The Nation Newspaper

Category: Discourse

  • Now that NNPCL is out of the radar

    Now that NNPCL is out of the radar

    By James Odemu Brigidi

    The growing concerns surrounding fuel supply and prices in Nigeria have ignited a fierce conversation about accountability in the oil and gas sector. For many Nigerians, it seems like the Nigerian National Petroleum Company Limited (NNPCL) has become a convenient scapegoat for various economic challenges, particularly the recent bout of scarcity and resultant spike in fuel prices.

     However, this narrative overlooks critical factors influencing fuel availability and pricing, particularly the failure of private players like Dangote Refinery to meet operational promises.

    It has to be established from the get go, that NNPCL has now divested itself of the role of being the sole off taker of petroleum products, especially Premium Motor Spirit (PMS) more popularly known as petrol from Dangote Refinery.  With the recent approval by the government for all private marketers to buy directly from Dangote Refinery, we can correctly now say NNPCL is out of the radar as a sole supplier. It is in this regard that the conversation must shift from the previous focus to reflect the current situation of things.

    Firstly, it’s essential to understand the dynamics of fuel pricing in Nigeria, which is intricately woven into the nation’s economic fabric. The recent price hike has left many citizens outraged, prompting questions about who is truly responsible. For years, NNPC was often wrongly criticized for its seemingly ‘inefficiencies and lack of transparency’, leading many to mistakenly believe that the national oil company is solely accountable for fuel shortages and price fluctuations. However, the landscape has changed.

    We now have one new major player in the oil supply chain in Nigeria — the Dangote Refinery, a prominent private sector entity expected to significantly contribute to the nation’s fuel supply. With ambitious plans to refine crude oil and bolster local production, Dangote’s entry into the market was greeted with enthusiasm. Expectations were set high, with the refinery projected to handle about 650,000 barrels per day, amongst which a substantial quantity was anticipated to be made available to Nigerian consumers at a reduced cost. However, reality has shown a different picture.

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     Many Nigerians think that the Dangote Refinery is the messiah or saviour, no please. He is first and foremost a business man who will not give us PMS for free.

    We read about an agreement between NNPCL and Dangote Refinery to the effect that NNPCL will be the off taker for Dangote’s product to the tune of 25 million litres a day, and that was to start from September 15. However, information available shows that till date, the NNPCL has not been able to get anything more than 7 million litres a day, leaving a whooping shortfall of 17 million litres daily. Without being told, that’s a recipe for crisis. Marketers that were supposed to link up with NNPCL to receive whatever they had deposited for, could not get the product with the huge shortfall. And so, an artificial scarcity surfaced immediately.

    When the pump price jumped in about three  occasions from N468 to N898, people thought NNPCL was responsible as the sole off taker. Today, without NNPCL in the radar, Dangote is rolling out at N977 per liter. So, will a marketer go to Dangote Refinery and buy for N977 and sell the same for N700? Who does that?  Therefore, what is happening has nothing to do with the NNPCL.

    We must, therefore, come to terms with the fact that since commencing operations, Dangote Refinery has struggled to meet its supply agreements. The inability to deliver the promised volume of 25 million liters of fuel a day to the NNPCL as contained in the agreement earlier referenced had critical ramifications for the market, as a reliable supply is fundamental for stabilizing prices and ensuring adequate fuel availability. A reduction in supply directly contributes to higher prices, as demand remains consistent despite the lag in delivery.

    Many intelligent stakeholders in the sector have pointed to Dangote’s inability to fulfill the supply contracts as a key factor behind the recent price hikes. The anticipation surrounding the refinery and its promise to improve fuel distribution has, unfortunately, led to disappointment. When a significant supplier fails to meet its quota, market prices rise, and consumers are left grappling with the consequences. It is increasingly clear that the responsibility for the current spike in fuel prices and the scarcity being experienced must extend beyond the NNPCL and include scrutiny of Dangote’s operational capabilities.

    Moreover, it is crucial to address the underlying costs associated with fuel production. The conversation about fuel pricing in Nigeria must be transparent regarding the actual cost of refining, transportation, and distribution. For Dangote and other suppliers, the decision to raise prices is often driven by production costs, local and international market fluctuations, and their margin expectations. Businessmen, even those in positions of influence like Aliko Dangote, who runs one of Africa’s largest conglomerates, must navigate the tricky balance between ensuring profitability and serving the local market’s needs. This reality often leads to difficult decisions that may not be favourable for consumers.

    It is also worth mentioning that, as a businessman, Dangote cannot be expected to behave like a benevolent figure funding the nation’s fuel needs. He operates within the parameters of profitability, competition, and corporate responsibility. His obligation is to ensure that his refinery runs efficiently and serves its stakeholders, which in theory includes Nigerian consumers. However, it is unrealistic to expect any private entity to operate solely as a charitable organization.

    Acknowledgment of this fact is critical to understanding the broader dynamics at play in the Nigerian fuel market.

    In light of these realities, it becomes essential to challenge the prevailing narrative that conveniently places blame on the NNPCL for rising fuel prices. Instead, a more nuanced analysis is warranted — one that examines the roles and responsibilities of private players like Dangote Refinery and acknowledges the complexity of the market’s economic conditions.

    Furthermore, there is an urgent need for the government demand from private players like Dangote Refinery to establish a framework that promotes transparency within the industry. This entails not only determining the cost of producing fuel but also ensuring accountability in operational deliveries. This approach would empower consumers with the information necessary to hold stakeholders accountable for their actions, thus fostering a healthier market environment.

    As a nation, Nigeria can significantly benefit from a reevaluation of its oil supply chain dynamics. With private players like Dangote Refinery struggling to meet expectations, it is crucial to assess the conditions that inhibit their operational efficacy. To alleviate the burden of fuel price hikes, the government must engage in meaningful dialogue with these businesses and ensure that they are positioned to succeed.

    In conclusion, while NNPCL has historically faced its share of criticism, blaming it solely for the current fuel price increases in Nigeria oversimplifies a complex issue. The failure of the Dangote Refinery to meet its commitments — alongside the realities of operational costs and market demands — reveal that the answers are more multifaceted than the prevailing narrative may suggest. Moving forward, it is the responsibility of both state-owned and private entities to strengthen collaboration and transparency that benefits all stakeholders in the fuel supply chain. Only then can Nigerians hope to see a more stable fuel economy that reflects both market realities and their expectations for fair pricing.

    •Brigidi, an Energy and Security Expert, writes from Abuja.

  • Ogun dry port: Yet another game changer in Nigeria’s industrial capital

    Ogun dry port: Yet another game changer in Nigeria’s industrial capital

    By Kayode Akinmade

    The Ogun State governor, Prince Dapo Abiodun, is apparently one politician unmoved by the antics of mischief makers. While getting panned by hack and hired writers for “building no roads”, he built over 600km of roads in just four years. The critics travelled on the Sagamu-Abeokuta road and the Mojoda-Epe-Ijebu Ode road, among many others, saw the various housing estates he built—Kobape, Sagamu, Abeokuta, etc—and marveled at the Gateway International Airport, Nigeria’s biggest cargo airport, yet they hid under the Federal Government’s (FG) decades-long neglect of its roads in the Gateway State to disparage the governor’s good works. But when the people’s governor reinvented diplomacy and got Abuja to hand over the most strategic federal roads to his government, bringing succour to a longsuffering populace, they became shell-shocked. Among others, the Sagamu-Ore Benin expressway and the Abeokuta-Ifo-Ota-Lagos expressway are witnessing massive attention, as is the federal road leading to the FG’s Laderin Train Station in Abeokuta. On October 11, Governor Abiodun performed the ground-breaking ceremony for the development of an inland dry port at Papalanto/ Itori In Ewekoro. From roads to airports, and from dry ports to free trade zones, the Ogun State helmsman is turning the Gateway State into a massive construction site.

    Normally, a port is by the sea. But it can be congested, making cargo clearance quite inefficient. That is why dry ports or inland container depots are set up. The dry port is a transportation hub that enables the efficient movement of cargo by rail, road, or sea. It is an alternative route for cargo movement which facilitates trade and promotes economic development in inland regions. Dry ports function like normal seaports, with cargo handling and storage facilities, warehousing and logistics services and customs clearance and inspection services at the heart of their operations. Indeed, cargo tend to be cleared faster at dry ports. In Nigeria, you find dry ports in big cities such as Abuja, Port Harcourt, Kano, Jos, Maiduguri and Ibadan. But the best is about to be sited in Papalanto/Itori.

