Nigeria Enamelware Company Plc (ENAMEL.ng) Q12013 Interim Report

first_imgNigerian Enamelware Company Plc (ENAMEL.ng) listed on the Nigerian Stock Exchange under the Retail sector has released it’s 2013 interim results for the first quarter.For more information about Nigerian Enamelware Company Plc (ENAMEL.ng) reports, abridged reports, interim earnings results and earnings presentations, visit the Nigerian Enamelware Company Plc (ENAMEL.ng) company page on AfricanFinancials.Document: Nigerian Enamelware Company Plc (ENAMEL.ng)  2013 interim results for the first quarter.Company ProfileNigerian Enamelware Company Plc manufactures and markets a range of enamelware, plastic products and galvanised buckets. The company also produces a selection of home furnishings, cosmetic jewelry and electrical bicycles. Nigeria Enamelware Company Plc is a subsidiary of I Feng Limited, a company based in Hong Kong. Its head office is in Lagos, Nigeria. Nigerian Enamelware Company Plc is listed on the Nigerian Stock Exchangelast_img read more

Zeco Holdings Limited (ZECO.zw) 2013 Abridged Report

first_imgZeco Holdings Limited (ZECO.zw) listed on the Zimbabwe Stock Exchange under the Engineering sector has released it’s 2013 abridged results.For more information about Zeco Holdings Limited (ZECO.zw) reports, abridged reports, interim earnings results and earnings presentations, visit the Zeco Holdings Limited (ZECO.zw) company page on AfricanFinancials.Document: Zeco Holdings Limited (ZECO.zw)  2013 abridged results.Company ProfileZeco Holdings Limited builds rail wagons and locomotives through its subsidiaries for utilities in Zambia, Tanzania, Mozambique, Ethiopia and Kenya. Formerly known as Resco, the company also manufactures roller shutters, electronic garage doors, steel windows and doorframes, burglar bars, filing cabinets and agricultural implements for the Zimbabwe building and construction sector and export to countries in sub-Saharan Africa. In 2008, the company acquired all the assets held by Corbett Holdings (Private) Limited and its operating subsidiaries; Electrical and Mechanical Suppliers and Importers (Private) Limited, Halgor Estate (Private) Limited, FaiT Lux (Private) Limited and Zimplastics (Private) Limited. Zeco Holdings Limited is listed on the Zimbabwe Stock Exchangelast_img read more

Investing for beginners: is age 40+ too late to start?

first_img Kirsteen has no position in any of the shares mentioned. The Motley Fool UK has recommended Hargreaves Lansdown. Views expressed on the companies mentioned in this article are those of the writer and therefore may differ from the official recommendations we make in our subscription services such as Share Advisor, Hidden Winners and Pro. Here at The Motley Fool we believe that considering a diverse range of insights makes us better investors. Investing for beginners: is age 40+ too late to start? “This Stock Could Be Like Buying Amazon in 1997” Kirsteen Mackay | Friday, 11th December, 2020 Our 6 ‘Best Buys Now’ Shares I’m sure you’ll agree that’s quite the statement from Motley Fool Co-Founder Tom Gardner.But since our US analyst team first recommended shares in this unique tech stock back in 2016, the value has soared.What’s more, we firmly believe there’s still plenty of upside in its future. In fact, even throughout the current coronavirus crisis, its performance has been beating Wall St expectations.And right now, we’re giving you a chance to discover exactly what has got our analysts all fired up about this niche industry phenomenon, in our FREE special report, A Top US Share From The Motley Fool. I would like to receive emails from you about product information and offers from The Fool and its business partners. Each of these emails will provide a link to unsubscribe from future emails. More information about how The Fool collects, stores, and handles personal data is available in its Privacy Statement. Image source: Getty Images center_img Beginners to investing are often mystified by all it entails. They’re put off by financial jargon and complex sounding processes. But it’s really not terrifying at all and can be a great way to put our money to work. When people start to take an interest in investing, they often believe they’ve missed the boat. That’s not necessarily true either. Yes, time can help build a future fortune, but even with regular investments we can achieve a decent lump sum if we start late.Most people have no trouble finding things to spend money on. The problem is usually lack of cash for everything we want, and the same is true of investing. When people are young, they have time on their side, but little in the way of free cash. When they’re older, they may have more disposable income, but time becomes a constraint.5G is here – and shares of this ‘sleeping giant’ could be a great way for you to potentially profit!According to one leading industry firm, the 5G boom could create a global industry worth US$12.3 TRILLION out of thin air…And if you click here we’ll show you something that could be key to unlocking 5G’s full potential…At 40+, I could be considered quite old to start investing, but I don’t think it’s too late. The stock market gives ordinary people the opportunity to exponentially build wealth by following a few simple rules and a structured investment plan that won’t take up too much of our time.The power of compoundingAn online compound interest calculator can be a useful tool for calculating future returns. It’s handy for preparing a wealth strategy to follow as it gives me an idea of how much I need to invest each month to achieve financial freedom.Here’s an example. If I start with £2,000, then invest £200 per month at an effective annual rate of 6.7%, in 30 years I could achieve £236,543.If I increase the monthly amount to £300, and achieve 7.5% in interest, I’d realise a final sum of £404,702. Compounding is very powerful and with the right combination of factors can make investors rich.Either of these sums would provide me with a nice retirement nest egg at 70. Of course, for much younger investors, small monthly sums of even £50 can make a difference due to the power of compounding. When time is stretches out before us, small and steady can amount to a large future windfall.Investing for beginners: just start!I think the easiest and best way to invest is to simply get on with it. I’ve opened a Stocks and Shares ISA with Hargreaves Lansdown and set up regular monthly investments into my favourite stocks and funds. And it’s easy to change these at any point.But how do I choose my shares? According to billionaire investor Warren Buffett, we should keep a few key factors in mind. I thoroughly research companies before I start investing in them. I wouldn’t want to buy a dud product, so the same goes when buying shares. The Motley Fool provides plenty of great reports for beginners to investing. I also find company annual reports useful, and shareholder letters. Some businesses are overvalued, and others undervalued. We can gauge this from their price-to-earnings ratios (P/E). A very high P/E (above 20) can indicate an expensive stock, whereas a very low P/E (below 10) can show a cheap stock. This doesn’t necessarily mean a good or bad buy, though, and should only be used as an indication among other factors.So there you have it. I don’t think 40+ is too old to start investing, just go for it!  Renowned stock-picker Mark Rogers and his analyst team at The Motley Fool UK have named 6 shares that they believe UK investors should consider buying NOW.So if you’re looking for more stock ideas to try and best position your portfolio today, then it might be a good day for you. Because we’re offering a full 33% off your first year of membership to our flagship share-tipping service, backed by our ‘no quibbles’ 30-day subscription fee refund guarantee. See all posts by Kirsteen Mackay Simply click below to discover how you can take advantage of this. Click here to claim your copy now — and we’ll tell you the name of this Top US Share… free of charge! Enter Your Email Addresslast_img read more

