EFFECTS OF MANAGERIAL COMPETENCIES ON PERFORMANCE OF SELECTED MANUFACTURING FIRMS IN SOUTH-EAST NIGERIA

ABSTRACT

In today’s dynamic workplace and globalized economy, however, the ability to achieve and   maintain   high   performance   and   productivity   is   a   major   challenge   facing organizations and managers. This is why this study focused on effects of of managerial competencies on organizational performance of the selected manufacturing firms in South East, Nigeria. The specific objectives of the study were to: assess the effect of communication competency on employee productivity; ascertain how self-management competency affects employee career development; assess how planning competency affect customers’ satisfaction; ascertain the effect of teamwork competency on organisational effectiveness;   and   ascertain   the   effect   of   strategic   action   on   organizational competitiveness. The study adopted the survey design. A sample size of 810 was used because a census method was adopted. The study was conducted in ten (10) selected manufacturing  firms  in  Southeast,  Nigeria:  Abia,  Anambra,  Ebonyi,  Enugu  and  Imo States. Primary and Secondary data were used. Primary data were collected by means of a structured questionnaire and oral interview while secondary data were collected from books, journals and internet. The validation of the questionnaire was undertaken by five experts, three from the department of management, University of Nigeria, and two from the industry.The outcome was subjected to reliability test using spearman rank order correlation co-efficient which yielded a correlation co-efficient of 0.83 indicating a high degree of items consistency. Out of 810 copies of the questionnaire distributed, 546 copies representing (69%) were returned while 264 copies representing (31.3%) were not returned. The five hypotheses formulated for the study were tested with ordinal logistic regression statistical tool using Statistical Package for Social Sciences (SPSS, version

20.0). The findings revealed that communication competency positively affected employee productivity (ß = 59.965, p = 0.11 < 0.05); self-management competency positively affected  employee  career  development  (ß  =  86.111,  p  =  0.14  <  0.05);  planning competency positively affected customers’ satisfaction (ß = 99.507, p = 0.00 < 0.05), teamwork competency had a positive effect on organizational effectiveness (ß = 77.507, p

= 0.01 < 0.05); and strategic action competences positively affected organizational competitiveness (ß = 85.507, p = 0.00 < 0.05) in the selected manufacturing firms in South East, Nigeria. The study thus concludes that managerial competencies have a positive effect on organizational performance. The study recommended that the senior management of organisations should take deliberate steps to improve managerial competencies especially communication competency in order to remain relevant in the dynamic  business  environment  and  its  attendant  challenges  since  communication  is integral to goal achievement in organizations.

CHAPTER ONE INTRODUCTION

1.1 Background of the study

The concept of competence can be traced back to the medieval guilds. The industrial revolution gave rise to the study of work, jobs and the skills needed to do those jobs. With the evolution of scientific management in the 1930s the human relations school of management thought, academia and practitioner interest became focused on how to organize work and to motivate workers. The concept of ―competency‖ was first introduced in 1957 (Yang, Shu, and Yang, 2006). In the 1970s the need to improve economic competitiveness led to attention being turned towards competencies (Horton, 2000). Furthermore, in 1973 McClelland used the term ―competency‖ to illustrate the key factor that affects individual learning (Yang et al., 2006).

The  concept  of  competency  originated  in  the  United  States.  It  was  followed  by  the separate development in the UK of the concept of competence (Armstrong, 2003). The US approach was made by McClelland in 1973. He advocated the use of criterion-referenced assessment. Criterion referencing or validation is the process of analyzing the key aspects of   behavior   that   differentiate   between   effective   and   less   effective   performance (Armstrong, 2003). Although the competency movement originated in the US and UK, it is now an international phenomenon and is practiced increasingly throughout the OECD countries and beyond (Horton, 2000).

Managerial competencies (MC) are set of skills, related knowledge and attributes that allow an individual such as a manager/owner of a small scale business to perform a task or an activity within a specific function or a job (Nirachon et al., 2007). They are considered a critical factor that contributes to the performance and the survival of small-scale businesses. In fact, there is a growing body of literature that has proved a positive relationship  between  managerial  competencies  and  performance  (Mitchelmore  and Rowley, 2010; Mahembe, 2011). For instance, competencies, which are constitutive of knowledge (i.e. extent to which information is developed or learned through experience, study or investigation), skills (which are a result of repeatedly applying knowledge or an ability) and abilities (i.e. innate potential to perform mental and physical actions or tasks), are considered to contribute directly to individual and organisational performance (Mahembe, 2011).

However, environmental challenges have imposed on the improvements of organizations not only for competition, but in order to keep going, and to maintain leadership in the market. Numerous researchers agree that higher in performance is a product of the process of formulating a strategy through which the organization seeks to achieve its mission and objectives, suggesting that an appropriate use of information technology in the long term for the purpose of obtaining organizational performance. As regards to this, the successful performance also depends on the existence of the skills and capabilities of each individual by the organization may be essential in promoting organizational performance (Ray, Muhanna, and Barney, 2015).

