Category: Money

  • Aig-Imoukhuede calls for enhanced focus on agriculture

    Aig-Imoukhuede calls for enhanced focus on agriculture

    Chairman, Access Holdings Plc, Mr. Aigboje Aig-Imoukhuede has called for a renewed focus on agriculture as Nigeria’s pathway to sustainable jobs, inclusive growth and long-term national resilience.

    He said Nigeria’s growth lies in deliberate reinvention of agriculture as a coordinated, system-driven engine of work.

    Aig-Imoukhuede spoke at the weekend at the 33rd Convocation Lecture of the Federal University of Agriculture, Abeokuta (FUNAAB), in Abeokuta, Ogun State.

    Speaking on the theme “Agriculture, the Future of Work, and the University as Catalyst,” Aig-Imoukhuede challenged policymakers, universities and graduates to look beyond traditional narratives of farming and recognise agriculture as Nigeria’s most scalable platform for dignified employment, innovation and national transformation, if properly governed and coordinated.

    The lecture formed a central intellectual pillar which has reinforced the university’s growing reputation as a global thought leader at the intersection of agriculture, governance and development.

    Aig-Imoukhuede noted that while global discourse on the future of work was dominated by automation and artificial intelligence, Africa’s more urgent challenge is the creation of productive, sustainable and large-scale employment for its youthful population.

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    Agriculture, he argued, offers a unique comparative advantage.

    He said: “Agriculture is not merely about farming. It is a complex system encompassing science, engineering, logistics, finance, technology, regulation and trade. No other sector matches its capacity to create jobs across skill levels, income bands and rural–urban divides while strengthening food security and national resilience”.

    Drawing lessons from the biblical account of Joseph in Egypt and Brazil’s agricultural transformation, he emphasised that agriculture becomes truly transformative only when treated as an integrated system rather than a series of isolated interventions. Turning to Nigeria, he observed that despite vast arable land, human capital and a large domestic market, the country remained a net food importer due to weak coordination rather than a lack of ideas or effort.

    “Nigeria’s agricultural story is not one of failure,” he stated, “but one of unfinished architecture.”

    He urged graduates to see agriculture as a modern, technology-enabled and value-chain-driven career space, noting that the most significant employment opportunities lie beyond the farm gate, in storage, processing, logistics, quality assurance, branding and export markets.

    He also cautioned against over-reliance on technology without strong institutions and governance, stressing that enduring transformation required patient capital, credible systems and consistent leadership.

    Addressing the graduating class, directly, Aig-Imoukhuede called for adaptability, lifelong learning and civic responsibility, reminding them that Nigeria’s future depends on builders of systems, not spectators.

    Earlier, Vice-Chancellor of FUNAAB, Prof. Babatunde Kehinde, welcomed guests and described the Convocation Lecture as a celebration of excellence, learning and institutional pride.

    He noted that the lecture remained a defining intellectual tradition of the University, providing a platform for critical engagement with national and global challenges. He, however, expressed confidence in FUNAAB’s commitment to excellence, innovation and national development.

    The lecture was chaired by the Chairman of the Federal Civil Service Commission, Prof. Tunji Olaopa, who called for a fundamental rethinking of Nigeria’s University education system, particularly universities of agriculture.

    He urged such institutions to align more deliberately with national development priorities and the future aspirations of Nigerian youth. He raised concerns over youth unemployment and unemployability, warning of their implications for social stability and national cohesion.

    He advocated a balanced educational model that combines manpower development with character formation and urged universities to embrace emerging technologies, such as artificial intelligence, robotics, drones, GIS and the Internet of Things, to drive smart agriculture and innovative agribusiness. He also called for sustainability-driven research, innovation hubs and community-focused solutions, particularly for rural development.

    In his concluding remarks, Olaopa identified key reforms needed to reposition Nigeria’s university system, including greater institutional autonomy, improved funding through public-private partnerships and a more developmental approach to industrial relations.