Leicester vs Cardiff Heineken Cup Semi Final highlights

first_imgFriday May 8, 2009 Leicester vs Cardiff Heineken Cup Semi Final highlights Last weekend’s epic Heineken Cup Semi Final between the Cardiff Blues and Leicester Tigers will be remembered more for the historic, and slightly, bizarre penalty shootout. If the Blues had won at the kicking contest though, the game would probably be more remembered for their sensational comeback, and some great tries. The Tigers scored two excellent tries through Scott Hamilton and Geordan Murphy, both of which were created in some part by flyhalf Toby Flood. Flood unfortunately injured himself during the match, rupturing his Achilles tendon and will be out of all rugby for the next 6 months. With just six minutes left in the match, and trailing 26-12, the Blues looked dead and buried with seemingly no way back. Two yellow cards for the Tigers soon changed that though, which sparked life into the Blues as they scored two quick fire tries through some brilliance from big Jamie Roberts, and superb finishing by wing Tom James. Kiwi Ben Blair had two absolutely vital kicks to convert from the touchline, which he duly slotted, resulting in a 26-26 stalemate that led to extra time and then the much spoken about penalty shoot-out.“It was strange to be involved in something like that, but it was pretty cool and we won it, so that helps,” fellow Kiwi Craig Newby said.“I back myself with the boot. I love kicking goals. I lived with Willie Walker and I used to hang around with him after training when we played for North Harbour. Then I lived with Nick Evans for three years and did the same thing. I should have been first on the list really!”Martyn Williams though, the man who missed the vital kick for the Blues, wasn’t as enthusiastic.“There’s never been a penalty shoot-out before in rugby, so I guess I’ve earned myself a place in the record books. But it’s not one that I wanted.“Lewis Moody, Geordan Murphy and Martin Corry all came over to me. They said they didn’t feel like celebrating that much because of the way the game had ended, and they just said to keep my chin up.“Fair play to them, they are top men for doing that.” :: Related Posts :: Shoot-out glory for the Leicester Tigers Time: 07:37 Note: Watch the full penalty shoot-out via the link above. ADVERTISEMENT Posted By: rugbydump Share Send Thanks Sorry there has been an error See it to Believe it Related Articles 25 WEEKS AGO WATCH: Experts explain what actually happens… 26 WEEKS AGO WATCH: Leigh Halfpenny makes yet another… 26 WEEKS AGO Parisse alley-oop magic sets up brilliant… From the WebThis Video Will Soon Be Banned. Watch Before It’s DeletedSecrets RevealedDoctors Stunned: This Removes Wrinkles Like Crazy! (Try Tonight)Smart Life ReportsIf You Have Ringing Ears Do This Immediately (Ends Tinnitus)Healthier Living90% of People Have No Idea What These Two Little Holes Are ForNueey10 Types of Women You Should Never MarryNueeyShe Was the Most Beautiful Girl in the World. What She Looks Like Now is InsaneNueeyThe content you see here is paid for by the advertiser or content provider whose link you click on, and is recommended to you by Revcontent. As the leading platform for native advertising and content recommendation, Revcontent uses interest based targeting to select content that we think will be of particular interest to you. We encourage you to view your opt out options in Revcontent’s Privacy PolicyWant your content to appear on sites like this?Increase Your Engagement Now!Want to report this publisher’s content as misinformation?Submit a ReportGot it, thanks!Remove Content Link?Please choose a reason below:Fake NewsMisleadingNot InterestedOffensiveRepetitiveSubmitCancellast_img read more

Tips from a grant-maker

Tips from a grant-maker About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving.  15 total views,  1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Heather Swailes explains to SocietyGuardian how charities can boost their chances of securing grants from her charitable trust. Read Make a successful trust fund application by Nicola Hill at SocietyGuardian.co.uk. Howard Lake | 6 December 2000 | News AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis read more