Organizations seem to have always battled to define their competency models and thus find the implementation of skills management problematic (Homer, 2001). The ability to assess competencies and determine skills gaps are critical as it enables organizations to manage individual and team performance optimally. Knowing which managerial competencies are important for different managerial functions is vital for developing and improving   training   and   development   programmes.   As   the   scope   of   the   modern organization, which tends to be flatter and less hierarchical changes, competencies which managers considered important in the past may no longer be relevant today (Gentry, Harris, Baker, and Leslie, 2007).

Today,  when  measuring  organization‘s  performance,  It‘s  better  to  refer  to  human resources and their competencies rather than the material resources. Thus, development of competencies has become one of the key priorities of the organization. Hence, organizations are looking for competent professionals and thus striving to develop their current staff‘s competencies. Undoubtedly, contemporary business organizations need professionals with requisite competencies that would enable an employee to successfully perform in ever-changing business and economic environment (Homer, 2001).Managerial competencies identification and its development are important tools of human resources management targeted at achieving the strategic goals of the organization. Managerial competencies, i.e.,behaviour necessary to reach the required level of a manager‘s performance, in combination with efficient organization management thus become a key factor of success and subsequently also a competitive advantage (Chong, 2011)

One of the most fundamental challenges facing organizations is determining what gives rise to competitive advantage and how it can be sustained (Srivastava, Fahey and Christensen 2001).

With globalization and increased business competition, the importance of identifying and understanding factors likely to produce sustained competitive advantage, growth and enhanced company financial performance has become even more important to both managers and shareholders (Gursoy and Swanger, 2007).Research into organisational productivity  is  demonstrating  the  importance  of  organizations‘  culture  as  the  critical success factor in tomorrow‘s competitive marketplace (Guinn, 1996). The way in which an organization leads and manages its employees to use their knowledge and technology can  be  a  differentiating  factor  for  companies  thriving  in  the  21st  century  (Guinn,

1996).Gursoy and Swanger (2007) opine that manufacturing companies face this same challenge and managers understand that their companies exist in a contingent relationship with their environments. Whilst company success depends on external and internal factors, most of these companies have little control over external factors. This study, therefore, focuses on managerial competencies perceived to contribute towards organizational performance.

Leadership formulates the company’s business strategy and builds its resources, including its people, finances, and operations. Therefore, leadership can be the most important asset of the company or its worst liability. The success of business organizations depends to a large extent on the caliber of managers (Sanyal and Guvenli, 2004). Boyatzis (1982) also illustrates the importance of manager competencies and states that the competence of managers, to a large extent, determines the returns that organizations realize from their human capital. Management creates the vital link between the economic progress, the required organisational effectiveness and the actual performance of the people involved (Labbaf, Analoui, and Cusworth, 1996, Miller, 1991). It appears crucial to develop competent managers who can be entrusted with the responsibility to transform their organizations.

Prahalad and Hamel (1994) posit that  competencies are the  source of future product development.  They  are  the  ―roots‖  of  competitiveness,  and  individual  products  and services are the ‗fruits.‘ Every top management team is competing not only to protect the firm‘s position within existing markets but to position the firm to succeed in new markets.

Hence any top management team that fails to take responsibility for building and nurturing core  competencies  is  inadvertently  mortgaging  the  company‘s  future.  Prahalad  and Hamel‘s (1994) definition illustrates the importance of competencies in relation to management  and  the  success  of  a  business.  The  development  and  use  of  core competencies to create competitive advantage are being more widely used in the manufacturing industry.

Henderson (2000) defines competency as a combination of knowledge and skills required to perform an assignment successfully. Its attainment is evidenced by the ability of an individual to gather data, process it into useful information, access it and arrive at an appropriate and useful decision in order to initiate the actions necessary to accomplish the assignment in an acceptable manner. Managerial competencies are a cluster of similar knowledge, skills, and attributes that are essential to effective job performance (Karns,

1998).

Boyatzis  (2000) describes  managerial  competencies  as  underlying characteristics  of a person that he or she uses to solve problems that arise in a workplace. Some of the underlying characteristics of the Executive Directors include the ability to speak and perform in public, express the desire to persuade others of their point of view, motivate others to action, make decisions and amend those decisions to fit in with the organisational vision or current realities (Hagberg Consulting Group 2005). Managerial Competencies are important because they are forward-looking, describe the skills and attitudes the staff needs to meet future challenges, help clarify expectations and provide a sound basis for consistent and objective performance standards by creating a shared language about what is needed and expected in an organization (United Nation‘s Report, 2004).

Robert and Norbert (2002) established that organisational success can be achieved only through the establishment of implicit competencies in human resource management, organisational development, and knowledge management. Competencies help to promote a configurationally model of change and further result in the excellence of company. If implicit competencies are successfully developed into success potentials, and in addition to core competencies, then competitive advantage can be attained.

