The Nation Newspaper

Author: The Nation

  • AFCON to hold every four years from 2028

    AFCON to hold every four years from 2028

    The Africa Cup of Nations (AFCON) will be held every four years from 2028, Confederation of African Football president Patrice Motsepe has announced.

    The tournament has taken place every two years since 1968, with a one-year gap between the 2012 and 2013 editions.

    But it will switch to a four-year cycle after the 2027 Afcon in East Africa and a 2028 edition.

    Motsepe has instead announced the creation of an African Nations League which will take place annually from 2029.

    “We have the most exciting new structure for African football,” Motsepe said.

    “I do what is in the interests of Africa. The global calendar has to be significantly more synchronised and harmonised.”

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    Meanwhile, Caf has increased the prize money for the winners of Afcon from $7m (£5.2m) to $10m (£7.5m).

    The surprise announcement about the future of Afcon was made by Motsepe after a meeting of Caf’s executive committee in Morocco before the start of the 2025 finals in Rabat on Sunday.

    The biennial hosting of Afcon has long caused issues with the football calendar, with the vast majority of recent tournaments held midway through the European club season.

    However, Caf remained committed to scheduling the tournament every two years – not least as it needs the revenue raised from the finals to reinvest in the game on the continent.

  • Safeguarding food security across Africa through improved logistics

    Safeguarding food security across Africa through improved logistics

    Africa food supply chain is edging toward a dangerous tipping point, as infrastructure struggles to keep pace with rising demand. Congested ports, insufficient deep-water capacity and outdated cargo-handling systems routinely trap food shipments offshore for days, sometimes weeks, leaving importers helpless, as perishable goods deteriorate before they touch land. Most food entering the continent travel through road networks riddled with potholes, security checkpoints, and long stretches of unsafe terrain, DANIEL ESSIET reports.

    Across Africa, a severe imbalance in logistics response is crushing farmers’ incomes and limiting consumers’ access to affordable food. From Mali to Ghana, Uganda to Kenya, the picture that emerges is one of a continental crisis rooted in inefficient transport and weak supply chains. Reports by the International Trade Centre (ITC), the World Bank and the African Union (AU), alongside media investigations, documented farmers confronting daily challenges that leave millions of tonnes of food unsold across major markets. In several cases, the reports revealed logistics and transportation systems unprepared for rising agricultural output.

    Nowhere is this more evident than in Nigeria, where post-harvest spoilage caused by poor logistics can claim up to 40 per cent of annual food production, resulting in billions of naira in losses. The scale of the problem underscores how logistical failures are no longer isolated operational issues but structural threats to food security and economic stability.

    According to the Chairman, Board of Trustees, Cocoa Association of Nigeria (CAN), Dr. Victor Iyama, the consequences of these failures extend far beyond the farm gate. He explained that transportation bottlenecks, delays and spoilage significantly increase the cost of moving agricultural goods. These added costs, he noted, are inevitably passed on to consumers, making food products more expensive at retail level. Studies further showed that small-scale farmers often lose between 40 and 50 per cent of potential revenue because they lack predictable and affordable logistics that would enable direct access to markets.

    This challenge is not unique to Nigeria. Across the continent, logistics costs remain disproportionately high.

    Log Update Africa recently quoted the Chief Executive Officer, Shippers Council of Eastern Africa (SCEA), Agayo Ogambi, as saying that transport costs in Africa ranged from $5 to $8 per kilometre per TEU, compared to just $1 to $2 per kilometre in Asia.

    He attributed these high costs to poor road conditions, extended transit times, congestion, multiple checkpoints and the absence of dedicated lanes for perishable cargo at weighbridges.

    Despite being a key supplier of fresh produce and vegetables to both local and global markets, Nigeria’s competitiveness is increasingly threatened by these constraints. Farmers and traders now brace for continued logistics uncertainty, rising costs, tariff inconsistencies and anxious consumers.

    Data from a U.S. International Trade Administration report, supported by the Organisation for Technology Advancement of Cold Chain in West Africa (OTACCWA), illustrated the gravity of the situation. The report estimates that Nigeria loses over 40 per cent of its food production to spoilage annually, valued at about ₦3.5 trillion. Stakeholders warn that deficiencies in logistics and transportation systems are causing significant physical and quality losses, particularly for perishable fruits, vegetables and agro-exports.

    The National Secretary, National Tomato Growers, Processors and Marketers Association of Nigeria (NATPAN), Sani Danladi, described the impact as devastating. He said the poor state of roads and the declining quality of logistics services linking tomato farms in the North to consumers in the South have resulted in massive financial losses and discouraged investment in the sector.

    Danladi explained that traditional transport methods worsened the problem. “Previously, when we loaded tomatoes in baskets stacked on one another, we recorded losses of between 70 and 80 per cent in some cases. The introduction of non-collapsible plastic crates has helped reduce spoilage, but it has also introduced new challenges. While the crates protect tomatoes better, the costs associated with renting and returning them have become a major burden,” he said.

    He noted that each crate holds between 20 and 22 kilogrammes of tomatoes and is the safest way to transport produce from northern farms to southern markets. “Using the crates ensures the tomatoes arrive looking as fresh as when they were harvested,” he said. However, the high purchase cost—ranging from ₦7,000 to ₦7,500 per crate—combined with a monopolised distribution system controlled by an association using colour-coding, has discouraged widespread adoption.

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    According to him, the registration process and risk of theft further deter potential investors.

    Yet the most significant challenge, Danladi stressed, lies in the return journey. Because the crates are not collapsible, they must be transported back empty. “You may pay ₦2.5 million to carry tomatoes, but even when the truck is empty, returning the crates can cost ₦1.5 million,” he said. To reduce costs, transporters often rely on trucks carrying heavy, low-volume goods such as iron rods from Lagos to Kano to bring back empty crates. This dependency can delay returns for weeks, limiting the number of trips possible in a season and reducing profitability.

    These concerns were echoed by the Executive Director, the Infrastructure Network for Africa Food Systems (INAFS), Muhammad Yakubu Bubayaro, who also heads Bunkasa Agritech Limited. He described the journey from northern farms to southern markets as fraught with obstacles, largely due to Nigeria’s deteriorating road network. “In some places, roads are so bad that drivers have to offload part of the tomatoes to lighten the truck before pushing it through muddy paths,” Bubayaro said. After crossing such sections, the produce is reloaded, increasing handling and the risk of damage.

    Beyond road conditions, he noted that actors across the value chain face intense pressure to ensure tomatoes and other fresh produce arrive in good condition. Packaging methods have evolved over time, with traders in markets such as Mile 12 in Lagos abandoning raffia baskets in favour of plastic crates to meet the demands of quality-conscious buyers.

    The economic impact of poor packaging, he explained, is severe. “If a truck carrying tomatoes in raffia baskets travels from the North to Lagos, more than half of the load may be lost before reaching the market. In some cases, growers lose up to 90 per cent,” he said. While plastic crates significantly reduce losses, the rental model is undermined by costly empty returns, which erode already thin profit margins.

    Access to crates also remains uneven. Bubayaro noted that large associations often dominate supply, making it difficult for smallholder farmers to participate. To address this, Bunkasa Agritech has adopted a cluster-based model that provides farmers with crates, price information, market linkages and logistics support, enabling better decision-making and reducing waste.

    The logistics challenge, however, extends beyond vegetables. Bubayaro confirmed that grains and other produce also suffer from inadequate transport solutions. The lack of specialised agricultural logistics companies, he said, leads to unreliable services, with drivers sometimes failing to show up for produce ready for harvest, resulting in further losses.

    Despite increased food production over the past three decades, the World Bank warns that weaknesses along Africa’s food supply chains continue to drive high costs. Its report, ‘Transport for Food Security in Sub-Saharan Africa: Strengthening Supply Chains’ found that 37 per cent of locally produced food is lost in transit due to slow processing, poor infrastructure and non-tariff barriers.

    The report argued that prioritising investments in 50 key transport hubs—covering ports, border crossings and road segments—could significantly reduce food waste and benefit the 58 per cent of Africans currently facing food insecurity. Senior Managing Director of the World Bank, Axel van Trotsenburg, said food insecurity on the continent is not only about production but about fixing broken systems that prevent food from reaching those who need it most.

    The view was reinforced by the report’s lead author, Charles Kunaka, who noted that African food supply chains are four times longer than those in Europe, leading to delays, higher prices and wasted resources. He stressed that coordinated investments in transport infrastructure are essential to building a resilient food system. Cold chain deficiencies further compound the crisis.

    Speaking at a Cold Chain Roundtable in Lagos, OTACCWA President, Mr Alexander Isong, said Nigeria requires at least 25,000 refrigerated trucks to achieve minimal efficiency but currently has fewer than 1,000 to service over 11 million metric tonnes of perishable goods annually. He described the situation as both a logistical and humanitarian crisis, noting that Nigeria loses more than 20 million metric tonnes of food each year to spoilage. Isong added that the country’s cold storage capacity is “next to zero,” estimating a need for at least 100 large cold rooms with 500-tonne capacity to begin reversing post-harvest losses. These shortcomings are reflected in Nigeria’s ranking of 88th on the World Bank’s Logistics Performance Index. High operational costs driven by poor roads, unreliable electricity and outdated port and customs systems continue to undermine efficiency.

    The Lagos Chamber of Commerce and Industry (LCCI) estimated that inefficiencies in Nigeria’s logistics system cost the country about $8 billion annually, including $5.8 billion in corporate earnings lost by companies dependent on major ports such as Apapa, where logistics costs continue to rise steadily. These losses underscore Nigeria’s growing disadvantage in a global shipping landscape where efficiency increasingly defines competitiveness.

    Across the continent, only four African container ports made Lloyd’s List Top 100 Container Ports Ranking for 2025. They include Morocco’s Tanger Med, Africa’s strongest performer, which ranked 17th globally after handling more than 10.2 million TEUs in 2024—an 18.9 per cent surge that reinforces its status as a major transshipment gateway. Egypt’s Port Said and Alexandria followed with 3.9 million TEUs and 2.2 million TEUs respectively, alongside Togo’s Lomé Port. Collectively, these ports have driven intra-regional food exports and served as the lifeblood of agricultural commerce, shaping the competitiveness of industries and entire national economies.