    The 33rd Convocation Lecture thus underscored FUNAAB’s role as a global knowledge hub and catalyst for ideas capable of reshaping agriculture, governance and the future of work in Africa, while positioning the University at the forefront of debates shaping Nigeria’s long-term development trajectory.

  • Reforms, inclusion, technology reshaping capital market, says NGX Group

    Reforms, inclusion, technology reshaping capital market, says NGX Group

    Group Chief Executive Officer, Nigerian Exchange Group (NGX Group) Plc, Mr. Temi Popoola has said Nigerian capital market has been consolidating its position as a structured gateway to the African market.

    According to him, macroeconomic reforms, digital platforms, and expanding investor participation have seen the market scaling from milestones to milestones.

    Popoola highlighted how Nigeria’s ongoing reforms are translating into tangible investment opportunities, particularly for women and diaspora investors.

    Reflecting on Nigeria’s 2025 adjustment phase, he noted that difficult but necessary reforms, alongside improved price discovery, have laid the foundation for more sustainable growth in 2026.

    He pointed to the NGX All-Share Index’s 51.19 per cent gain in 2025, attributing the performance to improvements in corporate earnings, dividend consistency, and economic reforms, rather than speculative activity.

    He said: “Capital is becoming increasingly selective globally. What we are seeing in Nigeria is a market that has embraced reforms, strengthened transparency, and invested in resilient infrastructure. The focus is on building an investable platform that supports long-term economic growth”.

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    He underscored the role of inclusive participation in deepening market resilience, noting a growing proportion of women investors among new retail accounts.

    Referencing a recent telecommunications public offer in which women accounted for 76 per cent of more than 110,000 new investor accounts, Popoola said broader participation contributes to healthier markets through longer investment horizons, disciplined accumulation, and more risk-aware decision-making.

    “Women don’t just participate in markets; they help stabilize them,” Popoola said.

    Popoola spoke at Pan-African Investment Lounge hosted by Radiant Collective Capital (RCC). With the theme: “Global Economic Outlook 2026 & Overview of the Nigerian Stock Exchange: Opportunities and Market Structure,” the virtual session brought together women professionals, founders, and business leaders from across Africa and the diaspora.

    Looking ahead to 2026, Popoola identified five interconnected pillars shaping Nigeria’s investment landscape: global geopolitical shifts creating alternative supply-chain opportunities; strengthening macroeconomic stability with projected GDP growth of 4.4 per cent; renewed foreign portfolio investment driven by improved transparency and attractive yields; closer coordination between fiscal and monetary policy; and greater asset utilisation through new listings and infrastructure-linked instruments.

    He also emphasised that future market growth will increasingly be driven by technology, sustainability, and strategic partnerships. Digital platforms such as NGX Invest are expanding access and transparency across the primary market, while ESG-linked initiatives, including the NGX Net-Zero project, support long-term market resilience and risk management. Partnerships with regulators and key market stakeholders, he noted, remain central to sustaining investor confidence.

    Popoola said NGX Group plans to build on this engagement with targeted investor education initiatives in 2026, focusing on digital market access, sector-specific opportunities, and structured pathways for diaspora investment.

    The session set the stage for deeper collaboration between NGX Group and women-led investment networks across the continent.

  • Oando grows net profit to N241.3billion amid optimism on production

    Oando grows net profit to N241.3billion amid optimism on production

    Oando Plc grew its net profit to N241.3 billion in 2025 as the indigenous energy solutions group saw double-digit growths across crude and gas production.

     Key extracts of the interim report and accounts of Oando for the year ended December 31, 2025 showed 32 per cent increase in production by its upstream business, averaging 32,482 boepd.

    The growth was driven by 36 per cent increase in crude oil production to 11,269 bopd, 24 per cent increase in gas production to 19,982 boepd, and 715 per cent increase in NGL production to 1,231 bpd.

    The group attributed the production growth to the full-year consolidation of the NAOC JV interest, improved operational uptime resulting from the reactivation of previously constrained wells, and targeted infrastructure upgrades across operated assets.