The performance of the Nigerian manufacturing sector since independence has been unimpressive.  The  scenario  is  a  mixture  of  initial  mild  growth  and  subsequent

retrogression. At independence, the colonial masters bequeathed to us a manufacturing sector that was weak both in structure and content. The Nigerian industrial sector was substantially dominated by large European companies like UAC, CFAO, and John Holt. These companies were primarily engaged in trade and commerce and in the marketing of manufactured goods imported from their home countries. Our economy was ―structured and organized mainly as a source of raw materials and market for industrial products of the mother country, industrialization was discouraged with relevant anti-industrialization enactments and policies made as if to ensure that there was no substantial industrial development‖ (Egwaikhide, Ekpo Oyeranti, and Ayodele, 2010). There was no attempt to reinvest financial resources generated within the country for developmental purpose nor was there any concrete attempt made to develop indigenous entrepreneurship.

With the attainment of independence in 1960, an unprecedented euphoria of excitement and greater urge for industrialization became prevalent. The first National Development Plan (1962-1968) was aimed at kick-starting massive industrialization across the country. To  this  end,  well-articulated  developmental  projects  and  policies  were  initiated  to stimulate the establishment and growth of a virile manufacturing sector. For example, the building of an Iron and Steel project believed to be critical for a virile industrial growth was set in motion in 1963.

The setting up  of the  Nigerian  Industrial  Bank;  a developmental  credit  institution  in partnership with the International Finance Corporation took place in 1963. Government also initiated the building of the first petroleum refinery at Alese Eleme in Port Harcourt to supply all the refined petroleum needs of the country. Besides the above, foreign and local investors were attracted with incentives which included pioneer certificates which would allow investors to enjoy numerous tax reliefs, custom duty relief on imported industrial machineries, spare parts and components brought into the country. Local investors were also given protection via expatriate quota restrictions and excise duty reliefs. With the support and encouragement of government and the aforementioned inducements to foreign and local investors, many industries started emerging in different parts of the country. In Ikeja and Apapa,  for example, a plethora of manufacturing activities developed with unbelievable rapidity. These  includes paper tyres and tubes, textile, saw milling, bakery, cocoa confectionery and aluminum manufacturing companies. In Nkalagu and Sokoto, cement companies emerged to take advantage of the abundance of limestones in these

areas. In Kaduna and Kano, leather and footwear manufacturing companies, among others, sprang up.

Most recently, the Central Bank of Nigeria (CBN) announced plans to facilitate the issuance of single-digit interest rate loans to firms operating in the agriculture and manufacturing sectors. Port reforms and other ease of doing business initiatives by the government are also helping to make the manufacture of goods easier in the country; relatively, at least. Owing to reforms, Nigeria‘s ease of doing business ranking moved to

145th place in 2017 from 169th in 2016 For instance the Nigerian manufacturing sector has been performing well in recent years. While year-on-year growth for each of the quarters in 2015-16 was negative, there was only one such instance in 2017; in the third quarter. Incentives by the government are also beginning to encourage greater interest. According to official data, at 9.3% of GDP, the Nigerian manufacturing sector grew by

3.4% year-on-year in the first quarter of 2019, an improvement from 0.1% y/y in Q4 2017 and -2.9% y/y in Q3 2017. The last time there was something close to such growth in the period since Q1 2016, was in Q1 2017 when the sector grew by 1.4% y/y. For the whole of

2016 till then, the sector recorded negative growth.

2.1 Statement of the Problem

Every business organisation needs effective managers, to be successful in today‘s highly competitive and dynamic business environment. It is very important for a business organisation to identify, develop, and retain skilled people. Every successful and effective manager possesses several competencies which include communication competency, self- management competency, inter-personal skills, technical skills, teamwork competency, and  technical  competency  which  enable  them  perform  effectively  and  efficiently  at different managerial levels. Competency management is considered a basic requirement for all manufacturing organisations and can be achieved through a number of policies and processes in order to attain the set goals such as productivity and profitability.

Despite the acknowledgement of managerial competency success to organisations, there is little evidence of its awareness, and practice in  Nigerian manufacturing firms.  Agba, Ogaboh, Frank and Edem, (2015) state that the dwindling performance, low survival rates and  the  failure  of  manufacturing  firms  in   Nigeria  are  due  to  poor  managerial competencies.  Managers  that  lack  knowledge,  skills  and  attitude  are  bound  to  lack integrity, good excellent plan, team spirit and work ethics. These deficiencies would have

negative effect on the manufacturing firms, such as, loss of market share, decline in employee productivity, low customer patronage, customer dissatisfaction, loss of goodwill and ultimately, general decline in performance.  The study therefore assessed the effects of managerial competencies on performance of selected manufacturing firms in South East, Nigeria.