Charity Win Queen’s Award for Enterprise

first_img About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving. The deadline for applications for the 2008 Queen’s Awards is 31 October 2007. Winners and recipients will be announced on 21 April 2008. Tagged with: Awards  24 total views,  1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Charity Financial Services, part of the Charities Aid Foundation, is celebrating today (21 April 2007) after winning a Queen’s Award for Enterprise – the UK’s most prestigious annual accolade for business success. In total, 119 Business Awards are announced this year – 71 for International Trade, 40 for Innovation and 8 for Sustainable Development. As ever, winning companies come from a vast range of business sectors, and range in size from two firms with just three employees to an international giant employing 68,000 people. 49% of this year’s winning firms employ less than 50 people.Charity Financial Services gains its Innovation Award for the continuous innovation and development of financial services to the voluntary sector. The services include: opportunities for low cost, high interest bank accounts, including on-line facilities with dual authorisation; availability of investment funds, some guaranteeing benefits without risk to capital; access to venture capital based on social investment; outsourced fund-raising administration; workshops on investment and tax efficient fund-raising; access to an advisory panel providing impartial financial advice and provision of free investment guides. Advertisementcenter_img Howard Lake | 20 April 2007 | News Charity Win Queen’s Award for Enterprise AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThislast_img read more

Schlossnagle becomes winningest coach in TCU baseball history

first_imgBlake Grablehttps://www.tcu360.com/author/blake-grable/ TCU baseball finds their biggest fan just by saying hello Linkedin printHead baseball coach Jim Schlossnagle now holds a spot in history.The Frogs’ 5-0 win over the Loyola Marymount Lions was Schlossnagle’s 518th win, making him TCU’s all-time winningest baseball coach.FROGS WIN!! Congrats to @TCUSchloss on becoming the all-time wins leader in TCU baseball history! pic.twitter.com/oTYSrHsXyq— TCU Baseball (@TCU_Baseball) February 21, 2016Freshman Luken Baker made his pitching debut on Sunday, throwing 6 1/3 shutout innings. He only gave up one hit and struck out six.The Frogs got on the board in the third when Connor Wanhanen hit a triple down the third base line. Dane Steinhagen then walked, putting runners on the corners for the Frogs. Evan Skoug follower with an RBI sac fly to center, sending in Wanhanen.The bats seemed to come alive for the Frogs, as they totaled 10 hits and five runs. Junior Elliot Barzilli continued his stellar weekend, going 3-4 at the plate and making a few great plays at third. Barzilli is now 7-11 batting after the team’s first three games.Baker also helped the Frogs out at the plate. In the fifth inning, he sent the ball flying over the left-center field fence, giving the Frogs a 3-0 lead. This is the second season in which a freshman has hit the first home run for the Frogs.GOOD BYE BASEBALL!! Baker absolutely tattoos one into the bullpen to give TCU a 3-0 lead. pic.twitter.com/dygBziTXRc— TCU Baseball (@TCU_Baseball) February 21, 2016Baker showed his full potential today and gave Horned Frog fans a glimpse of what the future could hold. He was removed from the game in the seventh inning, allowing the bullpen to take over.The Lions threatened during the seventh, loading the bases with no outs. But Preston Guillory stepped up, striking out two and delivering a pop fly to end the inning.Freshman Durbin Felton made his college debut in relief of Guillory during the eighth. Felton retired the side in order.TCU added two insurance runs in the eighth thanks to a two-run single up the middle by Mason Hesse.Freshman Dalton Brown also recorded an out in relief for his college debut. He was then replaced by Brian Trieglaff, who closed out the game and sealed the Frogs 2-1 series win.The Frogs will next take on Arkansas-Pine Bluff at Lupton Stadium on Wednesday. First pitch is scheduled for 6:30 p.m. Linkedin Men’s Tennis cruises past SMU Blake Grablehttps://www.tcu360.com/author/blake-grable/ Finding Trent Johnson’s replacement: A few names to consider Blake Grablehttps://www.tcu360.com/author/blake-grable/ Frogs fall to Dallas Baptist 9-1 + posts Twitter Blake Grable center_img TCU head baseball coach Jim Schlossnagle recorded his 518th win, becoming TCU’s all-time winningest baseball coach ReddIt TCU rowing program strengthens after facing COVID-19 setbacks Blake Grablehttps://www.tcu360.com/author/blake-grable/ Twitter Doctson impresses at NFL Combine ReddIt Previous articleBrian Howard shines in Frogs’ winNext articleTCU falls short against No. 13 Iowa State Blake Grable RELATED ARTICLESMORE FROM AUTHOR Facebook Another series win lands TCU Baseball in the top 5, earns Sikes conference award Facebooklast_img read more