    The report showed that profit after tax rose by 10 per cent to N241.3 billion in 2025 compared with N220.1 billion in 2024, supported by higher upstream production, impairment reversals, and favourable tax adjustments.

    However, revenue declined 21 per cent to N3.21 trillion from N4.09trillion in 2024, while gross profit decreased by 82 per cent year-on-year to N27.8 billion, down from N155.9 billion in 2024.

    According to the group, the decline in earnings reflected change in revenue mix as it scaled back high-turnover, lower-margin refined-product trading in favour of higher-margin crude and gas trading opportunities, as well as the impact of non-cash items.

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    Group Chief Executive, Oando Plc, Mr. Wale Tinubu, CON, 2025 was a year of relentless execution as the group successfully transitioned from the integration of the NAOC Joint Venture into operational delivery.

    “Over the year under review, we reinforced asset integrity, strengthened security across our operating areas, and materially improved uptime, delivering a 32 per cent year-on-year increase in total production. Operated Joint Venture production averaged approximately 80,545 boepd, translating to 32,482 boepd net to Oando, alongside a 30 per cent increase in crude oil liftings and a 59 per cent increase in gas sales volumes.

    “Building on this foundation, we launched our development drilling programme with the successful completion and start-up of the Obiafu-44 gas-condensate well. This well represents the first execution milestone within a phased 36-well development programme, designed to restore field deliverability, unlock incremental production and advance the Group’s medium-term growth objectives,” Tinubu said.

    According to him, within its trading business, the group recorded a 42 per cent increase in crude oil cargos traded, rising to 26 crude oil cargos (29.4 MMbbl) compared to 21 cargos (20.7 MMbbl) traded in 2024.

    “In our downstream trading business, we responded decisively to evolving market dynamics by deliberately rebalancing our portfolio away from gasoline importation toward higher-margin crude and gas opportunities. We expanded global exports and leveraged structured offtake and pre-export financing arrangements to support liquidity, cash-flow resilience, and effective production monetization for our clients,” Tinubu said.

    He noted that during the period, Oando deliberately paused premium motor spirit (PMS) trading in response to structural changes in Nigeria’s domestic downstream landscape, pointing out that while the rebalancing resulted in a short-term reduction in reported earnings, it aligns with the group’s longer-term focus on margin quality and capital efficiency.

    Looking ahead, Tinubu assured that with operational control firmly embedded and the foundations for growth clearly established, the group is focused on the diligent execution of its development programme to accelerate production growth, strengthen cash generation and enhance long-term value creation.

    “As we enter 2026, we will continue to allocate capital prudently, deepen operational resilience and build on the momentum achieved,” Tinubu said.

    The report showcased the company’s transition from asset integration following the acquisition to a decisive assumption of operatorship, evidenced by strong upstream performance.

    Capital expenditure increased significantly from 2024, with higher investment in upstream development, facility integrity, and infrastructure optimisation. This investment is strategic; production growth and increased revenue depend on these foundational capabilities being in place, and more importantly, it is evidence that the company is postured correctly for the future.

    In line with its group-wide optimisation strategy, the company realised $17.7 million in cost savings across key operating inputs through disciplined contract optimisation.

    During the period, retained earnings returned to a positive position, reflecting non-cash intra-group balance sheet realignments associated with ongoing capital restructuring. Collectively, these developments enhance the Company’s financial resilience and position it to deliver sustainable, long-term value as it enters its next phase of growth.

  • Amaanah Finance unveils non-interest banking to power MSMES growth

    Amaanah Finance unveils non-interest banking to power MSMES growth

    Amaanah Finance, a non-interest finance bank, is officially launching its operations today, Monday, offering Nigerians a new ethical approach to investing, financing, and wealth creation built on transparency, partnership, and real economic impact.

    Guided by the philosophy of building prosperity with principles, Amaanah Finance is designed for individuals and businesses who want their money to work responsibly while delivering competitive and transparent returns.