1.3 Objectives of the Study

The  main  thrust  of  this  study  is  on  the  effects  of  managerial  competencies  on organizational performance of the selected manufacturing firms in South East Nigeria. The specific objectives of this study are to:

i.      Assess the effect of communication competency on employee productivity.

ii.      Ascertain   how   self-management   competency   affects   employee   career development.

iii.     Assess how planning competency affects customers‘ satisfaction.

iv.      Ascertain the effect of teamwork competency on organizational effectiveness.

v.      Examine   the   effect   of   strategic   actions   competency   on   organisational competitiveness in the selected manufacturing firms in South East Nigeria.

1.4   Research Questions

To achieve the objectives, the following research questions were raised:

i.      What is the effect of communication competency on employee productivity?

ii.      How does self-management competency affect employee career development?

iii.     How does planning competency affect customers‘ satisfaction?

iv.      What is the effect of teamwork-competency on organizational effectiveness?

v.      What   is   the   effect   of   strategic   actions   competency   on   organisational competitiveness in the selected manufacturing firms in South East, Nigeria?

1.5 Research Hypotheses

The study proposes the following hypotheses;

i.      Communication competency affects employee productivity

ii.      Self-management competency affects employee career development iii.     Planning competency affects customers‘ satisfaction

iv.      Teamwork competency has an effect on organizational effectiveness.

v.      Strategic action competency affects organisational competitiveness in the selected manufacturing firms in South East, Nigeria.

1.6 Significance of the Study

The study will be relevant to manufacturing companies because it will educate the managers on managerial competencies that will enhance organization‘s competitiveness. It will educate employees on how to utilize the various managerial competencies to increase their efficiency and effectiveness. This study will also help managers to acquire communication skills, planning and administrative skills, teamwork competency and strategic action competency which will boost employee productivity. The study will also help  employees  to  acquire  self-management  skills  which  will  enable  them  develop integrity and ethical conduct, personal drive, resilience, self-awareness, and development which are critical to sustaining organisational effectiveness.

1.7   Scope of the Study

The study focuses on the effect of managerial competencies on performance of selected manufacturing firms in South East, Nigeria. This study contextually focuses on communication competency, self-management competency, planning competency, teamwork competency, strategic action competency. The study will be carried out in the following manufacturing firms: Star Paper Mill Aba Abia state, Master Energy Limited Aba, Capital oil Limited Owerri, Orange Group Nigeria, Owerri, Imo state, Innoson Group Emene, Enugu, Ibeto Petrochemical Industries Ltd, Nnewi, Anambra State, Nigeria breweries located at Ama-eke in 9th Mile in Enugu State, Ogbuawa motorcycle company Nigeria, Nnewi, Ebonyi Pipes Production Company Limited, Iboko Rice Mill, Izzi-Ebonyi State. The study covers the period from 2010 to 2019.

1.8    Limitations of the Study

The limitation of this research is on methodology and attitude of the respondents. The study relied on non-parametric data (ordinal data obtained using Likert scale) for quantitative tests. In other words, the study was restricted to the use of categorical data for lack of secondary data. Ideally, and a point to be noted in further studies, a continuous data set involving the collection of series of secondary data is normally required to carry out a parametric tests involving regressions for prediction and decision making purposes. Nevertheless, for want of time and solution, the study narrowed its data collection down to the use of primary data obtained with the aid of structured questionnaire and guided interview instruments.

Similarly, since the study is constrained to make use of baseline data (ordinal data), it was not possible to utilize linear regression which is a parametric test and a veritable prediction tool. However, ordinal logistic regression was adopted because its basic assumptions were substantively met by the collected data. In any case, this does not affect the reliability and validity of the study since most reviewed researches adopted the questionnaire data collection and non-parametric test methods for empirical studies (see Okoro, 2006; Nada

&  Ibrahim,  2014;  Barbara,  Raborale,  &Richard,  2016).  However,  like in  some  other previous studies, a parametric technique (e.g. linear regression) should have been utilized since it can be used to predict into future scenarios using the past and present trend. Attitude of the Respondents

Some respondents were sceptical and didn‘t act accordingly, reason been that there was no

financial benefit attached, some refused to supply the necessary information required for fear of leaking secrets of their organisations. The researcher was able to overcome this limitation through the help of the Managing Directors who allayed their fears and told them that it is purely for research and for academic purpose.

1.9 Operational Definition of Terms

Competency:  Competencies  are underlying characteristic of an  individual,  which  are causally related to effective job performance (Boyatzis, 1994).

Managerial competence: Managerial competence is the personal traits  related to the work, knowledge, skills, and values which encourage people to do their job well Communication Competency. Communication competency is the ability for someone who  is  communicating  with  another  to  reach  their  goals  through  interactive  and appropriate interaction (Spitzberg, 1993).

Planning competency: This involves deciding the tasks that need to be done, determining how to do them, allocating resources to those tasks and then monitoring progress to ensure that they are done (Ezigbo, 2011).

