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How Africa can improve its role in global trade – NewsDay

Sanitary and phytosanitary requirements have kept out and discouraged a lot of African export potential.

FOR nations, which export more than they import, international trade is a vital foundation for job creation, domestic currency strengthening, economic growth and improved citizen welfare.

The opposite generally holds true for net importers. Thus, a net exporter position is desirable in trade and a progressive government is recognisable by its commitment towards improving trade statistics (and outcomes) so that they are in the country’s favour.

Africa’s participation in global trade, however, leaves much room for improvement, as it is operating on an extremely low base. The continent’s contribution in global trade (exports of goods and services) was a mere 3%, in 2022.

For a continent endowed with vast natural resources, the unimpressive trade statistics indicate a dearth of strategy on how to unlock value out of the available abundant resources.

Resource-poor economies, such as Japan, for instance, have no significant natural endowments but are major participants in the global trading system.

In order to understand the state of trade in Africa, this commentary provides an ample interrogation of the following; key challenges facing global agriculture, Africa’s trade relationship with its traditional partners (European Union, EU, and United States, US,) and propositions on how to achieve significance in international trade negotiations.

Setback of agricultural subsidies

Traditionally, Africa had competitive advantage in agriculture. If the advantage had been utilised and deepened, less competitive regions in farming, such as the EU, would have been importing African agricultural produce to this day.

The benefits would have been limitless for the continent. Nevertheless, even with the prevailing manipulated circumstances, farming still accommodates about 60% of Africa’s workforce and  contributes over 20% to continental Gross Domestic Product (GDP).

Since the sector is labour intensive, it also provides a clear avenue for reducing poverty and setting Africa on a path towards major industrialisation.

However, the situation has not been so. Northern economies have been subsidising their farmers relentlessly for the past decades, driving prices of agricultural commodities downwards and limiting the need and motivation for Africa to expand production in the sector.

The price of agricultural commodities is, therefore, artificially low, whilst the nations, which previously did not have competitive advantage, have become the ones exporting agricultural goods to Africa.

Subsequently, Africa has become a net food importer, depending on previously disadvantaged markets to meet its needs.

A look at data from the Organisation for Economic Co-operation and Development (OECD)’s Agricultural Policy Monitoring and Evaluation, 2020, clearly shows that Africa’s major trading partners are using massive government intervention in their markets to support their agricultural sectors, which of course, is at the expense of Africa, its farmers and its economic development.

 The report outlined that governments around the world were subsidising their agricultural sectors to the value of a massive US$700 billion, yearly.

A total of US$536 billion was offered as direct payments to producers, whilst the remainder (US$164 billion) was directed towards consumer nutrition programs, supportive infrastructure and research and development (R and D) projects.

In the US, the OECD data revealed that US$48 billion was assigned to support local agricultural value chains in 2019. This comprised US$22 billion in direct support to farmers and US$26 billion in nutrition assistance programmes to consumers.

This goes beyond the country’s World Trade Organisation (World Trade Organisation) commitments to limit, market distorting, direct support to US$19 billion, which is still an already huge intervention.

The EU is also notorious for massive agricultural subsidies, which are administered using their Common Agricultural Policy (CAP) framework.

The CAP is the largest budget item of the EU’s yearly budget.

It made up 40% of the total budget value in 2019 and was constituted as, €38,2 billion (US$40,9 billion) in direct payments to farmers, with an additional €13,8 billion (US$14,78 billion) assigned to rural development.

A further €2,4 billion (US$2,57 billion) was released to support the market for agricultural products. Interestingly, the CAP budget is grossly associated with opacity, corruption, government manipulation through populism and cronyism, in some EU member states.

China started significant intervention in domestic agricultural markets, around 2004. This was initially meant to protect rural workers from foreign competition (agricultural imports).

Although the country has evolved from agricultural dependence to a manufacturing economy, half of the labour force is still employed in agriculture. Therefore, subsidies continue to be provided to rural farmers to prevent political instability, ensure food security and respond to competing agricultural imports. Beijing is the largest global spender on subsidies in absolute terms (US$185,9 billion in 2019), although it is spending as a value of gross farm revenues (relative spending), it is much less than other regions.

Norway, Iceland and Switzerland offer much more relative assistance to their agricultural sector, with government contributions of 57,6%, 54,6%, and 47,4%  of gross farm revenues, according to the OECD report.