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    Already, the first African Quality Assurance Centre has been cited in Ogun State.  Given Governor Abiodun’s economic and industrial growth agenda, an agenda that takes due cognizance of the roles shipping services play in global trade and commerce, it is no wonder that the building of the Gateway Inland Dry Port (GIDP) has been flagged off to complement the strategic transport infrastructure across the state. As the GIDP or ‘Dry Port City’ (DPC), modeled after the extremely vast airport city that places the Gateway International Airport amid a city with emerging industrial dynamics, comes on stream, it will be accompanied by residences, logistics infrastructure, complimentary commercial and industrial developments and new multi-modal transportation infrastructure. The GIDP and DPC will have a railway siding area, container freight station and container depot area, warehouses and bonded warehouses, mineral yard, truck parking, specialized industrial zone, supporting facilities and utilities, internal road network and green areas. The objective it to sustain Ogun State’s rapid industrial growth, addressing increased urbanization as well as supporting national efforts to ease the congestion at Apapa/Tin Can ports, alleviating traffic bottle necks and reducing the waiting time for cargo handling and storage experienced by industry.

    Speaking at the ground-breaking ceremony for the development of the inland dry port, Governor Abiodun noted Ogun State’s status as Nigeria’s Industrial Capital with over 6,000 industries. As he noted, having nurtured the goal of providing focused and qualitative governance, providing the required infrastructure and an enabling environment for public private sector partnership that is fundamental to economic growth and individual prosperity of Ogun people, he established the Ministry of Transportation and rolled out a State Transport Masterplan to define priorities. The Masterplan, he said, identified the need to build a seaport and a dry port, together with investment in rail transport, among others. And so the dry port sitting on 600 hectares (Phase 1) came on stream.

    He said: “Today history is being made by this ground breaking of the Gateway Dry Port/ inland container Terminal. This facility is a key enabler of industrial activity and manufacturing in Ogun state .It will on completion will increase the ranking of our state on the ease of doing business inde.  Because of the rail line right here, containers destined for Ogun can be destined CIF Kajola and on arrival loaded on the train, and transported to Shederu Kajola. Our manufacturers will be able to bring in their raw materials without having to go through the hassle of going to Lagos Tin can or Apapa Ports to clear and transport whilst dealing with the attendant demurrage cost that add to their overall cost for production. Ditto for their exports as well. Finished goods can be stuffed into containers and exported from here. This initiative will definitely not just reduce the congestion at both Lagos Tin Can and Apapa ports but will make both ports more efficient . Furthermore this will reduce the vehicular trailer traffic on our roads thus reducing the wear and tear and early maintenance on roads leading in and out of Lagos. With the Gateway Inland Dry Port, we are solidifying our position as the foremost logistics and industrial hub in the country, bringing unparalleled advantages to businesses  operating here.”

    Also speaking on the occasion, the Minister of Marine and Blue Economy, Adegboyega Oyetola, declared that the Gateway Inland Dry Port will be a model for existing and prospective inland dry ports in Nigeria. As Oyetola noted, the government’s intention is to de-congest the premier seaport in Apapa, boost the economy with seamless movement of goods, and generate both direct and indirect employment opportunities for Nigerians through cargo warehousing and logistics. His words: “Today, as we launch this initiative, we acknowledge the vast economic potential of this Inland Dry Port. This project is not merely about building infrastructure but about laying the foundation for a key logistics hub that will facilitate the movement of goods across Nigeria, creating over 5,000 direct jobs, 15,000 indirect jobs and stimulating local businesses.”

    Significantly, the GIDP and DPC are strategically positioned at the intersection of the Lagos to Ibadan Standard Gauge Railway and the proposed East-West Railway Corridor connecting Lagos to the east via Kajola. The site is also connected to the national highway network being accessible via the Lagos – Abeokuta Highway and the Sagamu to Benin and Sagamu to Lagos highways via the Papalanto to Sagamu Interchange road.

    With the agro cargo airport,  aggressive road construction and dry port, Ogun is bound to reap great multiplier effects as a nerve center of the Nigerian economy. Great times are here in Dapo Abiodun’s Ogun State.

    •Akinmade is Special Adviser on Media and Strategy to Governor Dapo Abiodun.

  • Tunji-Ojo, Correctional Service and global standard

    Tunji-Ojo, Correctional Service and global standard

    By Femi Salako

    Hon. Olubunmi Tunji-Ojo,Minister for Interior has strongly refuted claims of complacency and highlighted significant strides made under his leadership to reform and modernize the Nigerian Correctional Service (NCoS). Since assuming office in 2023, the Minister has demonstrated a clear commitment to transforming the system in line with global best practices, ensuring improved conditions for both inmates and correctional personnel.

    One of the Minister’s first actions was the release of 4,086 inmates, a move aimed at decongesting the overburdened correctional centres. This initiative was made possible through a fund of N585 million raised via corporate social responsibility efforts, providing options of fines and compensations for minor offenders. This pragmatic step not only reduced the inmate population but also eased the strain on resources, contributing to more humane conditions for those remaining in custody.

    Recognizing the need for better living standards within correctional centres, the government has increased the daily feeding allowance for inmates to N1,125, ensuring that their nutritional needs are adequately met. In addition to this, there has been a widespread renovation and modernization of correctional facilities, with the Medium Security Custodial Centre in Kuje, FCT, standing as a prime example. Renovated cells now feature improved conveniences, beds, and access to clean water, in accordance with the United Nations’ Standard Minimum Rules for the Treatment of Offenders (also known as the Mandela Rules).

    These upgrades are part of a broader effort to create a more humane environment that supports the reformation and rehabilitation of inmates, aligning Nigeria’s correctional system with international standards.

    A major highlight of the Minister’s tenure has been the introduction of an automated correctional system aimed at enhancing security and streamlining inmate management. The implementation of the Correctional Information Management System (CIMS) has transformed the documentation process, ensuring that every inmate is properly tracked and that no one can be detained without a valid warrant from a competent court. This system, integrated with dynamic security measures, has boosted surveillance and offender identification, creating a more secure environment within the custodial centres.

    The Honourable Minister has also championed initiatives that give inmates the opportunity to better themselves during their time in custody. Through a collaboration with the National Open University of Nigeria (NOUN), inmates can now pursue formal education, with some even studying at the doctoral level. Additionally, inmates are encouraged to acquire vocational skills, improving their chances of successful reintegration into society upon release.

    Medical services within the correctional centres have also been upgraded, with centres now able to offer basic healthcare services. For more complex medical cases, inmates are referred to government hospitals, ensuring their health needs are adequately addressed.

    In parallel with improvements for inmates, the welfare of correctional personnel has received substantial attention. The Minister has worked to ensure that their salaries reflect current economic realities, and that promotions occur promptly. Furthermore, correctional officers have benefited from regular training and retraining programs, equipping them with the skills to perform their duties in line with global standards. Personnel have been given opportunities to attend courses, seminars, and conferences both locally and internationally, fostering a more professional workforce.

    The Honourable Minister’s dedication to creating a functional, efficient, and humane correctional service has not gone unnoticed. In recognition of his efforts, he was named Public Service Person of the Year 2023 by Leadership Newspaper and has received numerous other awards from national tabloids. His reforms, aimed at aligning Nigeria’s correctional system with international norms, have earned him widespread praise.

    The Ministry of Interior remains committed to ensuring that Nigeria’s correctional services continue to improve, providing humane conditions for inmates while fostering rehabilitation and reintegration. The public is urged to disregard any reports of complacency, as the ongoing reforms speak for themselves. Under the Honourable Minister’s leadership, Nigeria is on the path to having a correctional service that can be a model for the rest of Africa and the world. The Minister’s actions are fully in line with President Bola Ahmed Tinubu’s Renewed Hope Agenda, reflecting a government dedicated to transparency, reform, and improved governance.

