Letters of Intent signed at The Chicago Council on Global Affairs and World Economic Forum’s Symposium on Global Agriculture and Food Security

Diageo, the world’s leading premium drinks company, announced today that it has signed letters of intent to foster partnerships and projects that will aid in the agricultural development of Ethiopia and Tanzania. Diageo will work to develop and implement a scalable barley farming project in Sebeta, Ethiopia and a scalable sorghum value chain project in Mogoro, Tanzania.  The projects, when fully realized, will represent a total of $3.5M of investment and will begin to be implemented in 2012.  They build on Diageo’s commitment to support the development of agricultural economies in Africa, a business imperative in line with the Company’s growth ambitions across the continent.

This new investment was announced at the Symposium on Global Agriculture and Food Security hosted by The Chicago Council on Global Affairs, in collaboration with the World Economic Forum. On the eve of this weekend’s G8 Summit, this high-level symposium brings together US President Barack Obama, with G8 and African leaders, businesses, international organizations and civil society to discuss new activities to advance global agricultural development, and food and nutrition security in Africa.

Paul Walsh, CEO Diageo and signatory of the letters of intent commented, “The complex global challenges we face – from climate change to resource scarcity – will require even greater cooperation and collaboration of the public sector, private sector and civil society. At Diageo we know that to achieve our business aims we have to engage our stakeholders across the whole value chain to create strong socio-economic development programmes.  It is my firm belief that the most genuinely strategic and forward looking businesses treat sustainability as a core component of business delivery.”

Diageo is committed to local, sustainable sourcing of agricultural raw materials. In Africa, Diageo currently sources about 50% of its raw materials locally, and aims to increase the sourcing of local raw materials to 70%, which is an increase of more than 30% from a 2007 baseline.  The new projects in Ethiopia and Tanzania will provide Diageo with a long-term, secure and sustainable source of raw materials, which reduces exposure to increasingly unpredictable changes in availability of material, and potentially volatile global commodity markets.

In Ethiopia, Diageo will build a public-private partnership through which the Company will work with the Ethiopian Agricultural Transformation Agency (ATA) to design and implement a barley contract farming project strategy.   In support of the G8 Member’s pledge and in line with Diageo’s own commitment to development in Africa over the next 12 months, Diageo will design and test a pilot barley contract farming project with the aim to source 1000 metric tons (MT) barley from a substantial number of local smallholders in the first year. In the years that follow, the project could increase in scale, extending its work with both local smallholders and larger farmers, with a potential capacity to source up to 20,000 MT of barley within Ethiopia for local use and/or export.

In Tanzania, Diageo will collaborate with the Government of Tanzania to develop and implement a scalable sorghum value chain project in Morogoro that will scale-up sorghum cultivation and sourcing in Tanzania up to a potential 20,000 MT/year by 2016, for local use and/or export.  They will also work to build genuine appetite and capacity (e.g. training, financial and physical infrastructure) to build a sustainable sorghum value chain which consists of local smallholder ‘satellite’ farming communities commercially connected with larger ‘nucleus’ farms, and will promote the development and sharing of sustainable sorghum cultivation and post-harvest practices.

Nick Blazquez, President, Diageo Africa, commented: “Diageo is proud to take part in this leadership initiative between African governments, the private sector and development organizations to accelerate the growth of agriculture in Africa. As a business that has operated across the continent for many decades, we see firsthand the importance of this agenda to local economic growth and the social empowerment of farming communities, and are fully committed  to Grow Africa and supportive of the New Alliance for Food Security and Nutrition.  In the spirit of partnership, we are excited to work closely with the Governments of Ethiopia and Tanzania to create innovative solutions that are commercially and environmentally sustainable, scalable and socially inclusive.”

These new initiatives build on Diageo’s current projects that are in place to assist African communities. These include supporting local enterprise development, investing in and stimulating a competitive beverage industry, building local skills and capabilities, and researching options to increase inter-regional trade and product exports. Additionally, as part of its commitment to the UN Millennium Development Goals, Diageo launched the Water of Life programme in 2000 with an aim to provide access to clean drinking water and sanitation to a million people every year. To date, Diageo has funded over 170 different water and sanitation projects, impacting nearly 5 million people in 16 different countries across the continent.

ENDS

Media enquiries

James Crampton

James.crampton@diageo.com

0044 7803 856 452

Over the weekend, I had the opportunity of watching the following films; Bursting Out (An Emem Isong Production) and A Sting of A Tale and Perfect Picture (A Shirley Frimpong Manso production).