    Analysts noted that Nigeria’s struggle with malnutrition and soaring food inflation is not driven by scarcity, but by systemic failures in moving produce from farms to markets. The country loses an estimated 40 per cent of its fruits and vegetables to spoilage due to inadequate refrigerated trucking, poor road networks, harsh weather conditions and corruption. Such post-harvest losses, common across much of the developing world, translate into lower incomes for farmers and higher prices for consumers.

    According to the African Centre for Supply Chain (ACSC), logistics challenges, policy inconsistency and rising production costs have severely undermined Nigeria’s export sector. While the outlook for exports shows signs of gradual improvement, the think tank maintains that the condition and performance of Nigeria’s air and seaports have failed to support exporters in strengthening their global competitiveness. These structural weaknesses continue to weigh heavily on the country’s trade ambitions.

    At various fora, the ACSC has also highlighted how road congestion, pollution and rising costs are worsened by the under-utilisation of alternative transport modes such as rail, inland waterways and air freight. Although Nigeria was once a major player in freight transport, stakeholders argue that decades of infrastructure decay have limited its capacity to meet modern logistics demands. Inland waterways, in particular, remain largely untapped for food transportation despite government efforts to revive the sector.

    Speaking on these challenges, ACSC Director-General, Dr Obiora Madu, said the transport and logistics sector is a critical pillar of Nigeria’s agricultural economic infrastructure.

    According to him, weaknesses in the supply chain have exposed overlooked vulnerabilities, underscoring the need for a functional system capable of withstanding shocks, adapting quickly and keeping food moving in times of uncertainty.

    One of the most pressing gaps, Madu noted, was the scarcity of cold-chain facilities.

    He stressed the need for targeted interventions to strengthen refrigerated storage and transport networks, adding that Nigeria’s warehousing and cold-storage sectors remain in their infancy. Significant infrastructure gaps from farms to ports, he said, have contributed to massive food losses nationwide.

    To compete more effectively in the global economy, analysts and industry leaders are calling for a national multimodal transport strategy that comprehensively reviews air, land and water transport systems. They argued that increased funding is also required for technology adoption to reduce dock wait times, improve efficiency, strengthen resilience and enhance security across logistics corridors.

    These concerns are echoed by the Nigerian Export Promotion Council (NEPC), which has repeatedly warned about bottlenecks slowing the movement of goods through Nigerian ports. The council notes that cargo spends an average of 20 to 30 days before exiting terminals, compared with four to seven days at neighbouring ports—an imbalance that highlights Nigeria’s competitive disadvantage in regional trade.

    Beyond prolonged dwell times, the NEPC has identified excessive documentation requirements, overlapping inspections by multiple agencies and frequent system downtimes as persistent obstacles choking export flows. Together, these inefficiencies cost the country more than $10 billion every year, weakening the prospects of Nigerian products in global markets.

    In its assessments, the Produce Export Development Alliance (PEDA) has similarly observed that Nigeria’s logistics infrastructure is struggling to keep pace with growing demand. The organisation notes that the horticulture sector, valued at ₦191 billion, is experiencing a decline in international market share due largely to rising production costs and logistics challenges.

    PEDA Chief Executive Officer, Adetiloye Aiyeola, said the fresh vegetables export market offers significant foreign exchange opportunities for Nigerians but has become increasingly competitive and quality-driven. “A lot of Nigerians have been involved in it,” he said. “The motivation is the fact that they can earn foreign exchange. Exportation also helps us as a country to improve domestic standards. The more we embrace export standards, the more our domestic standards improve. The promise of access to a premium market is also a major attraction.”

    Despite this promise, Aiyeola believes Nigeria’s perishable exports continue to face formidable logistics hurdles, ranging from high costs and air-freight shortages to persistent cold-chain gaps. Until these structural challenges are addressed, stakeholders warned that Nigeria risks leaving vast agricultural value untapped, even as regional competitors strengthen their foothold in global food markets.

    Moving forward, making progress

    With Lagos’ agriculture industry continuing to expand, the Commissioner for Agriculture and Food Systems, Ms. Ruth Abisola Olusanya, noted that the sector urgently requires a more robust supply chain infrastructure, even as shifting trends and persistent challenges demand attention. According to her, the ability of the food system to meet growing demand now depends largely on how efficiently produce can move from farms and processing centres to markets and consumers.

    She explained that delays, high haulage costs and chronic congestion contribute significantly to food losses and higher prices across the state. In response, Lagos is undergoing a major overhaul of its logistics landscape, with modern logistics hubs emerging across the state to support expanding food cultivation, trade and consumption, while also easing pressure on existing transport networks.

    Building on this, the commissioner observed that a rapidly rising population, expanding food processing and manufacturing capacity, and an increasingly attractive business climate have converged to position Lagos as one of the country’s most dynamic logistics growth markets. These factors, she said, are reshaping how food is produced, moved and consumed, creating fresh opportunities for investment while underscoring the need for smarter coordination across the entire value chain.

    Against this backdrop, Ms. Olusanya said the state government is exploring a wide range of solutions to strengthen food logistics, improve traceability and promote sustainability within the sector. She emphasised that addressing logistics challenges cannot be left to government alone, noting that growers, producers, logistics companies, retailers and consumers all have critical roles to play in building a resilient and efficient food supply chain for Lagos.

    Progress in this direction, she added, is already visible. Construction of Phase One of the Lagos Central Food Security Systems and Logistics Hub at Ketu-Ereyun in Epe is nearing completion. When operational, the facility will serve as a key distribution and processing centre for major agricultural commodities moving into and out of Lagos.

    At the same time, the government is fast-tracking work on two additional mid-level agro-produce hubs expected to be completed before the end of the year—one at Abijo in Ibeju-Lekki and another at the Dairy Farm in Pen Cinema, Agege. These facilities, she noted, complement the already operational hub at Idi-Oro, Mushin, which has become a model for efficient produce aggregation and improved market access. Looking ahead, she disclosed that construction is also ongoing on new hubs at Opebi in Ikeja and Bombata on Lagos Island, with plans underway to replicate the model in Ikorodu, Lekki and Festac, further strengthening Lagos’ food logistics and distribution network. Indeed, agribusiness is thriving with innovations in food science, equipment, and supply chain driving an industry evolution.

    Africa bets on logistics

    From Nairobi’s flower corridors to Lagos’ ambitious food hub, Africa’s logistics sector is emerging as a decisive battleground for the continent’s food trade, competitiveness and security. Industry leaders, exporters, infrastructure developers and policymakers now agree on one point: logistics is no longer a support service but a strategic advantage that can make or break African trade. It was the heart of a recent high-level discussion on perishable logistics in East Africa, organised by Logistics Update Africa in Nairobi. The conference attracted stakeholders across the African perishable supply chain to the Kenyan capital, where stakeholders examined how weak transport links, fragmented cold chains and limited exit points continue to erode the value of Africa’s agricultural exports.

    Speakers repeatedly returned to a central concern: African farmers and exporters may be producing high-quality food, but poor logistics often means it reaches global markets late, damaged, or uncompetitive.

    Kenya’s horticulture exporters acknowledged that while the country performs better than some neighbours, infrastructure gaps remain severe. “We have only two main exit points that can handle fresh produce – Jomo Kenyatta International Airport and the Port of Mombasa. If you are growing produce in the Rift Valley or western Kenya, you must transport it long distances. That time on the road affects quality and cost,” said Technical, Training, Standards & Compliance Officer, Fresh Produce Exporters Association of Kenya (FPEAK) Patrice Genga. Genga warned that even the gateways could soon be overwhelmed.

    What African countries are doing to boost food logistics infrastructure

    For decades, declining rail volumes, congested ports and crumbling infrastructure have constrained Africa’s economic potential, pushing up logistics costs and weakening export competitiveness. Nowhere is the strain more visible than in West Africa, where agro-industrial growth is being throttled by poor transport networks and erratic power supply, despite the food economy accounting for about 35 percent of the region’s gross domestic product.

    According to the 2025 edition of Africa’s Development Dynamics, published by the OECD and the African Union Commission, logistics failures have driven local food prices 30 to 40 percent above global averages for comparable economies. Regional food demand is projected to surge from $126 billion in 2010 to $480 billion by 2030, but the report warns that inadequate transport and energy infrastructure remains a major barrier to meeting rising needs.

    The absence of rural road connections continues to isolate producers from markets, resulting in high post-harvest losses, while unreliable electricity undermines the competitiveness of small food processors. This gap has entrenched a contradiction between Africa’s vast agricultural resources and its heavy reliance on food imports. Sierra Leone is cited as a stark example, with 75 percent of arable land uncultivated and 80 percent of ready-to-eat food imported.

    National governments are stepping in as well.

    Senegal

    Senegal has launched a programme to build 100 warehouses and 20 cold rooms, expanding storage capacity by 250,000 tonnes to curb post-harvest losses estimated at CFA100 billion annually.

    South Africa

    In South Africa, renewed infrastructure investment in roads, rail and ports is aimed at easing congestion, restoring reliability and lowering the cost of doing business, as logistics firms such as FedEx expand technology-driven services.

    Despite these efforts, the Organisation for Economic Co-operation and Development (OECD )and African Union Commission  (AUC) warned  that without urgent, large-scale investment in transport and energy networks, Africa’s food systems will remain inefficient, sustaining high import dependence and elevated consumer prices even as production potential continues to grow.

    Investors responding

    A new chapter of connectivity is unfolding in West Africa, led by the Africa Finance Corporation (AFC) as it embarks on ambitious railway projects aimed at bridging borders and tapping into the continent’s immense economic potential.

    From the dry expanses of the Sahel to the mineral-rich hills of Guinea, these multi-billion-dollar initiatives are reshaping the region’s logistics landscape.