Unfortunately, African countries are not capacitated to support their farmers as the more sophisticated economies described above. Nevertheless, understanding the state of government intervention in agricultural markets around the world will assist towards creating suitable responses to these activities which have thrust the African continent into a cycle of poverty.

Relationship with partners

The EU and US share trading arrangements with Africa, which are meant to improve growth of the continent’s exports into the developed region.

However, a deeper analysis shows that foundational problems associated with the trade deals continue to stall African exports and offset the purpose of the arrangements.

The EU maintains Economic Partnership Agreements (EPAs), with various African nations (Zimbabwe included), whilst other least developed economies can access their market using the Everything But Arms (EBA) framework. With the European Union’s EPAs, African goods and services can access the EU market, duty-free and mostly, quota-free. This seems a great opportunity but it is not necessarily so. There are two fundamental problems with EU market access, which need to be renegotiated, if African nations are to utilise their full export capacity.

Firstly, the EU market maintains complex and sometimes unrealistic health measures for agricultural products. The conditions, known as Sanitary and Phytosanitary (SPS) requirements have kept out and discouraged a lot of African export potential.

European Union SPS (health) standards are typically higher than for other global bodies to the extent that theirs’ disregard World Health Organisation (WHO) and United Nations’ thresholds.

Their tolerance for herbicide and insecticide residues in crops is, at times, unachievable. Meat and other food products from Africa are also unable to enter the market, due to the exceedingly high and sometimes unachievable standards.

In 2022, South Africa had to initiate WTO dispute consultations with the EU, due to such unrealistic and sometimes unscientific regulations, for SA’s citrus exports.

Negotiations are ongoing. Failure to negotiate lower SPS measures, means that the trade deals shared between EU and Africa are largely symbolic and cannot be utilised to their full potential. Secondly, for African companies, which export manufactured goods, it is difficult for them to access the EU market, if they use some components from developed countries in their final product. The complex and winding rules, which govern such exports are mostly onerous to fulfil.

On the other hand, the US has established the African Growth and Opportunity Act (AGOA), which is meant to offer duty-free access to African agricultural produce and manufactured goods.

However, the deal contains limiting “fine print”. For instance, a quota is assigned (maximum quantity allowable) to each country for most goods. Exports above the quota are subject to heavy tariffs.

Additionally, the US has a history of using AGOA as a weapon in both political and economic negotiations with African countries. In 2017, Uganda, Tanzania and Kenya were directed to revoke tariffs on second-hand clothes from the US, in order for them to remain eligible for the programme.

They complied and were retained. Rwanda refused, and its AGOA benefits were restricted. South Africa has also been pressured to; accept US poultry products despite a bird flu outbreak in the US (2014), accept unfair US tariffs on SA steel and aluminium products (2018), accept “dumped” (cheap) US poultry imports (2015).

Refusal to accept US demands is typically communicated as, tantamount to losing AGOA benefits. Regarding Zimbabwe, the country seems unfit to meet AGOA entry requirements. It will also not be surprising if it is manipulated to maintain the relationship, if it does qualify, at a later stage. The use of unachievable SPS (health) standards also characterise the US market.

These standards remove the duty-free benefits, through unsustainably raising the cost and price of African exports.

Without addressing the mentioned foundational issues impeding African exports, it will be difficult to achieve any meaningful reform in trade, which will benefit the continent.

Redesigning conditions for Africa

There is an urgent need for the continent to manage trade negotiations as one unit at the WTO headquarters in Geneva. This should yield better outcomes than individual African countries representing themselves.

An African group already exists but it does not handle continental matters as though they were for one unit. Due to the cost and organisational ability needed to manage trade initiatives, several African countries have not been able to participate in a number of key WTO negotiations.

Resultantly,  when such trade negotiations are concluded, such countries will be on the “short end of the stick” and have to work with whatever is decided.

The goals of the consolidated African mission in Geneva should be focused on the following priority areas; removal of northern agricultural subsidies, harmonisation of SPS standards under one international body, elimination of quotas (tariff rate quotas) for Africa and other least developed countries.

Africa’s full participation in smaller WTO initiatives or negotiations will also be necessary in order to achieve suitable and impermeable global trading terms.

In this regard, ongoing WTO, Joint Statement Initiatives (JSIs) on; investment facilitation, services regulation, micro and small and medium enterprises (MSMEs), e-commerce, plastics pollution and environmental sustainability, need to be fully attended with robust representation for the continent’s interest.