I know most people are of the opinion that Gene is an outstanding actress but everytime i’ve watched her films, i’ve always gotten the impression that she’s emotionally detached from her roles. To me she always puts up a cold front and I’m yet to see the script or watch a film that will bring out the warmth in her cos she’s got a lots of fire but hasn’t got the right platform to showcase it. In ‘Ije’ I saw a little bit but I still want more from her. Maybe her role as ‘Ms Adebayo’ in Chimamanda’s ‘Half of A Yellow Sun’ will showcase her warmer depths.

For the movies, ‘Perfect Picture’ and ‘A Sting of A Tale’, they were outstanding films. The dialogue was witty and short and the actors also made perfect use of their body language and facial expressions to carry the audience along. So we didn’t have to really on comical relief that does not tie in with the film (which was what I saw on ‘Bursting Out’ which had a lot of corny dialogues and scenes the producer could have done without).  The scenery and sound production was of utmost quality and I felt I was watching a ‘Tunde Kelani’ or ‘Kunle Afolayan’ film. Shirley Frimpong has done exquisite work with these films. For anyone who’s yet to watch these two films, do make it a date to see them whenever you can.

So I called up this casual acquaintance and asked if she could meet us up at Oduduwa Way, Ikeja GRA. I’ve always had the perception that their services would be expensive but how wrong I was.

I chose the something pedicure (can’t remember the name now. Something fancy). Oh it was an exquisite experience. They had this wonderful massage chair that could wring out the knacks from the body & bum. It was completely divine and simply scrumptious.

That’s the picture of the Filipino lady who treated me like royalty. I mean the whole place is completely swarming with Filipinos. How they got them into the country, I don’t know but they do a good heck of a pedicure, manicure and leg waxing.

March 14, 2012
Our Response to Today’s New York Times Op-Ed
By now, many of you have read the submission in today’s New York Times by a former employee of the firm. Needless to say, we were disappointed to read the assertions made by this individual that do not reflect our values, our culture and how the vast majority of people at Goldman Sachs think about the firm and the work it does on behalf of our clients.

In a company of our size, it is not shocking that some people could feel disgruntled. But that does not and should not represent our firm of more than 30,000 people. Everyone is entitled to his or her opinion. But, it is unfortunate that an individual opinion about Goldman Sachs is amplified in a newspaper and speaks louder than the regular, detailed and intensive feedback you have provided the firm and independent, public surveys of workplace environments.

While I expect you find the words you read today foreign from your own day-to-day experiences, we wanted to remind you what we, as a firm – individually and collectively – think about Goldman Sachs and our client-driven culture.

First, 85 percent of the firm responded to our recent People Survey, which provides the most detailed and comprehensive review to determine how our people feel about Goldman Sachs and the work they do.

And, what do our people think about how we interact with our clients? Across the firm at all levels, 89 percent of you said that that the firm provides exceptional service to them. For the group of nearly 12,000 vice presidents, of which the author of today’s commentary was, that number was similarly high.

Anyone who feels otherwise has available to him or her a mechanism for anonymously expressing their concerns. We are not aware that the writer of the opinion piece expressed misgivings through this avenue, however, if an individual expresses issues, we examine them carefully and we will be doing so in this case.

Our firm has had its share of challenges during and after the financial crisis, but your pride in Goldman Sachs is clear. You’ve not only told us, you have told external surveys.

Just two weeks ago, Goldman Sachs was named one of the best places to work in the United Kingdom, where this employee resides. The firm was the highest placed financial services company for the third consecutive year and was the only one in its peer group to make the top 25.

We are far from perfect, but where the firm has seen a problem, we’ve responded to it seriously and substantively. And we have demonstrated that fact.

It is unfortunate that all of you who worked so hard through a difficult environment over the last few years now have to respond to this. But, our response is best demonstrated in how we really work with and help our clients through our commitment to their long-term interests. That priority has distinguished us in the past, through the financial crisis and today.

Thank you.

Lloyd C. Blankfein
Gary D. Cohn

TODAY is my last day at Goldman Sachs. After almost 12 years at the firm — first as a summer intern while at Stanford, then in New York for 10 years, and now in London — I believe I have worked here long enough to understand the trajectory of its culture, its people and its identity. And I can honestly say that the environment now is as toxic and destructive as I have ever seen it.

To put the problem in the simplest terms, the interests of the client continue to be sidelined in the way the firm operates and thinks about making money. Goldman Sachs is one of the world’s largest and most important investment banks and it is too integral to global finance to continue to act this way. The firm has veered so far from the place I joined right out of college that I can no longer in good conscience say that I identify with what it stands for.

It might sound surprising to a skeptical public, but culture was always a vital part of Goldman Sachs’s success. It revolved around teamwork, integrity, a spirit of humility, and always doing right by our clients. The culture was the secret sauce that made this place great and allowed us to earn our clients’ trust for 143 years. It wasn’t just about making money; this alone will not sustain a firm for so long. It had something to do with pride and belief in the organization. I am sad to say that I look around today and see virtually no trace of the culture that made me love working for this firm for many years. I no longer have the pride, or the belief.