Iran

first_img March 12, 2010 – Updated on January 20, 2016 Iran Iran: Press freedom violations recounted in real time January 2020 News February 25, 2021 Find out more RSF_en Domain name : .irPopulation : 76 923 300Internet-users : 28 200 000 Average charge for one hour’s connection at a cybercafé : 0,95 US$Average monthly salary : 407 US$Number of imprisoned netizens : 8Iran, one of cyber-censorship’s record-holding countries, has stepped up its crackdown and online surveillance since the protests over the disputed presidential reelection of Mahmoud Ahmadinejad on June 12, 2009. The regime is demonizing the new media, which it is accusing of serving foreign interest. While a dozen netizens are serving out their terms in Evin Prison, bold Internet users are continuing to mobilize.A smooth-running filtering systemCensorship is a core part of Iran’s state apparatus. Internet surveillance has been centralized, thereby facilitating implementation of censorship. Internet service providers rent bandwidth to the Telecommunication Company of Iran (TCI), controlled by the Islamic Revolutionary Guard Corps (RGC). ICT is responsible for ordering the blocking of websites, which ensures a consistent censorship policy using filtering software developed in Iran. Blocking criteria are defined by the Committee in Charge of Determining Unauthorized Websites (CCDUW). The latter is comprised of members from several government branches and the judicial wing: the Ministry of Communications and Information Technology, the Ministry of Culture and Islamic Guidance, the Ministry of National Security and Teheran’s Public Prosecutor. Censorship is done by combining URL blocking with keyword filtering, as deemed necessary according to changing current events. Among the keywords that have been blocked are the words “woman” in Farsi, “torture,” and “rape,” since August 2009, when one of the opposition leaders, Mehdi Karoubi, condemned the harsh treatment inflicted on incarcerated demonstrators in Kahrizak Prison.The connection speed for individuals in Iran is slow and limited to 128 kb/s. By order of the Ministry of Communications, households and cybercafés are prohibited from accessing broadband. This technical obstacle limits Internet users’ ability to upload and download photos and videos. Speeds can be even slower in periods of social unrest. The authorities rely on the Iran Press Law, Penal Code and the Cyber Crime Act of 2009 to prosecute Internet users. Article 18 of the latter provides for a prison term of up to two years and a fine for anyone found guilty of “disseminating false information likely to agitate public opinion.“ Site blockingIran applies one of the world’s strictest filtering policies, which have been tightened even more since June 2009. To date, authorities claim to have blocked hundreds of thousands of sites. One thing is certain: thousands of websites and millions of associated pages are now inaccessible in Iran. Iranian authorities had customarily filtered religious content and sites considered pornographic or obscene. But ever since Mahmoud Ahmadinedjad became President, the censorship has increasingly focused politically oriented websites, or those dealing with the women’s rights movement or the defense of human rights. Blocked “feminist” websites include www.we-change.org, www.roozmaregiha2.blogfa.com, and www.parga1.blogfa.com. The reformers’ website, www.baharestaniran.com, is also blocked, as is former president Khatami’s website, www.yaarinews.ir.Censorship has mainly affected news websites in the Farsi language, but the blocking of English sites is becoming more and more frequent. The BBC website broadcasts in Farsi have been jammed since January 2006, and the English version only since June 2009.Just before the presidential elections in the spring of 2009, the authorities issued a list of instructions describing how the campaign should be covered and the responsibilities of Internet service providers. These instructions went into detail concerning some twenty banned topics, including: “endangering national unity” and “creating negative feelings toward the government.” This is how news sites likely to contest Mahmoud Ahmadinejad’s victory – notably a dozen pro-opposition websites – were censored on the eve of the election.Since June 12, censorship has reached unprecedented proportions. Officials are tightening their grip on all news media and means of communication that could be used to dispute the “victory.” Pro-opposition websites such as www.sahamnews.info, or new websites like www.mizanews.com, are being targeted. Censorship is even affecting such pro-conservative sites as www.ayandenews.com, which highlights the divisions within the regime. Parlemannews – the official website of the reformist deputies’ minority fraction – has been intermittently inaccessible since December 26, after the Supreme Council for National Security issued a press release banning any ceremonies commemorating Ayatollah Montazeri, an Iranian religious leader who died last December 20th (http://www.rsf.org/Enterrement-de-l-Ayatollah.html). Some blog platforms such as www.blogfa.com are not totally blocked, but certain individual blogs have been.Social networks feel the full brunt of post-electoral censorshipIran’s regime considers social networks to be instruments of the opposition. Facebook and Twitter, which relayed the calls for demonstrations, have been continuously blocked since June 2009. MySpace.com and Orkut.com have received the same treatment.Participative photo- or video-exchange websites were among the first hit: Flickr.com and YouTube.com are inaccessible. The authorities want to block the transmission via the Internet of photos taken with a cell phone. Dissemination of the photos of the young female demonstrator, Neda Agha-Soltan, was too harmful to the regime’s reputation. The anonymous video received the prestigious American George Polk Award for Excellence in Journalism in February 2010, while Neda acquired martyr status. During the demonstrations of December 7, 2009, for example, some demonstrators’ cell phones were therefore seized by security forces. An as yet undetermined number of people who were taking photos or filming the events with their telephones may have also been arrested.Connection speed and tension indicatorSince the summer of 2009, as every new opposition event or potential demonstration approaches, Internet speed has been considerably slowed down in the country’s major cities, to