The Nation Newspaper

Author: The Nation

  • Strengthening environmental surveillance: NOSDRA’s strategic shift toward risk-based pollution mapping

    Strengthening environmental surveillance: NOSDRA’s strategic shift toward risk-based pollution mapping

    By Oluchi Ibinabo

    In Nigeria’s oil-producing regions, where communities frequently face the dual threats of industrial contamination and ecological collapse, a new chapt er in environmental surveillance is quietly unfolding. 

    At the helm of this shift is the National Oil Spill Detection and Response Agency (NOSDRA), now adopting precision tools that reflect a deeper integration of science into governance.

    Traditionally, NOSDRA operated under reactive protocols, mobilizing only after oil spills or toxic discharges had left devastation in their wake. But recent updates to its operational strategy suggest a more forward-looking approach. 

    In 2021, the agency identified fifteen communities in Rivers State as “high-risk pollution zones,” warranting immediate remediation and preventive action. This designation was not based on anecdotal assessments but was derived from a sophisticated framework known as Pollution Risk-Based Mapping.

    This mapping methodology stratifies vulnerable zones based on chemical signatures, density of ecological assets, human exposure rates, and proximity to industrial corridors. 

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    It enables the agency to preemptively prioritize regions that face imminent ecological and public health risks, fostering proactive environmental interventions and strategic funding allocation.

    The science driving this transformation reflects a collaborative effort between institutional leadership and grassroots research innovation. Insights gathered during the 2022 World Wetlands Day event at the University of Port Harcourt, organized by the Fisheries Society Congress, drew national attention to the worsening environmental crises in the Niger Delta. 

    Panelists such as Prof. Emeka Donald Anyanwu, a public health toxicologist, and Dr. Kenneth Sam of the Save Nigerian Mangrove Foundation delivered data-backed warnings about the consequences of oil-based degradation, including lead contamination, hypoxia events, and ecosystem service collapse.

    One framework that supported NOSDRA’s analytical capabilities emerged from a study presented during this forum, credited for equipping the agency with vital tools to stratify ecological threats and optimize response efforts. According to NOSDRA’s Port Harcourt Coordinator, the model played a “pivotal role in shaping environmental strategy.”

    That framework was developed by Nigerian experts committed to safeguarding biodiversity, public health, and regional sustainability. Among these contributors was aquatic ecotoxicologist Dr. Davies Ibienebo Chris, whose expertise reflects the broader collaboration within the nation’s environmental science community.

    NOSDRA’s embrace of research-informed decision-making demonstrates Nigeria’s capacity to bridge the gap between scholarship and policy. This approach has strengthened the country’s ability to anticipate ecological threats, intervene early, and protect the lives and livelihoods of millions living in vulnerable coastal zones.

    By anchoring its remediation efforts in indigenous science, NOSDRA has set a transformative precedent, not only for Nigerian agencies, but for other nations confronting similar environmental challenges.

  • COVID-19 accelerated digital adoption, says development expert Odukale

    COVID-19 accelerated digital adoption, says development expert Odukale

    A development-focused strategic communication specialist, Bowale Oluwaseun Odukale, has said Nigeria’s rapid digital growth, accelerated by the COVID-19 pandemic, has revealed a deeper national gap, with digital adoption outpacing digital literacy and public trust systems. Odukale, whose work spans university training, SME capacity-building, and public education initiatives, argues that institutions must move beyond publicity and embrace structured, literacy-driven engagement that helps citizens and businesses adopt digital tools safely and confidently.

     He said the acceleration of digital adoption disrupted traditional business models and compelled organisations to rely heavily on online platforms to remain operational. 

    He said because of the pandemic established companies and new ventures alike began creating interactive pages and online communities to share information, promote services and engage followers in real time.

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    However, he observed that while digital tools expanded opportunities for engagement, they also heightened expectations. Stakeholders are no longer passive audiences. They now demand transparency, responsiveness and inclusion in decision-making processes.

    “Today’s stakeholders want involvement, trust and openness,” he said. “They expect organisations to listen, respond and act, not just broadcast messages.”

    Digital media, he said, has become the most powerful tool for building, sustaining and repairing relationships between organisations and their stakeholders, with businesses that fail to adapt increasingly struggling to maintain trust, loyalty and relevance in a rapidly evolving marketplace.

    According to Odukale, digital media is no longer a supplementary communication channel but a strategic asset that influences how stakeholders research brands, make purchasing decisions and participate in organisational conversations. He noted that global studies show digital platforms rank just behind search engines as the most important source of online brand research and are now used at every stage of the consumer journey.