    At the heart of this transformation is the Nigeria-Niger Kano–Maradi Standard Gauge Railway (SGR). Stretching 393 kilometers, this groundbreaking project marks the first cross-border rail link in West Africa in nearly seventy years. Currently under construction by Mota-Engil, the line has made significant strides toward completion by 2025, with recent updates from the government confirming it’s on schedule to reach Katsina by year’s end.

    This railway is more than just a set of tracks; it’s a game-changer for economic resilience. By linking Nigeria’s industrial powerhouse in Kano to Maradi, a bustling commercial center in Niger, the project aims to streamline the movement of goods and people. Once it’s fully operational, expected by early 2027, it will connect seamlessly with Nigeria’s existing SGR network, including the Kano-Kaduna line being developed by the China Civil Engineering Construction Corporation (CCECC).

    To the west, the AFC plays a vital role in another transformative project: the 670-kilometer Transguinean Railway. The railway serves as the backbone of the Simandou integrated mine and infrastructure development, which recently celebrated a historic milestone with the start of operations  this year.

    The AFC’s 2025 State of Africa’s Infrastructure report revealed that over 7,000 kilometers of new rail lines are either under construction or in the planning stages across Africa.

    For instance, DHL plans to invest €300 million ($350 million) to expand logistics infrastructure across Africa, targeting warehousing, freight forwarding and last-mile delivery to support fast-growing sectors such as e-commerce and perishable goods. DHL Group Chief Executive, John Pearson, said Africa could become the world’s second-largest trade region within four years if supply-chain capacity improves.

    The World Bank has also intensified support for transport and logistics projects that strengthen food supply chains. Investments in rural roads and regional corridors have reduced travel times, cut border delays and lowered food transport costs across several African countries.

    Projects along the Abidjan–Lagos corridor, for example, have improved port efficiency and eased cross-border trade for millions of people.

    These and other initiatives are bringing renewed hope for food security across the continent.

  • Enugu under watch: drones, data and the end of invisible crime

    Enugu under watch: drones, data and the end of invisible crime

    There was a time, not too long ago, when Monday in Enugu State felt like a weekly rehearsal for despair. Streets that once throbbed with keke horns and market chatter went silent. Ogui Road, that restless artery of the Coal City, could look like a film set after the crew had packed up: shops shuttered, banks dark, schools empty. A criminal order, issued from nowhere and enforced by fear, had more authority over people’s lives than any law.

    It is against that memory that today’s security story in Enugu must be read. Because when Governor Peter Mbah says “Tomorrow is here,” and his team posts aerial shots of patrol vehicles, AI-embedded surveillance cameras watching over the state from many strategic points, and security drones criss-crossing the skyline, they are not just showing off gadgets; they are trying to tell citizens that yesterday, including its broken order is gone.

    What has emerged in Enugu over the last two and half years is not a perfect security system, but it is unmistakably very different. You see it first in the hardware: long lines of white Distress Response Squad (DRS) cars parked at strategic points front of the new Command and Control Centre, each fitted with AI-enabled cameras and manned by police officers wearing body cameras instead of just faded name tags; and now, the headline grabbers – high-impact security drones designed to look where human patrols cannot go.

    Supporters describe these drones in almost cinematic language: powerful enough to monitor Enugu and beyond, to pick out heat signatures in the forest, to trace kidnappers and bandits, who once vanished into thick bush after attacking highways. In the state’s political storytelling, they are portrayed as “first of their kind in Nigeria,” a visual proof that Enugu is not just complaining about insecurity, but trying to outthink it. Whether or not the “first ever” claim stands up to national comparison, the symbolism is evident: for a region traumatised by abductions, seeing your government put eyes in the sky matters.

    But the more interesting story is how all this equipment connects. The Command-and-Control Centre is the nervous system. From this building, feeds from cameras mounted across the state — on streets, in markets, on DRS vehicles — are streamed into a single room glowing with screens. Security chiefs who toured the facility called it “wonder-evoking,” not just because of the fancy hardware, but because from that one space, they could zoom into streets and junctions that used to be blind spots. “We will appear to them like ghosts,” the former Commissioner of Police, CP Anayo Uzuegbu, said of criminals who thought Enugu was still the old playground.

    The DRS is the muscle attached to that nervous system. Over 150 patrol vehicles, each tagged, tracked and camera-fitted, are deployed as a special police unit focused on rapid response. Instead of waiting for crime reports to drip into a station logbook, the state is moving toward live alerts: a suspicious gathering here, a vehicle flagged there, an emergency call relayed instantly from a control console.

    Then, above all this, the drones. In a country where abductions are often planned and executed from forests, valleys and abandoned farmlands, the ground has always had the advantage. Drones invert that logic. A farmer who hears gunshots no longer has to choose between silence and suicide; in theory, he can call a number, and somewhere in the Command Centre, a team can send an eye overhead without risking lives. Even if reality lags behind that ideal, the architecture now exists for Enugu to fight forest-based crime as a coordinated intelligence problem, not a guesswork patrol.

    None of this comes cheap, and Enugu has not pretended otherwise. In February 2024, Mbah finally activated the Enugu State Security Trust Fund (ESSTF), a law that had been sleeping since 2020. He amended it, appointed a Board of Trustees led by investment banker Ike Chioke, and set an ambitious goal: ₦20 billion for security, roughly ₦5 billion a year.

    The Trust Fund’s own literature is revealing. It talks less about buying more guns and more about the five pillars: fundraising, capacity building, technological advancement, advisory support, and community engagement. The money is meant to underwrite exactly what citizens cannot do on their own — the cameras, the communication systems, the training, the forensic tools, the drones — and to create a standing platform where businesses, diaspora professionals, and wealthy individuals can put their money where their security concerns are.

    There is a philosophical shift buried inside that institutional design. Security is no longer framed as “what Abuja sends us” or “what the police can manage,” but as a shared, long-term investment. In a state chasing a $30 billion GDP target, the message is straightforward: without sustained security, the numbers will never materialise.

    Has it worked? The answer depends on where you stand and what you remember. Governor Mbah says violent crimes have reduced in the state by 80 per cent.

    If you remember those ghostly Mondays of enforced sit-at-home, you cannot deny that something has changed. The government not only outlawed the order; it threatened sanctions for schools and markets that obeyed faceless directives, insisted that “we no longer take orders from non-state actors,” and backed those words with visible policing.

    If, however, your reference point is a kidnapping in Udenu or a robbery on the outskirts of town, the story feels less tidy. Crime has not vanished, and no serious analyst will claim that. The fact that these isolated events are no longer a norm, but news, underscores the difference the Mbah Administration has made. What has changed is the state’s posture: from denial and helplessness to a visible, sometimes aggressive presence — patrols at odd hours, cameras where none existed, aircraft buzzing overhead. The security chiefs themselves warn criminals to “steer clear” and urge parents and traditional rulers to preach peace, a subtle acknowledgement that technology cannot replace community vigilance.

    A reflective assessment of Enugu’s strategy has to wrestle with three big questions.

    The first is sustainability. Drones, AI cameras and command centres do not maintain themselves. They require steady power, skilled technicians, updated software, spare parts and training refreshers. The Trust Fund model offers a way to finance this, but Nigerians have seen too many “white elephant” systems decay after the ribbon-cutting. The real test will come not in the first two years of excitement, but in year five, when repairs are boring, spare parts are expensive, and political attention has drifted elsewhere.

    The second is trust. Surveillance at this scale is double-edged. AI-enabled cameras that track kidnappers can also track protesters. Drones that map forests can also hover over opposition rallies. If citizens begin to feel that the system is as interested in dissent as it is in crime, the fragile consensus around “security first” will fray. Clear rules on data storage, independent oversight, and transparent reporting will matter as much as any gadget on the governor’s shopping list.

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    The third is depth. Enugu’s strategy has rightly focused on making crime harder and riskier. But durable safety rests on more than fear of arrest. It depends on whether a young man in Nsukka or Nike sees more dignity in a job than in joining a kidnapping ring. It depends on whether the rural farmer, abandoned by her children, believes the state cares whether she returns alive from the farm. The administration’s wider agenda — smart schools, ward-level health centres, road networks that reconnect rural economies — is part of this deeper security story, even if it doesn’t fit neatly into a press release about drones.

    So, is Enugu safe? It is safer than it was. It is more serious about security than it was. And it is better equipped technologically than most states in the federation. A president has flown in to commission its Command-and-Control Centre; an Inspector General of Police has publicly praised its infrastructure; investors now openly tie their confidence in the state’s growth prospects to its emerging security architecture.

    But safety is not a medal you win once. It is a habit you must renew every day. Enugu’s new drones and patrol fleets are impressive not because they make crime impossible — they don’t — but because they mark a state that has decided to stop treating insecurity as an inevitable fate. The real genius will be to make that decision outlive this administration: to build systems that still function when the campaign jingles have faded and “Tomorrow is here” is no longer a slogan but an expectation.

    For now, when the drone lights blink over the forests also manned by the re-energised and reequipped Forest Guards, and the monitors glow late into the night at the Command Centre, they carry a simple, quiet promise to the people below: you are no longer alone in this fight. If Enugu can keep that promise — in the forests, on the roads, in the markets, in the minds of its young — then “Enugu is safe” will cease to be a boast and become something far more powerful: a normal sentence that no one feels the need to emphasise.

    Dr Jeff Ukachukwu is a public affairs analyst and writes from Enugu

  • Against all odds, Yayi pushes on with cross-base support

    Against all odds, Yayi pushes on with cross-base support

    By Olanrewaju Fatunmbi

    Senator Solomon Olamilekan Adeola (aka Yayi) maintains a strong lead among the prominent figures pushing for Ogun West to produce the next governor of Ogun State in the 2027 election. Like the time past, the odds against his lofty aspiration are quite enormous, but not strong enough to deter him. Breaking a 49‑year‑old jinx of marginalisation is no easy feat. But nothing can stop a man with the will, determination, and tenacity of purpose.