But this was not always the case. For more than a decade I recruited and mentored candidates through our grueling interview process. I was selected as one of 10 people (out of a firm of more than 30,000) to appear on our recruiting video, which is played on every college campus we visit around the world. In 2006 I managed the summer intern program in sales and trading in New York for the 80 college students who made the cut, out of the thousands who applied.

I knew it was time to leave when I realized I could no longer look students in the eye and tell them what a great place this was to work.

When the history books are written about Goldman Sachs, they may reflect that the current chief executive officer, Lloyd C. Blankfein, and the president, Gary D. Cohn, lost hold of the firm’s culture on their watch. I truly believe that this decline in the firm’s moral fiber represents the single most serious threat to its long-run survival.

Over the course of my career I have had the privilege of advising two of the largest hedge funds on the planet, five of the largest asset managers in the United States, and three of the most prominent sovereign wealth funds in the Middle East and Asia. My clients have a total asset base of more than a trillion dollars. I have always taken a lot of pride in advising my clients to do what I believe is right for them, even if it means less money for the firm. This view is becoming increasingly unpopular at Goldman Sachs. Another sign that it was time to leave.

How did we get here? The firm changed the way it thought about leadership. Leadership used to be about ideas, setting an example and doing the right thing. Today, if you make enough money for the firm (and are not currently an ax murderer) you will be promoted into a position of influence.

What are three quick ways to become a leader? a) Execute on the firm’s “axes,” which is Goldman-speak for persuading your clients to invest in the stocks or other products that we are trying to get rid of because they are not seen as having a lot of potential profit. b) “Hunt Elephants.” In English: get your clients — some of whom are sophisticated, and some of whom aren’t — to trade whatever will bring the biggest profit to Goldman. Call me old-fashioned, but I don’t like selling my clients a product that is wrong for them. c) Find yourself sitting in a seat where your job is to trade any illiquid, opaque product with a three-letter acronym.

Today, many of these leaders display a Goldman Sachs culture quotient of exactly zero percent. I attend derivatives sales meetings where not one single minute is spent asking questions about how we can help clients. It’s purely about how we can make the most possible money off of them. If you were an alien from Mars and sat in on one of these meetings, you would believe that a client’s success or progress was not part of the thought process at all.

It makes me ill how callously people talk about ripping their clients off. Over the last 12 months I have seen five different managing directors refer to their own clients as “muppets,” sometimes over internal e-mail. Even after the S.E.C., Fabulous Fab, Abacus, God’s work, Carl Levin, Vampire Squids? No humility? I mean, come on. Integrity? It is eroding. I don’t know of any illegal behavior, but will people push the envelope and pitch lucrative and complicated products to clients even if they are not the simplest investments or the ones most directly aligned with the client’s goals? Absolutely. Every day, in fact.

It astounds me how little senior management gets a basic truth: If clients don’t trust you they will eventually stop doing business with you. It doesn’t matter how smart you are.

These days, the most common question I get from junior analysts about derivatives is, “How much money did we make off the client?” It bothers me every time I hear it, because it is a clear reflection of what they are observing from their leaders about the way they should behave. Now project 10 years into the future: You don’t have to be a rocket scientist to figure out that the junior analyst sitting quietly in the corner of the room hearing about “muppets,” “ripping eyeballs out” and “getting paid” doesn’t exactly turn into a model citizen.

When I was a first-year analyst I didn’t know where the bathroom was, or how to tie my shoelaces. I was taught to be concerned with learning the ropes, finding out what a derivative was, understanding finance, getting to know our clients and what motivated them, learning how they defined success and what we could do to help them get there.

My proudest moments in life — getting a full scholarship to go from South Africa to Stanford University, being selected as a Rhodes Scholar national finalist, winning a bronze medal for table tennis at the Maccabiah Games in Israel, known as the Jewish Olympics — have all come through hard work, with no shortcuts. Goldman Sachs today has become too much about shortcuts and not enough about achievement. It just doesn’t feel right to me anymore.

I hope this can be a wake-up call to the board of directors. Make the client the focal point of your business again. Without clients you will not make money. In fact, you will not exist. Weed out the morally bankrupt people, no matter how much money they make for the firm. And get the culture right again, so people want to work here for the right reasons. People who care only about making money will not sustain this firm — or the trust of its clients — for very much longer.

Greg Smith is resigning today as a Goldman Sachs executive director and head of the firm’s United States equity derivatives business in Europe, the Middle East and Africa.