    “This reality is forcing organisations to reimagine how they manage relationships, not just how they sell products,” Odukale said. “Digital media has turned engagement into a continuous dialogue rather than a one-off communication exercise.”

    He explained that stakeholder engagement is rooted in public relations theory, which views communication as a management function designed to balance the interests of organisations and the public through sustained relationships. In the digital era, this relationship model has become more complex but also more rewarding for organisations that get it right.

    Tracing the evolution of engagement, Odukale explained that early digital communication, often described as Web 1.0, allowed stakeholders to access information but offered little room for interaction. The rise of Web 2.0 and social media platforms transformed this model, enabling two-way communication and giving stakeholders a public voice.

    This shift, he said, has fundamentally altered organisational accountability. Brands are now judged not only by what they say but by how they respond to feedback, criticism and crises in the public domain.

    Organisations, he said, relied on controlled, media-focused communication through advertising, email and broadcast channels. While effective at the time, this approach is no longer sufficient in an era where content characteristics such as timing, tone, format and media type directly influence engagement levels.

    Despite the potential of digital media, Odukale identified several reasons many organisations fail to achieve meaningful stakeholder engagement.

    One major challenge is conflicting stakeholder priorities. Organisations often serve diverse groups with different expectations, some of which directly compete. In the digital space, consumers are also more influenced by peer recommendations than by traditional advertising, further complicating message control.

    Communication breakdowns present another risk. Odukale warned that poor responsiveness or unclear messaging can quickly erode trust online, leading to disengagement or reputational damage.

    He also pointed to the absence of clear digital strategies in many organisations. “Too many organisations still treat social media as an extension of traditional advertising,” he said. “They focus on posting content rather than building relationships.”

    Regulatory constraints, particularly in highly regulated sectors such as healthcare and finance, further limit online interaction. Internal approval processes can slow responses, making organisations appear disconnected from stakeholder concerns. In addition, limited budgets, staffing gaps and competition for internal resources often undermine engagement efforts.

    Odukale stressed that effective stakeholder engagement requires a structured and intentional approach. He outlined a process that begins with identifying and prioritising stakeholders, defining engagement levels, selecting appropriate channels and designing engagement models that address key issues and risks.

    Central to this approach is dialogue. Digital platforms, he said, should be used as interactive spaces where organisations listen, exchange feedback and co-create meaning with stakeholders.

    He also emphasised the importance of a human tone in digital communication. Organisations that respond promptly to questions, address concerns transparently and provide updates during crises tend to build stronger relationships and trust.

    Empowering stakeholders is another critical factor. Encouraging user-generated content, facilitating participation and providing interactive website features give stakeholders a sense of ownership and belonging. Research, Odukale noted, shows that higher levels of functional interactivity lead to stronger relationships.

    Employees, he added, remain the most credible representatives of any organisation. Empowering staff with training, clear guidelines and storytelling tools enables them to engage authentically with stakeholders and amplify organisational messages.

    Evaluation is equally essential. Digital platforms provide real-time data on engagement, allowing organisations to measure performance, gather feedback and refine strategies. “Without evaluation, there is no improvement,” Odukale said.

    To illustrate his findings, Odukale referenced the experience of GIG Motors, an automobile company founded in 1995 that grew largely through word-of-mouth advocacy. As social media became more prominent, GIG established an online presence to strengthen brand affinity and protect its reputation.

    However, the company soon realised that maintaining social media accounts without a clear engagement strategy delivered limited value. As its workforce became younger and competition intensified, gaps in internal communication and digital responsiveness emerged.

    According to Odukale, GIG faced challenges ranging from low employee knowledge sharing to technical failures during online sales campaigns, including transaction errors that frustrated customers. The company also struggled to monitor real-time conversations and respond effectively to emerging issues.

    These challenges, he said, underscored the need for a comprehensive digital strategy that integrates employee empowerment, stakeholder participation and real-time monitoring.

    Odukale added that user-generated content and dedicated digital communities would help turn stakeholders into brand advocates, while continuous evaluation would ensure accountability and improvement.

    As digital media continues to reshape organisational communication, Odukale warned that businesses that fail to prioritise stakeholder engagement risk losing relevance and trust.

    “Engagement is no longer about pushing information,” he said. “It is about listening, responding and building relationships that create shared value.”

    He added that organisations willing to embrace dialogue, transparency and data-driven decision-making are better positioned to achieve sustainable growth and long-term legitimacy in today’s digital-first world.

