NOSAK GROUP – pioneering survival strategies for businesses in a recession through Learning and Development

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The current economic variables playing out within the Nigerian business hemisphere have forced organisations to transition in order to survive and still maintain a portion of the market share. This has equally given rise to innovations as regards strategies for survival, which will hopefully mitigate against a future reoccurrence.

The Head Training – Nosak Group; Mrs Igie Odozi stated that this reality not only impacts businesses directly in terms of market share but affects to a larger extend the owners and drivers of the business. The major stakeholders in this endeavour are the owners and the employees. In situations such as the one business owners and organisations have found themselves in this country, the organisations will have to grapple with issues of shrinkage of the market, downsizing, cost savings/reduction in order to remain afloat while employees on their part are up and doing in seeking for greener pastures in other organisations to mitigate the risk of job losses. This to a large extent accounts for the current high level of employee turnover in organisations.

For organisations willing and seeking to remain afloat while running profitably, the key is to imbibe a culture of learning.  Training programmes for human capital development are now channelled towards ensuring the effectiveness of employee contributions to the success of the business. Consequently, smart organisations now adopt more effective solutions in workforce engagement through the retention of their critical talents. This is only achievable by continuous investment in learning and development. Learning and development continues to be a practice that requires a substantial chunk of investment and organizations that fail to adjust their learning management practices and solutions will struggle endlessly with declining organizational growth or productivity.

Nosak Group as a world class company, an innovative cum leading brand in industries is an advocate of this smart solution of investing heavily in continuous learning and development of its workforce using the best of technology and content. A recent study revealed that leading companies like Nosak Gorup are taking it further by leveraging on social learning activities; mobile learning solutions etc thereby consistently increasing the budget size for learning and development. This has equally given rise to a paradigm shift whereby there is a transition from the traditional context of strictly controlling approach of the workforce to the innovative approach of engaging and seeing the workforce as partners in the business.

The traditional methods of learning are also being abandoned in favour of more effective learning solutions based on cutting edge technology, which engages talent and improves performance.

In the present scheme of things, our approach at Nosak Group to organizational development are:

a).     Prioritizing the Individual employee.

b).     Development and Re-training key talent as a strategic business       priority leading to business growth.

c).     Strengthening partnership between the Group and our workforce. This makes us not to be overly “controlling” but one that views her employees as collaborators for success.

It is in line with this paradigm shift by the management of Nosak Group that a World class, fully equipped Training School was commissioned on March 15, 2017 to serve not only the needs of the Group but other organisations willing to key into this initiative. At the flag off of this laudable initiative; Group Chief Operating Officer – Thomas Oloriegbe appreciated the management team for the giant step taken to properly equip the training school with the latest technology offerings. This is geared towards impacting knowledge and empowering the work force in their respective disciplines.

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NOSAK GROUP HOLDS 2017 MANAGEMENT RETREAT

NOSAK GROUP HOLDS MANAGEMENT RETREAT, AIMS TO LEAPFROG IN MARKET LEADERSHIP.

Nosak Group recently held a two-day Management Retreat themed “Accelerate and Win: Leapfrog” at Sunfit Hotels, Amuwo Odofin where over 20 Managers and Department Heads from across Nigeria gathered.
The retreat was facilitated by Wright & Co Ltd, a management consulting firm (Affiliated with Leadership & Vision Ltd) that provides cutting edge solutions to some of the most complex challenges facing organizations today.

Guest speaker, Olu Onakoya, led the retreat with a session on the importance of Effective Communication as a Leader. A Former Managing Director of Mobil Nigeria, Olu Onakoya has over 30 years of cognate corporate and organisational leadership experience, most of which he was at top management level.

Dr. Toni Ogunbor, Chairman of Nosak Group, also conducted a session on the state of the company and trends in Nigerian economy. He applauded each business on its ability to survive in the current economic recession of the country.
Recognising the newest product line of the Group; Nosak Famili Vegetable Oil, a product of one of the newest venture, Nosak Farm Produce Limited. Nosak Famili Vegetable Oil is expected to circulate every Nigerian market before the end of the second quarter of the year, 2017.
This is already creating additional jobs and export opportunities for the country, which the Federal Government has encouraged of recent times. He further stated that, “It was an outstanding retreat and the results will be felt throughout the company for a long time to come. All our team members were able to benefit from the discussions with external facilitators and to participate in the continued aim for leadership of the company.”

An indigenous conglomerate founded in 1984, Nosak Group has built a reputation for providing the highest quality services and products ranging from lubricants, ethanol, retail outlets, real estate, financial services, healthcare solutions, logistics and industrial packaging for clients across Nigeria, as well as neighbouring African Countries.

NOSAK GROUP CHAIRMAN NOMINATED TO LEAD EDO STATE OIL PALM PLANTATION FORUM

Nosak Group Chairman, Dr Tony Ogunbor, was the distinguished Chairman of the Edo State Government Agribusiness Workshop held in Benin-City from 26th to 28th January 2017. Themed ” Harnessing Resources and Opportunities to Optimise Agribusiness in Edo State”. The Workshop was to identify specific areas of government interventions, engage stakeholders and facilitate private sector investments. There was no better choice of whom to open and lead the workshop than our amiable Chairman who for over 26yrs had seen and tapped the opportunities in the Oil Palm sector of the economy. The Governor, Deputy Governor and other eminent stakeholders in business, academia and government were fully represented.