    Historically, the creation of Ogun State rested on a tripod: the Egba (Ogun Central), the Ijebu/Remo (Ogun East) and Yewa/Awori (Ogun West) people-all equal partners. However, over the decades, power has oscillated between Ogun East and Ogun Central, leaving the Yewa/Awori (Ogun West) people perpetually marginalised. As a symbol of the struggle for change in the status quo, it is not unexpected that opposition and resistance from vested interests would arise. This resistance is not just abstract; it is fueled by a deep sense of entitlement by the entrenched power brokers who believe in maintaining the status quo. They view an Ogun West governor as disrupting their historical control over resources and appointments. These opponents often subtly or overtly challenge the political maturity and competence of the Ogun West zone to lead the state, a tactic used to de-legitimize the zoning argument.

    Key figures within the ruling All Progressives Congress (APC) who presumably have their own succession candidates or preferred zoning formulas are also actively working to stall or divert the push for Ogun West. These include internal rivals who sometimes question Adeola’s bonafide as a true, homegrown Ogun politician, even though he is a son of the soil.

    Again, in Nigerian politics, opposition often coalesces around a candidate perceived to be favoured by a powerful political godfather or the incumbent structure. Adeola has built enough support base to counter the efforts of any anointed rival from a different zone. Challenges like these are a reminder of the previous unsuccessful attempts by Ogun West candidates to secure the governorship, arguing that the zone lacks the necessary political unity or resources to win.

    Even as the odds stack up, Yayi keeps grinding, pulling support from every corner. From his Ogun West home base to Ogun Central, across Ogun East Senatorial District, his broad-base backing continues to grow in leaps and bounds. Much more phenomenal is his cross-base appeal rooted in his competence, high-level power connection and empowerment initiatives. Arguably, his legislative experience makes him the most qualified candidate in terms of federal exposure.

    Subtle in his ambition but resilient in determination, his counter-strategy against the forces of status quo focuses on action, unity, and people-oriented service delivery. While forging ahead with the ultimate goal of succeeding Governor Dapo Abiodun, he continues to visibly execute high-impact projects across all the three senatorial districts, proving that he is focused on governance, not just ambition.   As the most prominent champion of the Ogun West cause, his aspiration galvanizes a long-marginalized people, ensuring near-total support from his home base. He’s continuously working to ensure the unity of the Ogun West political class, regardless of party affiliation.

    Added to that is his sustained and respectful engagement with the Obas across the three zones. By getting their quiet endorsement or public blessing, he has subtly eroded the resistance from political elites, as traditional institutions hold significant sway over public opinion.

    Beyond that, Adeola’s legislative career far back in Lagos and now Ogun is marked by numerous empowerment programmes, projects, and constituency work. This track record creates a large beneficiary base that transcends ethnic or zoning lines. His sustained continuous grassroots contact and empowerment programmes ensures that even if the elite-level resistance remains, the sheer voting strength of the populace, motivated by his tangible projects and the equity message, can overcome the political hurdles.

    In Ogun Central, Senator Adeola’s political network includes powerful figures from Egba, suggesting he has built bridges outside of his immediate zone. Similarly, his legislative competence and professionalism as a seasoned Chartered Accountant (ICAN Fellow), appeal to the business and intellectual elite in Ogun East, who value fiscal responsibility and competence over pure regional politics.

    The combined advantage of his financial expertise, unblemished track record and governance experience, therefore, make him a formidable candidate despite the odds. It positions him as a fiscally responsible candidate capable of managing the state’s economy. Having served eight years as Senator for Lagos West, the largest senatorial district in Nigeria, he has had the rare privilege and unique experience of managing the complexities and economy of Nigeria’s foremost commercial hub, knowledge he can easily transfer to rapidly industrializing Ogun State. With the depth of his legislative experience in the House of Representatives and now the Chairman, Senate Committee on Appropriations, Adeola possesses vast knowledge of federal budgeting, allocations, and how to lobby Abuja for critical state projects.

    Since governorship has historically rotated between Ogun Central (Egba) and Ogun East (Ijebu/Remo) for decades, it has become imperative for the state establishment to give voluntary support for a power shift arrangement based on the principles of fairness, equity and justice. Yayi represents the authentic face of the Ogun West Equity Movement. To this extent, conceding power to Yewa/Awori people would not just be a win for Yayi, but a re-engineering of the state’s 49-year-old political architecture-a monumental task requiring significant political sacrifices and compromises from the other two zones.The current status quo is unfair, unjust and inequitable. It can no longer be sustained. Any succession plan that does not take into account the yearning of the marginalized Yewa/Awori people to produce the next governor cannot stand. People are watching how the leadership of APC will navigate the unfolding complex power intrigues. It is high time the leadership of the party took a patriotic stand on the loud agitation of Ogun West to have its own fair share of power deal in the state. For sustainable peace and mutual trust, the Abiodun administration must not only be seen to be open and transparent in its succession plan, it must also ensure that there is a seamless power shift to Ogun West. Otherwise, APC may be heading for another rancorous and catastrophic transition process similar to those witnessed during the past administrations in the Gateway state. Those who refuse to learn from the lessons of history are bound to repeat history.  

    No doubt, what Yayi represents is a fundamental threat to the political arrangement that has governed Ogun State for decades. For 49 years, power has essentially been a two-way street between Ogun Central and Ogun East. Yayi’s ambition, backed by his legislative muscle and proven cross-base support, is forcing a radical restructuring of the power dynamics. The establishment is fighting back fiercely because his success doesn’t just change the Governor; it changes the entire political future of the state.

    Looking back to 1976 and the lopsided power-sharing arrangement that has denied the Yewa/Awori people their rightful place in the scheme of things, the odds against Senator Adeola are historic, but his resolve is even greater. This isn’t just about winning an election; it is about destiny and equity for an entire senatorial district. Adeola has spent years building bridges and establishing his legislative prowess. At this point, nothing short of breaking that 49-year jinx will satisfy his mission. He simply cannot be deterred.

    Based on his antecedents, Adeola’s biggest strength is his proven capacity to transcend regional politics. His track record as a seasoned legislator and a qualified financial expert appeals directly to the elite in Ogun East and the progressive elements in Ogun Central. He is not just the Ogun West candidate; he is the candidate of competence and political gravity, which is why his support base is truly cross-cutting. In Ogun West constituency, people don’t just see Yayi as a politician; they see him as an empowerment agent. Whether it’s the market women, the youth benefiting from his scholarships, or the artisans who received start-up tools-his impact is felt. That is the grassroots support that no amount of political maneuvering can buy or stop. He is leading the people’s movement.

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    It is evidently clear that the opposing forces representing the status quo—the powerful elements that have benefited from the 49-year marginalization, aren’t relenting. But Adeola is not alone in this struggle. The unity and passion of his home base is the engine driving the entire campaign to break the 49-year jinx. His candidacy has effectively served as the focal point for all elements-traditional rulers, community leaders, youth groups, political factions within Ogun West who believe in the principles of power rotation and zoning. His is seen as the consensus aspiration of the entire district. Unlike past politicians who merely paid lip service to the region, Yayi has demonstrably invested in his constituency since transitioning from Lagos politics. His track record as the sitting Senator for Ogun West since 2023 includes massive empowerment programmes. At different times, he has facilitated large-scale empowerment schemes, such as the Oloja Yayi empowerment scheme for over 5,500 traders, providing grants and agricultural empowerment for thousands of farmers in areas like Ilaro. His infrastructural projects include commissioning of schools, healthcare centers, and rural roads, proving that he can attract federal projects and development funds to the previously marginalized zone.

     In Ogun West, there are no political factions when it comes to Yayi’s governorship. His aspiration is the unifying force that has brought every community, every chief, and every youth group under one banner. He symbolizes the only vehicle people can trust to break the 49-year jinx. They view every vote for Yayi as a vote for the liberation and collective dignity of the Yewa/Awori people.

    Beyond Ogun West, Yayi’s victory is predicated on his ability to convince the political elite in Ogun Central and Ogun East that equity for Ogun West is not a zero-sum game. His team is actively building bridges by campaigning on competence, not just correction. The message is clear: ‘We seek justice for the West, but we guarantee prosperity for all of Ogun State.’  That strategic outreach is the key to ensuring an easy sail to the Government House. It is worth noting that Adeola has established long-standing friendship and professional relationship with key political and business figures from the Egba axis, demonstrating that he is a familiar and trusted face.The most critical bridge is through the royal fathers. He has cultivated the public blessing and non-partisan support of major traditional rulers across the three zones. Evidence of his private and public consultations with Obas in all the three districts abounds, showing respect for traditional authority and seeking their counsel and blessing. His goodwill cuts across party lines due to his tenure as a high-ranking legislator. He can leverage his strong personal ties with key leaders and elders from the Egba zone in both the ruling party and the opposition to secure tacit, non-public endorsements, or at least a pledge of non-interference based on personal loyalty and mutual respect built over decades.

  • BAO effect: celebrating Oyebanji, the change agent at 58

    BAO effect: celebrating Oyebanji, the change agent at 58

    By Olayinka Oyebode

    Christmas indeed came early for the people of Ekiti State this year. For them the celebration begun on December 10th when the Ekiti Agro-Allied International Cargo Airport in Ado-Ekiti commenced commercial flight operations signaling a new phase of development under the leadership of Biodun Abayomi Oyebanji as Governor of the State. On that day, Ekiti did not just celebrate the birth of a world class airport which invariably will bring the markets and the world closer to Ekiti, the people celebrated the power of vision and the beauty of unity. The emphasis was on how unity breeds peace, how peace breeds progress and how that translates into shared prosperity under a visionary leader.

    The presence of all the four former governors of the state at the airport event, (three of them on board the inaugural flight), supporting the incumbent Governor and each being given his due recognition for their roles in the airport project and in Ekiti development generally, was a classical example of true leadership. The fragrance of that air of unity was not only sweet to the ear, it was a beauty to behold. It speaks to what a state or a people can achieve when they work in unity. It speaks to the leadership qualities of Governor Oyebanji, whose politics of inclusion has brought every leader and every tendency together in the overall interest of the Ekiti people.