  • Abdulraheem: Supply Chains’ efficient role in enhancing global manufacturing

    Abdulraheem: Supply Chains’ efficient role in enhancing global manufacturing

    Abdulmalik Olajuwon Abdulraheem is an expert in finance and supply chain with footprints across multiple sectors and regions. In this interview with OLUKOREDE YISHAU, he shares his unique and valuable perspectives on supply chain and finance. Excerpts:

    Could you share your thoughts on why efficient supply chains are critical for global manufacturing in today’s economic landscape?

    Thank you for having me. Efficient supply chains are the backbone of global manufacturing, ensuring the right products are delivered to the right locations at the right time. In an increasingly interconnected world, disruptions in any part of the supply chain—whether due to geopolitical tensions, natural disasters, or pandemics—can cause ripple effects across industries. As we’ve seen, efficiency isn’t just about speed; it’s about adaptability, cost control, and resilience. Today’s manufacturers rely on supply chains that can quickly respond to fluctuating demand, manage resource constraints, and maintain a competitive edge.

    How have technological advancements transformed supply chain management, particularly in the context of global manufacturing?

    Technology has revolutionized supply chains by shifting them from linear, siloed operations to dynamic, interconnected ecosystems. A decade ago, supply chain relied heavily on manual processes and static forecasting models. Today, innovations like artificial intelligence (AI), IoT sensors, and blockchain enable real-time visibility, predictive analytics, and end-to-end traceability. For example, AI-driven demand forecasting tools can now analyze historical sales data, weather patterns, and even geopolitical events to optimize inventory levels. Similarly, IoT devices track shipments in real time, reducing delays and improving coordination between manufacturers, suppliers, and logistics partners. These advancements minimize waste, lower costs, and enhance agility—critical factors for global manufacturing competitiveness.

    Technology is a game-changer. Digital tools like IoT devices, artificial intelligence (AI), and predictive analytics help manufacturers monitor supply chain activities in real-time, anticipate disruptions, and make data-driven decisions. For example, AI-powered demand forecasting can predict fluctuations more accurately, ensuring raw materials and components are available when needed. Blockchain technology also plays a key role by enhancing transparency and traceability, allowing businesses to verify the authenticity of goods and track their journey from production to delivery. This level of visibility improves accountability and reduces inefficiencies caused by miscommunication or lack of information.

    Cloud computing is another critical component. It facilitates global collaboration by allowing stakeholders—suppliers, manufacturers, and logistics providers—to access shared data. When used effectively, these technologies not only improve operational efficiency but also minimise costs and environmental impact.

    Fascinating. Could you elaborate on how data analytics specifically enhances supply chain efficiency?

    Absolutely. Data analytics acts as the backbone of modern supply chains. Advanced analytics platforms aggregate data from diverse sources—ERP systems, supplier databases, social media trends—to identify bottlenecks and predict disruptions. For instance, during the Suez Canal blockage in 2021, companies leveraging predictive analytics swiftly rerouted shipments using alternative routes, mitigating financial losses. Analytics also improves supplier performance by evaluating metrics like delivery times and defect rates, enabling companies to partner with the most reliable vendors. Furthermore, prescriptive analytics recommends actionable steps, such as adjusting production schedules during raw material shortages. This data-driven approach ensures that supply chains are not just reactive but proactive, aligning seamlessly with manufacturing demands.

    Speaking of disruptions, the pandemic exposed vulnerabilities in global supply chains. What lessons have we learned, and how can companies build resilience moving forward?

    The pandemic underscored the importance of diversification and redundancy. Many companies reliant on single suppliers or regions faced severe disruptions. Post-pandemic, resilient supply chains prioritize multi-sourcing strategies and regional hubs. For example, automotive manufacturers are now dual-sourcing semiconductors from both Taiwan and the U.S. to avoid future shortages. Another lesson is the need for digital twin technology, which creates virtual replicas of supply chains to simulate disruptions and test contingency plans. Additionally, fostering strong relationships with suppliers through collaborative platforms ensures transparency and rapid communication during crises. Resilience isn’t just about surviving shocks—it’s about adapting swiftly to maintain uninterrupted manufacturing flows.

    Resilience starts with diversification and flexibility. Companies need to move away from single-sourcing strategies and develop multi-tier supplier networks across different regions. Diversification ensures that disruptions in one region don’t completely halt production. Scenario-based planning is equally important. Using predictive analytics and digital twins—virtual models of physical supply chains—businesses can simulate potential disruptions and design contingency plans.

    Partnerships also play a critical role in resilience. Manufacturers should cultivate strong relationships with suppliers and logistics providers, based on trust and collaboration. Joint risk assessments, shared data access, and aligned recovery plans can help all stakeholders respond quickly when issues arise.

