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  • A quantum leap

    A quantum leap

    NASS should expedite action on Tinubu’s proposed bill to increase Court of Appeal justices from 70 to 110

    Last week, President Bola Tinubu sent a bill to the Senate seeking an amendment to the Court of Appeal Act, 2004, to increase the number of the Justices of Court of Appeal to 110. In the accompanying letter, the president said “The bill seeks to increase the number of justices of the Court of Appeal from 70 to 110, and provide clarification of judicial structure and seniority.”

    The move came barely two years after the president appointed the full complement of 21 Justices of the Supreme Court, for the first time, under the 1999 constitution (as amended).

    He said the bill also “provides for the conduct of proceedings of the Court of Appeal through electronic and audio means, and the establishment of an…Alternative Dispute Resolution Centre within the Court of Appeal, where appellate matters may be referred for settlement.”

    Furthermore, “The bill also seeks to update terminology and definitions within the principal act, including the recognition of virtual hearings and modern correctional nomenclature.”

    The bill will “consolidate interpretative provisions to ensure clarity, consistency, and alignment with the current legal and institutional framework.”

    We consider the proposed bill very timely, more so as the Tinubu administration pushes forward its plan for a $1 trillion economy. No doubt, as the national economy grows, business disputes will also arise, and the duration for litigating disputes will further elongate.

    Again, with Nigeria’s population burgeoning, inter-personal disputes would also increase, and the number of justices of the appeal court needs to grow, to match the new population.

    With the projection that Nigeria would become the third most populous country by 2050, the proposal for new justices makes sense.  

    We also note that the number of years spent to hear and determine appeal cases are quite long, sometimes as long as 10 years or more. Of note, some states do not have Court of Appeal within their jurisdiction, while those that have are overburdened.

    In some jurisdictions which serve more than one state, the courts do not sit, sometimes for years, because there are no justices to form a quorum. The Court of Appeal serving heavy commercial areas are usually overworked, and when the drag gets too burdensome, justices are drafted from other jurisdictions to treat cases pending for long period of time.

    Generally, we do not think that cases should spend more than five years from the high courts to the Supreme Court. The idea of front-loading documents at the high courts is to reduce the time needed to deal with any dispute. At the appellate courts, which deal essentially with documentary evidence, the delay associated with appeal cases should only be determined by the availability of justices. If the documents are fully filed, it should take less than a year for the appeal case to be dispensed with.

    The current instances where cases are adjourned to two years or even more, is unacceptable. In many instances, the original litigants die before a case is dispensed with. Where for some reason the appellate court directs that the matter should be returned to the high court for retrial, such cases may last for three decades. In such cases, the witnesses may have died, and where they are alive, may have forgotten the facts as happened in the cases.

    We earnestly look forward to a reversal of these trends in our appellate courts.   

    Another interesting aspect of the proposed bill is the provision for ADR mechanism. That innovation is quite commendable, as it would help decongest the court dockets. ADR provides opportunity for parties to resolve their dispute by themselves, in a way that every party wins something. A court-integrated ADR, which has become common in many jurisdictions across the world, would add practical alternatives in the dispensation of justice.

    The advantages of ADR are enormous, and, with the benefit of hindsight, after passing through lower courts, parties may grab mediation with enthusiasm.

    The other great innovation in the bill is the introduction of virtual hearing which would enable practitioners to deal with their cases from any part of the world. A situation where parties can file their cases electronically and have their lawyers argue their cases virtually would reduce the time and cost for litigants.

    Of course, the ease of doing business includes the ease of getting cases dispensed with by the courts. When an investor is conducting due diligence on where to invest, the judicial system of every potential investment haven is scrutinised.

    So, when the judicial system is strengthened, it adds value to the economic potential of the country, as a country of choice for investors. Since disputes are inevitable in the business world, the efficiency of the courts are important for a nation determined to increase its economic potential. The Court of Appeal which stands between the Federal High Courts, the state high courts and other specialised courts and the Supreme Court, requires all that it can get to be effective and efficient.

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    It needs to be noted that many cases stop at the Court of Appeal, which is more accessible than the Supreme Court. There are also cases which terminate statutorily at the Court of Appeal. They include election petition cases as concern the legislators. Also, there are cases which require the leave of the Court of Appeal or the Supreme Court before they can be appealed on, from the Court of Appeal. That further explains why the number of the Justices of the Court of Appeal needs to be further increased.

    We hope that plans are also afoot to provide for the welfare of the justices to be appointed. Such matters as to their residence, mobility and office facilities must be made ready while the legislators are working on the bill to increase their numbers.

    Those facilities should be ready before the appointments are made. When the newly appointed justices have to find answers to their needs, they may get help from dangerous quarters, and such relationship may haunt their performance later.

    The duty of a justice of any court is very demanding. It also exposes them to temptation. In choosing those to be elevated, when the amendment is completed, the National Judicial Council must bear in mind the challenges associated with the office of a justice of a court.