the point of falling to 56 kb, according to some Internet users contacted by Reporters Without Borders. The authorities’ explanation is that it is caused by a technical glitch. They cannot allow themselves to cut off Internet access too long without jeopardizing the Revolutionary Guards’ economic interests, but some temporary down times have been noted at critical moments, such as during the 31st-anniversary celebrations of the Islamic Revolution on February 12, 2010. Widespread connection slowdowns, as well as total or limited power outages in certain districts, were observed in several of Iran’s largest cities, particularly in Tehran, Mashhad, Ispahan, Ahvaz, and Shiraz. Some cell phone companies would no longer allow users send SMS’s after the night of February 6. Cell phone signal jamming had also intensified.SurveillanceInternet user surveillance is made easier by the fact that all traffic has to pass through a single point controlled by the Revolutionary Guards. A cyber police force permanently monitors the population’s online activities. This partially explains the decision made on February 10, 2010 to suspend Gmail messaging service, which is very popular with the dissidents and more difficult to censor, especially since the emails are encrypted. But users can still access the messaging service via proxy servers. The authorities have announced that a national messaging service will be launched in the near future.The Nokia-Siemens Network company is suspected of having collaborated with the authorities and facilitated their surveillance of dissidents. Reporters Without Borders asked it to provide explanations in an email dated June 29, 2009. The company acknowledged that it sold traditional surveillance equipment capable of tapping phone conversations to the Iranian Telecommunications Company, but denies that it sold to the latter software capable of intercepting data or monitor Internet activities. A wave of round-ups target netizensWith some sixty journalists and bloggers behind bars and another fifty forced to seek asylum elsewhere, the Islamic Republic of Iran has become the largest prison in the Middle East – and one of the world’s largest prisons – for journalists and netizens. Some thirty netizens have been arrested since June 2009, and a dozen are still being detained. They include human rights blogger and activist Shiva Nazar Ahari (http://azadiezan.blogspot.com), who was arrested on December 20 last year, just before Ayatollah Montazeri’s funeral. She had already been arrested on June 14, 2009 and held for five months. In Novembre 2008, cyber-dissident Mojtaba Lotfi had been sentenced to four years in prison and to five years of banishment for “disseminating opinions of the Grand Ayatollah Montazeri” and for promoting “anti-government publicity.”Several bloggers and journalistes have been charged with being “mohareb” (enemies of God). They may be facing the death penalty. A blogger dies in detentionOmidreza Mirsayafi died while being detained, on March 18, 2009. The circumstances of his death have yet to be clarified. He had been given a two-year prison sentence in December 2008 by the Tehran Revolutionary Court for “insulting leaders of the Islamic Republic,” and six months for “anti-government publicity,” after he posted the offending articles on his blog.The authorities retaliate via propaganda, infiltrations and cyber-attacksThe opposition has permeated the new media, but the regime was quick to find a way to convey its own message – thus triggering a war of words. A spokesperson for the Islamic Revolutionary Guards announced a plan to launch 10,000 blogs under the supervision of the paramilitary Basij forces. Young IT experts were recruited to form the Revolutionary Guards’ “electronic arm.” This Iranian Cyber Army is taking credit for cyber-attacks against numerous dissident websites.Another method used is to reroute certain independent website home pages by linking them to pages on websites relaying government propaganda. The Balatarin website – one of the protest movement’s online bastions – was victimized by this strategy.The regime also created fake Internet websites supposedly run by political organizations or the foreign media, on which surfers are invited to send in emails, videos, and post notices about rallies. This method thus allows authorities to accuse Internet users of being spies acting on behalf of foreign organizations.Cyber-dissidence is alive and wellThe Iranian blogosphere is one of the most active on the planet. The country’s young population is very enthusiastic about the Internet, not intimidated by censorship, and very familiar with such circumvention software as UltraReach and FreeGate, developed in the United States by the Global Internet Freedom Consortium, and which many Iranians use.Another example of mobilization occurred when hundreds of Iranians dressed up as women wearing a “hijab” and posted a photo of themselves on their Facebook profiles in December 2009. That was their way of expressing support for Majid Tavakoli, an activist student arrested in Tehran and charged with disguising himself as a woman so that he could make a discreet getaway following a Tehran rally celebrating National Students Day, in which he made a speech. Surfers around the globe expressed their solidarity with the Iranian demonstrators, as did the Chinese netizens who launched the “#CN4Iran” (China for Iran) campaign on Twitter. Links http://www.advarnews.us/: website of a student organisation dealing with human rights in Iran (Farsi) http://norooznews.ir/: news website of the reformist party (Farsi) http://news.gooya.com/: the website about Iran that is most visited abroad (Farsi) http://www.farsnews.com/: website of the official news agency (English and Farsi) http://we-change.org/: Tagir Bary Barbary – (Change for equality – Farsi and English): feminist paper to which Maryam Hosseinkhah contributes http://irwomen.net/: Iranian feminist website (Farsi) http://www.feministschool.com/: website of the Iranian women’s association (Farsi) Follow the news on Iran After Hengameh Shahidi’s pardon, RSF asks Supreme Leader to free all imprisoned journalists March 18, 2021 Find out more June 9, 2021 Find out more Newscenter_img IranMiddle East – North Africa News IranMiddle East – North Africa Receive email alerts Call for Iranian New Year pardons for Iran’s 21 imprisoned journalists News Organisation Help by sharing this information to go furtherlast_img read more