Strategic action competency: This involves understanding the overall mission and values of the organization and ensuring that the manager‘s actions and those of the people he manages are aligned with the organization’s mission and values. (Ezigbo,2011)

Teamwork competency: This stands for accomplishing outcomes through small groups of people who are collectively responsible and whose work is interdependent (Ezigbo,

2011).

Organisational Performance:   This comprises of the actual output or results of an organization as measured against its intended outputs (or goals and objectives)

(Richard 2009).

1.10 Profile of the Organisations understudied i) Star Paper Mills

Star Paper Mill came into operation in 1996, in order to be among the leading paper

manufacturing company in Abia State Nigeria. Star Paper Mill Limited (Star Paper or the company) is in the final stages of completing a $28 million expansion of its existing paper manufacturing/conversion plant in Owerrinta, Abia State, Nigeria. Star Paper began commercial production on the new 60-65 tonnes/day tissue machine in May 2006 and had more than doubled its production capacity from 20,400 tons to 44,200 tons of jumbo reels per annum. This project is the first phase of a larger program aimed at increasing the total plant capacity to 73,200 tons per annum.

Star  Paper  Mill  Limited  was  created  to  manufacture  and  market  top  quality  paper products. They provide a wide range of standard and customized stationery solutions to corporate organizations and the commercial stationery market their Vision is to become the leading, technology-driven paper converter engineering the innovation of superior, highly differentiated, needs-based paper products.   If you have any questions, do feel free to contact us on the details in our profile or view our website for more details.

Products

The company produces a wide range of papers such as SS Maplitho White/Natural Shade, Greeting Paper, Kraft Paper, Padding Paper, MG Poster, Stiffner Cover, Cartridge Paper, Azurelaid and many more. These products have application in paper printing, lottery printing, computer stationery, book printing, packaging various products, Defence/Ammunition Packing and many more.

Awards

Star Paper Mills has received the Greentech Award  for Environmental  Excellence in

November 2005 and Greentech Award for safety in paper industries in April 2005.

As a token of appreciation for its energy conservation initiatives the company has received a Certificate of Merit from the Indian Paper Manufacturers Association

Outlook

Star Paper Mills has plans to expand its capacity from 3 lakh clonal plants per annum to 64 lakh clonal plants per annum in next four to five years

ii)   Masters Energy Oil and Gas Ltd

Masters Energy Oil and Gas Ltd was incorporated in Nigeria in 2005 to operate fully in the oil and gas sector. The company has since then expanded and diversified to assume leading positions not only in the oil and gas sector, but Power, EPC, Petrochemicals, Aviation, Shipping and Marine businesses. Being a highly innovative company, and desirous to create superior values for stakeholders and partners, the company continue to break new grounds and attain greater heights. The corporate vision is to be the world‘s benchmark in oil and gas industry with a mission to provide world-class service delivery to our clients through sound management system, innovation, and technology; while ensuring adequate returns to our stakeholders.

Major milestones and record-setting achievements have been attained by the organization. This has given them awards, certificates, and recognition both in Nigeria and internationally.

They remain a leading Nigerian content player, giving priority in the employment of Nigerians  from  various  backgrounds.  The  same  attention  is  also  given  to  goods  and services produced in-country. Community issues are well articulated and executed as part of their corporate social responsibility policy. They believe that this is the way to go if Nigeria must achieve her vision. Because they aim to be a world-class player, they are happy to be associated with other reputable global players. In this class, what holds sway is Relationship, Integrity, Ethics, Trust and Quality Service.

The values  dear to  them are Empathy,  Creativity,  Passion,  Teamwork,  Integrity,  and

Excellence.

Every day, employees at Masters Energy are committed to the pursuit of operational excellence. They do this by delivering safe, reliable operations, competitive pricing and maintaining strong, committed business relationships with our customers and vendors. They believe that maximizing the value of her resources generates the most benefit for resource owners, society, and our shareholders.

Masters Energy City integrated logistics center stands as a center for the distribution of petroleum products to the Eastern and Northern part of the Country. It is a major center for fuelling and refueling of Vessels for logistic operations. It acts as a major stopover point for Vessel moving deep offshore and the Gulf of Guinea. A transient location for item transfer to deep offshore and vessel station keeping.

iii) Capital Oil and Gas Industries Ltd

Capital Oil and Gas Industries Ltd. is a privately owned, wholly Nigerian concern. They are a major player in the importation, storage, distribution, trading and retailing of oil products. The Company was established in 2001 by Ifeanyi Patrick Ubah, and the depot opened for business in March 2007. We are a dynamic, innovative company and rapidly becoming the leader in the downstream sector of the oil and gas industry in Nigeria

Value

To become Africa‘s strongest and most innovative energy solution provider.