    To be elevated to a higher court, the candidates must have good health, show competence and have no propensity for corrupt enrichment. Those who have the responsibility to appoint the justices must have the larger interest of the nation in mind, while dispensing that responsibility.

    The Tinubu administration has shown determination to recalibrate the nation’s judicial system; we commend that effort. In 2023, it appointed 11 Justices to the Supreme Court, to ensure the full complement of the court. The administration has also increased the remuneration and improved the general welfare of judges. It now seeks to increase the number of Justices of the Court of Appeal to reduce pressure on the appellate justice system nationwide, reduce delays, strengthen access to justice and reinforce public confidence in the judiciary.

    We urge the National Assembly to give immediate and thorough attention to the proposed bill.

  • When NSITF took intervention project to Enugu

    When NSITF took intervention project to Enugu

    By Nwachukwu Godson

    The Nigeria Social Insurance Trust Fund (NSITF) is delivering visible and distinct progress across the nation’s world of work. This transformation is not episodic but linear, marked by measurable and sustained improvement. An era of institutional awakening aptly describes current developments within the nation’s apex social security agency.

    A clear example is the revival of the Safe Workplace Intervention Project (SWIP)-a flagship social intervention initiative that had been abandoned for nearly a decade. SWIP is a programme designed to promote and reward excellence in occupational safety culture across workplaces. It is jointly run by the NSITF and the Nigeria Employers’ Consultative Association (NECA), with the Occupational Safety and Health Department of the Federal Ministry of Labour and Employment as the technical audit partner.

    Last held in 2018, the programme had largely faded from public consciousness. But the tide has turned. SWIP has returned with the kick-off of the delayed 2025 edition,  in Lagos on January 20, 2026 for the South West zone; continuing in Enugu on January 22 for the South East/South South zone; and concluding in Abuja on January 27, 2026 for the Northern zone. This essay focuses on the Enugu edition for specific and compelling reasons.

    SWIP is conceived as a fulcrum for the continuous growth of occupational safety and health (OSH), with expanded social protection driving increased participation in the Employees’ Compensation Scheme (ECS). It serves as a lever that pivots the ECS from a reactive compensation framework to a proactive prevention model, recognising that accident prevention is the first and most critical step in employee compensation. In essence, the scheme prioritises safety first, and compensation only when the inevitable occurs.

    The programme provides a structured interface between employers, employees, and regulators, rewarding outstanding safety consciousness through rigorous workplace audits. It measures occupational safety performance, identifies infrastructural gaps, and advocates upgrades in safety infrastructure. In doing so, SWIP foregrounds OSH standards and ECS compliance within the broader social security ecosystem, while instilling a strong culture of accident prevention in workplaces.

    In Enugu, the event held at the Amadeo Event Centre in the heart of the Coal City. The gathering evoked palpable nostalgia, as employers and employees converged from across the old Eastern Region on their former regional capital. Attendance included the Enugu State Governor, Peter Mbah, represented by the Commissioner for Trade and Investment, Samuel Ogbu-Nwobodo; the Honourable Minister of State for Labour and Employment, Nkiruka Onyejiocha; the Managing Director of NSITF, Oluwaseun Faleye; the Chairman of NECA, Ifeanyi Okoye; NECA Director-General, Adewale Smart-Oyerinde; NSITF Executive Directors Mojisola Alli-Maculay (Operations) and Sama’ila Abdu (Administration); the representative of the Nigeria Labour Congress (NLC); captains of industry; and workers.

    In his address, the Governor reaffirmed Enugu State’s commitment to creating a safe and investor-friendly environment, noting significant improvements in the ease of doing business. The Minister of State for Labour and Employment emphasised the Ministry would continue to enforce occupational safety standards to protect workers and enhance national productivity.

    The Managing Director of NSITF, Oluwaseun Faleye, stated that the future of work would be defined by how well the nation protects its workforce. He stressed that every worker matters and that no job is worth a life, describing these principles as central to the Employees Compensation Scheme. He further described SWIP as a strategic platform for raising awareness on ECS compliance while placing occupational safety and health at the forefront of national discourse.

    NECA Chairman, Ifeanyi Okoye, who noted that he is the first South-Easterner to lead the association and the first NECA chairman outside Lagos, described the occasion as historic. He said the programme enhances employers’ understanding of their legal obligations regarding occupational safety and health. Echoing this view, NECA Director-General, Adewale Smart-Oyerinde, described workers’ safety and welfare as the most profitable investment any employer can make.

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    The session drew significant applause when the representative of the Nigeria Labour Congress, an associate professor, called for wages and incomes to rise proportionately with inflation. “As the prices of goods and services surge, we want the same inflation on our income and wages,” she declared, to loud approval from workers in attendance.

    In her presentation, the Executive Director, Operations, Mojisolaoluwa Macaulay, revealed that the Fund has registered over 197,938 companies, covering more than seven million employees. She noted that in 2025 alone, occupational safety awareness programmes were conducted in 2,763 companies, while 814 workplace accidents, including 23 fatalities, were investigated. She added that over N1 billion was paid in compensatory benefits during the year, including more than N400 million paid to 39 Nigeria Customs Service personnel. She concluded that when prevention is prioritised, compensation becomes a safety net rather than a system under strain.