Anger and puzzlement over life sentence passed on French radio’s reporter

first_img Radio France Internationale (RFI) and Reporters Without Borders are very angry about the sentence of life imprisonment that a court in the eastern city of Cankuzo passed yesterday on Hassan Ruvakuki, a reporter for Bonesha FM and RFI’s Swahili service, on a charge of “participating in acts of terrorism.” His lawyer plans to appeal.Representatives of RFI, France’s international public radio broadcaster, and Reporters Without Borders learned of the sentence yesterday in the capital, Bujumbura, as they were winding up a four-day visit dedicated to the case.“Hassan Ruvakuki’s right to fair trial was not respected,” RFI and Reporters Without Borders said. “The judges were biased and incompetent, defence rights were violated and the sentence was decided in advance on the basis of spurious arguments. Everything suggests that it was a politically-motivated reprisal. “The fact that a bill decriminalizing media offences is currently being discussed in Burundi makes it all the more incomprehensible. The authorities have sent a journalist to prison – for no less a period than life – at the very moment that a law designed to protect journalists from imprisonment is on the point of being adopted.”RFI and Reporters Without Borders added: “Burundi is preparing to celebrate the 50th anniversary of its independence on 1 July but the party announced by the authorities has already been spoiled. The fight to defend Ruvakuki is just beginning. His lawyer and the Burundian media, whose protests we salute, can count on our renewed support. We stand alongside them.”RFI and Reporters Without Borders already issued a joint statement yesterday in Bujumbura, immediately after the verdict was announced.“We are extremely shocked by the sentence passed on our colleague,” yesterday’s statement said. “The verdict and sentence are immoral and shameful. They are a disgrace not only for Burundi’s justice system but also for the country as a whole. The prosecution case against Ruvakuki was empty. He was just doing his job. This is a black day for media freedom and justice in Burundi.”More information about the Ruvakuki case .During their four-day visit to Bujumbura, Jean-Karim Fall, the deputy director of the Africa section of RFI’s French-language service, and Ambroise Pierre, the head of the Reporters Without Borders Africa Desk, met with the interior minister, foreign minister and communication minister, the permanent secretary of the justice ministry, the attorney general and the chief of staff of the National Intelligence Service (SNR).They also visited the National Communication Council (CNC) and several Bujumbura-based media including Bonesha FM, the Burundian radio station that employs Ruvakuki; they were received by the ambassadors of France and Belgium; and they had two meetings with Ruvakuki’s lawyer, Onésime Kabayabaya.————————————————————————–20.06.2012 – Hassan Ruvakuki’s life sentence – “immoral and shameful” for BurundiThe journalist Hassan Ruvakuki was sentenced to life imprisonment at around 5:45 p.m. today. Radio France Internationale and Reporters Without Borders received the news during a visit to the Burundian capital, Bujumbura. A reporter for Bonesha FM and RFI’s Swahili service, Ruvakuki was convicted of “participating in acts of terrorism.”“We are extremely shocked by the sentence passed on our colleague,” the French public broadcaster and media freedom organization said. “The verdict and sentence are immoral and shameful. They are a disgrace not only for Burundi’s justice system but also for the country as a whole. The prosecution case against Ruvakuki was empty. He was just doing his job. This is a black day for media freedom and justice in Burundi.” RFI and Reporters Without Borders added: “His lawyer will obviously appeal and we are confident that he will succeed in demonstrating Hassan’s innocence.”More information about the Ruvakuki case . A full report on the RFI and Reporters Without Borders visit to Burundi is to be released on 21 June. Four Burundian journalists complete 12 months in arbitrary detention October 21, 2020 Find out more News BurundiAfrica Organisation Photos : Photo : Hassan Ruvakuki (Iwacu – Les Voix du Burundi) (Esdras Ndikumana/AFP) Receive email alerts RSF_en Burundian appeal court upholds prison sentences for four journalists News Follow the news on Burundi News June 21, 2012 – Updated on January 20, 2016 Anger and puzzlement over life sentence passed on French radio’s reporter November 27, 2020 Find out more Help by sharing this information Reports The 2020 pandemic has challenged press freedom in Africa to go further BurundiAfrica June 5, 2020 Find out morelast_img read more

