121. The net result has been disastrous for Africa. A large percentage of public enterprises are losing concerns and their losses have to be covered by the public exchequer. Thus far from supporting development, public
enterprises are not often a burden on the economy.
(b) Remedial measures
122. There is really no reason why public enterprises should not perform better. Africa itself has many examples of well-run and profit-making public
enterprises.
123. The following are some of the measures which the member states should
take to revitalize their state ■owner', enterprises. Indeed, the national
programmes indicate that most of these measures are being put into action:
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One - the question of rehabilitation and regeneration of existing industries dealt within Programme. Applies with equal force to public enterprises. Indeed, since public enterprises are generally involved in critical sectors of industry, the need to promote higher productivity and better utilization of capacity is even more urgent in the public sector.
Two - a system of performance evaluation needs to be introduced, linked directly to the objectives given to the enterprise.
Three - intensive training is required for building up the necessary management skills in the public enterprises covering all disciplines -production, materials management, marketing, cost control, quality control, finance and accounting and corporate planning.
Four - it would be desirable to introduce a system of contracts between the enterprises and Government as part of the autonomy - accountability framework.
Five - where social objectives are imposed on public enterprises and where the implementation of such social objectives adversely affects the commercial viability of the enterprises, clear accounting methods should be devised to identify the additional costs involved. Such costs should be a charge on the public excaequer.
Six - pricing policies of public enterprises should be reviewed to prevent losses due to pricing below cost.
Seven - the relationship between the Government and the enterprise management needs more precise definition. Undue interference by politicians and civil servants in the day to day management of public enterprises could be counter productive. Subject to the Government's prerogatives to define the enterprise* objectives, to adjudicate performance and to ensure that
enterprises are functioning In line with national policies, the enterprise managements should be granted adequate autonomy to run the business.
Eight - a critical factor Is the modality of making top appointments.
The success of the enterprise lies in entrusting it to the right hands, to persons of high management capability, business experience and integrity.
(c) Plans for improving public enterprise performance in the national
programmes
124. A running thread through the national programmes is the concern voiced about the poor performance of public enterprises and the need to take action to remedy the situation. Many of the member states, particularly those who -have adopted Structural Adjustment Programmes, -have gone in for a policy of privatization as a solution. In practice however, this has not been found easy precisely for the reason why the public enterprises came into existence, namely the absence of an organized private sector to take over. Another dilemma facing policy makers is that privatization becomes attractive to prospective investors only in cases where public enterprises are doing well and are making profits, whereas there are no takers for the loss-making enterprises.
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125. It would therefore seem, and this is confirmed by the national
programmes, that during the second IDDA, public enterprises will continue to play a major part. What needs to be done is to ensure that the right
environmental conditions are created for upgrading their performance levels.
The national programmes contain specific action plans in this regard.
126. The action plans of member states for upgrading public enterprises performance include:
establishment of special cells to conduct diagnostic studies, propose remedial measures and monitor performance;
introduction of measures to speed up privatization, wherever feasible;
promotion of vertical and horizontal integration;
capital and debt restructuring;
reduction of subsidies and special protections;
strengthening of human resources and improvement of management capabilities;
- preparation of long-term corporate plans;
introduction of a competitive environment;
erant of greater autonomy to enterprises and counter part insistence on Ainproveu Dusiness performance.
(d) Impact of measures to upgrade public enterprise performance
127. To the extent that the performance improvement measures step up
productivity and capacity utlization in the public enterprise, it will result in greater industrial production and increased MVA at minimal investment cost. Well run public enterprises will be more feasible candidates for
privatization, if it is still desired to privatize them after they have turned the corner. To the extent that the public enterprise cut losses, become
self-supporting and become profitable business concerns, the heavy drain on African public treasuries will be progressively eliminated or at least
substantially reduced. This will release much need funds for deployment into fresh industrial investments and strengthening of support services.
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II. INDUSTRIAL EXPANSION
II.1. METALLURGICAL SECTOR
128. The metallurgical sector industries play a significant role in the process of industrialization and economic development. Their close
interlinkage with engineering and allied metalworking activities makes it possible to consider metallurgical industries as a core sector for IDDA II.
Indeed, the metallurgical sector has played a dominant role throughout the industrialization process of industrialized countries.
(a) Major metallurgical raw material reserves in African region
129. The natural resource reserve for developing the metallurgical industries particularly iron and steel industry are estimated to be:
25.8 billion tonnes of high grade iron ores;
135.5 billion tonnes of cooking coal;
9.145 billion tonnes of oil;
2,513 billion cubic meter of gas.
130. In addition to these, the region is endowed with ores and minerals containing chrome, cobalt, vanadium, titanic, manganese, silica, tlourspar, nickel, copper, tungsten and many others.
131. The estimates of 1987 indicate that the African share of crude steel production was only 1.39 per cent of the world production of 740 million
tonnes per year.
(b) Existing capacities for crude steel and rolling production in the African region (covering 23 countries)
132. The following are the existing capacities in Africa:
Large integrated steel plants - 5.51 million tonnes per year
Mini-steel plants (mostly re-rolling) - 3.98 million tones per year.
133. The total crude steel and rolling capacity is 9.5 million tonnes per year. The actual production of crude steel accounts for only 20 to 50 per cent of the rated capacities in the region.
Subregion No.
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(c) Demand for steel in the African subregions
134. The total demand projections for crude (direct and indirect) steel for
the African region is summarized below. Projections are based on averagesteel intensities in GDP and on trend scenario (including both direct and indirect demand and assuming indirect demand as 20 per cent of the total demand). In spite of the relatively large projected demands in some of the subregions, it may not be possible, even in long the run, to manufacture all types of steels mainly due to technological sophistication as well as economic
scale.
Estimated crude steel demand in African subregion
Total projected crude Population in steel demand
1985 (trend scenarios)
Subregion (millions) mtpy
1990 2000 _