    The 2025 SWIP exercise involved audits of 250 selected workplaces nationwide, conducted by trained teams from the Ministry of Labour to ensure integrity and transparency. Continuous feedback was provided to the Project Planning and Coordination Committee throughout the process. Winners emerged based on seven thematic audit areas, including outstanding workplace safety, safety innovation, leadership excellence in OSH, emergency preparedness, sustainability and emergency management, zero-accident achievement, community impact and corporate social responsibility, as well as overall zonal performance. All audited workplaces received certificates, while winners were rewarded with items such as ambulances, wearable digital exposure monitoring devices, fire extinguishers, safety signages and posters, reflective jackets, and industrial safety helmets.

    While the exercise was widely applauded, it also raised important questions about occupational safety culture in the South East. All 24 prizes, from first to third positions, were won by companies in Enugu and Abia States, leaving workplaces in Anambra, Imo, and Ebonyi States without any awards. Notably, no company from the industrial clusters of Onitsha and Nnewi featured among the winners-raising a timely alarm on the need to strengthen workplace safety consciousness across the zone.

    •Godson is the General Manager, Estate and Maintenance, Nigeria Social Insurance Trust Fund (NSITF).

  • Post-USAID Nigeria: A new path for NGOs and Renewed Hope Ward programme

    Post-USAID Nigeria: A new path for NGOs and Renewed Hope Ward programme

    By Judith-Ann Walker, PhD

    On 20 January 2025, the United States government issued Executive Order 14169 (EO 14169), effectively ending 65 years of USAID assistance to Nigeria. That relationship began in 1961 with grants to four major colleges of agriculture at Nigerian universities in Ibadan, Nsukka, Zaria and Ife. An in-depth review of USAID’s official assistance to Nigeria between 2002 and 2024 shows a steady rise in US commitment to Nigeria’s development. From a US$90 million obligation in 2002 — the first fiscal year after Nigeria’s return to civilian rule and recertification — funding climbed to a peak of US$1 billion in the 2023 budget year. By 2024, USAID’s obligated funds to Nigeria had fallen slightly to US$930.2 million.

    For much of those 65 years, USAID operated a programming model in Nigeria that favoured US implementing partners, with disproportionate funding directed towards US consultants’ fees, grants to US prime partners and contracts for US technical assistance firms. Less widely known is that, shortly before USAID’s departure, its Nigeria mission was the only development partner with a clearly defined localisation policy shaped by Grand Bargain commitments. This policy set targets for increasing funding to Nigerian NGOs and reducing awards to US partners. Over a ten-year period, USAID data accessed in 2024 showed that direct funding to local Nigerian partners rose from 4.2 per cent in 2002 to 10.2 per cent in 2022 as a share of total obligated funds.

    Under USAID’s localisation policy, Nigerian NGOs received direct funding alongside capacity-strengthening support and sector-wide civil society network development. Nigerian NGOs working in HIV/AIDS programming were among the main beneficiaries of this model. In 2025, as USAID wound down its Nigeria programmes, one notable initiative to close was an intervention designed to transfer lessons from USAID’s localisation experience in the development sector to Nigeria’s humanitarian sector. This took the form of a formative study by the Fritz Institute (USA) titled Humanitarian Supply Chain Management – Partnership for Localisation. The study was commissioned by USAID Washington and implemented under the supervision of the Federal Ministry of Budget and Economic Planning. The Development Research and Projects Centre (dRPC) played a supporting role, providing technical assistance to review and strengthen field research tools.

    With USAID’s exit from both development and humanitarian programming in Nigeria, NGOs in the humanitarian space lost the opportunity to benefit from the Fritz study. In the development sector, several leading Nigerian NGOs that had received direct USAID funding lost their grants. Thousands of smaller sub-grantee organisations working under larger NGOs to deliver community-level services were also affected. Since April 2025, Nigerian NGOs operating in areas such as youth entrepreneurship, climate justice, public health advocacy, school safety, reducing the number of zero-dose children, and human rights have been forced to close programmes, shut offices and lay off staff.

    For Nigerian NGOs that have remained active into 2026 and continue to deliver impactful work despite funding constraints, this period has demanded forced innovation — building new networks, engaging new funders and pursuing collective advocacy for more sustainable financing.

    On 24 October 2025, the Nigerian offices of three philanthropic foundations — the MacArthur Foundation, the Ford Foundation and Luminate — convened a pivotal dialogue on the future resilience of Nigerian NGOs in the absence of large donor funding. Over five hours, NGOs, development partners, researchers and thought leaders debated key issues raised in a keynote presentation by The Nextier Group, before agreeing on strategic recommendations to strengthen sustainability and resilience across the sector. While many recommendations challenged NGOs to rethink strategies, diversify funding sources and adopt new business models, others called on development partners to be more innovative in providing long-term strategic support.

