations to a halt. So, we must take our responsibility to keep operations going and improving. Instead, we often see that when things don’t go well, the blame is put on other people or circumstances. Oh yes, there seems always to be something or someone else to blame when things are not going well. Some other person, or condition is causing the situation we are in. On the road it is the other drivers, at school it is the teacher or the test, at home it is the husband or the wife or the children. And in the business? It is the workers, or the administrator, or the tax collector, or the importer, the exporter, the forwarder, the government, the policy, the regulations, the internet, etc. Really? Is it always somebody or something else or could it be that we ourselves are part of the problem? Let us look at this issue a bit closer. Could it be a cultural thing that we say that things happen to us instead of recognising that we play an active part in the situation? If that is so, we may need to change something here. I am not saying that culture is bad and needs to be abandoned, not at all. But if culture is standing in the way of us reaching our most important goals, assuming we have set our goals of course, then we may want to stop for a moment and try and see if things couldn’t be done in a more effective way.
In any case, many businesspeople blame their problems on other persons or external circumstances. They are not to blame themselves, they think. They think of themselves working so hard, shouting their instructions so loud and sweating so much. They find it difficult to accept that they may be making a mistake, that they are part of the problem themselves, that they are responsible.
Having responsibility is an intriguing concept. It literally means “having the ability to response”. Response to other people, to circumstances, to anything that comes our way. That ability to response is a skill that can be developed. Yes, the way we react is determined for a great deal by our culture and the way we have been brought up, the role models provided by our parents, teachers, bosses, leaders. But that does not mean that is the only way or necessarily the best way to response. Just because somebody else reacts in a certain way, doesn’t mean we have to repeat that behaviour, certainly not when it doesn’t seem to be effective, when it doesn’t change the situation for the better.
In other words, we are in a position to choose the way we response and if we base our responses on certain values and on principles, the chance is higher that our responses will have better results.
Responsibilities in running a business are many. The ability of the business owner or manager to response to the internal and external environment of the business will in the end turn the business into a poor, mediocre, or successful business. There are choices to be made. How to respond for instance to developments in the market, policy changes, suggestions from workers, demands from clients? This is where you have the opportunity to set the standards and lead the company where you want it to go.
Yes, of course things will get better when the loan gets through, when the bills are paid, when the goods arrive, when we recruit more workers, when the weather gets better, etc. But make no mistake, challenges will continue to come our way. We need to expect them, and we need to respond to them effectively. In these turbulent times, characterised by ever increasing challenges (inflation, corruption, climate change, population growth, scarcity of resources and capacity, just to name a few), we can never sit back.
Ton Haverkort
ton.haverkort@gmail.com
E-Commerce And Small And Medium-Sized Enterprises
Alazar Kebede
Recent socioeconomic progress in Africa has occurred in the context of ubiquitous information and communications technologies (ICTs). According to the International Telecommunication Union 2020 data, 67 percent of African population, estimated to be about 1.13 billion, now has mobile phones and 26.5 percent are now using the Internet. Policymakers and African development partners foresee a lot of possibilities in the opportunities made available by ICTs in the continent’s effort to stem widespread poverty and in the role of small and medium-sized enterprises (SMEs) in that effort. In this context, over the last decade, African countries placed high priority on the development and implementation of national ICT policies and plans.
According to the United Nations Conference on Trade and Development (UNCTAD), SMEs account for 60 to 70 per cent of all employment in developing countries, and hence contribute to poverty reduction. In this regard, many countries in Africa have given high priority to the growth of SMEs. Kenya, for instance, released a major strategic plan, known as Vision 2030, in which ICTs and SMEs have been identified as major driving forces for its realisation. Similarly, Ethiopia, in its digitization plan has given top priority to micro and small enterprises, targeting to create employment opportunities for more than three million people and aiming to boost access to ICTs.
In recent years, the role of SMEs in economic development has grown in importance in Africa as the continent’s economic transformation gained momentum. Many countries are directing their strategic development towards industrialization through the growth of the local SME sector. The importance of SMEs in development and poverty reduction cannot be over emphasised.