Currently, as stated before, a number of African countries have been skipping some of the JSIs (negotiations), due to incapacitation of representatives and shortage of funds to support the required diplomatic skills.

Apart from expense, there are also challenges such as, the fear of retaliation by donor countries and limited capacity to ensure the compliance of a trading partner who loses a case or dispute, at the WTO.

Additionally, it can be more difficult to drive reform as a single African country, which already enjoys preferential trade agreements (EPA, AGOA, etc), with developed countries.

Consolidating negotiations through using one seat for Sub-Saharan Africa should address the challenges  associated  with such problems. In the worst case scenario, regional economic blocs (Southern African Development Community (Sadc), Common Market for Eastern and Southern Africa (Comesa), East African Community) should steer the negotiations of African countries at the organisation.

Furthermore, it is imperative to invest in African “think tanks”, which can assist in the interpretation of WTO initiatives and drafting negotiations. Moreover,  the African Union (AU), which already has an office in Geneva that monitors deliberations at Geneva-based international organisations may be tasked to attract suitable talent, which can assist to oversee the activities of independent African states, draft proposals, interpret statutes and provide an advisory role. Therefore, in order to effect changes to the international trade “rulebook”, Africa should consolidate its position so as to leverage the most value. 

Tutani is a political economy analyst. — [email protected].

 

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Six die in plane crash – New Zimbabwe.com


Spread This News

By Staff Reporter


A plane believed to be owned by Rio Zimbabwe, has reportedly crashed in Mashava this morning killing six people.

According to state media reports, the plane was  travelling from Harare to Zvishavane when it crashed.

It is also reported that it was going to transport diamonds but developed a technical fault before it plunged into Peter Farm in the Zvamahande area.

All passengers and crew allegedly died on the spot.

Unconfirmed reports state the plane might have exploded mid-air before hitting the ground.

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Corporate governance initiatives and theories – The Zimbabwe Independent

At national level, several countries have come up with reforms to prevent the occurrence of further corporate collapses and improve corporate governance practices.

THE realisation of the importance of corporate governance for the socio-economic development of countries has motivated several initiatives, at national and international levels, aimed at responding to the corporate governance challenges worldwide.

At national level, several countries have come up with reforms to prevent the occurrence of further corporate collapses and improve corporate governance practices.

Globally, it has become well-established that to strengthen companies, be they private or state-owned enterprises (SOEs), there must be continuous investment of capital and human resources, as well as, customer satisfaction and public confidence in the entities.

To be able to attain these objectives, companies need to do more than just create a track record of producing goods and services and having a reasonable market share.

They must have good and effective management and be perceived to be properly governed. Proper corporate governance is globally considered as an important tool to achieve these aims.

The concept of corporate governance came about as societies tried to effectively manage complex activities. While economists believe that there is no other way of managing transactions outside markets and corporations, social scientists believe that there are many other models where transactions can be managed outside the market and firms.

These include culture, the power perspective and cybernetic analysis, information theory, limited life firms, worker control and ownership, compound boards, self-regulation and self-governance.

Often individuals involved in corporate governance apply what they believe is common sense, when in reality they draw subconsciously on long-established economic theory and assumptions that are challengeable.

Agency theory

Some high-profile business frauds and questionable business practices in the United Kingdom, the United States and other countries have confirmed the belief that business managers do not act as bona fide representatives of shareholders and other stakeholders but act in self- interest.

Much of the contemporary interest in corporate governance has been concerned with mitigation of the conflict of interest between managers and stakeholders.

Berle and G Means (1930) argued that with separation of ownership and control, and the wide dispersion of ownership, there was no check on the executive autonomy of corporate managers.

According to neo-classical economics, the root assumption informing this theory is that the agent is likely to be self-interested and opportunistic.

This has resulted in the agent serving their own interests instead of those of the principal. Two situations then arise out of the principal-agent problem: moral hazard and adverse selection.

Moral hazard arises when the agent’s action or outcome of the action, is only imperfectly observable by the principal.

Resource dependency theory

Resource dependency ideas were originally developed by Pfeffer and Salancik (1978). They observed that the board, especially the non-executive directors can provide the firm with a vital set of resources both in the form of specific skills as counsel and advice in relation to strategy and its implementation.

For example, outside directors, who are partners to law firms can provide legal advice to the firm which otherwise could be more costly if privately sourced.

Resource dependency theory allows the company to appoint a board of directors with different expertise as required at different stages of the firm’s life cycle.