• Life for the rich is a big party everyday: escapism from life’s’ daily worries does not exclude the rich. Irrespective of the economic divide we belong to as individuals, we all have our fair share of troubles and have to wade through them. If you read through the bio of accomplished men and women, a unifying factor is the hard times they waded through in reaching their goals.
• Once I hit the jackpot, I can buy anything I want: this is the biggest fallacy amongst the lot I’ve discovered. The rich don’t buy anything and everything, they carefully plan their purchases. Assuming you want to buy a car or build a house, you just don’t wake up one day and start. No! It all begins with the first seed and consistent savings.
• Whether you like it or not, hard work is the sure path to building wealth. Disregard all the music videos and movies that promotes easy wealth, popping champagne and throwing endless parties. Life does not pan out that way. Four years ago, i had taken the decision to buy a new car but guess what, I didn’t have the liquid cash to buy one even though I could have converted my stock holdings to do this. I felt it was not necessary and took a decision to save for the kind of car I wanted and could afford. I didn’t make that purchase till late last year when I knew I had the cash to make a one-time purchase. The key lesson here; plan, plan and work assiduously to achieve your goals.
• My current paycheck can’t take me far: hey wake up!!! The BRT lane was not built in a single day. No, No, No!!! When I started working, my monthly paycheck was average even though I had friends who earned thrice the amount I earned but that’s the beauty of ageing.

As you go along your career path, opportunities will come along that’ll increase your earning power. Remember the popular adage ‘little drops of water make a mighty ocean’. Start small and you’ll end big.

Here’s an excerpt:

The concert hall at the Syndey Opera House holds 2,700 people. This blog was viewed about 9,600 times in 2011. If it were a concert at Sydney Opera House, it would take about 4 sold-out performances for that many people to see it.

Click here to see the complete report.

Spend less than you earn.

It sounds so simple, doesn’t it? Yet there are many people out there burying themselves in debt (spending more than they earn) or living purely paycheck to paycheck (spending exactly what they earn). Yesterday fuel subsidy was officially removed with a litre of fuel selling within a range of N138 - N200. This is an astronomical increase and it’ll require an effort to save in 2012.

Simply spending less than you earn has a cascade of positive effects.

First, you begin eliminating your debts. Spending less than you earn frees up the money you need to make larger payments on your debts. Over time, they begin to disappear, reducing your monthly bills and giving you even more breathing room.

Second, you begin to save. First, you build up some cash savings in your savings account, enabling you to roll through emergencies (like a car breakdown or a job loss). You’ll also have the breathing room to start saving for retirement, paving yourself a great future for your golden years.

Third, your stress level falls. Knowing that you have fewer debts, your emergencies are covered, and your retirement is being planned for reduces your stress level. You sleep better, your overall health improves, and you feel happier about life.

Finally, you are now able to explore possibilities closed to you before. When your debts are gone and you are spending far less than you’re bringing in, you suddenly have many more career possibilities. You don’t have to stick with your high-stress job – you have the financial freedom to move on and chase your dreams. You can live where – and how – you want to live.

All of that comes back to one basic principle – spend less than you earn.

That statement actually has two parts, though.

Spend less refers to the fact that you do need to cut your spending. The first step doesn’t need to be anything drastic – nor should it be. Many of the more extreme money-saving tips come from people who have already tried out the basic tips and love them, so they seek out more intense strategies to further cut their spending. I do this myself – I’m always trying out new money-saving strategies, discarding the ones that don’t work for me and keeping the ones that do.

Here are five big ways to get started.

First, go through every monthly required bill. Ask yourself if you really need that service at all. Do you really need to take your car to work everyday or could you start a car pooling service with colleagues who live nearby to cover the cost of fuelling the car? With the fuel subsidy issue, I forsee the era of filling up the tank eroding. Also, more people will become circumspect about fuel management. Then, go through each bill and see if there are any optional services you can eliminate. Do you really need a washman or consider the options of purchasing a washing machine and ironing your clothes yourself?

Second, keep diligent track of your spending. Keep a notebook in your pocket and write down every expense you have. The simple process of doing this will make you think twice about unnecessary expenses. When you do have a month’s worth of expenses written down, take a careful look at them. Ask yourself whether or not each of these expenses actually contributed to the value and joy of your life. That process will offer a lot of insight for you as to where your spending is going to waste.

Third, look carefully at your routines. Watch what you do every day (or most days). Are there things you do each day that cost money? Those things are the most powerful ones to adjust, as trimming just N100 from your daily spending saves you N36,500 a year. Do you stop at fast food restaurants each day? Why not cut down your daily order a bit,  or start bringing your breakfast or lunch from home? Do you splurge on Coke every day? Perhaps you can start considering making your own Sobo drink or Chapman twice a week. Look at every regular expense you have.