According to UNCTAD recent data, these enterprises represent 99 per cent of all firms in developing countries, as well as play a significant role in creating employment opportunities. Another key factor supporting the need to focus on SMEs is that they tend to adapt more easily to technology compared to large enterprises. The adaption process in large enterprises is often slowed by a bureaucracy and a stricter hierarchy involved in making decisions. When SMEs are able to see the added benefits of using ICTs, they are more willing to adapt their businesses strategies.
The results of two e-commerce readiness assessments carried out in the Gambia and in Ethiopia under the Economic Commission of Africa (ECA) strengthen this proposition. Both studies suggest that there is general awareness of the potential in using the Internet for commerce among SMEs. Furthermore, due to widespread coverage and use of mobile phones, mobile commerce now provides more opportunities for SMEs, especially in rural areas.
For example, a study found that after remote communities in Uganda were provided with access to a mobile network, the share of bananas sold rose from 50 to 69 per cent of the crop. Established by TradeNet, Esoko, a company in Ghana, provides a mobile and web-enabled repository of current market prices and a platform to enable buyers and sellers to make offers and connect to one another. The World Bank report revealed that in this regard, a recent study of farmers with small landholdings in northern Ghana found that farmers had experienced a 10 per cent increase in revenue after they began receiving market prices from Esoko in the form of a short message service (SMS).
Goldman Sachs reported that globally, e-commerce sales are growing more than 19 per cent a year. Compared to large enterprises, SMEs have a low share of the global e-commerce market, however, they are increasingly adapting to the growing technological revolution and benefiting from the global online market.
E-commerce involves the sale or purchase of goods and services by businesses (business to business), individuals (business to consumer), governments (business to government) or other organizations, and is conducted over computer networks. It builds on traditional commerce by adding the flexibility and speed offered by electronic communications. This can facilitate efforts to enhance operations that lead to substantial cost savings, as well as increased competitiveness and efficiency through the redesign of traditional business methods.
Different studies indicated that both SMEs and large businesses have benefited from the adoption of e-commerce. Such benefits, inter alia, includes lower transaction costs; reduction in advertising and promotion costs; rapid communication between buyers and sellers; ability to reach new customers; shortening the traditional supply chains, including minimising transport obstacles and reducing delivery costs; and eliminating physical limitation of time and space. Empirical research shows that small enterprises that adopt e-commerce perform better than those that do not adopt it due to e-commerce’s catalytic effect on business performances.
There are several explanations for the slow diffusion of e-commerce in developing countries, in general, and in Africa, in particular. Economic Commission of Africa (ECA)-supported e-commerce readiness studies conducted in Ethiopia and in the Gambia, as well as other studies undertaken across the continent, broadly identify similar challenges pertaining to growth of e-commerce in Africa.
Affordable ICT infrastructure, particularly the Internet and broadband, is one of the key factors affecting the growth of e-commerce. Digital literacy among consumers and businesses in terms of computer literacy, language barriers, awareness of e-commerce benefits, lack of confidence and security in online transactions, including lack of a skilled workforce in e-commerce enterprises, are common in many countries. Limited delivery and distribution networks (physical transportation), in both Ethiopia and the Gambia, and the absence of proper street addressing and naming were raised as areas of concern in delivery.
Systems related to electronic payment, branding/recognition, and the issue of tracking, monitoring and taxation systems are also some of the challenges that affect the online transaction process. Legal frameworks to build security and trust are common issues that both consumers and businesses find difficult in adapting e-commerce as their business strategic tool. Ensuring legal and regulatory environments are critical for the complete functioning of e-commerce in a country.
Many SMEs have benefited from ICTs in their day-to-day business activities, including experiencing gains in enhanced productivity. However, due to lack and cost of access to Internet connectivity, many SMEs are not always tapping the full potential of the Internet. Furthermore, high-quality and reliable e-commerce requires advanced telecom services, such as broadband and mobile broadband services, at affordable prices to consumers.
Thus, governments and other partners need to take advantage of the opportunities that are emerging in the use of the new ICT landscape, particularly in innovations in mobile applications. Governments need to ensure that SMEs benefit not only from being connected to the Internet but also from any technological evolution that can increase the speed of data flows and can help reduce costs to consumers. Furthermore, much of the support to e-commerce depends on putting in place the right infrastructure, regulations and policies for e-commerce to thrive. In this regard, the role of government and the private sector is of paramount importance in realising this. Finally, a critical mass of workers with ICT skills is crucial for the further development of e-commerce and mobile applications. In this regard, governments can play an important role in ensuring that the education systems provide training of the necessary skills for building a viable digital economy.