    • Salako is media consultant

  • Baku is set, how ready is Africa for COP29?

    Baku is set, how ready is Africa for COP29?

    • By Garba Shehu

    In a period of less than four weeks, representatives from 186 countries that confirmed their participation would be assembling in the splendid city of Baku, the Azerbaijani capital to showcase their efforts to limit global warming and host discussions to prepare for future climate change.

    The expected delegates, numbering between twenty to forty thousand, coupled with about the same number of activists and other interested parties are expected to discuss the adaptation and mitigation efforts required to achieve significant positive outcomes in the coming years towards tackling climate change.

    Each country has its nationally determined goals and priorities (NDCs), and these are also the points of dissonances.

    Azerbaijan, speaking through their minister of environment Mansour Babayev, says they want this year’s summit to give attention to making climate finance more available, accessible and affordable to developing countries so that they can achieve their climate ambitions and implement their their NDCs.

    Beyond the hackneyed issues of mitigation and adaptation, the hosts this year have stated the goal of working with others to find ways for an increase in financing climate mitigation by the Least Developed Countries, LDCs.

    Determined to assist these African and other developing countries to prepare themselves well with platforms and the usual debates, Azerbaijan dispatched several teams to visit to hear the expectations and vulnerabilities of those countries.

    If this works out well, Africa would be delighted with this vision and commitment of Azerbaijan’s long-serving national leader, President Haydar Aliyev and his people who have shown a rare willingness and commitment to climate positive actions much earlier than the growing, intense awareness of the climate action seen in recent years.

    Azerbaijani capital, Baku (they say its historically correct name is Baki) is a repository of climate actions and policies for as long as the city had been in existence. A visit to the sprawling city would convince even the most disinclined critics that its choice as the host of COP29 global conference is not by accident.

    When my hotel said at the point of check-in that their fitness centre was unfortunately out of use, I asked to be shown a public park runners could use.

    For those readers who would be there 11-22 next month, November for this event, they would see that virtually all the major city streets are characterized by greenery, designed as parks and gardens geared towards sustainable lifestyles. This is the city as it had always been, not a design change or make-believe to attract the hosting rights of the COP.

    Away from capital, even the newly-recovered, Armenian-occupied territories around Nagorno-Karabakh in the latest round of war between the neighbouring countries have been designated as a “Green Energy Zone.”

    With this, the region is set to witness a climate resilient development that would transport it to the future in terms of greenery and resilience.

    The country’s passion for the green agenda is equally manifested by the achievements of two key sectors – oil and gas and electric energy sectors.

    As is Nigeria, Azerbaijan is an oil and gas economy. They are not in OPEC but they are, like Russia -the world’s second largest oil producer- in a sort of community with the organization, working together to decide the price of oil and other oil commodity policies. Together, they make up what they call “OPEC plus.”

    It then follows that the country would be concerned, as we are here, with the growing Western rhetoric of a hastened, total ban on the use of fossil fuels. Until the Russian war with Ukraine started, the developed economies of the West were taking a number of concretely aggressive measures to limit oil production and its uses,  telling their banks to stop funding oil and gas development in countries such as ours.

    Azerbaijan today produces between 700,000-800,000 thousand barrels a day and SOCAR, the fully state-owned national oil and gas company headquartered in Baku is currently making strategic shift as it evolves from a traditional oil and gas company to a comprehensive energy provider with medium and long-term decarbonization targets they would further unveil at COP29.

    In October 2023, Azerbaijan completed a 230 MW solar plant in Garadagh, near Baku, sending another strong message of their passion for their green agenda. This was quickly followed by the laying of the foundation of two new stations to bring available capacity to 1GW (one gigawatt), marking a major step in the march to their energy transition.

    In the medium term, Azerbaijan aims to generate 30 per cent of its energy from renewable sources by 2030.

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    While the country’s available electricity supply is put at 5 GW, regular consumption is currently at about 3.5G W, rising to a maximum of up to 4.5 GW.

    Azerbaijani food culture is, as to be expected, significantly different from our own. But visiting  Nigerians would have plenty to eat – and pleasantly 6 in the Old City, parts of which are designated as UNESCO heritage sites.

    The French have a great reputation for being consumers of bread, but the Azerbaijanis eat on the average 100 per cent more bread than do the French citizens.

    The Hausas will find themselves at home with their grilled meats-some of it much like our suya- and their Chay (tea), served freshly brewed, hot, and strong.

    The Yorubas would not miss their hot peppered meals. Baku is not like other places where you ask them to give hot peppers, and they bring you curry powder or Tabasco. If they ask for it, they will escalate it to the level you want. Igbos will get a variety of vegetable soups and fish or cow meat they are used to,  but if they must eat garri or yam, they should package some from home.

    Although 90 per cent of them are Muslim, they don’t flock to the mosques as we do here. After 70 years of communist control under the Soviet system, many don’t remember how to pray five times in a day. Or even the direction of the Qibla. Yet, here and there, you can see women in their Hijab and a designated prayer place in public places. The city has beautiful mosques and a colourful orthodox-type cathedral.

    When you see the free flow of alcohol and its consumption, you would think you are in a European capital or a major metropolis. In addition, they have a budding wine industry that has begun receiving global recognition.

    In readiness for the climate conference, the host country has transformed the Baku stadium into a multi-venue meeting centre. The UN agencies alone have 120 meeting pavilions. There are several medical centres and a large number of fire trucks in the facility. The Green Zone has a setting to contain well-ordered demonstrations and protests, usually characterizing COP. Anything outside the approved protest guidelines will be met with a firm response. This country places law and order on a very high level, and a warning to our activists is that they should not take this lightly.

    The city itself has prepared a list of 144 hotels in the third, fourth, and five-star categories, and the booking platforms are already released. A user-friendly, fast-track visas platform is available 24/7, and  transportation would be available free of charge.

    Baku, which is notorious for its slow movement of traffic, is promising transport management using mostly buses. Given the big inflow of people during the conference, this should mark a reduction of carbon imprint.

    Negotiators at the Glasgow COP26 climate change summit agreed in November 2021 to create a global carbon credit offset trading market. By this, countries could emit a certain amount of carbon dioxide or other greenhouse gases (GHGs) and to sell the excess number of credits allowed them by the UN.

    Africa, which in total is responsible for only two per cent of the world’s greenhouse emissions, is increasingly becoming more or less the shopping mall for carbon credits.

    A growing number of African countries see a strategic opportunity to leverage the continent’s renewable resources to earn money while advancing global climate goals.

    This is, however, being seen by the activist community as a precursor to a new colonial rule in Africa.

    Rich countries, including some in the Middle East, are on a buying spree of swathes of African forests under the United Nations Framework Convention for Climate Change, UN-FCCC, to counter emissions by preventing deforestation.

    Gabon, one of the most forested African countries, is on the record as the first country on the continent to make carbon credits available for sale.

    Since then, others, including Kenya, Malawi, Togo, Burundi, and Rwanda, have entered the trade.

    For example, a company called Blue Carbon, founded by Sheikh Ahmed Dalmook Al Maktoum, a member of the royal family of Dubai, has signed MOUs with the governments of Liberia, Tanzania, Zambia and Zimbabwe to manage huge swathes of their forests and produce carbon credits from conservation activities.

    Notable carbon projects in Kenya include the Northern Rangeland Trust Carbon Project, the Kasigu Wildlife Corridor Project, and the Mikono Panuja Project.

    These projects, in a way, give the wealthy countries and corporations a lisence to continue to pollute the planet.

    Last year, the Vice President of Nigeria inaugurated a committee of experts to advise the government on the activation of a sustainable carbon market.

    On the basis of this committee’s recommendations, the government is hoping to ensure the creation of “an efficient carbon market ecosystem” expected to fetch the country more than two thousand, five hundred million Dollars ($2.5 billion). Nigeria has a very hard decision to make.

    With growing fears of such deals tending to

    breach community land ownership and violate people’s rights to have a say in the development of their land, African governments are coming under increasing criticism from international NGOs, urging them to halt the relapses into colonialism by the way of foreign rule over their territories.

    How all these play out – the pro and con- at COP29 – will have a significant impact on the African, nay world order.