    Barely a week after that glorious outing, precisely on December 18th, it was the turn of 4,567 young Ekiti farmers, under the Bring Back the Youth in Agriculture scheme to shine. Governor Oyebanji had presented a total one billion naira cheque to the young farmers as their profit for the 2025 harvest, under the initiative which is being done in partnership with a private concern, YSJ Limited. Exactly a year earlier, the Governor had presented N145 million naira cheque to 911 young farmers- the pioneer set of the initiative. Within a year, enrolment into the scheme moved from 1,000 to 5,000 across the sixteen local government areas of the state.   This was achieved through government’s strategic support to the farmers which came in form of free land clearing, provision of seedling, agric extenstion services, tractorisation and market linkages, which in turn has made farming a profitable business in Ekiti.

    So, for the families of the 4,567 youth farmers Christmas actually came early, courtesy of an impactful leader who was born this season some fifty-eight years ago, and who is redefining governance,  making every day count, making everyday a celebration- (Ojo gbogbo bi odun), by virtue of  effective implementation of his six-pillar development agenda and by making the people the centre focus of his policies and programmes.

    Oyebanji stands out as a true leader of the people. As noted by a former American President, Ronald Regan, “The greatest leader is not necessarily the one who does the greatest things, but the one who gets people to do the greatest things”. Oyebanji takes pride in creating economic opportunities for the people, he priortises their welfare and wellbeing. Little wonder the people of Ekiti celebrate BAO, as he is fondly called, not only on his birthday but daily with unparalleled gusto.

    History teaches us that leaders that are most respected are those who inspire people to stand for something. Governor Oyebanji fits into this category of leaders perfectly because his leadership is characterized by a strong commitment to service, truth and loyalty, emphasizing empowerment over power and inspiring change through practical example. Above all, he believes in the grace of God and the power in His name. Gratitude remains BAO’s lifestyle. He regularly ascribes his success in public service to the special grace he enjoys from God; and the support of the President, Asiwaju Bola Ahmed Tinubu; as well as the massive support of Ekitikete home and abroad.

    Oyebanji believes Ekiti people, highly rated for their intellect, have no business with poverty. “How can people be brilliant and at the same time be poor.”  His six –pillar development agenda anchored on the mantra of shared prosperity for all, was designed to provide the right answer to that poser. Human Capital Development via education- free, qualitative and compulsory from primary to senior secondary school as well as health care delivery –that is available and accessible. The huge investments in human capital development has led to comprehensive renovation of 203 secondary schools and over 900 primary schools, including the state’s special schools. Teaching quality is now better enhanced through proper motivation for teachers and provision of  modern learning and teaching facilities. Recently the Governor facilitated the training of 2,000 youths in advanced digital skills including cyber security, software development, artificial intelligence and data analytics in a bid to  prepare them for strategic roles in the digital revolution that is bound to happen when the Ekiti Knowledge Zone takes off.   Healthcare followed the same logic with comprehensive renovation and equipment of nine general hospitals, and about 105 primary health centres across the state. Through the Ulerawa initiatives, every resident of the state now enjoys and explicit and guaranteed package of essential services, free at the point of care.

    Infrastructure is another battlefield where BAO has recorded his most visible laurels. Just about two months ago, he commissioned for use 10 major road projects. This is in addition to about 25 others that had earlier been delivered and put to use. Similarly, his intervention in power infrastructure has led to the reconnection of scores of communities to the national grid. Currently the state is constructing 2×60 MVA transmission stations in Ikere, Ijesa-Isu and Ilupeju Ekiti, while the state’s Independent Power Project (IPP) is powering major government institutions and private businesses.

    Oyebanji’s political trajectory is one of the most inspiring in recent history. His journey to the Oke Ayoba Government House started some three years and two months ago. Or, as many have come to believe, it started some 30 years earlier when, as a young university lecturer, he joined the struggle for the creation of Ekiti State in the nineties, where he served as secretary to the Committee on State Creation Committee headed by Chief Deji Fasuan. Working with the committee, which consisted of traditional rulers, and frontline Ekiti leaders, he had a clear understanding of the vision of the founding fathers of the State. The creation of Ekiti State in 1996 paved the way for the first democratically elected state government in May 1999 under the leadership of Governor Niyi Adebayo. Biodun Oyebanji joined the government as a Special Assistant (Parliamentary Affairs) to the Governor, marking his foray into public service. He also served as Special Adviser (Parliamentary Affairs) and later as Chief of Staff to the Governor. During the first term of former Governor Kayode Fayemi, BAO served at different times as Commissioner, Ministry of Integration and Inter-Governmental Affairs; Head, Office of Transformation Strategy and Delivery (OTSD)  and Commissioner, Ministry of Budget, Economic Planning and Service Delivery. He also served as Secretary to the State Government between 2018 to 2021, when he resigned to contest the governorship election, which he won and was inaugurated as Governor on October 16, 2022.  

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    On the political turf, BAO’s rare simplicity continues to make him the darling of the people. He feels at home with the grassroots. He attends ward meetings and interacts freely with party faithful. He leads the youth on hiking at Ikogosi and Efon Alaaye hills. On a large scale he regularly holds stakeholders engagement, where he receives feedbacks from the people on quarterly basis. Prior to his emergence as the first ever consensus governorship candidate of the ruling All Progressives Congress (APC) for the June 2026 election, no fewer than 350 groups and associations had publicly declared their support for him. This is in addition to the massive support he got from all the former governors of the state, all National and state assembly members as well as the traditional institution and other critical stakeholders.

    Since assuming office, Governor Oyebanji has demonstrated that governance can be calm yet impactful, inclusive yet decisive. Under his stewardship Ekiti State has emerged top in some development indices. These include : First position in the BudgIT State Fiscal Transparency League (Q 2. Q 3, 2024 and Q1,and 2, 2025); Ranked first in the PSLI Subnational Audit Efficacy Index (2023); First in the Annual Growth Rate of IGR (2023). Under his watch Ekiti State established the first adapted classrooms in public special schools for Children with Disabilities in Nigeria. Ekiti was also ranked as the state with the second lowest out of school children in Nigeria. Quite importantly, is the significant reduction in infant mortality by 57 percent from 42 per 1,000 in 2019 to 18 per 1,000 in 2024; and infant mortality which reduced by 53 per cent from 57 per 1,000 in 2019 to 44 per 1,000 in 2024.

    Today, I join family, friends, associates, and well-wishers across Nigeria and beyond to celebrate a man of uncommon grace, a jinx breaker, a unifier, a change agent, “Mr Solution” the one Ekitikete love to call “Omoluabi Gomina” or “Gomina ayiye”, His Excellency, Biodun Abayomi Oyebanji, as he marks his 58th birthday. Happy Birthday Your Excellency. The celebration has just begun.

    · Oyebode is Special Adviser, Media to the Governor, Ekiti State.

  • Bayelsa: Who takes over from Ewhrudjakpo as deputy governor?

    Bayelsa: Who takes over from Ewhrudjakpo as deputy governor?

    Following the death of Bayelsa State Deputy Governor, Senator Lawrence Ewhrudjakpo, Senior Correspondent, Okungbowa Aiwerie, examines its wider political implications and the search for his successor.

    Although the Nigerian Constitution does not specify a time limit within which a new deputy governor must be appointed if the position becomes vacant, the sudden death of Bayelsa Deputy Governor, Senator Lawrence Ewhrudjakpo, has, undoubtedly, created a vacuum in the state’s leadership structure that needs to be filled.

    The constitution empowers the governor of the affected state to nominate a replacement, but requires confirmation by a simple majority of the State House of Assembly. It mandates “due legislative and constitutional procedures.”

    Following the tragic events of last week, the Bayelsa government declared a three-working-day mourning period while also dedicating its weekly five-kilometre ‘Prosperity Walk’, among other activities, in honour of the departed deputy governor.

    Governor Douye Diri, in a statement, paid glowing tribute to the memory of the deceased, describing his death as “profoundly shocking, adding that the deceased “was active and carrying out official duties earlier in the day.”

    According to a statement by Mrs Ebiuwou Koku-Obiyai, Bayelsa Commissioner for Information, Orientation and Strategy, all flags in public buildings are to fly at half-mast,

    Continuing, “His demise is not just painful, it is a great loss to the Government, people of Bayelsa State and the nation. Senator Ewhrudjakpo was an accomplished public servant who served the State with distinction as Commissioner for Works and Infrastructure, Senator representing Bayelsa West Senatorial District and Deputy Governor since 2020.

    “Governor Douye Diri, on behalf of the Government and people of Bayelsa State, expresses heartfelt condolences to his wife, Her Excellency, Barr. (Mrs.) Beatrice Ewhrudjakpo, their children, the Ewhrudjakpo family, Ofoni Federated Community, His Excellency, Senator Henry Seriake Dickson and all citizens of the State.

    “Consequently, His Excellency, Senator Douye Diri, Governor of Bayelsa State, has declared a state mourning for three working days in honour of the late Deputy Governor beginning from today, Friday, December 12, 2025. All flags are to fly at half-mast.”

    Although Bayelsans are not unaccustomed to a vacancy in the office of the Deputy Governor, albeit through the death of its occupant. In 2005, the impeachment of Bayelsa Governor DSP Alameseigha created room for his deputy, Goodluck Jonathan, to step in as Governor. And with the office of Deputy Governor vacant, Rt Hon Peremobowei Ebiebi, then Speaker, was nominated as Deputy Governor.

    But where would the pendulum swing this time? Who becomes the next deputy governor of the state?

    The Nation gathered that four persons have emerged as front-runners, including incumbent Speaker, Rt Hon Abraham Ingobere, Dr Peter Akpe, Chief of Staff to Gov. Diri, APC State Chairman, Dr Dennis Otiotio and Christopher Ewhrudjakpo, elder brother to the late deputy governor.