ESL receives green light to diversify
By Muluken Yewondwossen
The state owned and only deep sea vessel operator in the continent, Ethiopian Shipping and Logistics (ESL), receives the go ahead by its board of directors chaired by the Finance Minister, Ahmed Shide, to diversify in massive investments.
The company that shouldered debt to its Chinese creditors up until the end of the 2021/22 budget year due to finances for the construction of nine vessels that were delivered about 12 years ago is now clear of any significant debt particularly from foreign creditors.
As a result of cleared debt, ESL has now been able to stand on solid grounds and it is now capitalizing on its status to engage in profitable investments. For instance, in the past budget year, the company was able to swap its two tankers with a more suitable ultramax dry bulk carrier.
Similarly, it has made moves to order the construction of brand new two big vessels and is now waiting to finalize the process of foreign currency approval from central bank.
According to the information that Capital obtained from ESL, in the budget year that started early July, the board of directors of ESL have approved the management’s proposal for the involvement of massive investments to boost the capability and competitiveness in the global market for the logistics firm.
Wondimu Denbu, Deputy CEO for Corporate Service at ESL, told Capital that the board has accepted to expand the vessel ownership with different specialized services including new business ventures like ferry service.
As he explained, as per the approval, ESL will order two brand new ultramax dry bulk carriers with over 63,000 DWT, the construction of two multipurpose vessels; one used container vessel and ferry, which mainly carry passengers and their cargos like vehicles besides some portion of other cargos. The ferries will be based on Lake Tana.
Wondimu added that the board has also allowed the enterprise to expand its position on containers ownership which was recently expanded to tackle COVID 19 related challenges that hampered the logistics sector globally.
“We will expand our TEU and forty feet container position besides securing additional reefer containers, which is a cold box that helps to transport perishable cargo,” the Deputy CEO added.
In the 2022/23 budget year, ESL possessed its first 30 reefer containers that cost almost a million dollars.
ESL has also plans to add 150 trucks to hit the inland transport that currently has a fleet of 570 with 185 tracks joining the freight business in the past budget year.
In the previous financial year, ESL had floated an international bid to which it selected a Chinese company to build two ultramax vessels. The case has however been delayed due to approval slowdown from the National Bank of Ethiopia, because of high amounts of foreign currency, to which the central bank is stretched.
Berisso Amallo, CEO of ESL, told Capital that his enterprise is hopeful to get a permit very soon from the central bank to access the first installment to commence the building of the new vessels.
As per the plan, the state owned financial giant, Commercial Bank of Ethiopia (CBE), will facilitate 70 percent of the required fund for the procurement of the two vessels in a process that is said to take over two years.
“We will cover the 30 percent and CBE will facilitate the remainder as a loan if we shall get foreign currency,” Wondimu recently told Capital. The company, which is now expanding its cross trade, is one of the major foreign currency generators for a public enterprise.
As ESL officials indicated, the payment will be concluded in five installments with 20 percent each. As per the framework agreement, the initial payment will be concluded when the contract is signed and the balance will be divided on steel cutting, keel-laying, launching and delivery.
About 12 years ago the successful logistics enterprise had embarked to purchase nine vessels including two tankers at a total price tag of USD293.5million courtesy of a loan backing from the Export Import (EXIM) Bank of China.
When the seven 28,000 DWT multi-purpose vessels were built they cost USD 32.5 million each while the two oil tankers price points were USD 37 million each.
Recently, Wondwossen Kassa (Cap), Deputy CEO for the Shipping Sector at ESL, told Capital that the logistics mammoth plans to boost its foreign currency generation by six folds from cross trade, as well as expand its carrying capacity by 3.6 folds and containers ownership by 7.7 folds.
ESL is one of the known handy size multipurpose (MPP) operator in the shipping market and has a plan to acquire four 62,000metric tons MPP vessels in the coming 5 years. Such acquisitions will further consolidate ESL’s position as MPP operator in the international market.
“Considering the fast changing local, regional and international realities, ESL believes its container carrying capacity and connectivity should be enhanced in the coming years,” Wondwossen underscored.