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    A key issue raised by the Executive Director of dRPC at the close of the dialogue was the need to reframe NGO sustainability within the broader context of localisation in development assistance. Although USAID has departed, localisation — its flagship downward accountability priority — should not disappear from Nigeria’s aid landscape. She highlighted a strategic opportunity to strengthen the Nigerian NGO sector by mainstreaming localisation principles into Nigeria’s National Official Development Assistance (ODA) Policy, which is currently under review by the Federal Ministry of Budget and Economic Planning. This could involve embedding clear guidelines for funding and capacity-strengthening support for Nigerian NGOs at national and sub-national levels across both development and humanitarian value chains.

    As Nigerian NGOs confront the financial headwinds of 2026, far more needs to be done to provide fit-for-purpose funding similar to the small grants offered through initiatives such as dRPC’s NGO Support Initiative (NSI) with Ford Foundation support, as well as programmes backed by ACT Foundation, Global Affairs Canada, Irish Aid and the Government of Hungary.

    Equally significant is a new opportunity for the Nigerian government to provide direct support to community-based civil society organisations through initiatives such as the Renewed Hope Ward Development Programme (RHWD). The positive development is that the grant award process under RHWD opened in 2026. However, the process currently accepts applications only from individuals through Ward Coordinators. While commendable, the initiative could achieve far greater impact with modest redesign to include the thousands of community and self-help groups across Nigeria working to improve the lives of vulnerable populations.

    •Walker, PhD (International Development, ISS, The Hague), is Executive Director of dRPC and a member of Nigeria’s Presidential High-Level Council on Women and Girls. Email: info@drpcngr.org

  • New book proffers solutions to surmounting Nigeria’s problems

    New book proffers solutions to surmounting Nigeria’s problems

    In a world where integrity is often met with betrayal, a book, Faces of Trial, is set to guide Nigerians from the depths of despair to heights of  spiritual and economic victory.

    Authored by Mrs Eniola Sarah, who wrote from true life experiences, the book offers faith-driven pathways through life’s darkest moments, especially as experienced in today’s socio-economic sphere in Nigeria.

    The 2025 publication offers a deeply honest look at the pain of wrongful judgment and the redeeming power of God’s providence, which, according to her, gives hope that our nation can surmount the challenges it is facing through resilience faith and hope in God.

    Spanning 206 pages, divided into three sections and 16 chapters, Faces of Trial, which is inspired by the author’s encounters with disappointment and life challenges, serves as a memoir of resilience and a manual for spiritual warfare.

    The book presents a moving and reflective account of how good and innocent people often find themselves caught in webs of deceit, conspiracy, deliberate set-ups, and false accusations, circumstances that frequently result in wrongful judgment and lasting damage to reputation and dignity.

    Through vivid storytelling and profound emotional insight, the author recounts unfortunate incidents that resonate with real-life experiences familiar to many readers. These narratives, while sobering, serve as a reminder that trials are not unusual, even for the righteous.

    The work draws a parallel between human suffering and the trial and condemnation of Christ, reinforcing the message that unjust suffering is not without divine purpose.

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    Eniola said Faces of Trial identifies with victims of injustice and emotional trauma, offering reassurance, practical lessons, and reliable pathways to victory.

    “It emphasises that despite life’s battles, God has special friends and children, and His love and care remain constant in and beyond moments of trial”.

    Anchored in biblical principles, the book teaches us how to “plant and harvest” even when the soul is tormented, rejected, lonely, or grieved. She noted that trials are not meaningless; but are God’s set-ups for spiritual growth and self-discovery.

    Without trials, she argues, people may not fully understand their true worth or calling.

    The author further explains that those with divine purpose often experience unique challenges that others may not face. Enduring these difficult seasons, she noted, ultimately transforms believers into vessels of God’s wondrous acts and blessings.

    Beyond encouragement, Faces of Trial positions trust in God’s providence as an unfailing compass, one that guides believers through life’s inevitable race toward victory.

    The book challenges readers to tap into inner, often unrecognised, spiritual resources to overcome adversity, making it both a faith anchor and a practical guide for daily living.

    Ultimately, Faces of Trial inspires readers to rewrite their personal narratives, live in peace and harmony, and rise above limitations. With scriptural references such as Luke 1:37 and 1 Peter 5:10, the book reinforces the message that suffering often leads to strengthening, restoration, and divine settlement.

    Faces of Trial is a recommended read for anyone navigating the storms of life, seeking to understand the mystery of suffering, and looking to emerge victorious through unwavering trust in God. It is now available for purchase.

  • Expert: NAFDAC’s ban on sachet alcohol can worsen hardship

    Expert: NAFDAC’s ban on sachet alcohol can worsen hardship

    Professor of Chemistry, Samuel Odeyemi, has cautioned National Agency for Food and Drug Administration and Control against ban on sachet and PET-packaged alcohol.