    Lastly, sustainability must be embedded into resilience strategies. Circular supply chains, which prioritize resource recovery and reuse, reduce dependency on raw materials and offer an additional layer of protection against supply shortages.

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    You mentioned sustainability. How can supply chains support manufacturers in meeting their environmental, social, and governance (ESG) goals?

    Supply chains are central to achieving ESG goals. Sustainable sourcing practices ensure that materials are ethically and responsibly obtained, reducing the environmental footprint and promoting fair labor practices. Manufacturers can track suppliers’ adherence to environmental standards using technologies like blockchain and automated auditing tools. Moreover, optimizing transportation routes and adopting electric or hybrid delivery vehicles can significantly cut carbon emissions.

    Waste reduction is another key area. Lean manufacturing principles and circular supply chains help minimize waste by recycling materials, extending product lifecycles, and reducing landfill contributions. By fostering collaboration between manufacturers and their supply chain partners, organizations can collectively advance ESG initiatives while maintaining profitability.

    This balance is achievable through circular supply chain models and ethical sourcing. Take Patagonia’s approach: they use recycled materials and partner with Fair Trade-certified factories, proving that sustainability doesn’t compromise efficiency. Blockchain also plays a role here by tracing raw materials from origin to end-user, ensuring ethical practices. For instance, Unilever uses blockchain to verify sustainable palm oil sourcing. Renewable energy adoption in logistics—such as Maersk’s carbon-neutral vessels—reduces emissions while cutting long-term fuel costs. Companies must view sustainability not as a cost center but as an innovation driver that enhances brand loyalty and operational efficiency.

    Financing supply chain improvements can be costly. How can companies justify these investments, especially when profit margins are under pressure?

    It’s true that supply chain investments require upfront capital, but they generate long-term value. Cost savings from optimized operations, reduced waste, and energy-efficient practices often outweigh initial expenses. Companies can leverage cost-benefit analysis tools to demonstrate ROI by quantifying savings from streamlined logistics, shorter lead times, and improved supplier reliability.

    Blended financing models, similar to those used in clean energy projects, can help businesses overcome initial cost barriers. By combining public funds, private capital, and incentives for sustainability initiatives, companies can finance large-scale supply chain transformations. Additionally, partnerships with tech providers offering flexible payment structures or usage-based models can ease financial burdens.

    With advancements in AI, blockchain, and other emerging technologies, what do you see as the future of global supply chains?

    The future is about smart, self-optimizing supply chains. AI and machine learning will play a central role in predicting demand, optimizing inventory, and automating routine tasks. Blockchain will enhance end-to-end visibility, creating transparent and trusted ecosystems. Meanwhile, decentralized networks powered by IoT sensors will enable real-time monitoring, from tracking raw materials in remote locations to monitoring product conditions during transit.

    Another trend to watch is the integration of sustainability into digital platforms. AI-driven systems will assess the carbon impact of supply chain activities and suggest optimizations to meet sustainability targets. Circular supply chains will also become more prevalent, especially as manufacturers face stricter environmental regulations.

    In addition, we’ll see greater emphasis on regionalisation and nearshoring. Manufacturers are increasingly shifting production closer to end consumers to reduce dependency on long-distance shipping and minimize risks associated with geopolitical tensions.

    Quantum computing and autonomous systems are game-changers. Quantum computing can solve complex optimization problems—like routing thousands of shipments globally—in seconds, a task that takes classical computers days. Autonomous drones and vehicles, already piloted by Amazon and DHL, will revolutionize last-mile delivery in congested urban areas. Additionally, digital product passports—a concept gaining traction in the EU—embed product data (e.g., carbon footprint, repair guides) into QR codes, empowering consumers and streamlining reverse logistics. These technologies will push supply chains toward hyper-efficiency and sustainability.

    What advice would you give manufacturers looking to strengthen their supply chains?

    Start by digitizing core processes and investing in workforce upskilling. Tools like AI and machine learning only deliver results when teams are equipped to interpret their outputs effectively. Without proper training, even the best technology can fall short. Next, adopt a “test-and-learn” mindset—pilot emerging technologies like blockchain through small-scale projects before rolling them out across the organization. This approach helps mitigate risks and refine implementations based on real-world feedback. Collaboration is equally crucial. Partner with peers, competitors, and industry consortia to share best practices, much like the Pharma Supply Chain Initiative, which has transformed how pharmaceutical companies address supply chain challenges collectively.