Mission

To provide excellent products and services tailored to surpass and excite customers’ expectation, driven by a well-motivated and dedicated team of professionals in a friendly environment, using the most modern technology in our industry to deliver optimal returns to the stakeholder.

Assets and Investments

Shipping:  The  company  has  ocean-going  vessels,  trading  internationally  and  within

Nigerian coastal waters.

Deep Water Berthing Facility: We own and operate the biggest private oil jetty in

Nigeria capable of docking four mother vessels simultaneously.

Storage Capacity: Our storage capacity of over 200 million liters is the biggest privately owned facility in the West African sub-region.

Terminal Loading Capability: With 28 truck loading bays, Capital Oil and Gas Ind. Ltd is the only indigenous downstream player capable of pumping out 55million liters of petroleum products per day.

Road Transport: As an emerging giant fleet operator in Nigeria, the company has over

250 road tanker with modern gadgets moving products to various parts of the country. Mobile Filling Station: We have 100 mobile dispensing trucks. A truly unique innovation in Nigeria for delivering products to domestic and corporate customers.

Assets & Investments

Truck Park: Our 1,100 space truck park can handle over 5,500 vehicles per day. It is the first of its kind in Lagos, Nigeria and comprises amenities such as truck filling station, restaurant, recreation center, lodging accommodation, banking facilities, and offices.

Inland Strategic Reserves: The company is in the process of developing a network of strategic reserves with a capacity of 18million liters each

Retail Filling Stations: We own several filling stations, two of which are mega service outlets located in different parts of the country.

We work with many major international trading houses to source and import our products. The Future: Capital Oil and Gas Industries Ltd. is positioned to partner with international organizations for our mid-stream and upstream developments

iv) Orange Group Nigeria

After working in his family-owned Chemist shop— Eastern Industrial Chemist— for 13 years, Sir Tony Ezenna went on to establish his own pharmaceutical company, Orange Drugs Limited (ODL) leveraging leadership and managerial skills he acquired from his experience with Eastern Industrial Chemist. ODL was registered and incorporated on the

20th of July, 1988 with Number RC. 115913. Its first office was in Ikenegbu, Owerri, Imo State in 1989 which later moved to Lagos State so as to compete favorably locally and internationally. ODL’S first corporate office was located at 4B, Okupe Estate, Mende, Maryland, Lagos and in 2001, the Company moved to its present Head office at 66/68

Town Planning Way, Ilupeju, Lagos with branches in different parts of the country.

Orange Drugs is a limited liability company with authorized fully paid share capital of N5 million Naira. It is involved in the marketing and distribution of well-tested drugs, manufactured in Indonesia, Italy, India, Germany and the United States of America with the Nigerian consumer in mind. Subsequently, Orange Drugs Limited joined the beauty care industries through the importation of soaps, creams, and other beauty products. By

2006, the Company commenced the local production of different brands of soaps in Lagos, and this was aimed at boosting the Nigerian manufacturing sector and also creating jobs for the populace. In order to meet up with the challenges in the global economy, Orange Drugs Limited later diversified its line of business by the establishment of Orange Kalbe ltd and Orange West Africa Limited leading to the formation of Orange Group.

v) Innoson Technical and Industrial Company

Innoson Technical and Industrial Co. Ltd produces the best plastic products in the country. Products include chairs; jerry can, drums, motorcycle parts, etc. Innoson Technical and Industrial Limited is a subsidiary of Innoson group of companies and was incorporated in

2002 with its Head Office/Factory situated at Plot W/L Industrial Layout, Emene, Enugu

State, Nigeria. Full-scale operations and production commenced in October 2002. It is an indigenous blue chip company engaged in the manufacturing of Plastic Chairs, Tables, Trays, Plates, Spoons, Cups, Jerry Cans of different sizes and many other allied products. Since inception, this company ranks the biggest plastic industry in Nigeria. It produces the highest quality range of the plastic products of international standard and has a production capacity of over 10,000 pieces of chairs and tables per day. Due to the rapid demand for these products, the company’s twelve production lines of injection molds have since been increased with tremendous and near perfect production lines of international standard. It was also established to further consolidate our leading position in the Motorcycle industry by producing the motorcycle plastic requirement of Innoson Nigeria Limited which is a sister company. This effort was in direct response to the Federal Government  policy direction towards encouraging private sector as the engine of growth for the economy. Over six hundred indigenous employees and few expatriate staff are working in the company. The company has an annual turnover of 3.6billion Naira. Our foreign partners are   Cretec   Industries   Co.;   Ltd   (China) whose wealth of experience is unquantifiable (http://www.innosongroup.com/motorcycle_profile.php).

Mission: To satisfy the industrial and household plastic requirements of our clients using the highest standard of automation and technology and with well-motivated and trained indigenous workforce to ensure adequate returns for the stakeholders.

Vision: To be a dominant player in the plastic industry, producing products of the first choice in Nigeria (http://www.innosongroup.com/motorcycle_profile.php).