    The institution focuses on economic empowerment by providing Shari’ah compliant financial solutions that support individuals, MSMEs, startups, and large projects across Nigeria.

    At the core of Amaanah Finance’s model is the belief that finance should create shared prosperity. When customers open an Amaanah Investment Account, their funds are ethically invested in viable, high growth MSMEs that drive the Nigerian economy. Investors earn returns linked to real economic activity, while entrepreneurs gain access to capital structured as partnerships rather than debt.

    This approach reflects Amaanah Finance’s commitment to economic inclusion over financial inclusion. By prioritising access to productive capital and shared growth, the institution aims to deliver sustainable social impact in Nigeria and across Africa. Its vision is to become Africa’s most trusted and impact driven noninterest financial service provider.

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    Amaanah Finance offers a range of ethical investment, financing, advisory, and wealth management solutions structured to meet the needs of individuals and businesses without compromising values. All products are designed to be transparent, asset backed, and compliant with Shari’ah principles, ensuring clarity and fairness for every customer.

    Nigeria’s MSMEs account for over 90 per cent of businesses and employ more than 80 per cent of the workforce, yet they receive a disproportionately small share of formal financing. Amaanah Finance is positioned to help bridge this gap by providing interest free, partnership-based funding that supports business growth, job creation, and community development.

    As Amaanah Finance opens to the public, individuals seeking ethical investment opportunities and businesses in search of value aligned funding are invited to get started.

    As Nigeria advances its economic diversification agenda, Polaris Bank remains positioned as a trusted partner for SME exporters, providing the finance, knowledge and institutional support required to compete globally and contribute meaningfully to national development and long-term economic resilience.

  • Oil price stays high as OPEC+ agrees pause

    Oil price stays high as OPEC+ agrees pause

    Global oil price retained its high yesterday with the Bonny Light selling at $78.62 per barrel. Brent, which sold at $70 per barrel at the close of last week, also traded at $70 per barrel, while WTI was $65.21 per barrel.

    This comes on the heels of eight OPEC+ countries agreeing in principle to maintain a planned pause in their oil output hikes for March, according to three OPEC+ sources and a draft statement seen by Reuters ahead of yesterday’s meeting.

    The producer group said on Sunday, even after crude prices hit six-month highs on concern the U.S. could launch a military strike on OPEC member Iran.

    The meeting of eight OPEC+ members comes as Brent crude closed near $70 a barrel last Friday, close to the six-month high of $71.89 it hit on Thursday, despite speculation that a supply glut in 2026 would push prices down.

    The eight producers – Saudi Arabia, Russia, the United Arab Emirates, Kazakhstan, Kuwait, Iraq, Algeria and Oman – raised production quotas by about 2.9 million barrels per day from April through December 2025, roughly three per cent of global demand.

    In November they froze further planned increases for January through March 2026 because of seasonally weaker consumption.

    Yesterday’s brief meeting reaffirmed that decision for March, after earlier gatherings did the same for January and February.

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    Sunday’s statement made no mention of what OPEC+ could decide for specific months beyond March, and the lack of forward guidance is significant, said Jorge Leon, a former OPEC official who now works as head of geopolitical analysis at Rystad Energy.

    “With rising uncertainty around Iran and U.S. tensions, the group is keeping all options firmly on the table,” he said.

    “OPEC’s own numbers point to a lower call on OPEC+ crude in the second quarter, which could limit the scope for production increases,” Leon added.

    OPEC+ includes the Organization of the Petroleum Exporting Countries (OPEC), plus Russia and other allies. The full OPEC+ pumps about half of the world’s oil.

    A separate OPEC+ panel called the Joint Ministerial Monitoring Committee also met on Sunday. The JMMC does not have decision-making authority on production policy. The JMMC stressed the importance of achieving full compliance with OPEC+ output agreements, a statement on OPEC’s website said.

    U.S. President Donald Trump is weighing options on Iran that include targeted strikes against security forces and leaders, aiming to inspire protesters. Washington has imposed extensive sanctions on Tehran to choke off its oil revenue, a crucial source of state funding.