For instance, a young entrepreneurial firm, even if it is owner-managed, can look to its non-executive directors as a source of skills and expertise that it cannot afford to employ full-time. More mature businesses can rely upon the non-executive as a source of relevant market or managerial experience.

According to the International Journal of Governance (2000), directors can also bring resources to the firm, such as information, skills, and access to suppliers, buyers, public, policy makers, social groups as well as legitimacy.

Stewardship theory

Stewardship theory has its roots in psychology and sociology and holds that managers protect and maximise shareholders wealth through firm performance, because by doing so, their utility is maximised.

Unlike the agency theory, stewardship theory does not stress on the perspective of individualism, but rather on the role of senior management stewards, integrating their goals as part of the organisation.

It is argued that senior management are satisfied and motivated by organisational achievement and responsibility and organisations will be best served to free managers that are not subservient to non-executive director-dominated boards.

While the argument for trusting managers to run corporations in the interest of shareholders for professional and reputational reasons may appear sound, experience of Enron and others indicate to the contrary.

Stakeholder theory

The stakeholder theory was first expounded by Freeman (1984), advocating for corporate accountability to a broad range of stakeholders.

Stakeholder theory challenges agency assumptions about the primacy of shareholder interest. Instead, it argues that a company should be managed in the interests of all its stakeholders.

For instance, employees are regarded as key stakeholders and Blair (1999), agreed that employees just as shareholders, are residual risk takers in a firm.

She further argued that an employee’s investment in a firm’s specific skills means that they too should have a voice in the governance of the firm.

Apart from employees, other groups like customers and suppliers have direct interest in the firm’s performance, while local communities, the environment as well as society at large have legitimate direct interest.

Corporations should, therefore, give stakeholders a direct voice in governance and nominate representatives of minority owners, customers, suppliers, employees, and community representatives to the board of directors.

Political theory

The political theory argues that the allocation of corporate power, privileges and profits between owners, managers and other stakeholders is determined by how governments favour their various constituencies. It has now been observed that over the last decades, the governments have been seen to have a strong political influence on firms.

Transaction cost theory

Transaction cost theory was first espoused by Cyert and March (1963), and later described by Williamson (1996). Transaction cost theory is grounded in law, economics and organisations.

Its underlying assumption is that firms have become so large that they in effect substitute for the market in determining the allocation of resources.

In other words, the corporation can determine price and production. The transaction cost theory is an alternative to the agency problem where managers, instead of using their positions to create wealth for themselves, they arrange the firm’s transactions to their benefit.

Ethics theories

Ethics is defined as the study of morality and the application of business, which sheds light on rules and principle, which is called ethical theories that ascertain the right or wrong of a situation.

According to the International Journal of Governance (2011), these include business ethics theory, feminist theory, discourse ethics theory and post-modern ethics theory.

Business ethics is where the business managers in the course of doing business should consider the impact of the transactions on stakeholders and society that is the rights or wrongs.

This is because corporations have become so large that they impact the lives of people in terms of jobs, goods and services and the environment.

  • Munhenga is a human resources and corporate governance professional. — [email protected] or mobile: +263 772 380 340/ +263 719 380 340.

 

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Corporate governance initiatives and theories – The Zimbabwe Independent

At national level, several countries have come up with reforms to prevent the occurrence of further corporate collapses and improve corporate governance practices.

THE realisation of the importance of corporate governance for the socio-economic development of countries has motivated several initiatives, at national and international levels, aimed at responding to the corporate governance challenges worldwide.

At national level, several countries have come up with reforms to prevent the occurrence of further corporate collapses and improve corporate governance practices.

Globally, it has become well-established that to strengthen companies, be they private or state-owned enterprises (SOEs), there must be continuous investment of capital and human resources, as well as, customer satisfaction and public confidence in the entities.

To be able to attain these objectives, companies need to do more than just create a track record of producing goods and services and having a reasonable market share.

They must have good and effective management and be perceived to be properly governed. Proper corporate governance is globally considered as an important tool to achieve these aims.

The concept of corporate governance came about as societies tried to effectively manage complex activities. While economists believe that there is no other way of managing transactions outside markets and corporations, social scientists believe that there are many other models where transactions can be managed outside the market and firms.

These include culture, the power perspective and cybernetic analysis, information theory, limited life firms, worker control and ownership, compound boards, self-regulation and self-governance.

Often individuals involved in corporate governance apply what they believe is common sense, when in reality they draw subconsciously on long-established economic theory and assumptions that are challengeable.