Victory disease

first_img‘You can never have too much of a good thing’ is often quoted, but fromChurchill to Nixon it has, alas, never been true. And nowhere is this moreevident than in business, where success actually breeds failure. Paul Simpsonoutlines six classic symptoms of this growing epidemicIf Admiral Isoroku Yamamoto had been alive to witness the recent corporatescandals, he would have had summed up the likes of WorldCom and Adelphi – thecable giant whose family founders have been charged with fraud – in two words:‘victory disease’. He coined the term in 1941 when Japan decided, despite his reservations, tobomb Pearl Harbor. Flushed with success, the Japanese forgot its ‘defensiveperimeter’ (which included much of mainland China, the Philippines, Burma andMalaysia), and attacked the Midway Islands in the central Pacific. The Japaneselost the battle of Midway in June 1942, lost Yamamoto a year later (his planewas shot down) and the war by 1945. It is ironic that one of the political heroes of the war developed thevictory disease in the ensuing peacetime. Winston Churchill, the ultimatesymbol of victory, was soon out of touch with the electorate and the ‘brave newworld of the 1950s’, and was ultimately out of a job. All this might seem miles from the misdeeds of Adelphi – now suing the Rigasfamily which founded it for allegedly treating the company ‘as if it was thefamily’s piggy bank’ – or the sudden shocking collapse of Marconi, but thepoint is the same. Mankind finds success hard to handle. Triumph can lead tohubris, large stock options, dubious diversifications, and can fatally weaken acompany’s culture. As Chris Parsons, a principal consultant at HR firm Penna,says: “We used to say success breeds success, but recent evidence suggestssuccess breeds greed.” Success also, in one of corporate life’s morebitter ironies, breeds failure. So what exactly is victory disease? Here are six classic symptoms and thelessons we can learn from them. 1 Rock star syndrome Parsons also refers to this as ‘the executive jet effect’. Success changes acompany’s leaders, often in ways that don’t help the leader or company.”Executives can become obsessed with perks,” says Parsons, “andget isolated from their market.” The recurring rise and fall of ‘rockstar’ CEOs may be as natural to the human race as breathing. Several studiesshow that people are less likely to make good decisions after several years ofsuccess. CEOs also get paid like rock stars. Graef Crystal, a US expert on executiveremuneration, says that in 1973, the typical major US chief executive wasearning 45 times as much as the average employee, “now it’s 500 times asmuch”. Too many perks, too much money and too much flattery (cover stories incoffee table business magazines), are familiar ingredients of this corporate cliché.Some leaders become so synonymous with their companies, says Parsons, it isunhealthy. “With Richard Branson, you get the benefits of his brand whileat the same time feeling that there is more to Virgin than his image. ButMicrosoft is almost synonymous with Bill Gates and that has created problemsfor the company.” The right business leader can be lionised to such a degree it reinforces theinevitable temptation to trust their instincts rather than, say, feedback fromstaff on the coalface. “A lot of the behaviour at Enron is just proof thatpower really does corrupt,” says Parsons. “If you give executives the kind of stock options where share pricesare key, they will inevitably be driven by the short-term, not thelong-term,” says Parsons. Michael Jensen, the University of Chicago economist who originally devisedstock options, says: “High share prices are to managers what heroin is toa drug addict. Once you train managers by penalising them for telling thetruth, that kind of unethical behaviour gets extended to all sorts ofthings.” HR lessons Good strategic HR management should ensure managers do not exploitshareholders. Although the excesses of Enron, Tyco and Adelphi seemspectacular, they should not obscure the fact that there is an inevitabletendency, identified in 1986 by Miles Mace in his book, Directors: Myth AndReality, for directors to represent senior managers, not shareholders. This iswhy there is a growing school of thought that recommends boards should bedominated by outsiders, not insiders. In most recent high-profile corporate scandals, the board has met thecynic’s definition of a typical US board – ’10 friends of the CEO and oneminority representative’. So a long-term objective for HR must be to ensurereasonable diversity of opinion on the board. HR must also monitor perks and salaries, creating a mechanism which allowsproper scrutiny and lets HR define what is culturally acceptable. Executives may prefer the simplicity of stock options, but HR must devise abroader set of criteria which balance short and long term, cash and shares,basic salary and bonuses, hard and soft goals. For example why not rewardmanagers for increasing staff retention as well as increasing profits? Suchcriteria might have saved some of the companies whose demise has hoggedheadlines. 2 The Nixon effect When a company or person seems most successful is often the very point atwhich things have begun to fall apart. When Richard Nixon was re-elected to theUS presidency in 1972, he won 61 per cent of the vote and carried every statein the union except Massachusetts. Some aides even discussed repealing theamendment which limited a president to two terms of office. Yet in 1974, Nixonwas forced to resign for covering up what his aides had dismissed as a ‘thirdrate burglary’. The effect was evident at Enron. As the share price soared towards $90 inNovember 2000, Arthur Andersen began, belatedly, to question its accountingmethods. Some historians still argue that, if Nixon had gone to the US soon after hisre-election, admitted things had gone wrong, apologised and cleaned up theWhite House, he could have survived. It would have been out of character, buthe could at least have avoided the ignominy of being the first US presidentforced to quit. Enron’s tragic farce includes a similar ‘what if?’. In May 2000, Enronvice-president Albert Gude told chairman Kenneth Lay “I believe you are introuble”, complaining about the selfishness of the executives employed byCEO Jeffrey Skilling. Lay, says Gude, replied: “They are OK guys”. The trouble with cover-ups, political or financial, is they don’t last. Inthe fall of Nixon and Enron, Parsons says you can see another trait: “Theleaders stopped listening to people outside their circle and in the long termthat did it for them.” Nixon’s presidency initially rewarded those who would do his biddingregardless, a path that led inevitably to Watergate. If Rich McGinn hadlistened to his staff, he might still be running high-tech group LucentTechnologies. But he was too busy heeding Wall Street to hear companyscientists who pleaded for Lucent to invest in a critical technology whichrival Nortel pioneered. Nor did he listen to the complaints of his salesforce,forced to discount products to meet unrealistic growth targets Lucent hadpromised Wall Street. HR lessons In almost any organisation, the initial response to a crisis is to circlethe wagons. This is especially true in new high-flying companies which haveused a fortress ‘us against them’ mentality to motivate staff. In suchinstances, justified criticism from outsiders (press, investigators, peers) isseen as an attack by ‘them’. In some cases, the simple act of appointing company ombudsmen might haveaverted the crisis or, at least, spotted it before it proved fatal. The momentof maximum success is often the moment of maximum danger, a point whereestablished cultural values can be ignored or perverted. An HR department, evenif it feels powerless to stop this change, should be aware of it before anyoneelse. 