    • Shehu is a journalist and PR Practitioner
  • Inuwa Yahaya: Celebrating a great leader at 63

    Inuwa Yahaya: Celebrating a great leader at 63

    By Ismaila Uba Misilli

    Greatness is not noisy, this I learnt from my principal, Muhammadu Inuwa Yahaya, CON the Governor of Gombe State, a man of very modest mien, magnificent in achievements and yet without an iota of braggadocio.

    Today, October, 9, as usual, many friends,  associates and well- wishers will be wishing His Excellency a happy birthday. But not many know the deposits of virtues embedded in my Principal. Let me seize the occasion of your birthday, Your Excellency, to share the joy of working with an enigmatic mentor and teacher like you. No one will ever remain a mediocre again in life, after sharing times and moments with you.

    Governor Inuwa Yahaya embodies a rare combination of intellect, influence and humility- so humble in demeanor, disciplined with maturity, and outstanding in achievements.

    Despite holding the most powerful office in the state, he maintains an air of simplicity and modesty that is both refreshing and admirable. When you step into His Excellency’s personal residence, you would never guess that it belongs to a sitting governor. There are no tell-tale signs of power—no flags, no portraits, and no insignia to display his position. It’s a home that could belong to any successful individual, unassuming yet comfortable. Even more telling is the absence of any ostentatious display of wealth. In a country where political leaders are often associated with lavish lifestyles and fleets of luxury cars, Governor Inuwa Yahaya’s residence stands in contrast, his children too.

    This humble approach to life extends to his leadership style. The Dan Majen Gombe doesn’t need to wear the trappings of power to assert his authority. His influence is felt through his actions, not his surroundings. His leadership is rooted in service, accessibility, and a profound sense of responsibility to his people, making him a rare breed among leaders today.

    Working with Governor Inuwa Yahaya means that there’s no room for complacency. His sharp focus on the task at hand drives everyone involved to deliver at their best. His attention is so attuned to the work that you often feel his presence even when he’s not physically around. Under his leadership, there’s a silent but powerful expectation of efficiency, as his commitment leaves no space for sloppiness or half-hearted efforts.

    His calm and composed nature makes him a leader who doesn’t rely on an overwhelming presence to command respect. He speaks sparingly, but when he does, every word is deliberate, clear, and loaded with purpose. His ability to articulate his thoughts with precision ensures that you understand exactly what he expects without any ambiguity. His commitment to respecting time and schedules sets him apart as a leader who values both his time and the time of others.

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    When it comes to core governance matters, Inuwa Yahaya has no tolerance for subpar results. He becomes an architect of precision, carefully scrutinizing every aspect. He takes you to the drawing board, leading the process from the foundation to the finish, bringing his team together for thorough deliberation. If a project doesn’t offer tangible benefits to significantly improve people’s lives, it won’t gain his support. You’d better come well-prepared with thoughtful answers, as his questions will push you to think far beyond your usual scope.

    With this kind of mindset, you will not find a government appointee in Gombe with a tabula rasa head. When you see your Governor working extra hours to achieve his targets, you cannot but be up and doing on a daily basis. This attitude infused in me and many other state appointees has redefined the development landscape of Gombe state, the Jewel in the Savannah.

    The remarkable result, posted by Gombe state which is fast becoming first in many development indices, is the brainchild of a man of vision and unmatched courage. That Gombe State is first in the Ease of Doing Business in Nigeria today, best in universal health coverage and most IT compliant State, best in socio-economic development index, is an attestation to the special qualities and disciplined lifestyle Governor Inuwa yahaha has brought to bear on the running of state affairs.

    Governor Inuwa Yahaya’s fearless approach to leadership, as reflected in his mantra “Ko Gezau,” truly highlights his commitment to making difficult but necessary decisions for the well-being of his people. His steady resolve is a mark of strong leadership, always prioritizing progress and the greater good. It’s inspiring to see how his decisiveness has shaped his governance.

    He is prudent to a fault, never indulging in unnecessary extravagance on unproductive ventures; every kobo is accounted for. His background in business and accounting must be the reason for the strict level of accountability seen in Gombe State. Inuwa has instilled in us the importance of managing scarce resources efficiently to achieve maximum results.

    Every action and decision under his administration follows strict adherence to established procedures and regulations. His leadership has seen an unprecedented number of Executive Council Meetings, ensuring that key decisions are made transparently and collectively. Cabinet members are actively involved in the decision-making process, fostering a sense of inclusivity within the government.

    As a media aide, the Governor has shown me that any task worth doing must be done well.  From my principal, I’ve learned that a good leader is always teaching and guiding his team. He continuously finds ways to help you succeed. No matter how low your confidence might be when you join Inuwa’s team, you’ll soon stand taller, filled with a sense of self-belief and a ‘can do’ spirit.

    It’s great to see how Governor Inuwa’s leadership has shaped my approach to work, especially as regards thoroughness, accountability, and continuous learning. His ability to mentor and elevate those around him seems to have had a profound impact on my professional growth, especially in the demanding field of writing and media management. This is a clear indication of how a good leader inspires confidence and brings out the best in their team!

    Care personified, the Dan Majen Gombe is not a slave driver who wants you to work all your life away for him to take the shine. Often times, when you are with him he will ask you to call your wife and children and he will greet them and thank them for giving him a gift of their husband and father. With this attitude, your family will always show concern and understanding for you even when duty calls and they don’t see you for days or weeks.

    Inuwa embodies a transformative spirit, with a remarkable drive to elevate situations from poor to excellent. Many of the policies formulated and implemented in Gombe today stem from his mindset of transformation. His commitment to inclusive development spans all areas, from infrastructure to social services, ensuring that every corner of the state benefits from government programmes and projects aimed at enhancing the lives of the citizens.

    Take a look at his road projects especially, the network 11-100. He imagines what Gombe will look like when every of the 11 local governments have at least a hundred kilometers of road with each one connected to another. Pronto! He has opened up the state for ease of movement of goods, people and services. The results are astonishing.

    Another mind blowing output of industrialization of his state is the 1000 hectares sprawling Muhammadu Buhari Industrial Park located in Dadinkowa.This Park will have every industry situated in one location with its attendant economies of scale for every business enterprise. The park boasts of already tarred roads, light and water in place. This park will be a wow factor for the economy of the state in years to come.

    Inuwa yahaya has just returned from his investment mission which took him earlier to Morocco, then to China and finally the United States of America. Gombe has a great gain from these business drives.

    The Gombe State Geographic Information System (GOGIS) is yet another success story of Governor Inuwa Yahaya’s administration. It has greatly improved land administration by enhancing data management and ensuring transparency, leading to improved revenue generation. GOGIS was recently rated the best in digital compliance, reflecting its effectiveness and commitment to modernizing land governance in the state.

    Not relegating health issues, Gombe State under Inuwa Yahaha has  delivered three state-of-the-art specialist hospitals in each of the three senatorial zones in the state, in addition to construction or revitalization of PHCs across the 114 wards. Gohealth, the state health contributory scheme is so successful that the National Health Insurance Scheme sends other states to come and learn from the Gombe state template.

    His educational policies are geared towards producing great results. He declared state of emergency on education immediately he got the mandate of leadership, moved the academic success ratio for SSCE examination from about 22% to over 75% and equally returned almost half a million out of school children back to class with great improvements in the condition of learning, modern classrooms and well-motivated teachers.

    In collaboration with his colleagues at the Northern States Governors’ Forum, being the chairman, they have turned their attention to the age long Almajiri phenomenon. Inuwa hates failure. He is sure to post remarkable results in this task as well, as being done in Gombe.

    A man of great compassion for the poor and the lowly, there’s no time the masses are ever neglected in his policies and programmes. He will always put them in the scheme of things. There have been many empowerment programmes as well as welfare packages for them since his leadership of the state.

    Indeed, calling my Principal an all-rounder would be hitting the bull’s eye. A deeply God-fearing man, he is known for his respect for both traditional rulers and religious leaders alike. Governor Inuwa Yahaya holds a special place in my heart in many ways — as a father, brother,  teacher, leader, and exemplary mentor.

    On this special occasion of your 63rd birthday, I join countless others in celebrating the blessings Allah has bestowed upon you. I wish you sound health and continuous success as you rise to even greater heights in leadership and service to our fatherland and humanity.