    While Governor Douye Diri’s choice of replacement should not pose a significant challenge, given the array of qualified persons, there is agitation in some quarters that the zoning principle be respected.

    Stakeholders insist the next occupant must come from Sagbama LGA, the local government area of the deceased.

    A former Bayelsa Commissioner for Youth Development and ex-President, Ijaw Youth Congress (IYC), Udengs Eradiri, in a telephone interview, expressed sadness over the death of Lawrence Ewhrudjakpo, whom he said brought “value to governance.”

    He added that the right person for the job must have experience in dealing with political and administrative issues and have occupied leadership positions in organisations.

    He argued that a top civil servant or a military officer would be best suited for the job, having acquired relevant competencies in the course of their careers.

    Analysing the broader political implications of the deputy governor’s demise,  Eradiri said Ewhrudjakpo’s replacement must be “politically astute and blessed with profound intellect and capacity to manage stakeholders,” adding that Gov Diri must nominate a politician with political clout and pedigree as the nation braces up for the 2027 elections.

    He said, “ Gov Diri is in a tight situation. I don’t envy him because within a short period, he must pick someone who will fill that space. The occupant of that office must be able to support the governor the way Bayelsa has always operated. Diri needs someone who is politically astute because of the 2027 elections. Someone who can hold the reins of government while he is politicking. We have always had eminent personalities holding this position in the past. We have had as deputy governor, Rear Admiral John Jonah (rtd) and now Dr Lawrence Ewhrudjakpo, who recently passed away.”

    Besides, state PDP are insisting the new deputy governor be drawn from its ranks, arguing that the late Senator Lawrence Ewhrudjakpo was, until his death a card-carrying PDP member.

    Although several calls and text messages to Bayelsa PDP Chairman, Chief Solomon Agwanana, were not returned, a source who spoke on condition of anonymity maintained that the party’s input is vital, especially when the late deputy governor was a card-carrying member until his demise.

    His words, “It is indeed a tragic situation that we find ourselves as a party with the demise of a leading light of our great party. Let’s be clear on this issue. Our party reserves the right to contribute to whoever gets nominated for the deputy governorship position. Originally, Gov Diri and Erhwujakpo are on a joint ticket and should be allowed to make an input on who becomes the next second- in- command. In the interest of peace and justice, our party should be carried along.”

    Of the four front-runners, two, including Dr Peter Akpe and Christopher Ewhrudjakpo, meet zoning requirements for leadership positions in the state, both from Bayelsa West.

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    The Speaker, Rt Hon. Abraham Ingobere and Dr Dennis Otiotio, who both hail from Bayelsa East, may face an uphill task to claim the position as their nominations might upset zoning principles.

    Dr Peter Akpe is the current Chief of Staff to Gov Douye Diri and hails from Sagbama LGA in Bayelsa West Senatorial District.

    He was appointed in March 2024, and previously served as Deputy Chief of Staff (2020-2023), Acting Chief of Staff (2023-Feb 2024), Head of Administration, and member of the Bayelsa State House of Assembly. A veteran public administrator with a PhD in Administration & Planning.

    Dr Akpe worked in both the Rivers and Bayelsa State Civil Service for over 20 years and retired as Assistant Director.

    He also served as Head of Administration, Office of the Deputy Governor of Bayelsa State (2006–2007), Commissioner with the Bayelsa State House of Assembly Service Commission (2008–2011), a two-term member of the Bayelsa State House of Assembly and was Leader of the House between 2011 and 2019.

    The astute administrator is a fellow of several professional bodies, a 5th Degree Black Belter and Certified Kukiwon Coach in Taekwondo, and is currently the Pastor-in-Charge of the Redeemed Christian Church of God, Bayelsa Province 1 and a part-time Lecturer with the Redeemed Christian Bible College, University of Ede, Osun State.

    Chief Dennis Otiotio Odoni (PhD) is a prominent Nigerian legal practitioner and politician currently serving as the State Chairman of the All Progressives Congress (APC) in Bayelsa State.

    He was born on October 25, 1972, in Nembe (Bassambiri), Bayelsa State.

    In April 2025, he was appointed by President Tinubu as the Chairman of the Governing Board for the Federal College of Agriculture, Ishiagu, Ebonyi State. He is a seasoned solicitor and researcher focusing on legal frameworks for hydrocarbon resources and operates the law firm D.I.D. Otiotio & Co. in Yenagoa.

    Rt Hon Abraham Ingobere was born in 1974 and hails from Brass LGA and currently serves as the 7th speaker of the Bayelsa State House of Assembly since 6 June 2023.

    Ingobere is a member of the All Progressives Congress, representing Brass Constituency 3 in the state legislature. A 4th term member of the assembly, he served as the 6th speaker of the House and was re-elected speaker of the 7th assembly unchallenged on 6 June 2023.

    He is a grassroots politician who is much loved by his constituents.

    He is perceived as Gov Diri’s loyalist and a dependable political ally, who defected along with 17 members of the state legislature to the APC with the governor.

    The major drawback to his ambition is the fact that ,he hails from Bayelsa East. Besides, with the zoning arrangements in the state, his senatorial district is poised to produce the next Bayelsa Governor in 2028. Will he forgo nomination for deputy Governor and hope to clinch the APC gubernatorial ticket in 2028 when Gov Diri’s tenure lapses?

    Christopher Ewhrudjakpo, the elder brother of the late deputy governor recently retired as permanent secretary in the Bayelsa State Ministry of Education. He is currently an aide to Governor Diri.

    Although little known politically, his pedigree as a top functionary may stand him in good stead.

  • Are companies getting better at doing good?

    Are companies getting better at doing good?

    Hitherto, businesses hinged their survival and continuity on the sheer amount of profits they were able to make rather than relying on intangibles like goodwill, reputation, brand essence, etc. But increasingly, businesses are now aware that their very essence and sustainability is a function of how well they are able to cultivate good relationships with people and places within the environment that they operate; a philosophy aptly entrenched in what is now widely accepted as creating shared value. Ibrahim Apekhade Yusuf in this report examines how companies are executing their shared value propositions both from the national and global point of view.

    One phrase which easily resonates with Nestlé Foods is “Good food, Good life.” At the risk of playing the Devil’s advocate one may be tempted to ask if indeed that tagline is not just a mere platitude or some gobbledygook adopted by the Fast Moving Consumer Goods Company just to feel good about themselves?

    For Unilever Nigeria Plc, arguably Nigeria’s longest-serving manufacturing organisation, established in 1923, whose mission is to “Brighten everyday life for all”, as it focuses on delivering best-in-class performance through superior brands, and tie that with First Bank’s payoff “Africa’s Bank of first choice”, all seem to say one thing: companies are consciously putting their best foot forward and also want to remain in good standing with their publics- investors, host communities, regulators, etal.

    For example, Nestlé, the manufacturing giant which set up shop eons ago has at the core of its business strategy a conscious commitment towards helping the larger populace to enjoy good food and by extension the good life.

    This truth is self-evident in the company’s commitment to Corporate Social Responsibility (CSR) now aptly encapsulated in its new philosophy of ‘Creating Shared Value (CSV)’ for everyone connected with its business whether as individuals, businesses, partners, communities, national and subnational governments, etc.

    Since its establishment over 150 years, Nestlé for decades has applied itself to creating shared value and being a force for good.

    Nestlé is the world’s largest food and beverage company. It is present in 187 countries around the world, and its 300,000 employees are committed to Nestlé’s purpose of enhancing quality of life and contributing to a healthier future. Nestlé offers a wide portfolio of products and services for people and their pets throughout their lives.

    Insights from Nestlé’s Creating Shared Value and Sustainability Report 2021 further elucidates the company’s approach to achieving its purpose is to unlock the power of food to enhance quality of life for everyone, today and for generations to come.

    While lending credence to the foregoing, Victoria Uwadoka, Nestlé’s Corporate Communications Director, noted matter-of-factly that the vision driving its commitments to people and communities derives from its concern for achieving the utmost in the area of environmental, social and governance strategy.

    According to her, Nestlé Nigeria’s impact across various sustainability metrics including access to water, poverty reduction and stakeholder management is such that has further positioned the company as a trustworthy partner in the eyes of its publics.

    Nestlé’s approach to sustainability, she notes, is comprehensive, founded on its commitments to achieve net-zero emissions, advance regenerative agriculture at scale, enhance water stewardship, develop sustainable packaging, create opportunities for young people and foster a diverse and inclusive workforce.

    Nestlé Nigeria brings these commitments to life by ensuring accessible nutrition for individuals and families, contributing to building thriving communities through youth and women empowerment, enhancing access to water and improving teaching and learning facilities in communities closest to its operations, she stressed. 

    The company also demonstrates its commitment to protecting the planet for future generations by taking action to reduce its carbon footprints through energy savings, water reduction, packaging redesign and contributing to efforts to engender a circular economy in waste management. 

    The company’s concerted efforts at building goodwill and public trust is what perhaps informed why it made 41 commitments to society, each linked to the UN Sustainable Development Goals (SDGs), to guide its action plans.

    It is also instructive to note that Nestlé CSV philosophy has not just found meaning within its yearbook alone but in real life with great testimonies all thanks to the positive impacts it is making amongst the populace.

    Whether in the area of environmental protection, sustainability, climate change, reengineering places and people, Nestlé imprimatur has been felt everywhere across the country in terms of impacts over the years.

    Take for instance, Nestlé Cares, one of the flagship programmes by the company since launching in 2019 has provided a platform for employees to give back to society by donating their time and talents to make a positive impact on individuals and families, on communities and the environment.

    Nestlé employees have lived out their passion for caring for their communities and the planet through various projects including beach cleanup exercises, orphanage outreaches, market cleanup activities and mentorship programs for youth.

    Waste collection intervention

    From available information, Nigeria generates more than 32 million tonnes of waste per year with the city of Lagos alone responsible for about 10,000 tonnes of waste every 24 hours.