    Sustainability should be embedded into every decision. Whether you’re choosing suppliers or designing packaging, ask yourself: Does this choice advance both efficiency and responsibility? Sustainable supply chains are not only environmentally sound but also more resilient and cost-effective in the long run.

    Additionally, adopt a proactive approach to risk management. Regularly assess vulnerabilities, conduct simulations to test potential disruptions, and develop robust contingency plans. Embracing innovation is essential, but it must be done thoughtfully. Technology investments should align with your strategic goals and target specific pain points rather than serve as general solutions.

    Finally, prioritize collaboration. The most resilient and efficient supply chains thrive on strong partnerships, where stakeholders share information, resources, and risk mitigation strategies to achieve mutual objectives. A well-designed supply chain isn’t just a cost center—it’s a strategic asset capable of driving innovation, profitability, and long-term sustainability.

    Abdulmalik, thank you for sharing these valuable insights. It’s clear that supply chains will continue to shape the future of global manufacturing.

    Thank you for the opportunity. It’s been a pleasure discussing this critical topic. I look forward to seeing how businesses leverage supply chain innovations to thrive in a rapidly evolving world.

  • Senate, House ‘ready to pass Budget 2024 before Dec 31’

    Senate, House ‘ready to pass Budget 2024 before Dec 31’

    • Fed lawmakers invite ministers, heads of agencies, security chiefs, others

    The National Assembly has laid out plans to meet the December 31 target for the passage and signing of the 2024 Appropriation Bill in line with President Bola Ahmed Tinubu’s request.

    President Tinubu, while presenting the bill and laying the budget on Wednesday, urged the lawmakers to give it speedy passage to ensure the continuation of the January to December financial cycle.

    Ministers, heads of departments and agencies, security chiefs and chief executive officers of institutions to which funding is appropriated have been summoned by the lawmakers for a parley tomorrow on how to achieve the target.

    The meeting will set the template for the process to pass the N27.6 trillion Budget of Renewed Hope.

    Chairman of the Senate Appropriation, Solomon Olamilekan Adeola, told The Nation last night that a no-nonsense approach will be adopted.

    He warned that heads of ministries, departments and agencies (MDAs) who fail to defend their votes would run on zero allocation next year.

    The Senate committee chairman said the plan for speedy passage of the budget will be threatened should the executive introduce a fresh request.

    Senator Adeola said: “We are sitting as a joint committee (Senate and House of Representatives) and what this means is that only one report will come from the Appropriation Committee.

    “Unlike in the past when we had to sit together for harmonisation and concurrence, what we will have from the joint committees is the harmonised report. This will save considerable time.

    “What we don’t expect from the Executive is the introduction of a new item that had not been accommodated in the budget that is already with us for consideration.

    “The strategies we have adopted will make the deadline achievable.

    “President Tinubu himself is aware of the exigency of time and he has warned his ministers and heads of MDAs to cooperate with us.

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    “We believe that nobody from the executive arm of government will flout the directive on this.

    “If any agency fails to defend its vote, nothing will be appropriated for such agency for next year.

    “We need maximum cooperation from the heads of the MDAs to achieve the set target.

    “Any minister who fails to honour our invitation will operate on zero allocation next year.

    “So, we are putting a lot of sacrifice into the task to deliver the budget on schedule. This is the only way to sustain the January – December budget cycle.”

    Expected at tomorrow’s one-day retreat are members of the Senate standing committees and their House of Representatives counterparts.

    A source said: “They are going to have something like a retreat on Tuesday, to be attended by all Senate and House of Representatives committee chairmen and all heads of MDAs.

    “The planned retreat by the Senate Committee on Appropriations will enable an interaction on the quick passage of the budget before the National Assembly goes on recess for the Yuletide.”

    According to the notice of invitation signed by Adeola, Dr. Ayo Teriba has been invited to speak as a guest lecturer.

    The economist is to speak on how to get improved outcomes from the 2024 budget, it was learnt.

    On the invitation list are chief executives and heads of MDAs; Service chiefs (Army, Navy and Air Force); Inspector-General of Police (IGP); Commandant-General of the Nigeria Security and Civil Defence Corps (NSCDC); and Comptrollers-General of the Nigeria Customs Service (NCS) and Nigeria Immigration Service (NIS).

    Others are royal fathers, heads of Non-Governmental Organisations (NGOs) and Community Development Associations (CDAs).

  • Banks screen manufacturers for N75b palliatives loan

    Banks screen manufacturers for N75b palliatives loan

    • MSMEs, nano firms get conditions to access N200b facilities

    All is set for the disbursement of the N275 billion palliatives support funds announced in July by President Bola Ahmed Tinubu, to mitigate the pains arising from the removal of petrol subsidy.