In his welcome and opening address, Dr Ogunbor took the participants on a roller coaster ride of his rich experience in the Agric sector spanning the challenges and successes. He reminded the participants of the value of Agriculture in the country in the 50’s and 60’s before the advent of Crude Oil and how in spite of our fertile lands we have been caught in the dangerous web of the black gold. He enumerated the gains in Agriculture and the value chain opportunities therein. He further highlighted the numerous benefits accruable from retracing back to the agrarian culture and commended the State government in its quest to make Edo State the number one state in Agriculture.

Breakout sessions were held in which the Nosak team participated fully in the Oil Palm/Cocoa/Rubber Group. The Nosak Team was ably represented by Mr Robert Ogirri, MD of Nosak Farm Produce Ltd and Mr Victor Egharevba, Plantation Manager of Saturn Farms.

The Chairman was further nominated by the State Governor, Mr Godwin Obaseki, during the one on one session on Saturday to lead and chair the Oil Palm Plantation Forum and present the way forward for Edo State.

To read more on this, kindly click the link below: https://www.google.com/amp/nigerianobservernews.com/2017/01/agribusiness-workshop-opens-in-benin-city/amp/

VACANCY: Mechanical Fitter/Technician

JOB TITLE: Mechanical Fitter/Technician

Code: MF-2016

SUMMARY OF ROLE

The Fitter/Technician is responsible for all duties associated with the post including fitting and plant operation duties at Nosak Farm Produce Limited.

KEY FUNCTIONS

  • Maintenance and repair of mobile & fixed plant and equipment as requested by Line Manager.
  • Follow instructions as directed by the Line Manager
  • Assist with the safe operation of the work site

DUTIES AND RESPONSIBILITIES

  • Maintenance and fitting duties on a wide range of Plant items as  associated with the normal day to day works carried out by Nosak Farm Produce Limited
  • Cutting and welding as requested by  Line Manager
  • Keeping accurate records e.g. maintain log book, record of works carried out, record sheets.
  • Liaising and working with outside contract fitting staff and electrical/mechanical contractors employed Nosak Farm Produce LTD
  • Complying with delegated responsibilities in the areas of Safety, Health and Welfare and have a proactive approach towards the reduction/elimination of accidents and dangerous occurrences in the workplace
  • Working with procurement to procure mechanical parts, supplies and services from a wide range of suppliers to ensure minimum downtime and maximum availability and reliability of plant, equipment and fixed plant systems.
  • Procurement of mechanical parts in accordance with Nosak Farm Produce procurement policy as well as Line Manager’s approval
  • Carrying out any mechanical repairs and maintenance duties assigned or requested by  Line Manager
  • Responsible for maintenance, troubleshooting, and repair of all mechanical and hydraulic- and diesel-powered equipment

QUALIFICATION, SKILLS & EXPERIENCE

  • OND in Mechanical Engineering
  • A minimum of 2-3 years working experience in a manufacturing company.
  • The job holder must be a quick learner, have a strong sense of ownership, display a high level of customer-focused orientation, and be able to take responsibility for actions taken.
  • Troubleshooting skills
  • Team Player
  • High level of integrity
  • Adaptability
  • General Tool Usage
  • Following safety instructions

 

All suitable and interested candidates should forward their resumes to careers@nosakgroup.com using the vacancy code as the email subject. Application closes by Monday 12th December, 2016.

 

VACANCY: Commercial Data Analyst

We are a reputable, world class, dynamic, creative and result oriented organization, with group of companies located in the major city of the country.

Due to expansion in operation for better value and effectiveness, there is a job opening in one of our subsidiaries for intelligent, proactive and self motivating individuals.

 

Commercial Data Analyst                                                     Code: CDA-11/16

Responsibilities:

The Commercial Data Analyst will:

  • Manages the generation of periodic sales reports (daily, weekly, monthly et al) as may be required by line manager.
  • Generates trend analysis, customer trading statements issuance as per required frequency
  • Processes and handles all trade customer and sales team related claims to ensure turnaround times agreed are duly met
  • Collation of all sales data from sales team for report to management and other advised end users
  • Handles customer sales order management and account reconciliation issues where required
  • Handles adhoc reporting duties as may be communicated from time to time by line manager
  • Tracks and reports the commercial function KPIs and incentives
  • Any other duty as may be communicated by line manager/supervisor or head of sales from time to time.

Qualification, Skills & Experience

  • BSc or HND in Mathematical related course
  • Computing Skills (specifically use of Microsoft office suite specifically MS Excel)
  • Time conscious
  • Analytically sound and has a knack for numbers
  • Experience with Sage, Dynamics or SAP
  • Excellent Communication skills
  • A minimum of 2-3 years work experience in a similar role
  • Cognate experience in a Vegetable Oil Producing Organization will be an added advantage

All suitable and interested candidates should forward their resumes to careers@nosakgroup.com the code as the subject of mail.