    Misilli is DG Press Affairs,  Government House,  Gombe

  • Why Nigeria deserves UN Security Council Permanent seat

    Why Nigeria deserves UN Security Council Permanent seat

    By Tunde Rahman

    Nigeria has significantly contributed troops and police officers to the United Nations peacekeeping operations worldwide since 1960. That year, the Nigeria Police deployed the first-ever contingent of individual police officers to the UN Mission in the Congo. Assistant Commissioner of Police Louis Edet led the team at the time. In these operations, Nigeria resolutely committed herself to the onerous task of maintaining world peace and security. Some of the country’s gallant officers paid the supreme price, while many were injured and maimed for life. During the military era, particularly during the reign of General Ibrahim Babangida, under the auspices of the African Union and ECOWAS, there was the ECOWAS Monitoring Group, which intervened decisively in Liberia, paving the way for the restoration of civil rule in that country. Rebel leaders had turned Liberia into a theatre of war in their desperate battle for power. Nigeria’s troops were also the military backbone of the UN Mission in Liberia (UNMIL) from 2003-2018, restoring security throughout that country.

     Since then, Nigeria has been involved in peacekeeping operations in many African countries, including Cote d’Ivoire, Guinea-Bissau, The Gambia, Mali, Sudan, Sierra Leone, Mozambique, Somalia, Rwanda and Burundi. The government has contributed a lot in finance, logistics and civilian experts to these missions. Beyond Africa, the country’s police force participated in operations in Western Sahara, Cambodia, Yugoslavia, Bosnia-Herzegovina, Croatia, Macedonia, East Timor, Haiti, Kosovo and Afghanistan, to mention but a few.

     It is relevant to point out that Nigeria’s engagement is not only in peacekeeping or maintaining law and order across these nations; the country has helped stabilise and strengthen democracy in Africa. For instance, it’s on record that Nigeria’s former President Olusegun Obasanjo played a leading role in the international effort to restore democratic order in São Tomé and Principle when President Fradique de Menezes was toppled by the military in that country in July 2003 while visiting Nigeria. Obasanjo and other foreign leaders reined in the military junta that ousted Menezes. The former Nigerian president took Menezes in his plane, leading him back to power in the oil-rich island republic.

     In addition, Nigeria’s effort helped ferry former military leader Yahya Jammeh from The Gambia when he became a stumbling block to constitutional order.

     After losing the election his regime organised, Jammeh refused to concede defeat to Adama Baro, who won the poll. The private plane of Asiwaju Bola Tinubu, now President Bola Tinubu, was deployed to evacuate the once-dreaded Jammeh out of The Gambia.

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     I can continue enumerating Nigeria’s efforts to help maintain peace and security worldwide.

     It is against this backdrop of the country’s considerable efforts in maintaining peace and deepening democracy in Africa and beyond that the recent demand for a permanent seat for Africa in the UN Security Council be considered. No country in Africa has contributed to global peace and security than Nigeria in terms of human and material resources. The request for a well-deserved permanent seat for the continent was the high point of Nigeria’s presentation at the just-ended 79th session of the UN General Assembly (UNGA79) in the United States.

     Vice President Kashim Shettima led Nigeria’s delegation to that session and presented the country’s national statement on behalf of President Tinubu. The president stayed back at home to attend to pressing domestic issues. That decision, the first by any Nigerian president since 1999, deserves commendation.

     To say that Vice President Shettima ably represented the country is to state the obvious, particularly for those who watched the presentation live or on television. Resplendent in the country’s traditional white flowing babariga with a matching Borno cap, VP Shettima did an excellent job.

     Making a case for this all-important seat on the UN’s exalted podium, the vice president said: “Reform of the Security Council is critical if the UN is to strengthen its relevance and credibility in our rapidly changing world. Some permanent members of the United Nations Security Council have offered encouraging, if tentative, indications of support on the issue of reform of the Council. We welcome the change in tone and urge acceleration in momentum to the process.

    “The Security Council should be expanded, in the permanent and non-permanent member categories, to reflect the diversity and plurality of the world. We fully support the efforts of Secretary-General Guterres in this regard. Africa must be accorded the respect that it deserves in the Security Council. Our continent deserves a place in the permanent members category of the Security Council, with the same rights and responsibilities as other Permanent Members.”

    With a population of over 1.3 billion people and home to the most critical mineral resources that will power the global economy, a permanent seat for Africa in the UN Security Council will ensure inclusivity and a spirit of brotherhood. Given its strategic importance, Africa should join the council’s five permanent members. And more than any other country on the African continent, Nigeria truly merits this seat. It is an entitlement and a matter of right.

     First, the seat will serve as due compensation for Nigeria’s labour of service to the world. The country’s active participation in peacekeeping missions helped save countless lives and restore peace and stability to many countries. The UN has acknowledged this important work. In a publication of the world body in February 2019, the UN singled out Nigeria for praise for her service and sacrifice. However, the UN should do more than commendation. The world body should offer Nigeria this much-desired permanent seat to appreciate the country’s contribution.

     Second, as indicated earlier, Nigeria contributed the most troops and police to UN missions among African nations. The Nigeria Police Force committed more men and materials to keep the peace in Africa and elsewhere. According to the Minister of Defence, Mohammed Badaru, Nigeria contributed to 41 peacekeeping missions globally and deployed over 200,000 troops to UN operations since her first deployment in the Congo. He spoke in New York at the summit of the Future Interactive Dialogue on the theme: “Enhancing Multilateralism for International Peace and Security.”

     The attendant cost to Nigeria’s engagement in these peacekeeping operations is enormous. For instance, official sources revealed that ECOMOG, a regional mediation force put together to end the protracted Liberian civil war, was operated at an estimated cost of $8 billion to the Nigerian government.

     Third, and more importantly, with its large population of young, energetic, and creative people and enormous resources, Nigeria can provide the required leadership for Africa at the UN Security Council.

     This is a role the country has been performing for many decades. It has the potential to perform this work even better. Nigeria will be the real giant of Africa if it rises to this eminent status.

     Former South African President, the highly revered Dr Nelson Mandela, was once reported to have said that the Black Race would not achieve its status until Nigeria sorted out itself.

     When President Bola Tinubu’s administration’s reform agenda fully manifests, Nigeria will sort itself out sooner, not later. Then, the country will take its rightful place as the true leader of Africa in the community of nations.

     -Rahman is a Senior Presidential Aide.

  • Setting record straight on Akwa Ibom First Lady saga

    Setting record straight on Akwa Ibom First Lady saga

    By Paul Ini

    The perilous times are indeed here. The drama that  ensued shortly after the painful passing of Mrs. Patience Eno, the wife of the Executive Governor of Akwa-Ibom State could best describe the vile  and bile in the hearts of men. While the governor was yet to recover from mourning the wife of his youth, the agents of destabilisation in Akwa-Ibom, and their pliable media machinery went to town to misinform the public on who is taking over the office of the First Lady of the State.

    The governor was accused of appointing his daughter as the First Lady of the state following the tragic passing of his wife, Mrs. Patience Eno. These claims, however, are not only unfounded but also reflect a misunderstanding of the circumstances surrounding the issue. It is important to dispel these misconceptions and provide clarity on the role that his daughter, alongside other family members, has played since the beginning of the administration of the governor in 2023.

    Despite the unfortunate development, Governor Eno has navigated this period of grief with remarkable strength and dignity, showing his resilience as a leader while still honouring the memory of his late wife. However, the duties of governance do not stop, and as the governor, he has had to continue leading the state through its development goals.

    In his measured response to the raging misconception, the governor who appeared not perturbed by the antics of his detractors, explained that her daughter, Mrs Helen Obareki, was only appointed as the Coordinator of the Office of the First Lady.

    He said, “Appointing our daughter, who had worked closely with her late mother, as the coordinator is not an appointment as First Lady. You don’t appoint a First Lady. The Office of the First Lady has responsibilities to the women of this state, and my wife had programs she was running—the GIFA, the support for the elderly, and other programs.

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    “As long as I remain governor, those programs will not die. There must be a coordinator, and it must be someone I see on a daily basis, someone who can walk into my room and brief me, not a distant person”.