    He fears that the policy could threaten millions of jobs and worsen economic hardship.

    Speaking with journalists in Ogun State, Odeyemi, a former Deputy Vice-Chancellor (Academics) of University of Lagos, Akoka, argued that the ban would have economic consequences, noting that millions are employed across the value chain of sachet alcohol production, distribution and sales.

    “While some religions discourage alcohol, its use is universal, often serving as a solvent in medications, such as cough syrups. Historically, advanced nations produced alcohol in large 50-litre containers before gradually reducing them to one-litre sizes to encourage smaller dosages,” he said.

    Odeyemi explained that in Africa, producers introduced the 10ml sachet as an innovation that actually discourages excessive alcohol intake.

    “If this had been invented in Europe or China, it would be hailed as a breakthrough. In Nigeria, however, we tend to stifle innovation because of bias against home-grown solutions,” he said.

    Addressing concerns about environmental pollution caused by discarded sachets, Odeyemi said the government should focus on turning waste into economic opportunities rather than imposing bans.

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    He urged the government to create a culture of recovery, reuse and monetisation of waste materials.

    “The government should research how to curb waste. Yes, polymeric materials are not degradable; they do not decompose and therefore constitute pollution. Yet polymeric materials are still being used in advanced countries, where they are recycled,” he said.

    According to him, with the right policies, polymeric waste could be turned into a viable business.

    “If we think right, we would conclude that these polymeric materials can be converted into jobs. If the collection of used materials is monetised, it would create employment opportunities for many people,” he added.

    Odeyemi, a Senior Evangelist of the Celestial Church of Christ, noted that distilleries are not informal or unregulated environments but controlled manufacturing spaces where alcoholic beverages are blended, flavoured, standardised and packaged under strict processes.

    He further advised the government to strengthen regulatory oversight by empowering NAFDAC to establish functional laboratories in every state of the federation.

    “These laboratories should focus on researching and refining locally produced food and drink items to meet international standards,” he said.

  • Firm empowers creatives, architects in 3D visualisation

    Firm empowers creatives, architects in 3D visualisation

    The Jaybotton Artistry has organised subsidised training to  empower  young creatives, architects, and designers with practical, employable skills in 3D visualisation and innovation.

    In a  statement, Chief Executive Officer, Yisau Akanni, noted that the firm  is running a highly impactful workshop that reflects this same philosophy: practical, technology-driven, and cost-conscious.

    He said the firm has trained over 1,000 students online and through physical, hands-on workshops.

    Akanni noted that the initiative underscores his commitment to positively transforming 3D design and architectural industry, not just through innovation, but through people.

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    “With a clear vision, technological excellence, and a dedication to education, The Jaybotton Artistry continues to set a benchmark for what a modern African design firm can achieve—locally and globally.

    “Understanding the financial barriers in the design industry—particularly the high cost of licensed software, powerful laptops, desktops, and graphic cards—the company has consistently subsidised its training programmes. This commitment ensures that quality education remains affordable and accessible, even in a capital-intensive industry.

    “The firm is conducting a hands-on workshop that reflects this approach, focusing on practical application, modern digital tools, and reduced participation costs. The initiative aligns with a broader vision to strengthen the local design ecosystem through knowledge transfer and skills development.

    As digital transformation continues to reshape architectural practice globally, The Jaybotton Artistry’s blend of technology adoption and education highlights how emerging African firms are redefining industry standards while expanding opportunities for the next generation of designers,” he said.

  • Oyo govt, emergency responders get kudos

    Oyo govt, emergency responders get kudos

    A firm, SAO Petroleum, has lauded Oyo State, Fire Service, CBN, SweetCo, Zartec, Police, Nigeria Security and Civil Defence Corps, Amotekun Corps, other security outfits as well as customers and good Samaritans, who rallied support during the fire incident at one of its retail outlets in Jericho, Ibadan.

    It said although it was sad by the losses, it remained thankful that no lives were lost.

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    A statement by Managing Director, Adewumi Oladiti, thanked volunteers and the public, who helped to contain the fire by offering support.

    “Your solidarity means a lot to us. Despite this unfortunate incident, we assure our customers that this will not hinder our commitment to giving our best.

    “As the year progresses, rest assured that your love and loyalty to our brand will propel us to do even better.”

  • Royal Exchange gets new board as Odogwu steps down

    Royal Exchange gets new board as Odogwu steps down

    Group Chair of Royal Exchange Plc, Mr. Kenny Odogwu has stepped down from the position.

    Royal Exchange Plc owns Rex Insurance Limited and other subsidiaries.

    With 28 years on the board and 18 years at the helm, Odogwu leaves behind a transformed institution poised for continued growth.

    During his tenure, Royal Exchange Plc navigated complex macroeconomic challenges to become a diversified financial services group, shedding its composite insurance skin then known as REAN to a holding company with interests in insurance, finance, and healthcare.

    Odogwu’s leadership strengthened governance, developed talent, and cemented the company’s position.