    Minister for Industry, Trade and Investment, Dr Doris Uzoka-Anite, yesterday said that two programmes under the multi-layered intervention programme- the presidential conditional grant and the presidential palliative loan-are set to kick-off.

    Banks are expected to screen manufacturers and micro, small and medium enterprises (MSMEs) and nano companies seeking facilities under the initiatives as drawdown of the facilities is predicated on applicants meeting risk assessment criteria of their respective banks.

    The government proposed N75 billion single-digit interest loans for 75 major manufacturers at an average rate of N1 billion per company at 9.0 per cent interest rate.

    Also, N125 billion was set aside for MSMEs. This includes N50 billion conditional grants to 1.0 million nano businesses across thee 774 local government areas. A total of 1,300 nano businesses will receive N50,000 each in across  the 774 local government areas.

    Besides, N75 billion will be allocated to 100,000 MSMEs with each company able to access between N500,000 and N1 million at the single interest rate of 9.0 per cent

    Each manufacturer can access up to N1 billion, depending on the capacity of the business.

    For the manufacturers, passing the banks’ risk assessment on their accounts, to confirm willingness and ability to repay the loans, turnover to determine business capacity and amount to be accessed and other conditions precedent to drawdown will be crucial in getting the loan.

    In a statement, Uzoka-Anite said: “In the Presidential Conditional Grant Programme, the Federal Government will disburse a grant sum of N50,000.00 to nano businesses across the 774 local government areas in the country.

    “The Federal Government through the Federal Ministry of Industry, Trade and Investment and Small and Medium Enterprises Development Agency of Nigeria, (SMEDAN) will collaborate with State and Local Governments, Federal Legislators, Federal Ministers, Banks and other Stakeholders.

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    “The eligible nano business beneficiaries should be willing to provide proof of residential/business address in their local government area, and provide relevant personal and bank account information, including Bank Verification Number, BVN, for verification of identity”.

    Also, for the Presidential Palliative Loan Programme, the minister added: “The Federal Government will likewise disburse N75 billion to Micro, Small and Medium-sized Enterprises, MSMEs, across various sectors and N75 billion specifically to Manufacturers.

    “The loan shall be administered to the beneficiaries at a single-digit interest rate of 9 percent per annum.

    “While MSMEs can access loan facilities up to N1 million with a repayment period of three years, manufacturers can access up to N1 billion to access financing for working capital with a repayment period of 1 year for working capital or five years for the purchase of machinery and equipment.

    “MSMEs and manufacturers can apply for the loans by submitting their application on the portal provided for the programme.

    “The facility would be accessed through their banks, and applicants would be required to meet the risk assessment criteria of their respective banks.

    “As part of its commitment to promote economic development, entrepreneurship and financial empowerment, the Federal Government believes these initiatives will encourage entrepreneurship and job creation”.

    Uzoka-Anite added that eligible beneficiaries can get more information and apply at the website dedicated to the programme.

    For the MSMEs, ministry sources said SMEDAN is also central to the loan approval because the beneficiaries within the segment fall within the group, and its recommendation is critical for the approval and security of the loans.

    These stakeholders, who are closer to the beneficiaries, are expected to shortlist applicants to strengthen their application, approval and eventual disbursement of the funds to beneficiaries.

    The funds already released by the Federal Government will be disbursed through the banks once the shortlisted applicants lists are released to the ministry and payment instruction given to the paying banks.

  • FIRS waives penalties, interests on outstanding tax liabilities

    FIRS waives penalties, interests on outstanding tax liabilities

    There is good news for taxpayers and businesses.

    The Federal Inland Revenue Service (FIRS) has announced a complete waiver on accumulated penalties and interests for overdue tax liabilities.

    Its chairman, Zach Adedeji, in a statement by Special Adviser on Media, Dare Adekanmbi, said it was in recognition of the challenging times.

    The FIRS typically imposes penalties and interests on companies that fail to meet their tax obligations.

    Adedeji emphasised that the waiver on accrued penalties and interests acknowledges the difficulties faced by many taxpayers in settling their outstanding tax dues.

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    He linked this concession to President Bola Tinubu’s commitment to nurturing thriving businesses.

    He said companies intending to benefit from this relief must fully settle their outstanding original tax liabilities without incurring any interest by December 31.

    “It’s important for taxpayers to understand that the waiver of interest is contingent upon the complete payment of outstanding principal amounts on or before December 31, 2023,” Adedeji emphasised.

    He also cautioned that if the outstanding and uncontested liabilities remain fully or partially unpaid after this unique concession window closes, the full penalty and interest will be reinstated.