    What should be stressed further is that , contrary to the claims that the Governor “appointed” his daughter as the First Lady, it is important to emphasise that no formal or official title of “First Lady” has been conferred upon her. What has occurred is a natural and necessary shift in familial responsibilities, where the governor’s children, including his daughter, have stepped in to support their father in various ways following the loss of their mother.

    It is common in many societies, particularly in Africa, where family institutions provide a support system for one another. Therefore in the case of the Enos, it is not out of place for the children or close family members to provide emotional and logistical support to a parent who has lost a spouse, especially in cases where the parent holds a demanding public office. This support can take the form of continuing charitable work initiated by the deceased spouse. In the case of Pastor Umo Eno, his daughter has only taken on a supportive role to help her father, by sustaining the lofty legacies of his late mother, thereby maintaining a sense of continuity in fulfilling the commitments of the governor to the people, particularly as it concerns women and other marginalised members of the society.

    The role of the First Lady in Nigeria is not a constitutionally defined office but rather a traditional one, where the spouse of the sitting governor (or president) assumes the position of a public figure dedicated to social causes. The position often involves spearheading humanitarian and developmental projects, with a focus on women, children, and vulnerable groups.

    Rather than getting distracted with non-issues, it is important to once again bring into public consciousness the pedigree of Governor Umo Eno, and the remarkable achievements he has recorded in little over a year he assumed office as the Executive Governor of Akwa-Ibom State.

     He has continuously maintained his posture as a man of integrity, compassion and a strong commitment to the development of the people.

    As a pastor and also a seasoned public servant, his values are rooted in faith, service to others, and humility. His leadership has always been about creating opportunities for the people of Akwa Ibom and addressing their needs, particularly in the areas of education, healthcare, and economic development.

    Since assuming office, Governor Eno has continued the work of transforming Akwa Ibom State into a beacon of progress and prosperity. His focus on infrastructure, industrialization, and social welfare has been evident in the policies and programs he has implemented. His vision for the state transcends personal or familial ambitions, and any claims that he is using his position to promote his daughter are inconsistent with his established track record of selfless service.

    Under his watch, Akwa Ibom is experiencing significant growth in all the sectors. The Governor is deeply committed to fostering unity, peace, and development across Akwa Ibom. His administration has prioritized policies that empower the youth, provide better healthcare, and improve infrastructure, all aimed at enhancing the quality of life for the people.

    He has further expanded the frontiers of development he inherited from his predecessor. In education, health, environment, human capital development and food security, the governor is leading the charge, and galvanising the people to follow the path of socio-economic development in the state,

    The people of Akwa Ibom should not be distracted by the detractors of the governor. Rather, they should stand behind their governor, recognizing the sacrifices he has made and continues to make for the greater good of the state. Distracting from these accomplishments with baseless accusations does not serve the interests of the people. Instead, it is vital to appreciate the work Governor Eno is doing, while also allowing him the grace to navigate his personal challenges.

    • Ini writes from Uyo, Akwa-Ibom State

  • Kyari’s NNPCL: A story of resilience, accountability, growth

    Kyari’s NNPCL: A story of resilience, accountability, growth

    By Kunle Akinlami

    He is perhaps the most vilified Chief Executive that ever headed the nation’s oil corporation, the Nigerian National Petroleum Corporation Limited, NNPCL, Mallam Mele Kyari is indeed a cat with nine lives. He has miraculously survived high-powered machnations from entrenched powerful interests that are milking the nation dry through many fraudulent schemes in the oil sector. Unmitigated media smear campaigns were unleashed on him with the purpose of frustrating him out of the system so that business as usual will continue, at the collective detriment of the Nigerian people. He remained unperturbed, focusing on the herculean task of repositioning the nation’s oil corporation for greater efficiency and profitability and also ensuring energy security for the nation.

    Despite facing significant criticism,  he keeps his eye on the ball, and continues to deliver on the RenewedHope mandate of President Bola Ahmed Tinubu administration with regard to oil sector reforms and energy availability and security.  Under the leadership of Mele Kyari, NNPCL,  has made impressive strides in revitalising Nigeria’s oil sector.

    Since his assumption into office  as the  Group Chief Executive Officer (GCEO) of NNPCL in 2019, Kyari has led a transformation that has improved crude oil production, enhanced transparency, and addressed long-standing inefficiencies within the corporation.

    One of Kyari’s most notable achievements is the substantial increase in Nigeria’s daily crude oil production. For instance,  in the last quarter of 2022, Nigeria’s oil output had plummeted to as low as 900,000 barrels per day (bpd), a sharp decline from its OPEC quota. However, by July 2024, under Kyari’s leadership, the country boosted its production to 1.53 million bpd, including condensates. This achievement represents a significant recovery for Nigeria’s oil sector and further underscores the efforts by Kyari to ensure the country meets its production goals, thereby increasing the foreign earnings for NIgeria.

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    It is imperative to also recall that when Kyari took over the reins at NNPCL, the corporation faced serious challenges. Nigeria’s oil production was suffering due to rampant oil theft, pipeline vandalism, and declining investments in oil infrastructure. The country was not only struggling to meet its OPEC quota but also losing revenue that could be used for national development.

    Kyari quickly took action to reverse the situation. By implementing security measures to curb pipeline vandalism and tackling oil theft head-on, the NNPCL made significant progress in addressing these challenges. One of the key successes during this period was the discovery of a four-kilometer illegal pipeline connected to the Forcados Terminal, which had been siphoning oil into the sea for nearly nine years. This illegal operation, once uncovered, was shut down, contributing to the overall increase in oil production.

    Through these targeted actions, Kyari’s leadership has succeeded in stabilizing and gradually increasing Nigeria’s daily production. By mid-2024, the country had regained its position as Africa’s leading oil producer, surpassing Angola and Algeria.

    Beyond increasing production, Kyari’s leadership has had a profound impact on indigenous oil operators in Nigeria. A clear example of this is the support provided to First E&P, a Nigerian oil company that was on the brink of collapse. First E&P had acquired the Anyala and Madu oil fields, located offshore in the Niger Delta, from Chevron but faced a significant financial shortfall when its multinational partner withdrew from the project.

    At this critical juncture, NNPCL stepped in to save the project. Kyari’s team reviewed the company’s development plan and committed to funding 100% of the required $725 million for the fields’ development. This bold move not only saved First E&P but also helped bring an additional 60,000 barrels of oil per day into Nigeria’s overall production.

    This intervention highlights NNPCL’s new role under Kyari as not just a national oil company but as a critical partner for indigenous oil operators. By providing both financial backing and operational flexibility, NNPCL has enabled Nigerian companies to thrive and contribute to the country’s oil production.

    One of Kyari’s most transformative initiatives at NNPCL has been the introduction of the Transparency, Accountability, and Performance Excellence (TAPE) agenda. Launched shortly after he assumed office, the TAPE agenda represents a bold commitment to opening up NNPCL’s operations to public scrutiny and improving its overall performance.

    Under the TAPE agenda, NNPCL made history by publishing its audited financial statements for the first time in 44 years. This unprecedented move has increased public trust in the corporation, as stakeholders and Nigerians alike can now access detailed financial and operational reports. Furthermore, NNPCL began releasing monthly financial and operations reports, further enhancing transparency and allowing for real-time assessment of the corporation’s performance.

    Kyari’s dedication to transparency has not only improved NNPCL’s public image but has also led to significant financial gains. In 2020, NNPCL reported its first profit in over four decades, recording a profit of N287 billion. This success continued in 2021, with the company announcing an even higher profit of N674.1 billion. By 2023, the company’s financial performance had skyrocketed, with a reported profit of N2.5 trillion for the 16-month period ending in December 2022.

    These achievements reflect Kyari’s vision of transforming NNPCL into a profitable and efficient national oil company that delivers value to the Nigerian people. His leadership has demonstrated that transparency and accountability can drive both financial success and operational efficiency.