    Independent checks by The Nation revealed that one of the vehicles set up to galvanise action towards managing the vast amount of waste is the Food and Beverage Recycling Alliance (FBRA), a coalition of food, beverage, and recently tobacco companies that have come together to form an extended producer responsibility (EPR) organisation.

    Established in 2018, by four multinational founding members including: Nestlé PLC, Nigerian Bottling Company under the Coca-Cola system, Nigerian Breweries, and Seven Up under the PepsiCo system, initially, members primarily dealt with plastic PET bottles as their main packaging material.

    However, today, with diverse membership, it manages and supports the collection and recovery of not only rigid PET plastics but also flexible plastics like pure water sachets and other types of shrink wraps.

    Besides, it supports the recycling of aluminum cans, used beverage cartons, cigarette butts, and glass. In total, and currently manages six waste streams to cater to the needs of its member companies.

    Investigation revealed that over the past five years, the FBRA has evolved into an enabler of the ecosystem.

    Corroborating the foregoing, Uwadoka recalled that Nestlé over the years have continued to collaborate with various stakeholders across the industry to lend their support by using the FBRA as a vehicle to drive some of its interventions within that waste management space.

    For instance, she recalled that in December 2023, Nestlé launched its 50% recycled content bottle well ahead of other companies, even as she assured that by 2030 its figure is expected to rise to 50%, driving the circular economy even further.

    Also as a part of efforts to address this menace, Nestlé Nigeria entered into a partnership agreement with Wecyclers on the 20th of September 2019 to accelerate the process of collecting and recycling plastic waste in Nigeria.

    Specifically, the alliance allowed Wecyclers to expand its plastic waste recovery systems in the country to five collection points across some Nigerian communities, including Ajah, Ikeja, Mushin, Lagos Island, Magodo, others.

    Justifying the need for the partnership at the time, the management of Nestlé Nigeria said it was the company’s modest way of helping with waste management, which remains a major concern for many states.

    According to the company, a key element in achieving this objective is to make 100% of our packaging reusable or recyclable by 2025.

    Looking back over the years, Nestlé’s ambitious target of zero environmental impact objectives as part of striving for a waste-free future has been met with some modest success.

    Thanks to this partnership, the young company which set up shop in 2012 now has 120 employees and nearly 17,000 subscribers. It is already making a profit of around US$100,000.

    With this partnership agreement, Wecyclers is extending the list of its global partners, which already included names such as DHL, Coca Cola, Unilever, and others.

    From available information, Nestle identified 12 countries namely: Colombia, Ecuador, Egypt, Ethiopia, Ghana, India, Indonesia, Malaysia, Nigeria, Philippines, Thailand and Vietnam, where waste is often mismanaged and leaking into lands and waterways.

    Interestingly, these 12 countries account for over 10% of Nestlé plastic usage, hence today Nestle has dozens of neutrality projects in these 12 countries, working with partners and associations to scale up collection, sorting and recycling of packaging waste.

    The aim is keeping packaging material in the economy and out of the environment. With these projects, it aims to collect and recycle the same amount of plastic as we use in our products, while aiming to support the improvement of recycling rates and infrastructure. This includes support for well-designed and effective mandatory Extended Producer Responsibility and Deposit Return Programs.

    Regarding plastic bottles, Nestle has increased the amount of recycled PET use across its brands globally to 50% by 2025, by incorporating rPET into its bottles where it is technically and economically feasible. Over the past 10 years, it has reduced by 22% the quantity of PET needed for each liter of bottled water produced.

    Globally, the amount of packaging that is inappropriately managed at the end of its life is a serious and persistent environmental problem. Up to 13 million tonnes of plastic end up in the ocean every year, endangering marine animals, birds and fish. Inadequate waste management can also create hazardous conditions for people.

    The infrastructure to collect, sort, reuse and recycle packaging varies not only by country, but also by municipality. While packaging recycling schemes have helped to start a circular economy for recovered materials, many regions are not yet able to manage packaging, food and other end-of-life materials in a circular way. In less-developed countries, municipal authorities often do not have the resources to implement suitable waste management strategies.

    A partnership that works

    Alef Recycling operates a plant that transforms discarded plastic bottles into high-quality recycled PET (rPET) pellets. These pellets are used to make new bottles that meet stringent safety standards from NAFDAC, EFSA, and the FDA.

    The company’s strategic alliance with Nestlé Nigeria has become a model for turning plastic waste into economic opportunity. Together, they have built a system that not only recycles plastic but also uplifts communities, creates jobs, and promotes a circular economy.

    Just like Wecyclers, Alef facility is involved from the collection and sorting of post-consumer PET bottles to their transformation into high-quality, food-grade recycled PET (rPET) pellets.

    Alef Recycling’s Managing Director, Wissam Ramlawi, during the tour of the operation said: “This isn’t just about recycling, it’s about changing how Nigerians think about waste. “We’ve invested in world-class infrastructure not only to meet global standards but also to make sure we’re enabling companies like Nestlé to fulfill their sustainability promises with 100 per cent traceability.”

    How Nigeria is navigating the sustainability journey

    Investigation by The Nation revealed that Nigeria was one of the very early adopters of sustainability standards developed by the International Sustainability Standards Board (ISSB).

    In April 2024, the Financial Reporting Council of Nigeria (FRCN) released a roadmap for adoption of IFRS S1 and IFRS S2.

    Lending credence to the foregoing, Jamiu Olakisan FCCA, EY Nigeria partner and assurance leader for West Africa, together with his team confirmed that the EY has been working closely with both the FRCN and clients to ensure a smooth implementation.

    Although adoption is being staggered over four phases including one for government entities, Nigerian companies require substantial support and, ultimately, auditors will be required to verify and provide assurance over these standards.

    “This is one of the areas within assurance where we expect to see significant growth, similar to what we experienced in 2012, when Nigeria decided to adopt IFRS,” Olakisan says matter-of-factly. “We are working on sustainability with a number of clients in Nigeria and also Ghana.”

    On top of this, there has been additional pressure due to the implementation of new regulations and other IFRS Standards. For instance, from 2023 listed companies have been required by the Securities and Exchange Commission (SEC) to report on their internal controls over financial reporting (ICFR), on a model similar to the US’s Sarbanes-Oxley requirements.

    “As auditors, we are also required to audit the management assessment of ICFR and issue a limited assurance report in respect of this,” Olakisan explains. The extension of the regulation by the FRCN to cover other public interest entities during 2024 will further add to the workload of both business entities and professional firms.”

    What sustainability means in financial ecosystem

    While shedding more light on the concept of ESG, the team at PwC in one of its treatises tagged, ‘ESG and Nigerian Financial Institutions What’s Happening?’ affirmed that it has ushered in a new wave of change in more recent times leading to the incorporation of Environmental, Social and Governance (ESG) concerns in carrying out business activities within the financial ecosystem.

    In a bid to attain sustainable banking, several initiatives are being introduced by banks across the globe to address some of the issues raised by stakeholders in implementing ESG.

    Nigerian Financial Institutions began their journey into promoting a sustainable economy through sustainable banking almost a decade ago. There was collaboration between the Central Bank of Nigeria (CBN) and the Bankers Committee to establish a sustainable banking framework that will drive innovation, market resilience and sustainable economy. The result of this collaboration was the establishment of the Nigerian Sustainable Banking Principles (NSBPs) in 2012.

    In addition, regulators around the world are now moving from policies to establishing concrete regulatory frameworks that will result in complete compliance, consistent measurement standards of ESG impacts to promote a sustainable environment and economy. This move by regulators should not be handled with levity by organisations. Therefore, organisations need to lay the groundwork for uncertainties and unavoidable changes around reporting, disclosures, value creation, green investment and the likes that would arise when complying with policies and regulations.

    The recent development and implementation being witnessed in the ESG space will bring about some unequivocal changes. This, therefore, has made it imperative for stakeholders, organisations and institutions to closely monitor and keep abreast with the new and future development around ESG. This will aid the process of effecting the appropriate adjustments to their business model and/or operations which will eventually result in enhancing a sustainable environment and the economy at large.

    However, the current issue of underdevelopment and inconsistencies in ESG disclosures between countries is about to change. Recently, there was a push by the International Financial Reporting Standard (IFRS) Foundation, through International Sustainability Standards Board (ISSB), that will mandate governments of more than ninety countries who attended the COP26 to submit enhanced climate commitments, known as Nationally Determined Contributions (NDCs) every five years.

    How ESG strategy fuels Nigeria’s development goals

    For many businesses desirous of staying relevant, the implementation of a well-structured ESG becomes inevitable.

    Mr. ‘Wale Oyedeji, Group Managing Director, First HoldCo Plc, in his opening remarks in the firm’s Sustainability Report 2024 noted matter-of-factly that “With all that was accomplished through our sustainability initiatives in 2024 and previous years, there is still so much begging for attention that we cannot afford to rest on our laurels. And as we look ahead and attempt to predict what the next 131 years would look like for us as an institution, we cannot contemplate a future where we have stopped innovating to make a positive impact. We see the future FirstHoldCo still innovating in a sustainable way to remain ever relevant to our customers and the communities we serve while driving societal progress. I invite all to read this report and commit to doing the same in their communities.”

    Echoing similar sentiments, the Chief Corporate Services Officer, MTNN, Tobechukwu Okigbo, MTN Nigeria’s commitment to sustainability extends beyond business operations.

    Specifically, MTN Nigeria’s Environmental, Social, and Governance (ESG) strategy has become a cornerstone in advancing Nigeria’s development objectives, particularly in areas such as education, healthcare, clean energy, and digital inclusion.

    While speaking to the outcome of the telco’s 2024 Sustainability Report, as presented to stakeholders at the Nigerian Exchange Group House Okigbo said, “We actively invest in initiatives that drive positive change in society. Through the MTN Foundation, we support impactful programmes nationwide, and see to it that they align with real community needs. By engaging stakeholders, collaborating with community leaders, and partnering with NGOs, we foster inclusive and sustainable development.