Winning Strategy: Innoson Technical and Industrial Company utilizes the latest technology and machinery together with its technical partners to produce high-quality products at affordable prices within the marketplace. The company is always one step ahead of any competitor due to the close relationship with its technical partner. We know very well that the demand for plastic products is enormous, and we are growing every year, therefore, utilizing the latest technology and being aware of the market prices, the company will ensure that products are produced at high volume output to be competitive. We will invest in the latest technology which converts waste plastic at landfill sites into an end product. This project is very important to Nigeria, as the environment is saturated with waste plastic, which will be converted into plastic wood, plastic pallets, and many other end user‘s products. This re-cycling project converts waste to an end product and will be an ever growing project. We have the technology to service the ever-growing oil sector and will be able to supply quality container products to the major oil groups. We have the

ability to supply container/crates within the ever-growing beverage sector by utilizing the latest technology molds and machinery. We have a devoted management team that has a wealth of experience in all areas and are able to make fast decisions on new developments which will always put the company one step ahead of its competitors (http://www.innosongroup.com/motorcycle_profile.php).

Corporate Awards: SON quality award; 2006 Industry of the year by the Nigeria Union of Journalist, Enugu State; Economic and Social Justice Award by Amnesty International; The Best Exhibiting Pavilion in Plastic, April 2007, by Enugu Chamber of Commerce, Industry, Mines and Agriculture (ECCIMA); Special Merit Award, April 2008 by the Nigerian Society of Engineers Enugu Branch and; Merit Award for contribution to the Nation’s Economy, September 2008, by the Manufacturers Association of Nigeria (http://www.innosongroup.com/motorcycle_profile.php).

Corporate Membership: Enugu State Chambers of Commerce, Industries, Mines and Agriculture  (ECCIMA);Nigerian  Association  of  Chambers  of  Commerce,  Industries, Mines and Agriculture (NACCIMA); Manufacturers Association of Nigeria (MAN) and National  Anti-Corruption  Volunteer  Corps  (NAVC)  as  integral  part  of  Independent Corrupt Practices and Related Offenses Commission (ICPC) (http://www.innosongroup.com/motorcycle_profile.php).

vi) Nigerian Brewery Plc.

They are proudly Nigeria‘s pioneer and largest Brewing firm. Their company was incorporated in 1946 and in June 1949, we recorded a landmark when the first bottle of STAR lager beer rolled off our Lagos Brewery bottling lines. This first brewery in Lagos has undergone several optimization processes and as at today boasts of one of the most modern brew house in the country. In 1957, we commissioned our second brewery in Aba. The Aba Brewery has also recently undergone several optimization processes and has been  fitted  with  best  in  brewery technology.  In  1963  we  commissioned  our  Kaduna Brewery while Ibadan Brewery came on stream in 1982. In 1993, we acquired our fifth brewery in Enugu. A sixth brewery, sited at Ama-eke in 9th Mile, Enugu was commissioned and christened Ama Brewery in October 2003. Ama Brewery is today the biggest and most modern brewery in Nigeria. Operations in the Old Enugu Brewery were however discontinued in 2004. We acquired a malting Plant in Aba in 2008. In October

2011, our company bought majority equity interests in Sona Systems Associates Business

Management  Limited,  (Sona  Systems)  and  Life  Breweries  company  Limited  from

Heineken N.V. This followed Heineken‘s acquisition of controlling interests in five breweries in Nigeria from Sona Group in January 2011. Sona Systems‘ two breweries in Ota and Kaduna and Life Breweries in Onitsha have now become part of Nigerian Breweries  Plc, together with the three brands:  Goldberg lager, Malta Gold,  and  Life Continental lager. The merger became final on December 31, 2014. Following the successful merger, we now have three additional breweries in Ijebu-Ode, Ogun State, Awo-Omamma in Imo State and Makurdi in Benue State. The merger also brought an additional seven brands into our portfolio. Thus, from that humble beginning in 1946, our company has now grown into a Brewing Company with 11 breweries, 2 malting plants and

26 Sales depots from which our high-qualityproducts are distributed to all parts of Nigeria. Nigerian Breweries Plc has a growing export business which covers global sales and marketing of our brands and dates back to 1986. NB Plc offers sales, logistics and marketing support to make our brands shelf-ready in international markets, including world-class outlets such as Tesco and ASDA Stores in the United Kingdom. Our brands are available in over thirteen countries Rica, Middle-East, West Africa and the United States of America (http://www.nbplc.com/ourhistory.html)., across the United Kingdom, South Africa.

vii) Ogbuawa Motorcycle Limited

Chief Pius Okechukwu Ogbuawa popularly referred to as Ogbuawa is the Chairman and Managing  Director  of  P.O  Ogbuawa  and  Sons  Nigeria  Limited  hails  from  Oraeri  in Aguata Local Government Area of Anambra State.