    Reflecting on his legacy, Odogwu lauded the company’s enduring brand strength and dynamism. As the oldest insurance company in Nigeria, the group boasts 108 years of insurance history and leadership in the financial industry.

    It was among the first companies in Nigeria to adopt a group holding structure in 2007 in line with its strategy to become something akin to a one-stop financial mall. The company remains confident in its growth prospects, underpinned by a solid shareholder base and strong management.

    Mr. Ikeme Osakwe takes over as group chair, leading experienced professionals, including Ms. Pamela Yough, Mr. Afolabi Caxton-Martins, Mr. Ezekiel Onilude, Chief Anthony Idigbe (SAN), Senator Mohammed Daggash, and Mrs. Idu Okeahialam (Managing Director/Chief Executive Officer).

    Osakwe is a financial management specialist, and has held board appointments and is on the board of Oando Plc.

    Idigbe is a senior partner at Punuka Attorneys & Solicitors. He is also involved with consultancy, business and human capital development through its Canadian Affiliate, Punuka Consulting Inc.

    He currently sits on the board of Ikeja Hotel Plc and PZ Cussons Plc.

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    Senator Mohammed Daggash is an Architect by profession, specializing in project management, consultancy, development planning and public finance management. He is presently the Chairman of Shuwari Industries Limited and Shuwari Frams Limited.

    Ms Pamela Mimi Yough is a Banker, Financial Consultant and Investment Advisor with over 35 years of experience in the Financial Sector. She was the immediate past MD/ CEO of Zenith Bank (UK) Limited in which she served from June 2017 to October 2021.

    Mr. Afolabi Caxton-Martins is the Founding Partner, Dentons ACAS-Law (formerly ACAS-Law), a law firm founded in 1991 where he advises on a broad range of Nigeria and international cross-border corporate finance transactions, private M&A, joint ventures, and infrastructure/Public-Private Partnership arrangements.

    Mr. Ezekiel Onilude is a Chartered Accountant and Senior Account Manager in the law firm of Punuka Attorneys and Solicitors. He is an Associate of the Chartered Institute of Taxation, Cert-IFR Association of Chartered Certified Accountants (UK), Associate member of the Association of Certified Fraud Examiners (US) and a member of International Association of Risk and Compliance Professionals (US).

    Mrs. Idu Okeahialam is a pension guru and a certified compliance and ethics professional (CCEP-I). Her experience spans across funds management, compliance and risk management and customer services in the Banking and Financial Institutions as well as the Energy Sector. She is currently the Managing Director and Chief Executive Officer of Royal Exchange Plc.

  • ‘Why ex-commissioner is fit for governor’

    ‘Why ex-commissioner is fit for governor’

    A political commentator, Adedayo Alao, has described former Chief of Staff to the late Governor Abiola Ajimobi, Mr. Muyiwa Gbadegesin, as a proven and capable hand to lead Oyo State at what he termed a defining moment in its political journey.

    In a statement on the future leadership of the state, Alao said Oyo requires tested leadership, fresh energy, and a clear vision to navigate emerging governance and development challenges, adding that Gbadegesin possesses the qualities needed to move the state forward.

    He noted that Gbadegesin is not new to public administration, having served at the highest levels of government during the Ajimobi administration, an era he described as one of the most transformative in the state’s recent history.

    As Chief of Staff, Gbadegesin, according to Alao, played a central role in coordination, policy execution, and strategic planning, working closely with the governor to translate policy ideas into concrete outcomes across ministries and agencies.

    Alao also highlighted Gbadegesin’s tenure as Commissioner for Health, during which he said the former commissioner demonstrated strong leadership and a pragmatic approach to service delivery.

    He credited Gbadegesin with efforts aimed at strengthening healthcare institutions, improving efficiency, and expanding access to services at a time when the sector required discipline and reform.

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    According to Alao, Gbadegesin stands out for combining governance experience with youthful energy, describing him as part of a new generation of leaders who are hands-on, intellectually grounded, and responsive to the needs of a rapidly changing society.

    He said Gbadegesin’s approach to leadership is defined by competence, humility, and strategic thinking, with a focus on building strong institutions and sustainable systems rather than relying on slogans.

    He further argued that Oyo State needs a leader who understands the workings of government while also bringing innovative ideas to address contemporary challenges such as economic diversification, job creation, healthcare delivery, education, and infrastructure development.

    “As Oyo State looks ahead, it requires a governor who is prepared from day one, grounded in experience, shaped by responsibility, and driven by genuine commitment to the people,” Alao stated, adding that Gbadegesin represents a balance between institutional memory and forward-looking leadership.

    He concluded that the state deserves competent and visionary leadership, expressing confidence that Muyiwa Gbadegesin fits that description.