    Despite challenges facing the sector, which could be traced to years of neglect of global best practices in the oil sector, inadequate critical infrastructure, security threats to oil pipelines and significant disruption being experienced by the global oil industry, which is reflected in the oil prices fluctuations,  to the lingering effects of the COVID-19 pandemic, Mele Kyari’s tenure as GCEO of NNPCL has been marked by remarkable achievements in increasing oil production, supporting indigenous oil companies, and improving transparency and accountability. His leadership has brought stability to a sector that was previously mired in inefficiency, oil theft, and opaqueness.

    Under his guidance, NNPCL has transformed into a more transparent, profitable, and performance-driven organization. The TAPE agenda has set new standards for corporate governance within the company, while Kyari’s commitment to supporting indigenous oil operators has boosted Nigeria’s overall production capacity.

    Kyari’s leadership has laid the foundation for a more resilient and successful oil sector in Nigeria. His efforts are not just about increasing production; they represent a broader vision of ensuring that Nigeria’s oil resources are managed in a way that benefits all Nigerians and contributes to the country’s long-term economic stability.

    In appreciation of his giant strides at reforming the sector,  a group, focused on tackling rising cases of oil theft and pipeline vandalism in the oil rich Niger Delta region,   the Niger Delta Anti-Pipeline Vandalization and Oil Theft Task Force Group (NAVOTTFG) commended the NNPCL and its subsidiaries for stabilising the sector, through enablement of thriving operational environment.

    • Akinlami writes from Abuja, the Federal Capital Territory

  • President Tinubu’s health reforms: The outcomes

    President Tinubu’s health reforms: The outcomes

    The health sector is one of the Tinubu administration’s axes of policy dynamos and triumphs. Reforms initiated to upskill manpower, strengthen structural integrity, upgrade infrastructure, provide essential equipment, and ensure efficiency in healthcare delivery are crystallising with evident outcomes. In December 2023, President Bola Tinubu unveiled the Nigeria Health Sector Renewal Investment Initiative (NHSRII) – a programme steered by the Ministry of Health and Social Welfare under the Coordinating Minister of Health and Social Welfare, Dr Muhammad Ali Pate.

    The Nigeria Health Sector Renewal Investment Initiative is a strategic blueprint — with a sector-wide tack for improving population health outcomes through the primary healthcare system and enhancing reproductive, maternal, and child health services in the country. Primary healthcare is as fundamental as the under-structure of an edifice in building a resilient and integrated healthcare system; hence, the Tinubu administration’s comprehensive revamp of infrastructure and equipment and re-training of frontline health workers.

    Specifically, the administration set out to raise the number of functional Primary Healthcare Centres (PHCs) from 8,809 to over 17,600 by 2027 across the 36 states and the Federal Capital Territory (FCT), train 120,000 frontline health workers over 16 months, increase health personnel enrolment capacity of accredited nursing and midwifery institutions by two-fold to accommodate the demand created by new facilities, and establish a paid volunteer youth force of social accountability officers to monitor the functioning and financial integrity of these primary healthcare centres.

    In addition, the administration sought to address the high cost of healthcare and enhance access to healthcare services by redesigning the Basic Health Care Provision Fund (BHCPF). The BHCPF is a foundational element of the sector-wide approach – with pooled and non-pooled financing to advance the primary health system nationwide.

    So far, the policy intentions and actions are yielding winsome outcomes.

    HUMAN RESOURCE FOR HEALTH – 120,000 health worker training

    •A total of 40,240 health workers have been trained so far, of which frontline health workers comprising doctors, nurses, midwives, CHEWs, and JCHEWs providing clinical services in government-owned PHCs are 36,087.

    •24 states plus the FCT have completed Phase 1 training

    •Phase 1 training will be completed in the outstanding states in the coming months

    •Conversations are ongoing with states to accelerate recruitment of health workers to meet their PHC functionality gaps, starting with accelerated transition of volunteers to full-time salaried employees

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    •Transitioned volunteers and newly recruited health workers will be trained during Phase 2

    •To ensure sustained and continued capacity building, an e-learning programme is being developed to be deployed

    COMMUNITY HEALTH PROGRAMME

    •NPHCDA, in collaboration with FMOHSW, state governments, and partners, is redesigning a community health programme that will extend essential health services to remote and underserved communities towards improving health outcomes

    •The community health programme will create 126,000 jobs for community health workers

    •Services to be delivered will include Reproductive, Maternal, Newborn and Child Health and Nutrition, Routine Immunization, Non-Communicable Diseases, HIV, TB, Malaria, Health data collection, Disease surveillance, Risk Communication and Community Engagement and Health insurance.

    REPRODUCTIVE, MATERNAL, NEWBORN, AND CHILD HEALTH SERVICE DELIVERY

    Under reproductive, maternal, newborn, and child health service delivery, the progressive outcomes are:

    •Expanded Midwives Service Scheme (eMSS) redesigned across four major areas: The scheme has expanded and recruited skilled birth attendants, enhancing maternal and child healthcare nationwide

    • 730 skilled birth attendants to be deployed to prioritised PHC facilities (in the first six months using the eMSS as an interim solution)

    •RMNCH commodities quantification was done for pooled procurement. This will enable the establishment of seed stock of a reliable end-to-end system that guarantees regular availability and visibility of the MNCH commodities in PHC facilities.

    •Service delivery models for traditional birth attendant referral and midwifery outreach were developed to generate demand and provide maternal and child health services to hard-to-reach communities

    •Conducted service readiness assessment across 1,508 BHCPF health facilities to identify service gaps and define interventions required to ensure all suites of maternal and reproductive health services are provided (family planning, post-delivery and miscarriage care, adolescent sexual and reproductive health, maternal health and gender-based violence services)

    •A draft framework for sustainable commodity distribution is being developed

    PRIMARY HEALTHCARE REVITALISATION

    •8,421 health facilities assessed in 36+1 states

    •Identified 1,786 level 2 functional PHCs. These are PHCs that have everything in place for a pregnant woman to deliver her baby safely 24/7

    •Identified 5,447 level 1 functional and 1,189 partially functional PHCs. These facilities lack at least 1 key component to be fully functional but can provide basic PHC services (e.g., ANC, RI, etc)

    •Revitalisation efforts have commenced to increase the number of functional health facilities across the country

    •577 primary healthcare centres have been identified across the states for revitalization by the federal government

    •2,737 primary healthcare centres targeted by state governments for revitalization

    •Public view dashboard showing the status of facilities and revitalisation being developed

    BASIC HEALTH CARE PROVISION FUND 2.0

    • A new set of guidelines is currently under review by the Ministerial Oversight Committee

    •The BHCPF 2.0 will see that more facilities will receive Direct Facility Funding (DFF), and this DFF will be increased from N300k to N600k-N800k per quarter

    •PFMOs will also be engaged to ensure transparency and improve PHC service quality by tracking financial and operational activities to support data-driven decisions

    DATA AND DIGITISATION

    • The NPHCDA has developed a comprehensive 3-year digitalisation agenda that encompasses facility functionality and readiness, supply chain management, financial management, and the community health information system

    • Facility functionality dashboard developed and operated from NPHCDA, currently awaiting the first round of data refresh

    •Public platform to provide wide access view of PHC functionality in progress

    •Detailing of citizen engagement mechanisms in progress

    ROUTINE IMMUNISATION AND POLIO

    •89 wards initiated the Identify Enumerate and Vaccinate (IEV) strategy to improve the quality of polio campaigns and use of data: with expansion plans developed

    •Synchronized nOPV2 campaigns scheduled for October 25 and November 22 – with the aim to reach 38 million eligible children in 20 states

    •HPV vaccination rolled out nationwide with 12,345,572 girls vaccinated across 36+1 states

    HEALTH CAMPAIGN STRENGTHENING

    •Launched the diagnostic process to streamline campaigns, enhancing efficiency and inclusivity for diverse audiences

    •Nigeria has joined the Collaborative Active Strategy (CAS) as one of two pilot countries, aiming to effectively implement health campaigns and strengthen the nation’s health system. This has resulted in the establishment of a technical working group tasked with tailoring CAS recommendations to align with Nigeria’s priorities and overseeing their implementation

    It is in light of the sector-wide health initiative that the World Bank recently approved $1.57 billion to support the health sector in Nigeria. The World Bank financing is from the International Development Association (IDA), which is highly concessional, attracting zero interest, with a 10-year moratorium and 30-year repayment plan.