    Expressing gratitude to diligent taxpayers who have consistently met their tax obligations punctually, Adedeji called for ongoing support and cooperation in fortifying a more adaptable and resilient tax system.

  • U.S. investors excited about Tinubu’s economic agenda, says envoy

    U.S. investors excited about Tinubu’s economic agenda, says envoy

    The United States (U.S.A) has applauded President Bola Tinubu’s administration for taking bold steps at bolstering the economy and ensure sustainable growth and development.

    The Chargé d’Affaires at the U.S. Embassy in Abuja, Mr. David Greene, acknowledged the Federal Government’s efforts in an interview with the News Agency of Nigeria (NAN).

    He said U.S investors were delighted by the economic agenda of the current administration, recalling President Tinubu’s visit to New York during the last United Nations General Assembly (UNGA) which attracted officials of the Commerce of Cooperation of the U.S. Trade and Investment.

    The envoy said although the Federal Government was putting measures in place to stabilise the economy, more should be done to create an environment that would attract investors to the country.

    He said there had been great enthusiasm from American investors towards Nigeria, stressing that such interest was a testimony to the commitment that the President Bola Tinubu administration had made towards strengthening the economy.

    “We support the fact that the Tinubu administration is trying to create the fundamentals that will allow foreign direct investment, attract investors, and drive economic growth.

    “We are also doing our part as the U.S. government to observe and understand the challenges, see how we could help, and presumably, talk up Nigeria a little bit in the global market and international markets.

    “When Tinubu was in New York at the United Nations General Assembly (UNGA), where he rang the closing bell at the world’s second largest stock exchange, the National Association of Securities Dealers Automatic Quotation System (NASDAQ), his visit attracted officials of the Commerce of Cooperation of the U.S. Trade and Investment.

    “They demonstrated a high level of interest in Nigeria. Sponsored by Prosper Africa Programme, a major institution of investors in the U.S. set to manage billions of dollars of Pension Funds, they were there because everybody knows Nigeria is a place of great potential.

    “So, I think that potential is visible; I think people are excited. There is a high level of interest.”

    Greene assured Nigeria of the U.S. government’s commitment to doing all it could to draw investors to the West African country to see the opportunities available and, possibly, rely on partner businesses.

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    The envoy emphasised the need for the Federal Government to create an environment conducive for businesses to thrive, noting that as the largest economy in Africa with 60 per cent of its population under the age of 25, such an environment could contribute dramatically to transforming its economy.

    The envoy also gave an assurance of United States’ commitment to deepening ties with Nigeria to help the country realise its economic diversification goals.

    “One of the things to note is that the President Bola Tinubu administration must create an enabling environment to address the challenges that are facing Nigeria.

    “This is crucial so that business operators and investors will feel more able to take advantage of the opportunities that Nigeria presents.

    “When you are talking about creating opportunities and helping in supporting Nigeria, last fiscal year the U.S. provided $1.2 billion to assist Nigeria across all areas.

    “This includes humanitarian assistance, an enormous health programme, work to strengthen the availability of power and electricity to Nigerian citizens, transition to green energy, and up to climate issues, and improving the education system.

    “The U.S. government is investing a lot in Nigeria because of the importance of these issues and to help Nigeria over the challenges,” he added.

  • 10 INEC directors retire from service

    10 INEC directors retire from service

    Ten directors heading different departments at the Independent National Electoral Commission (INEC) have officially retired from service.

    This came after they attained the mandatory 60 years of age or 35 years of service.

    The retirees are: Mrs. Blessing Obidiegwu (Gender and Inclusivity); Anthony Abarowei (Finance and Accounts); Micah Lakumna (Administration); Alhaji Idris Aminu (Election and Party Monitoring); Olayiwola Oyeniyi (Finance and Accounts); and Chima Duruaku (Planning and Monitoring).

    Others are: Mr. Leonard Lortsor (Estate, Works and Transport); Ayodele Aluko (Voter Education and Publicity); Samson Lebari (Security); and Mrs. Oluwatoyin Babalola (Legal Services and Drafting).

    Speaking at the send forth for the directors yesterday in Abuja, INEC National Commissioner, Prof. Mohammed Adams, congratulated the retirement for serving the commission well.

    “As you retire, you shouldn’t at any time worry yourself about the past but the future.

    “Don’t think this is the end of the road. This is actually the beginning of another journey of your lives because you are all professionals in your respective fields,” Adams said.

    The INEC national commissioner urged the retirees to engage in meaningful activities that would yield good income for them.