  • Honouring a lifetime of risk, reinvention and business triumph

    Honouring a lifetime of risk, reinvention and business triumph

    At the University of Lagos (UNILAG) convocation, the loudest message did not come from the podium but from the symbolism on display. In conferring an honorary Doctorate in Business (Honoris Causa) on Wale Tinubu, the university elevated enterprise to the level of scholarship in action — implying that the rigour of building companies, weathering shocks and reinvesting in society is itself a vital form of national learning, reports Associate Editor ADEKUNLE YUSUF

    The hush inside the University of Lagos auditorium was the kind reserved for moments that feel larger than ceremony. On a humid January morning in Akoka, the university shimmered with the ritual pageantry of convocation — academic gowns in disciplined colours, proud families craning for photographs, and the low murmur of ambition hanging in the air. Then the name rang out — one more familiar to trading floors, oil fields, and global investment circles than to lecture theatres. Dr Jubril Adewale “Wale” Tinubu (CON), Group Chief Executive of Oando Plc, stepped forward to receive an Honorary Doctorate of Business (Honoris Causa), and in that brief walk across the stage, decades of enterprise, risk, controversy, reinvention, and nation-building seemed to compress into a single symbolic moment.

    It was more than a conferment. It was the convergence of two worlds: scholarship and enterprise, theory and execution. In Tinubu’s journey — from young Lagos lawyer to one of Africa’s most recognisable energy executives — the university found a narrative that mirrored Nigeria’s own uneven, determined climb.

    For UNILAG, founded in 1962 on the conviction that intellectual capital would anchor a young nation’s future, the honour was not merely ceremonial. It was a deliberate nod to a Nigerian whose career has been defined by bold bets, hard landings, and a stubborn refusal to stop building. For Tinubu, the recognition carried a personal weight. It was, he said, “not merely a celebration of past achievements, but a renewed call to service.”

    That phrase — renewed call to service — framed both the ceremony and the man. Tinubu’s story is not the tidy arc of inherited privilege or uninterrupted success. It is a study in calculated risk, institutional reinvention, and an unshakeable belief that nations, like businesses, are built by people willing to try, fail, learn, and try again.

    The philosophy of failure

    If there was a central thesis to Tinubu’s remarks around the convocation, it was disarmingly simple: failure must be acceptable. “We learn from our failures, and we get it right,” he said. “We stop condemning the country and believing it cannot go right. The country can go right, and it goes right by us as a people collectively moving in one direction.”

    In a country where public discourse often swings between euphoric optimism and corrosive cynicism, his message landed with unusual clarity. Tinubu was not romanticising hardship; he was reframing it as raw material. Nations that succeed, he argued, do not avoid failure — they metabolise it. He reached for the language of exploration: the repeated attempts before reaching the moon, the countless failed expeditions before summiting Everest. The analogy was deliberate. Progress, in his worldview, is iterative. “A lot of people are scared of failing,” he said. “They simply don’t try — and accordingly, they never succeed.” It is a philosophy that reads less like motivational rhetoric and more like a boardroom post-mortem. For Tinubu, failure is not an emotional event; it is a data point.

    Born on June 25, 1967, Tinubu’s early trajectory gave little away about the scale of enterprise he would later command. Educated in Nigeria before earning a Bachelor of Laws from the University of Liverpool in 1988 and a Master of Laws in International Business Law from the London School of Economics, he was called to the Nigerian Bar in 1990. The path ahead seemed mapped: chambers, clients, a respectable legal career.

    But history often pivots on moments that look like inconvenience. Early in his professional life, Tinubu encountered a logistical crisis involving stranded oil tankers offshore — a problem others saw as bureaucratic quicksand. He saw arbitrage. “As a young lawyer with no office, no corporate name and very little capital, I encountered the distress most people saw as a problem,” he recalled. “I saw it as a possibility… That moment taught me a lesson that has guided every step of my life: do not wait for perfect conditions.”

    That instinct — to treat systemic friction as commercial opportunity — became the seed of what would evolve into Ocean and Oil Group, co-founded in 1993. What began as an oil trading and shipping venture would, over three decades, morph into one of Africa’s most recognisable indigenous energy brands. The transformation from trader to integrated energy group did not happen through incrementalism. It came through aggressive, sometimes audacious acquisitions. In 2000, Ocean and Oil acquired a controlling stake in UniPetrol Plc. Two years later came what was then the largest acquisition of a quoted Nigerian company: UniPetrol’s purchase of Agip Nigeria Plc. The company was later rebranded Oando Plc.

    Under Tinubu’s leadership, Oando evolved from a petroleum marketing outfit into a diversified energy company with operations spanning upstream exploration, midstream infrastructure and downstream marketing. Its primary listing on the Nigerian Stock Exchange and cross-border listing on the Johannesburg Stock Exchange signalled a company — and a chief executive — comfortable operating beyond local ceilings. The numbers tell one story: hundreds of retail outlets, vast storage capacity, billions of dollars raised from international finance for acquisitions and development projects. But the more revealing narrative lies in the volatility. Oando’s journey has included boardroom battles, regulatory headwinds and market shocks — the sort of turbulence that buries less resilient firms.