    According to the bank, the funds will be used for strengthening human capital through better health for women, children, and adolescents.

    “The World Bank has today approved three operations for a total of $1.57 billion to support the government of Nigeria in strengthening human capital through better health for women, children and adolescents and building resilience to the effects of climate change such as floods and droughts through improving dam safety and irrigation. The new financing includes $500 million for addressing governance issues that constrain the delivery of education and health (HOPE-GOV), $570 million for the Primary Healthcare Provision Strengthening Program (HOPE-PHC) and $500 million for the Sustainable Power and Irrigation for Nigeria Project (SPIN). The HOPE-GOV and HOPE-PHC programs combined will support the government of Nigeria to improve service delivery in the basic education and primary healthcare sectors which are critical towards improving Nigeria’s human capital outcomes,’’ the bank said in a statement.

    President Tinubu understands that health is not merely the absence of disease, but the embodiment of physical, mental, and social well-being; hence, his abiding efforts in this sector which has a tremendous impact on the nation’s human capital index.

    •Nwabufo is Senior Special Assistant to the President on Public Engagement

  • Chevron’s socio-economic partnership with Nigeria continues

    Chevron’s socio-economic partnership with Nigeria continues

    • By Ibe Ojo

    As Nigeria celebrates her 64th independence anniversary, Chevron is proud of its partnerships and role in developing its natural resources. In over six decades of operation, Chevron Nigeria has continued to make significant investments in the country that support social and economic development.

    The Chairman and Managing Director of Chevron Nigeria and Mid-Africa Business Unit, Jim Swartz, explains Chevron Nigeria’s business perspective: “We strive to build lasting relationships to help enable human progress now and into the future.”

    According to Swartz, Chevron is one of the largest suppliers of natural gas to the domestic market and is proud of its continued track record of supplying natural gas that meets the specifications required for the Nigerian domestic market.

    He stated that in addition to the production of over 7.5 billion barrels of oil and gas equivalent by Chevron Nigeria Limited’s (CNL) Joint Venture with Nigeria National Petroleum Company Limited (NNPCL) in Nigeria, CNL has been successful in leading and investing in four major projects that have added significant economic value and reduced flared gas.

    The projects include:

    •The Escravos Gas Processing facility to reduce flaring and enable the processing of natural gas for delivery to the domestic and regional markets.

    •The Escravos Gas-to-Liquids facility to reduce gas flaring and produce high-quality products, including diesel and Naphtha. 

    •The ~700km West African Gas Pipeline (WAGP) led by Chevron in partnership with other private and state entities from the Economic Community of West African States, to supply gas to Benin, Togo, and Ghana to boost economic development in the sub-region.

    •The Deepwater Agbami Floating Production, Storage, Offloading (FPSO) project which has produced over 1 billion barrels of oil.

    •Chevron also owns nonproducing assets as well as partner with other companies for producing and non-producing fields.

    CNL commends the Federal Government’s efforts to reposition the oil and gas industry for growth through the Petroleum Industry Act (PIA). CNL is committed to operationalizing the PIA and has achieved key milestones, including renewing critical deep-water leases for the next twenty years.  The NNPCL/CNL Joint Venture was among the first companies to convert their leases to Petroleum Prospecting Licenses (PPLs) and Petroleum Mining Leases (PMLs) in accordance with the provisions of the Petroleum Industry Act.  

    CNL believes that its business success in providing affordable, reliable, ever-cleaner energy is directly tied to the progress and prosperity of the people we work with and the communities where we operate. For this reason, the company continues to support the Federal Government’s Nigerian Content Development (NCD) policy aimed at building indigenous capacity in the nation’s oil and gas industry. This policy is driven by the vision of being recognized as the energy company that works best to foster competence and competitiveness among Nigerian indigenous contractors and suppliers by adopting the participatory partnership model.

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    Olusoga Oduselu, CNL’s General Manager, Policy, Government, and Public Affairs, highlighted CNL’s focus on the development of communities in the Niger Delta through the Global Memorandum of Understanding (GMoU), a community-driven, participatory partnership model for community engagement it pioneered in 2005.

    “Through the GMoU, we provided funds to execute hundreds of projects in the communities where we operate in the Niger Delta region. This has led to social investment projects benefitting over 600 communities in the Niger Delta area. We are leveraging our experience with the GMoU in the implementation of the Host Community Development Trust (HCDT) provisions of the PIA”, he stated. “In 2010, Chevron established the Partnership Initiatives in the Niger Delta (PIND), a non-profit organization working with partners to complement the GMoU, to build peace and address macro socio-economic issues in the Niger Delta region.  PIND’s programs have continued to create social and economic impacts through the twin pillars of economic development and peacebuilding, leading to increased productivity, jobs, and reduced conflict,” Olusoga said.

    Chevron Nigeria’s social investment footprints extend beyond its areas of operation. In the area of health, Chevron built and donated a DNA Molecular laboratory to the University of Lagos Teaching Hospital, a facility that supports medical research in Nigeria.  In the midst of the coronavirus (“COVID-19”) pandemic, Chevron donated a Polymerase Chain Reaction (PCR) laboratory to Warri Central Hospital to support the Delta State Government in the fight against the COVID-19 pandemic. The company has also implemented health initiatives such as the Roll Back Malaria programs, Prevention of Mother-to-Child transmission of HIV/AIDS, and awareness programs on River blindness.

    Star Deepwater Petroleum Company Limited (a Chevron company) and its parties    in the Agbami field have been investing in fighting tuberculosis (TB) by building and equipping chest clinics to support the treatment and care of TB patients in Nigeria. Currently, 28 chest clinics fully equipped with standard X-Ray machines, male and female wards, treatment rooms, laboratories and gene xpert machines have been completed across the country to support the health system. The Agbami parties have also donated one medical diagnostics laboratory and nine mother-and-child health care centers in Nigeria.

    Chevron Corporation has also sponsored global health-related initiatives that impact Nigeria. These efforts include the contribution to the Global Fund against HIV/AIDS, malaria, and TB, which has benefitted Nigeria by providing access to lifesaving antiretroviral therapy for people living with HIV and providing long-lasting insecticide-treated mosquito nets.

    CNL continues to support the development of education in the Niger Delta region and across the country through the development of education infrastructure, capacity building, and scholarships. Over 23,000 people have benefitted from the company’s scholarship programs, which include scholarships for postgraduates, the visually impaired, and medical and engineering students in Nigeria.

    Chevron and its Agbami parties have continued to invest in education infrastructure, executing 39 Science laboratory complexes and 25 conventional and hybrid libraries nationwide. They also encourage students to develop an interest in key subjects such as science, technology, engineering, and mathematics (STEM) and, ultimately, pursue STEM courses and careers.

    CNL continues to demonstrate its commitment to environmental stewardship through its lower carbon strategy, which is focused on lowering the carbon intensity of its operations by implementing methane detection and reduction capabilities. This has enabled the company to reduce routine gas flaring by over 97% in its operations in the past 11 years, showing its environmental responsibility.

    The company’s mangrove restoration program is another demonstration of its dedication to environmental stewardship and proactive approach to addressing the challenges of ecosystem restoration in the Niger Delta. Chevron Nigeria successfully restored approximately 18 hectares of land at different sites in its Western Area of operations, which suffered fire incidents due to third-party interference. The mangrove restoration also enabled CNL to impact the community positively by training community women on identifying viable mangrove propagules, raising them in the nursery to transplant thousands of mangroves.”

    Additionally, Chevron Nigeria, with Chevron Corporation’s support, built and donated the Lekki Conservation Centre (LCC) to the Nigerian Conservation Foundation (NCF) in 1992. The 78-hectare facility has become a center of excellence in environmental research and education, reserved as a sanctuary for the rich flora and fauna of the Lekki Peninsula, Lagos. 

    Chevron is optimistic about the future of the energy business in Nigeria. As the Chairman and Managing Director emphasized, “Chevron remains committed to our partnership in ensuring safe, reliable, and efficient operations in Nigeria’s onshore, offshore shallow water, and offshore deep water while delivering a reliable and ever-cleaner energy supply for Nigeria, the West African region, and the world.”

    •Ojo is with Chevron