The genesis of his success in the motorcycle and auto parts business began when after the civil war in 1970, he left for Onitsha at the Mgbuka section to learn motor jack repairing but after a few months he was dissatisfied with the trade. He later went to Gombe as an apprentice Mechanic, but he had to leave the trade also because his master insisted that he must work on Sundays

viii) Ibeto Petrochemical Industries Ltd Nnewi Anambra State Nigeria

Ibeto petrochemical Industries Limited was established on October 2nd, 1996 and licensed Petroleum Resources to undertake the blending of oil lubricants and the production of various types of petroleum products for local and international markets. The Blending plant is located at 60/61 Igwe Orizu Road, Nnewi, Anambra State.

Since January 1999, the Company has been delivering its blended lube products to the West, East, and Central African markets. The company also procures and trades in a range of petroleum products like Base oil (Bright Stock, etc.) and Automotive Gas Oil. In August 2012, this company began to export Nigerian Crude Oil.

To ensure that the highest premium is placed on the quality of its products, Ibeto Petrochemical Industries Ltd establishes in the plant a fully equipped state-of-the-art test laboratory. Ibeto Petrochemical Industries Ltd‘s products are certified by the Standards Organization of Nigeria (SON) as meeting the required standards, as evidenced by the award of the mandatory SONCAP certificate.

Philosophy of Ibeto Petrochemical Industrials Ltd

i.      Whatever is profitable must also be honest, and whatever is honest must also be profitable.

ii.      To separate profit from honesty is to prevent the first principle of nature.

Value of Ibeto Petrochemical Industries Ltd

Customer

They listen to their customers and improve our products to meet their present and future needs.‘‘

People: Our success depends upon high-performance people working together in the safe and  healthy  workplace  where  diversity,  development,  andteamwork  are  valued  and recognized. We take care of our people, and our people take care of the business.‘‘ Accountability

They expect excellent performances and are accountable for our actions and results. Our

leaders  set  clear  goals  and  expectations.  Always  supportive,  they  seek  and  provide frequent feedbacks.‘‘

Citizenship

They support and assist the communities where we do business, hold ourselves to the highest standards of ethical conduct and environmental responsibility.‘‘

ix) Ebonyi Pipes Production Company Limited, Ezzamgbo, Ebonyi State

Ebonyi Pipes Production Company Limited (EPPC) is located along Enugu-Abakiliki

Road, Opposite Ebonyi State University, Abakiliki. It was established on 13thOctober

2012 and owned by Ebonyi State Government by Governor Elechi. The Company is a

World  Class  Nigerian  Company  devoted  to  the  production  of  borehole  Pipes,  and

Petroleum Pipes, especially for Industrial use. It produces the high-quality range of Plastic Pipes of International Standard and has a production capacity of over 2000 pieces of Pipes per day.

Vision of Ebonyi Pipes Production Company (EPPC)

To become a global company admired for its superior quality products and services.

Mission of Ebonyi Pipes Production Company

i.    To engage in the manufacturing and distribution of high-quality products that best meet the needs of the local and international market with a fair return to our stakeholders.

ii.  To provide rewarding careers for our employees through a quality work environment that assures their commitments to the organization and enables them to actualize their dreams.

iii. Core Values iv. Quality

v.   Accountability

vi. Support an assist the communities around us.

x) Iboko Rice Mill, Izzi, Ebonyi State

Iboko Rice Mill, 1221, Ebonyi State, is located at Izzi of Ebonyi State Nigeria. It is a

100% indigenous company established by the Ebonyi State Government in 2012. To solve the calls of the indigenous Rice Farmers for cost-effective rice milling the gaps left by individual rice millers, the Ebonyi State Governor His Excellency Gov. Elechi established three large-scale rice mills in the three (3) major sites of rice farming in the state in 2012. The Rice mill‘s product of the Iboko Rice Mill is known as Ebonyi Rice world. The Iboko Rice  Mill  is  into  the  production  of  bag  co  bags,  milling  of  rice,  packaging,  and distribution.

Their products are identified by the following variables;

i.   Stone free ii.  Husk free

iii. Special polishing iv. Unique quality.

Iboko Rice Mill produces the highest quality of rice of international standard and has a production capacity of over 5,000 bags of 50kg and 25kg bags of rice per week during

harvest seasons. The company at present serves the needs of the local consumers, and the company maintains high-quality standard in all its operations. With high production capacity, the policy thrust is to continue to provide cost-effective, affordable, local alternatives tolife-saving drugs to the teaming population. There is always our company representative nearer to you are guaranteed good service delivery at your doorsteps.

The company at present services the needs of the countries of the West African sub-region and is poised to reach out to more countries in Africa and beyond. Production Capacity for contract manufacturing for individuals, corporate bodies, government and non- governmental agencies is available, and we look forward to going into partnership in achieving our common goals countries of the West African countries and is poised to reach out to more African countries.

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