3 The Ajax syndrome Dutch football team Ajax won three European Cups on the spin in the early1970s. Yet that legendary team, captained by Johan Cruyff, broke up in 1973with the football world at its feet. The fragmentation of Ajax was spectacular, yet confirms the human factorswhich make even the most successful teams so fragile – whether they consist ofDutch footballers or R&D engineers. The departure of Ajax’s inspirational coach Rinus Michels, who washeadhunted by Barcelona, led to the key event in the team’s collapse: theplayers voted, by 13 to three, to sack Cruyff as captain. Cruyff immediatelyfled to Barcelona to be followed by Ajax team-mate Johann Neeskens. Ajax wouldnot win another European trophy until 1987. Success had changed the dynamics of the Ajax team with Cruyff’s profile andoutspokenness alienating colleagues, and they had hit a glass ceiling inwinning club football’s highest honour three times – there was no goal theycould unite on. Parsons says successful start-ups reach an equally critical point. “Atfirst, communication in a start-up is good and informal, decision-making can bedemocratic and everybody knows what is different about the company. But as itgrows, that changes. People assume communication is just as good although, asthe company grows, conversations don’t happen in the same way. New people come in who weren’t part of that culture. The company’s goals canbe less clear – and soon the start-up has to bring in different managers andchange its culture.” The mix of old and new can be an oil and water affairwith the founding genius departing and the company deemed to have lost its way.Ajax’s eclipse also suggests it is easier to motivate people by giving thema clear, dramatic, aggressive target (to be the best in the world) than it isto inspire staff to defend that position once it has been won. It is one reasonmost mountaineering accidents happen on the way down from the summit, not onthe ascent. HR lessons There is a chicken and egg kind of insolubility to this problem. In part,start-ups flounder because they don’t have an HR strategy, but then they’re toobusy growing to develop one. Still, the attempt to answer a few simplequestions would help alot: What human resources will we need over the next fiveyears? Do we need different kinds of skills and how are we going to acquirethem? If your company ever does the equivalent of winning three European Cups in arow, you shouldn’t be surprised if your ‘star’ staff (as they will seethemselves) move on. But that’s no disaster if you have a new generation ofCruyffs in the making. Ajax didn’t, and paid the price. 4 The acquisition trail Marconi’s decision to rebrand itself, ditch its fusty old name GEC and selloff its defence business seemed, in a post-Cold War world, eminently sensible.But CEO George Simpson began buying telecoms and high-technology companies asif they were going out of fashion, which they were. Overcapacity and the costsof moving to the next generation of mobile phones bedevilled Marconi’scustomers. Marconi didn’t help by insisting, despite dire pronouncements fromrivals, that profits would keep growing – only to admit, months later, itexpected them to fall by half. The £5bn acquisition trail soon left the company in debt and probablyundermined the company’s culture. “In a well-managed company, anacquisition should be a trigger to ask serious questions,” says Parsons.”Where do we want to be? Is our strategy still the same? How is this company’sculture different from ours? One reason so many mergers and acquisitions failis that these questions are not asked. And afterwards, instead of having onecompany culture, you have a series of sub-cultures where the people who’ve beenacquired still do things their own way. We’ve found cases where one subsidiarywould rather buy from an external supplier than from a sister company.” Marconi might be in better shape if it had bought less and paid less. Thatsaid, its thirst for acquisitions pales compared to Tyco which, at itsacquisitive peak, acquired a business almost every day. When Marconi shares were worth £12.50, the group devised a set of principlesabout its style of doing business and treating staff called The Marconi Way.More than 9,000 redundancies later, that manifesto must be one of the mostdevalued documents in British corporate life. HR lessons Three separate studies between 1974 and 1993 showed that roughly one in twoacquisitions fails. Indeed, one study of large US firms’ acquisitions between1950 and 1986 showed that 53 per cent were subsequently sold off. And theyfail, most often, because senior management adopts a ‘wham bam thank you mam’approach. Most companies are for sale for a reason: they have some flaw thatneeds correcting. But once the deal’s done, management doesn’t carry out theclose work needed to make an acquisition succeed. Acquisitions invariably takemore time and resources to manage than the buyer expects. There is no excuse for any HR manager not to have factored this intoacquisition planning and many deals come undone in the touchy-feely detailssuch as the newly acquired staff’s perception of how they are perceived by thenew company. Senior managers often underestimate or fail to predict the waysuch acquisitions might change a company culture and it is HR’s job to assessthe implications of acquisitions and create the processes by which staff, atthe existing company and the newly acquired subsidiary, understand and buy intochange. 5 Dubious diversity Analogies between wars and business are often misleading or just plainwrong. But one tenet of military theory is worth heeding in corporate life:diversify at your peril. In military terms, this means don’t, as Japan did in Second World War,spread your resources too thinly against too many enemies. Part of theincremental descent into poor judgement which kills many companies is thearrogant certainty that because we’re brilliant at delivering widgets, we couldbe the best at making cream cakes too. Having transformed the US gas market, Enron did the same to electricitybefore offering financial protection against heatwaves or blizzards. As oneemployee said: “We had people who thought they could sell hairballs ifthey could find the buyers.” Enron is only the latest company to suffer from that delusion.Diversification, from Walkmans to Hollywood film studios, forced Sony to pullout of film-making and write off $2.7bn in 1994, just five years after buyingColumbia. For Parsons, a change in strategy should pass one simple test: “Can youexplain it simply to your employees or your managers on the front line? If youcan’t, then you have to ask what makes management so sure it’s a goodidea?” HR lessons Most successful companies diversify. Yet seven out of 10 acquisitions thattake the buyer into an unrelated market end up with the acquisition beingresold. While directors debate strategy, HR can be as critical to the successof such a move. The clash of corporate cultures, the imposition of an inappropriatemanagement style, the fact the diversifier can’t spell integration let alonemanage the process – these are among the most common reasons diversificationfails. And they are all issues on which HR should lead. 6 Corporate cults Enron’s Skilling always had a unique take on life. Asked at business schoolwhat he would do if he found out his company’s product might kill customers, hereplied (his old professor remembers): “I’d keep selling the product. Myjob as a businessman is to maximise return to the shareholders. It’s theGovernment’s job to step in if the product is dangerous.” Skilling made Enron into one of the US’s largest companies. But also,fatally, into a cult. Enron was, he once declared, “the world’s coolest company”.Like any self-respecting cult, Enron purged the faithful with its famous ritualfiring of one in seven staff at year’s end. Rakesh Khurama, assistant professor at Harvard Business School (and authorof Corporate Savior: The Irrational Quest for Charismatic CEOs), says:”Skilling is the perfect example of the perils of charismatic leadership.Charismatics usually surround themselves with yes-people. Because they can’tstand criticism the organisation evolves around pleasing them.” At Enron,one trader admitted, “There were no rules, even in our personal lives.Everything was about the company and supposed to be on the edge – sex, money,all of it.” Good leaders recognise that their status makes it harder for staff todeliver bad news. They either, like Winston Churchill, create a mechanism tomake sure such information reaches them (in his case an office of nationalstatistics) or empower trusted managers to bear bad tidings. Skilling didneither, but did promote his then secretary (and now wife) Rebecca Carter tothe board, on a $600,000 salary. Like most cults, Enron imploded. It is tempting to say it couldn’t happenhere. After all, even the most docile non-executive director might wonder if itwas such a good idea to hand out more than three-quarters of your profits incash bonuses to directors, as Enron did. But Skilling is not the first businessleader to form his own cult, and he won’t be the last. HR lessons John Sullivan, the US electronic HR expert, blames HR, saying: “HR isresponsible for maintaining values and ethical behaviour. Clearly the Enronculture got out of hand. The ‘new’ culture that evolved (grow the business atany cost) clearly killed the company.” He may have a point. The underlyingtheme of Adelphi, Enron, Marconi, Tyco and WorldCom is the failure of companiesto allow their HR departments to fulfil their proper strategic role. Í Previous Article Next Article Victory diseaseOn 5 Nov 2002 in Military, Personnel Today Related posts:center_img Comments are closed. Features list 2021 – submitting content to Personnel TodayOn this page you will find details of how to submit content to Personnel Today. We do not publish a…last_img read more