![]() ![]() ![]() Presentation of Road Map for the Reform of MKO Abiola Stadium and the National Stadium Surulere by the DG to the Honourable Minister of Youth and Sports Development Mr. He introduced a range of strategies for collaboration and partnerships with the Bureau’s key Stakeholders to develop effective working relationships with them and help a range of stake-holders-allies and opponents, public and private sector, communities and individuals-to develop a better understanding of the issues and challenges involved in achieving objectives of the Federal Government’s Privatisatisation, Commercilaisation, Concession, Public Private Partnership and Economic Sector at a variety of scales.įor instance, the table below shows some selected collaboration and Partnership effort s of the Bureau. Since taking over, Okoh has ensured collaboration with key Stakeholders/Ministries Departments and Agencies (MDAs). Areas of focus include: Social Responsibility Education support Public health and hygiene Economic Responsibility Training and re-skilling Entrepreneurship programme.ĬOLLABORATION AND PARTNESHIP WITH STAKEHOLDERS/MDAs The BPE’s obligation is to act for the benefit and improvement of the society at large, especially among the less privileged members of the society. It also aligns with its core philosophy of bringing about socio-economic change through the Federal Government’s reform, privatisation and commercialisation activities. This policy intends to provide social interventions to positively impact on the Bureau’s local communities. The policy refers to the Bureau’s responsibility towards its local community. The aim is to address the following circumstances that cause the collapse of public enterprises: Corruption Government interference/Negligence and poor supervision Excessive reliance on Government funds Bureaucracy/Inefficient and Incompetent staff Administrative bottle necks Poor infrastructure/Absence of enabling government policies The major aim of privatisation is to attract private sector capital, managerial competence and technical expertise in the management of public enterprises through private sector ownership, control and management to reduce the corruption and waste associated with public ownership, control and management of public enterprises. He studied Sociology at the University of Benin and holds a Master’s degree in Banking & Finance from the University of Ibadan. His former employers include Citi Bank Nigeria Limited (Citibank) and United Bank for Africa Plc. Post Banking, Okoh has ten years in Management Consultancy, having functioned as the Managing Partner of Ashford & McGuire Consulting Ltd, a top wholly indigenous consulting firm.Ī Fellow, Professional Mentor & Coach by Chartered Institute of Corporate Mentoring and Coaching Nigeria, the BPE helmsman is an Alumnus of Harvard Business School’s Advanced Management Programme and has acquired international working exposure through programmes with Citibank New York, Fidelity Bank London, Swiss Banking Corporation, Zurich and Grindlays Bank, Zimbabwe. In his banking career, he functioned in a variety of roles including corporate banking, operations and treasury, often initiating, designing and leading transformation projects. ![]() He was the Managing Director/CEO of NNB International Bank Plc from 2001 to 2006 where his visionary leadership took the bank from a comatose state to a position of enhanced value for stakeholders and eventually led the bank into a merger/consolidation with Unity Bank Plc. The DG, who was a member of the Presidential Economic Advisory Council prior to his appointment, has 32 years’ professional experience, 22 of which were in the banking industry where his responsibilities involved general management, leadership and organizational development.
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