    Both the U.S. and Iran have since signalled willingness to engage in dialogue.

    Oil prices have also been supported by supply losses in Kazakhstan, where the oil sector has suffered a series of disruptions in recent months. Kazakhstan last Wednesday, however said it was restarting the huge Tengiz oilfield in stages.

    The eight countries plan to hold their next meeting on March 1 and the JMMC on April 5, the statements showed.

  • NASD moves to strengthen strategy growth

    NASD moves to strengthen strategy growth

    NASD Plc and its major shareholders, board members, and executive management have held a high-level stakeholder retreat aimed at reinforcing the Exchange’s long-term strategic direction and governance framework.

    The retreat, held at the Nordic Hotel, Victoria Island, Lagos, brought together key institutional stakeholders for in-depth discussions on NASD’s evolving role within Nigeria’s capital market ecosystem.

    The engagement provided a structured platform for shareholders and management to align on strategic priorities necessary to deepen institutional strength, enhance market relevance, and support sustainable growth.

    NASD noted that deliberations focused on the importance of strong shareholder collaboration, disciplined strategy execution, and the adoption of equitable governance practices to further strengthen investor confidence and long-term value creation.

    Participants exchanged views on navigating market complexity, adapting to regulatory and economic changes, and ensuring that the Exchange continues to operate in line with global best practices while addressing the specific needs of Nigeria’s over-the-counter market.

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    NASD emphasised that the retreat highlighted the critical role of close alignment among shareholders, the Board, and executive leadership in shaping the Exchange’s next phase of development. By encouraging open dialogue and shared strategic intent, the engagement reaffirmed NASD’s commitment to transparency, institutional resilience, and leadership within the capital market.

    The session concluded with a group engagement reflecting the depth of experience, governance oversight, and collective responsibility guiding NASD’s strategic outlook as it continues to enhance its contribution to Nigeria’s financial market architecture.

    NASD posted a standout performance in 2025, with its market diversification strategy delivering a surge in listings, deeper market activity, and a sharp expansion in market value across its alternative trading platforms.

  • UAC posts N343.4b revenue post CHI acquisition

    UAC posts N343.4b revenue post CHI acquisition

    UAC of Nigeria (UACN) Plc has announced its unaudited financial results for the fourth quarter and year ended 31 December 2025, recording a 74 per cent increase in revenue to N343.4 billion, following the successful completion of its transformational acquisition of C.H.I. Limited alongside continued contributions from the Group’s core operating businesses.

    The 2025 financial year marked a strategic inflection point for the Group, characterised by a significant expansion in scale, entry into large consumer growth categories, and strong underlying earnings momentum, albeit alongside N21.2 billion in one-off acquisition-related costs incurred during the year.

    Excluding these non-recurring costs, underlying profit before tax rose by 76 per cent year-on-year to N28.7 billion, underscoring the strength of the Group’s core operating performance.

    In the fourth quarter alone, the inclusion of three months’ performance from C.H.I. Limited drove a 62 per cent year-on-year increase in revenue to N183.8 billion, providing early evidence of the earnings potential of the expanded portfolio.

    Operating profit stood at N8.2 billion, down from N12.2 billion in fourth 2024, reflecting the impact of one-off transaction costs related to the acquisition of C.H.I. Limited. Excluding these one-off costs, operating profit surged to N20.3 billion, representing a 66 per cent year-on-year increase.

    The acquisition of C.H.I. Limited has significantly broadened UAC’s operating base, adding leading consumer brands such as Chivita, Hollandia, and Capri-Sun, while SuperBite and Beefie has further strengthened the Group’s snacks portfolio. The transaction has also deepened leadership and operational capacity across the Group.

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    Group Managing Director, UAC of Nigeria (UACN) Plc, Mr. Fola Aiyesimoju, said 2025 was a pivotal year for UAC.