    Yet resilience is Tinubu’s defining corporate motif. Each downturn became, in his telling, another iteration in a long experiment: how to build an African energy company that could compete on global terms.

    Betting on a different future

    In 2021, Tinubu founded Oando Clean Energy Limited (OCEL), a move that signalled strategic acknowledgement of a world tilting toward decarbonisation. For an executive whose fortune was forged in hydrocarbons, the pivot was less ideological than pragmatic. Africa’s energy paradox — abundant fossil resources but crippling energy poverty — demands a dual strategy: expand access while preparing for transition. OCEL’s mandate is to design and deliver sustainable energy projects aligned with Nigeria’s energy needs and the global race to net zero.

    In May 2023, in partnership with the Lagos State Government, OCEL rolled out electric mass transit buses as part of a proof-of-concept phase, with hundreds more planned. It was a modest but symbolic step: the oil executive investing in electrons. This duality — oil and renewables, legacy and transition — mirrors the tightrope many emerging economies must walk. Tinubu’s position is not that Africa should abandon hydrocarbons overnight, but that it must not be locked out of the future energy architecture.

    Tinubu’s conception of nation-building extends well beyond GDP. Through the Oando Foundation, he has channelled resources into basic education, adopting dozens of public primary schools, supporting hundreds of thousands of pupils, enrolling out-of-school children and training thousands of teachers. Classrooms have been built, sanitation facilities installed and digital learning centres established. His humanitarian interventions have also reached conflict-affected regions. In 2018, he helped mobilise private-sector awareness and funding for Nigeria’s northeast humanitarian crisis, leading delegations to internally displaced persons camps in Borno State.

    These initiatives are not peripheral to his worldview; they are expressions of it. “The true measure of success,” he said, “is not how far we rise, but how much we lift others when we rise.” It is a philosophy that reframes philanthropy from charity to social investment — an attempt to widen the pipeline of future talent and stability upon which business itself ultimately depends.

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    Speaking on behalf of fellow honourees at UNILAG’s convocation, Tinubu situated the moment within the university’s historical mission. Established when Nigeria understood that political independence required intellectual infrastructure, UNILAG has produced leaders across disciplines — from public service to medicine, law to the creative industries. He paid tribute to a lineage of vice-chancellors and scholars who shaped the institution’s ethos, culminating in its current leadership. But his focus was forward-looking. Universities, he argued, are not spectators in national crises; they are engines of solutions. “Citadels of learning are not spectators to national challenge; they are drivers of it. They generate the ideas, train the innovators, test the evidence and nurture the ethical leadership that progress demands.”

    In his framing, the relationship between “town and gown” must tighten. Alumni engagement, private-sector collaboration and research partnerships are not luxuries; they are structural necessities in a knowledge-driven economy. Tinubu’s remarks also acknowledged Nigeria’s present inflection point. Economic reforms, he noted, are painful but necessary. Yet policy alone cannot deliver transformation. Ideas must inform action; evidence must guide leadership.

    Merit, in his view, is the institutional North Star. Societies that reward competence and integrity build durable systems. Those that sideline merit mortgage their future. “What we have done here today is witness a ceremony that has rewarded merit,” he said. “It is extremely important that merit be placed at the forefront of institution building.” It was both congratulatory and cautionary — praise for academic excellence, and a broader plea for standards in public life.

    Beyond corporate Nigeria, Tinubu occupies seats in global policy circles. He has been involved with the World Economic Forum’s oil and gas community, participates in high-level climate and investment dialogues, and serves on committees focused on long-term funding and infrastructure. His role in the US-Nigeria commercial investment dialogue places him at the intersection of diplomacy and commerce. These platforms amplify his influence, but they also reinforce a recurring theme: Africa must not be a passive recipient of global decisions. It must help shape them. His national honour — Commander of the Order of the Niger (CON) — formalised state recognition of those contributions. But honours, like doctorates, are punctuation marks, not conclusions.

    The walk across the stage

    Back in the UNILAG auditorium, as cameras flashed and applause rose, Tinubu’s investiture carried layered symbolism. A lawyer who became an energy magnate. A hydrocarbons executive funding clean transport pilots. A businessman lecturing graduates on patriotism, failure and service. Universities confer honorary degrees not just to celebrate individuals, but to project values. In choosing Wale Tinubu, UNILAG spotlighted enterprise as a form of national service — provided it is tethered to societal progress.

    For the graduates watching, his message was stripped of corporate jargon: start before you are ready, accept failure as tuition, build anyway. For the country, it was a quieter challenge — to replace reflexive despair with disciplined effort. As the ceremony wound down and the crowd spilled into the Lagos heat, the doctorate settled onto Tinubu’s shoulders as both recognition and responsibility. In his telling, the real work lies ahead — in boardrooms, classrooms, policy tables and construction sites where Nigeria’s next chapters will be written. The gown will be folded away. The title will be added before his name. But the philosophy he carried onto that stage — that nations, like entrepreneurs, must dare, stumble, learn and dare again — is the part meant to endure.