     “A key initiative, “What Can We Do Together”, exemplifies our community-driven approach. This programme empowers Nigerians to identify and propose projects that address local needs, which the Foundation then brings to life. Since its launch in September 2015, this initiative has transformed lives and contributed to grassroots development across Nigeria.

     “To enhance our impact, we prioritise open dialogue and accountability. Stakeholder forums and dedicated feedback channels facilitate meaningful engagement, while our grievance mechanisms, independent impact assessments, monitoring and evaluation processes maintain transparency, effectiveness, and long-term sustainability.”

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    He said doing it for the planet is about committed to environmental stewardship, aiming for net zero emissions by 2040. “Our efforts focus on mitigating our environmental footprint and actively reducing our carbon emissions.”

    He added that the doing it for people principle promotes digital and financial inclusion as well as nurturing a diverse society. “By facilitating socio-economic development, we foster opportunities for community advancement, remaining transparent and accountable to stakeholders while striving to enhance lives through modern connectivity.”

    Okigbo said in 2024, MTN invested N3.5 billion in Corporate Social Investment, bringing its total investment to N31.9 billion since inception.

    Following the money

    One subject-matter that remains hotly debated is the fact most companies graciously release their expenditures for CSR but maintain studied silence when you try to interrogate what the budget catered for.

    In the view of Akeem Alao, a PR consultant, controversies surrounding Corporate Social Responsibility (CSR) expenditures by Nigerian companies often involve accusations of false claims for tax rebates, discrepancies between reported activities and actual community impact, and the practice of “window dressing” or greenwashing.

    According to him, some firms, including Shell, have been found to include photos of non-existent, uncompleted, or abandoned projects in their CSR reports to appear more socially responsible than they are.

    A major challenge is the absence of universally accepted guidelines, standards, and mandatory reporting frameworks for CSR in Nigeria. This voluntary and inconsistent approach allows for a lack of transparency and makes it difficult to monitor and control the actual impact of CSR activities.

    CSR in Nigeria is often perceived as “forced or involuntary philanthropy” due to corporate reluctance and external pressure, rather than an integrated, strategic business approach. This often leads to a top-down approach that ignores the real, prioritised needs of local communities, creating social fragmentation and a lack of project sustainability.

    More recently, Nigeria’s tough economic conditions, including the devaluation of the Naira, have forced major companies like MTN Nigeria and Nigerian Breweries Plc to scale back their CSR budgets, visibly affecting initiatives and sponsorships aimed at the general public. This has raised concerns about the long-term commitment of companies to social impact during financial difficulties.

    Top CSR spenders

    From available information, the oil and gas sector continued to account for some of the largest CSR budgets in 2025. TotalEnergies Nigeria, Shell Nigeria, and Chevron Nigeria Limited sustained multi-year investments in host community development with key focus areas like education scholarships and infrastructure, healthcare delivery and facilities, livelihood and economic development programmes, community infrastructure projects.

    Besides, the telecommunications companies remained strong CSR investors in 2025, with MTN Nigeria and Airtel Nigeria sustaining significant funding through their foundations.

    The banking and financial services sector remained one of the most prominent contributors to CSR spending in 2025. Institutions such as GTCO Plc, Access Bank Group, First Bank, Zenith Bank Plc, and United Bank for Africa (UBA) sustained significant investments, largely channelled through structured foundations.

    This is just as large FMCG and industrial groups such as Nestlé Nigeria Plc, Dangote Group, BUA Group, Lafarge Africa Plc, and Unilever Nigeria Plc maintained notable CSR investments in 2025.

    Checks by The Nation revealed that Dangote Cement Plc, reported a significant CSR expenditure of N13.2 billion in its 2024 financial report, a substantial increase from N2.36 billion the previous year; thus placing it as one of the single largest corporate spenders on social investment in the country.

    Access Holdings contributions totaling N2.6 billion in 2023 to various charitable and non-charitable organisations, an increase from N1.6 billion in 2022, while Zenith Bank Plc’s consistently ranks among the top spenders. Its donations increased to N1.21 billion in the first half of 2023 and recorded N1.63 billion in Q1 2024 alone. The bank’s total CSR investment in 2021 was N4.37 billion.

    Shell (Shell Petroleum Development Company of Nigeria Ltd and partners): While an international company, its Nigerian operations are a major area of social investment globally for Shell. The total expenditure on direct social investments by the three Shell companies in Nigeria and their partners in 2023 was $42.2 million (approximately NGN 30 billion based on 2023 exchange rates), with Shell exclusively spending $14.1 million.

    Other Notable Companies: Other companies noted for significant and impactful CSR initiatives include MTN Nigeria, United Bank for Africa (UBA), Stanbic IBTC Holdings, and Nigerian Breweries Plc.

    Still wondering whether Nigerian brands are living up to their billing? A penny for your thoughts because the received wisdom out there is that indeed for businesses will get good as it gets!

  • TotalEnergies launches payment solution

    TotalEnergies launches payment solution

    TOTALENERGIES Marketing Nigeria Plc has officially launched the TotalEnergies Mobility Card Plus (TEMC+), a next-generation mobility and payment solution designed to enhance convenience, security and operational control for customers nationwide.

    The launch marked a major milestone in the company’s drive to deliver smarter and more secure mobility solutions, particularly for business and fleet customers.

    Speaking at the event, the Managing Director of TotalEnergies Marketing Nigeria Plc, Samba Seye, who was represented by the General Manager, Retail and Cards, Umar Abduallahi, described TEMC+ as a significant advancement in the company’s vision to make mobility safer, smarter and more efficient.

    According to him, TEMC+ represents the next evolution of the long-standing TotalCard, which has served as a reliable payment and mobility tool for customers over the years.

    “TotalCard has been more than a payment tool; it has been a trusted partner that has kept vehicles moving and operations running without disruption,” the Managing Director said, adding that  “TEMC+ is not a replacement, but an improvement built on the same foundation of reliability, security, and service our customers already trust.”

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    He explained that TEMC+ is a technology-driven platform designed to simplify operations and improve the customer experience, particularly for business-to-business (B2B) customers managing fleets and fuel expenses.

    The new platform introduces several enhanced digital features, including secured online transactions, mobile application integration for real-time account visibility, pre-authorisation for accurate fuel dispensing, and instant SMS alerts for fleet managers. Additional innovations include virtual card functionality, instant card updates with on-the-spot fund reallocation, and three new payment options: card payment, mobile app payment, and one-time password (OTP) payment.

    The Network development and Optimisation manager, Samir Mrad, explained that these upgrades are aimed at delivering greater transparency, stronger security and improved operational efficiency in line with the realities of today’s fleet management environment.

    He added that customers can now have access to blacklist their cards and also wipe their cards themselves.

  • SWBN, SC Johnson equip visually impaired with educational and mobility materials

    SWBN, SC Johnson equip visually impaired with educational and mobility materials

    The Society for the Welfare of the Blind (SWBN) with the support of SC Johnson has equipped some visually impaired students with study kits and walking aids.

    The event, held at SC Johnson’s corporate headquarters in Isolo, Lagos, marked this year’s International Day of Persons with Disabilities. Ten selected students from secondary and tertiary institutions across the country received essential tools to aid their learning, including a computer, a school bag, a digital audio recorder, and a guide cane.

    Founder of SWBN, Emiola Ladipo Tade, explained that the initiative was inspired by his personal experience, having lost his sight in 1990. He recalled how the level of poverty at the Blind Centre in Oshodi years ago motivated him to establish SWBN, after discovering that most students there came from disadvantaged backgrounds and could barely afford essential educational tools. Tracing the organization’s 27-year journey, he highlighted the pivotal support of multinationals in sustaining its mission.

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    He noted that the organisation still has a long way to go, given the large number of visually impaired students who need support like that provided to the ten fortunate beneficiaries at the event. He encouraged them to make the most of the equipment. He also expressed appreciation to SC Johnson for its financial and moral support and urged other multinationals to include assistance for people with disabilities as part of their corporate social responsibility, emphasizing that such initiatives offer significant benefits for all involved.

    Maria Kazeem a member of the SWBN, said the beneficiaries were selected from ten different institutions across the country. “Selecting them was very tasking. Investigations were carried out and they were found to be doing well in their studies.”

  • Ibadan funfair tragedy: Prophetesses Silekunola supports bereaved families

    Ibadan funfair tragedy: Prophetesses Silekunola supports bereaved families

    The Founder of the WINGS Foundation, Prophetess Naomi Silekunola, has extended support to families affected by the 2024 children’s funfair tragedy in Ibadan, Oyo State, one year after the incident.

    The prophetess, accompanied by members of her WINGS Foundation—which focuses on supporting women and children—paid a condolence visit to the bereaved families.

    In a video seen by our correspondent on Saturday, the prophetess said the visit was to commiserate with the families and make donations in remembrance of the children who lost their lives.

    Silekunola said that although the incident was unfortunate, it had not discouraged her from fulfilling what she described as her divine calling.

    She explained that this year’s annual children’s funfair was redesigned to honour the victims rather than the usual celebratory format.

    She expressed sorrow over the loss of lives and offered words of encouragement to the affected families.

    It was gathered that prayers were also offered, alongside the distribution of materials.

    Silekunola said, “Sometimes God does things, and we are happy; other times, we are not, and we begin to question whether it is God who has done it.”

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    She added, “I did not come to make you sad. I pray that this time next year, you will not remember anything of sadness. You will witness joy, and this unfortunate incident will no longer define your lives.”

    One of the parents who spoke at the occasion said the families had come to terms with the incident.

    He said, “God is greater than man, and there is nothing He cannot do. We did not come here for anything, but when someone is honoured, the honour should be reciprocated.”

    Recall that in 2024, several children reportedly died while others sustained injuries during a stampede at a children’s funfair in Ibadan.

    The event was organised by Silekunola alongside an Ibadan-based broadcaster, Oriyomi Hamzat. The Principal of Islamic High School, Bashorun, Ibadan, Abdullahi Fasasi,