    According to him, the completion of the acquisition of C.H.I. Limited significantly increased the scale of the group, with revenue reaching N343 billion, a 74 per cent increase compared to 2024.

    “While group profitability was impacted by N21 billion one-off acquisition costs, our underlying performance was strong, with profit before exceptional items rising by 76 per cent to N29 billion, from N16 billion in 2024. With the acquisition completed, our focus is on executing our value creation plan, prioritising margin recovery, and working capital optimisation, to deliver stakeholder value consistent with our growth strategy,” Aiyesimoju said.

    Segment performance reflected a mix of consolidation gains and macroeconomic headwinds. The packaged food and beverages segment emerged as the group’s largest contributor following the inclusion of C.H.I. Limited, delivering N204.5 billion in full-year revenue.

    The paints segment also delivered another year of steady growth, supported by increased demand for premium products and improved product mix. Revenue rose by 23 per cent year-on-year, while profit before tax grew by over 50 per cent, reflecting pricing discipline and operational efficiency. Meanwhile, the quick service restaurants business continued its recovery trajectory, recording improved revenues and a further reduction in operating losses following tighter cost controls.

    In the edibles and feeds segment, operating conditions remained challenging due to declining agricultural commodity prices. During the fourth quarter, the segment recognised an inventory write-down of N4.1 billion to net realisable value, a prudent measure that strengthens balance sheet resilience and supports improved margin performance going forward.

    Beyond its operating subsidiaries, UAC also benefited from improved contributions from associate companies, supported by sales of non-core property assets at MDS Logistics Limited.

    Looking ahead, UAC of Nigeria PLC enters 2026 with a strengthened portfolio, improved earnings base, and a clear execution agenda, positioning the Group to unlock value from its expanded portfolio and deliver consistent long-term shareholder value.

  • New financing facility to boost access to renewable energy

    New financing facility to boost access to renewable energy

    Lotus Bank and Rural Electrification Agency (REA) have reached agreement to collaborate on deepening financing for energy access across Nigeria.

    The agreement followed a high-level meeting between the bank and REA where the institutions decided to scale up financing from project-based support to a large-scale, dedicated financial framework.

    The engagement focused on the Distributed Access through Renewable Energy Scale-up (DARES) programme.

    While Lotus Bank has already been active in supporting individual projects under this initiative, the new phase of the partnership will see the bank establish its own dedicated DARES financing facility.

    Managing Director, Rural Electrification Agency (REA), Dr Abba Aliyu challenged the bank’s leadership to adopt a bold approach by setting a clear global funding target for the facility.

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    He emphasised the need for strong internal standards and a design that prioritizes the ability of developers to scale their operations quickly.

    He said: “That level of intentionality is exactly what the sector needs if we’re serious about moving from pilots to impact at scale”.

    He said REA remains optimistic that this collaboration will serve as a model for other commercial banks, building the necessary momentum to bridge Nigeria’s energy deficit through sustainable, private-sector-led investment.

    The shift reflected a growing trend among forward-thinking Nigerian financial institutions that are increasingly viewing renewable energy as a bankable and commercially viable sector rather than strictly a social good.

    Both organizations are now working toward the signing of a formal Memorandum of Understanding (MoU) to institutionalize the partnership.

    This agreement is expected to provide the structured capital necessary to accelerate the deployment of clean energy solutions to underserved and unserved communities nationwide.

  • Tax committee moves to ensure inclusive, coordinated implementation

    Tax committee moves to ensure inclusive, coordinated implementation

    The National Tax Policy Implementation Committee (NTPIC) has commenced structured stakeholder engagements to ensure a humane, inclusive, and well-coordinated implementation of the new Tax Acts, as the country undertakes significant fiscal reforms.

    The Committee, chaired by Mr. Joseph Tegbe, aims to bridge the gap between policy intent and execution by promoting clarity, managing expectations, and ensuring that implementation reflects the realities of businesses, citizens, and all levels of government.

    The Committee does this by working closely with the Nigeria Revenue Service (NRS) and the Presidential Fiscal Policy Reform Committee (PFPRC).