Application closes by the close of business on Friday 11th November, 2016.

Recession? Time to strengthen your company

Who’s got time to worry about building a stronger organisation in a downturn? Surely executives can’t focus on internal issues when they face so many other pressing matters?

But this is exactly the time when leaders need to ensure their organisations are performing well, so that important decisions get made and executed quickly and effectively.

Turbulence offers a rare chance to bring in new talent and improve the way that organisations function.

The trouble is that companies under duress often lack the organisational capabilities to meet mounting challenges. Some make snap decisions. Others stall, unable to decide. Yet others badly need new people to bring fresh perspectives or help them overhaul dysfunctional cultures.

Strengthening the organisation is one of the most powerful levers any company can pull to improve its performance in a downturn. It starts by asking a series of questions:

  1. What are the critical decisions in this downturn?
  2. Do we need to adjust our organisational structure to address them effectively?
  3. How should our roles and processes change?
  4. Will our most experienced people be able to make and execute key decisions?
  5. Which aspects of our culture reinforce decision effectiveness, and which don’t?

Adopting this “decision lens” is the single most important step that a company can take to improve its performance.

It helps leaders focus their efforts where they will have the most impact during a downturn and accelerate growth when the economy improves.

1) Identifying the critical decisions

Every company has its critical decisions. If your business is in relatively good shape, those decisions may not have changed much. Some will be the big choices, like whether to acquire a competitor or invest in a new product. Others may be everyday frontline decisions.

Toyota, for example, achieved its leading position partly through its reputation for manufacturing quality. To maintain that quality, the carmaker ensures that workers in every plant know how to make and execute the right quality-related decisions.

These decisions are as important now as when Toyota was growing rapidly.

If you are in survival mode, your critical decisions will be different, such as whether to sell a stake or overhaul the business model.

2) Testing the structure

Sometimes structure is a serious obstacle to making and executing a business’ critical decisions.

In that case, structure must change.

Previously, Hewlett-Packard’s sales force was organised by customers while its manufacturing units were organised by products. With stalled decisions and people working at cross purposes, performance suffered.

The IT firm then moved to a product-based structure across the entire company, with accountabilities for decisions clearly defined. That created the conditions for better decision-making and execution, which in turn generated higher profits.

3) Clarifying roles and processes

Whatever a company’s structure, decision roles need to be clear. Unless people know who is responsible for making and executing critical decisions, stress on an organisation will only increase.

The individual or team responsible for a Recommendation gathers relevant information and proposes a course of action.

  • People with Input responsibilities help shape a recommendation so it is operationally practical and financially feasible.
  • An executive who must Agree is anyone who needs to sign off, often a legal or regulatory compliance officer.
  • Eventually, one person will Decide. Assigning the “D” to one individual ensures single-point accountability.
  • The final role in the process involves the people who will Perform or execute the decision.

Clear decision roles are essential amid turbulence. They can boost performance by unclogging bottlenecks and cutting the organisation’s cycle time.

4) Right people in right roles

In good times, companies focus on managing growing organisations. In a recession, the logic changes. Many companies cut costs through layoffs and attrition.

But the people who leave are not always the poorest performers. Those who stay may not have the skills to make and execute decisions. And companies often fail to consider who they might hire to bolster their capabilities.

In a downturn, no company can afford to have the wrong people in key decision roles.

At one IT company, we found that more than 40% of the managers identified as high performers were in non-critical positions. Meanwhile, fewer than 40% in mission-critical roles were top performers. The senior team quickly corrected the mismatch, and business performance immediately improved.

The key to making the best use of people is a robust, effective, performance-management system that has real consequences.

5) Actively managing the culture

Culture underpins an organisation’s decisions. But cultures change and are particularly susceptible to change when an organisation is in crisis.

In a downturn, leaders need to take action to keep a strong culture from deteriorating – or to transform a culture that hinders good decisions.

Understanding that its culture is a competitive advantage, Southwest Airlines reinforces it in hard times.

In the early stages of the current recession, it maintained staff loyalty (through no involuntary job cuts) and invested in upgrading customer service. The carrier continues to be one of the US leaders for on-time performance, an aspect of the business that customers care deeply about.

A strong organisation is not optional, something to worry about after the crisis. Your organisation’s strength will greatly affect how well your company weathers the storm.

It will also strongly improve your chances for growth once the storm passes.

NOSAK GROUP APPOINTS NEW CHIEF OPERATING OFFICER

Mr. Thomas Oloriegbe, was on Monday, 10th October 2016, appointed as the Chief Operating Officer of Nosak Group.

Mr. Thomas Oloriegbe, a graduate of Accounting, has a Postgraduate Diploma in Management and a Master in Business Administration from University of Calabar. He is a Fellow of the Certified Institute of Cost management of Nigeria and also an Alumnus of Lagos Business School.

He has over 20 years work experience in Business Consulting, Mortgage Banking and Real Estate Management. He joined Grand Villas Limited in 2008 a subsidiary of Nosak Group as the General Manager and was later promoted to the Chief Operating Officer Grand Villas Limited.

He is married with children.

Congratulations on your new appointment.