    He also advised people in active service not to be scared of retirement but to create a niche for themselves in whatever capacity they found themselves.

    “We should be happy with whatever position you find yourself; be grateful to God and create a niche for yourself,” he said.

    The INEC Secretary, Mrs. Rose Oriaran-Anthony, hailed the retired directors for their hard work and dedication to service.

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    Oriaran-Anthony, who was represented by the Director of INEC Secretariat, Mrs. Maryam Musa, congratulated them and whished them well in their future endeavours.

    The INEC Director of Training, Dr. Binta Kasim, encouraged the retirees to engage in whatever they derived pleasure from.

    “We have a lot of people who have who still made a lot of achievements after retirement including the owner KFC, some others wrote books that fetched them good money,” Kasim said.

    Speaking on behalf of the retirees, Mrs. Blessing Obidiegwu said they represented the last batch of INEC pioneer staff.

    The retired director expressed appreciation to the commission for the opportunity given to her and the others to serve the nation.

    She advised those in active service to continue to render their best for the commission, saying the gender policy of the commission should be sustained.

    “I am very happy that the gender struggle I started is moving on. With the number of women I am seeing here as directors the commission is doing well,” Mrs. Obidewu said.

    Another retiree, Mr. Chima Duruaku, praised INEC for the opportunity given to them to make modest contribution to its development and the electoral process.

    He also appreciated the recognition from the commission.

  • Why MohBad’s neck was broken in coffin – Cousin Darosha

    Why MohBad’s neck was broken in coffin – Cousin Darosha

    Darosha Losobeh, cousin and Personal Assistant to the late singer Ilerioluwa Aloba, also known as MohBad, has explained why the deceased had a broken neck in the coffin.

    In a viral video, it was alleged that Losobeh broke Mohbad’s neck to make him fit into the casket he was buried in.

    Mohbad died under mysterious circumstances on September 12, 2023.

    Reacting to claims of breaking Mohbad’s neck, Darosha urged those behind the allegation to desist.

    Posting on his Instagram, he lamented that the allegation was affecting his mental health.

    He wrote: “I’m so down to the extent that I had to write this to clear this whole story about me going online that I bent my love’s neck; this is the craziest and saddest thing that ever happened to me in my whole life. That I broke my brother’s neck, seriously, this hurt me so much.

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    “What happened about the neck was that when we got to Ikorodu, we were told there was no space to keep his body at the mortuary and we didn’t want him buried that night. So, a worker there advised the family to pay for an ambulance and a coffin where we can keep him until morning, and the same ambulance would drive him down to the place of burial.

    “The whole family agreed to the idea because the ambulance that took us to Ikorodu was complaining that they had to leave the same night back to the island. It was only his mum that was not present there that midnight.”

    Stressing that he paid for the arrangement of the coffin and ambulance, Darosha said he never knew that the coffin was too small to contain Mohbad’s body.

  • Interim management committees resume in 18 Ondo councils

    Interim management committees resume in 18 Ondo councils

    The interim management committees appointed for the 18 local governments and 33 Local Council Development Areas (LCDAs) by Governor Oluwarotimi Akeredolu have resumed, despite a court order barring the governor from swearing them in.

    An Akure High Court presided over by Justice Yemi Fasanmi had granted an interim injunction filed by the opposition Peoples Democratic Party (PDP), which sought to restrain the defendants from inaugurating the committee.

    Defendants were Governor Akeredolu, Speaker of the House of Assembly and Attorney General and Commissioner for Justice.

    The PDP had asked the court to restrain the defendants from inaugurating any person or persons not democratically elected as member(s) of caretaker committees to administer the affairs of the councils and LCDAs pending the determination of the interlocutory injunction.

    However, before the PDP secured the injunction, the appointed interim management committees for the councils and LCDAs had been cleared by the assembly.

    It was gathered that the caretaker chairmen were asked to resume, based on the screening and oath administered during the assembly screening.

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    Government sources said the PDP injunction had become an academic exercise, as it could not stop an action already taken.

    Another source said the court injunction was sponsored by some APC chieftains, who wanted to cause crisis ahead of the party primary for next year’s governorship election.

    The source said the plan by the APC chieftains was to stop Akeredolu from installing his preferred successor.

    Speaking at a news briefing, Caretaker Chairman for Irekari LCDA, Steve Otaloro, said he was committed to running an open government that encouraged participation of communities.

    He said he would resume today, adding that he had already taken oath of office during the screening by lawmakers.

    “I am going to involve the people. By involving people, the LCDA can achieve greater progress and ensure that the dividends of democracy reach every citizen.”