Agency theory

Some high-profile business frauds and questionable business practices in the United Kingdom, the United States and other countries have confirmed the belief that business managers do not act as bona fide representatives of shareholders and other stakeholders but act in self- interest.

Much of the contemporary interest in corporate governance has been concerned with mitigation of the conflict of interest between managers and stakeholders.

Berle and G Means (1930) argued that with separation of ownership and control, and the wide dispersion of ownership, there was no check on the executive autonomy of corporate managers.

According to neo-classical economics, the root assumption informing this theory is that the agent is likely to be self-interested and opportunistic.

This has resulted in the agent serving their own interests instead of those of the principal. Two situations then arise out of the principal-agent problem: moral hazard and adverse selection.

Moral hazard arises when the agent’s action or outcome of the action, is only imperfectly observable by the principal.

Resource dependency theory

Resource dependency ideas were originally developed by Pfeffer and Salancik (1978). They observed that the board, especially the non-executive directors can provide the firm with a vital set of resources both in the form of specific skills as counsel and advice in relation to strategy and its implementation.

For example, outside directors, who are partners to law firms can provide legal advice to the firm which otherwise could be more costly if privately sourced.

Resource dependency theory allows the company to appoint a board of directors with different expertise as required at different stages of the firm’s life cycle.

For instance, a young entrepreneurial firm, even if it is owner-managed, can look to its non-executive directors as a source of skills and expertise that it cannot afford to employ full-time. More mature businesses can rely upon the non-executive as a source of relevant market or managerial experience.

According to the International Journal of Governance (2000), directors can also bring resources to the firm, such as information, skills, and access to suppliers, buyers, public, policy makers, social groups as well as legitimacy.

Stewardship theory

Stewardship theory has its roots in psychology and sociology and holds that managers protect and maximise shareholders wealth through firm performance, because by doing so, their utility is maximised.

Unlike the agency theory, stewardship theory does not stress on the perspective of individualism, but rather on the role of senior management stewards, integrating their goals as part of the organisation.

It is argued that senior management are satisfied and motivated by organisational achievement and responsibility and organisations will be best served to free managers that are not subservient to non-executive director-dominated boards.

While the argument for trusting managers to run corporations in the interest of shareholders for professional and reputational reasons may appear sound, experience of Enron and others indicate to the contrary.

Stakeholder theory

The stakeholder theory was first expounded by Freeman (1984), advocating for corporate accountability to a broad range of stakeholders.

Stakeholder theory challenges agency assumptions about the primacy of shareholder interest. Instead, it argues that a company should be managed in the interests of all its stakeholders.

For instance, employees are regarded as key stakeholders and Blair (1999), agreed that employees just as shareholders, are residual risk takers in a firm.

She further argued that an employee’s investment in a firm’s specific skills means that they too should have a voice in the governance of the firm.

Apart from employees, other groups like customers and suppliers have direct interest in the firm’s performance, while local communities, the environment as well as society at large have legitimate direct interest.

Corporations should, therefore, give stakeholders a direct voice in governance and nominate representatives of minority owners, customers, suppliers, employees, and community representatives to the board of directors.

Political theory

The political theory argues that the allocation of corporate power, privileges and profits between owners, managers and other stakeholders is determined by how governments favour their various constituencies. It has now been observed that over the last decades, the governments have been seen to have a strong political influence on firms.

Transaction cost theory

Transaction cost theory was first espoused by Cyert and March (1963), and later described by Williamson (1996). Transaction cost theory is grounded in law, economics and organisations.

Its underlying assumption is that firms have become so large that they in effect substitute for the market in determining the allocation of resources.

In other words, the corporation can determine price and production. The transaction cost theory is an alternative to the agency problem where managers, instead of using their positions to create wealth for themselves, they arrange the firm’s transactions to their benefit.

Ethics theories

Ethics is defined as the study of morality and the application of business, which sheds light on rules and principle, which is called ethical theories that ascertain the right or wrong of a situation.

According to the International Journal of Governance (2011), these include business ethics theory, feminist theory, discourse ethics theory and post-modern ethics theory.

Business ethics is where the business managers in the course of doing business should consider the impact of the transactions on stakeholders and society that is the rights or wrongs.

This is because corporations have become so large that they impact the lives of people in terms of jobs, goods and services and the environment.

  • Munhenga is a human resources and corporate governance professional. — [email protected] or mobile: +263 772 380 340/ +263 719 380 340.

 

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