    As part of its initial consultations, the Committee leadership team met with the PFPRC, led by Mr. Taiwo Oyedele, to ensure alignment between reform objectives and practical implementation realities.

    Oyedele highlighted challenges arising from misinformation about certain provisions of the law, noting that some provisions had been misinterpreted in public discussions.

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    He added that targeted and accessible communication initiatives are being developed to address these gaps, with stakeholder feedback playing a key role in shaping the reform process.

    In a separate engagement with the Executive Chairman of the Nigeria Revenue Service (NRS), Dr. Zacch Adedeji, NTPIC focused on harmonising implementation priorities and strengthening institutional coordination. The NTPIC outlined its ongoing activities and implementation roadmap.

    Dr. Adedeji commended NTPIC’s proactive approach, describing the new tax laws as a significant development in Nigeria’s fiscal framework.

    He noted that while new policies may take time to gain full public acceptance, a transparent, well-sequenced, and education-driven implementation process will gradually build confidence and trust.

    The NTPIC emphasised that effective tax reform depends not only on legal and technical design but also on effective communication and stakeholder engagement.

    Tegbe stressed that structured stakeholder engagement and consistent communication are central to the success of the reforms.

    He assured that consultations will continue with the National Economic Council, the Nigerian Governors’ Forum, local government leaders, as well as traditional, religious, and community leaders.

    He reiterated that the new tax Acts are designed to create a simpler, fairer, and more predictable tax system that fosters voluntary compliance, strengthens investor confidence, and supports sustainable economic growth.

    The NTPIC team also included the Chairmen of the Stakeholders Engagement Subcommittee and the Technical Subcommittee, Barrister Ismael Ahmed and Mr. Ajibola Olomola, respectively.

  • Sterling HoldCo recognised for responsible workplace

    Sterling HoldCo recognised for responsible workplace

    Sterling Financial Holdings Company PLC (Sterling HoldCo) has been recognised by the Institute for Work and Family Integration (IWFI) in collaboration with Lagos Business School (LBS), as one of the standout organisations demonstrating leadership in responsible workplace practices at the Corporate Family Responsibility Index Awards.

    This recognition places Sterling among a select group of companies demonstrating strong institutional commitment to workplace policies that enable employees to effectively balance professional responsibilities with family and personal obligations.

    Sterling’s approach to family responsibility is anchored on their strategic mandate of enriching lives, through the provision of structured, life-stage-responsive support systems, with a particular focus on parenthood and caregiving. This support has led to interventions such as paid maternity and paternity leave, a purpose-built maternity hub, an onsite crèche, flexible work arrangements, comprehensive health insurance coverage, and routine integrated wellness programmes that focus on providing extensive and continuous mental, and emotional wellbeing support for employees.

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    Group Executive, Human Capital and Corporate Services, Sterling Financial Holdings Company, Temi Dalley, said the award reflected the organisation’s long-standing belief that sustainable performance is driven by supportive work environments.

    “People thrive when work is designed around real human needs, and at Sterling Financial Holdings Company, this strong sense of family responsibility is embedded in how we structure work, support our people, and build a culture anchored on empathy, flexibility, and wellbeing.

    “One of the Group’s differentiating initiatives is ‘Bloom After Birth’, its postnatal and postpartum support community. Through the initiative, Sterling Financial Holdings Company provides employees with access to expert medical and emotional guidance, while also providing compassionate support to families who have experienced pregnancy loss,” Dalley said.

    The Corporate Family Responsibility Index serves as a national benchmarking framework for assessing how organisations embed family-responsible practices into workplace design, culture, and leadership priorities. The awards promote practices that strengthen workforce sustainability, inclusion, and long-term organizational effectiveness.

    This recognition followed several Great Place To Work awards that Sterling Financial Holdings Company and its subsidiaries have received in recent years, further reinforcing the Group’s position as a forward-looking employer committed to providing an environment where employees can thrive both professionally and personally.