The Nation Newspaper

Category: Saturday Magazine

  • LAWMA: waste crisis more behavioural than operational

    LAWMA: waste crisis more behavioural than operational

    Across Lagos, piles of uncollected refuse are becoming an unsettling symbol of a megacity under strain. From residential streets to commercial hubs, the sight and smell of waste are rekindling public health fears and environmental anxiety. Yet officials insist the crisis is not merely logistical. It is a complex mix of population pressure, rising costs, weak compliance, and human behaviour—factors that will determine whether Africa’s largest city regains control of its waste or slides backwards in the years ahead

    Across several parts of the Lagos metropolis, residents say frustration is mounting as refuse heaps accumulate on streets and open spaces, heightening fears of environmental degradation and public health risks. For the Lagos Waste Management Authority (LAWMA), however, the problem extends beyond logistics; it is as much behavioural as it is operational.

    “Lagos is one of the largest megacities in the world, with a projected population of about 27 million,” said the Managing Director and Chief Executive Officer of LAWMA, Dr. Muyiwa Gbadegesin. “Each resident generates roughly half a kilogramme of waste daily. When you do the arithmetic, that amounts to between 13,000 and 15,000 tonnes of waste every single day.”

    Gbadegesin explained that the state operates a structured waste management system anchored on public-private partnerships. About 450 Private Sector Participant (PSP) operators are responsible for collecting refuse from households, markets, and commercial premises across Lagos’ 377 political wards. “On average, there is one PSP operator per ward, although larger wards have more. Over time, however, rapid population growth and rising infrastructure costs have placed enormous strain on the system,” he said.

    Financing, he noted, remains a critical constraint. “A new compactor truck now costs about N250 million. That makes it difficult to attract fresh investment, though it also presents an opportunity if the right framework is put in place.” Beyond collection challenges, Lagos is grappling with a more complex dilemma: waste disposal. Major landfill sites, including Olusosun and Soluos, are nearing or have reached full capacity, prompting complaints from host communities and intensifying public health concerns. Soluos, located close to Alimosho General Hospital, was shut down after becoming dangerously overloaded, forcing operators to travel longer distances to disposal sites as far as Badagry.

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    “The closure of a landfill cre ates ripple effects,” Gbadegesin said. “PSP operators have to travel farther, spend more time at dump sites, and return later to complete collections. When trucks break down or are delayed, residents often dump refuse on the roads. At that point, LAWMA has no choice but to step in.”

    To manage the strain, LAWMA currently deploys about 100 trucks around the clock across 44 operational routes, clearing illegal dump sites, blocked drainages, and accumulated waste. But the scale of the challenge far outstrips existing capacity. “One hundred trucks are not enough for a city of this size,” Gbadegesin admitted. “Ideally, Lagos requires at least 1,000 compactor trucks, with another 1,000 as backup. Over the next 10 years, we plan to acquire between 100 and 200 trucks annually to meet that target.”

    In parallel, the authority is pursuing the development of at least 20 transfer loading stations across the metropolis to reduce the distance waste must travel before final disposal or treatment. Enforcement has also been significantly intensified. LAWMA has expanded its enforcement teams from one to four, covering key corridors including Orile to Badagry, Western Avenue to Ikorodu, Lagos Island to Epe, and other strategic routes. “We are increasingly becoming an enforcement agency,” Gbadegesin said. “We are even considering becoming a uniformed agency if that is what it will take. Every day, we arrest individuals who dump waste illegally and prosecute them through mobile courts. By law, every household must register with a PSP operator and pay its waste bill. Failure to comply carries consequences.”

    However, he stressed that enforcement alone cannot solve Lagos’ waste problem. Central to LAWMA’s strategy is waste reduction, reuse, and recycling. “Ninety per cent of what people throw away has value to someone. Throwing waste away is, quite literally, throwing money away,” he said.

    In line with this thinking, Lagos has unveiled a comprehensive long-term waste management strategy that marks a fundamental shift in how the city views its refuse. Moving beyond collection and disposal, the new roadmap prioritises a circular economy—one in which waste is treated as a resource capable of being reinvested into the local economy. A core element of this vision is recovery: extracting energy and materials from waste that would otherwise end up in landfills. While reduction and recycling remain priorities, the strategy underscores the role of energy recovery in building a sustainable future. “Every piece of waste represents a potential resource,” Gbadegesin noted.

    “We will embrace a waste management system that is user-friendly, with programmes and facilities that balance community needs with environmental protection,” he said, adding that the state is exploring new markets and cutting-edge technologies to convert waste into power and usable products.

    Already, LAWMA has rolled out community recycling initiatives, including weekly buy-back programmes at transfer stations where residents can exchange plastics, metals, paper, and even organic waste for cash. Plans are underway to expand the initiative to more locations, including Mushin and Ikeja, and to establish recycling collection centres in every local government area. The agency is also piloting lower-cost solutions such as tricycle compactors designed for narrow streets and hard-to-reach communities. “A tricycle compactor costs about N7 million, compared to N250 million for a full compactor truck. They may carry only one or two tonnes, but they improve coverage and create jobs,” Gbadegesin said. LAWMA plans to lease hundreds of these units to young entrepreneurs and former cart pushers under a regulated framework.

    Beyond infrastructure, the agency is deepening collaboration with local governments, market associations, and transport unions. “We cannot work in isolation,” Gbadegesin said. “Cleanliness must be seen as a cost of doing business. If you make money at a bus stop or in a market, you must keep that environment clean.”

    Gbadegesin linked poor sanitation directly to public health outcomes, warning that environmental neglect carries deadly consequences. “Nigeria’s life expectancy is around 52 years. Many people die prematurely because of environmental factors—the air they breathe, the food they eat, and the waste around them. Caring for your environment is fundamental to living a healthy life,” he said.

  • AWAMN: weak enforcement, poor support undermining years of progress

    AWAMN: weak enforcement, poor support undermining years of progress

    From the private sector, however, concerns are growing that Lagos is losing ground it once painstakingly gained. The President of the Association of Waste Managers of Nigeria (AWAMN), Dr. Olugbenga Adebola, cautioned that policy inconsistency, weak enforcement, and insufficient government support are steadily eroding decades of progress. “There was a time when Lagos moved from being one of the dirtiest cities in the world to one of the cleanest in Africa,” Adebola recalled. “By the end of Asiwaju Bola Ahmed Tinubu’s tenure as governor, Lagos had won awards and became a model for other states and African countries. We should not be back at this level.”

    Adebola stressed that waste management is a capital-intensive, private-sector-driven business. “This is not a Father Christmas service. Investors will only come where there is certainty of returns. At the moment, the enabling environment is not encouraging,” he said. He pointed to poor compliance with laws requiring households to register with and pay PSP operators. “Those who refuse to pay are often the same people dumping waste on highways and in drainages, and that is what destroys the city’s aesthetics,” he noted.

    Population pressure, he added, has compounded the challenge. As West Africa’s economic hub, Lagos attracts millions of daily visitors who generate large volumes of waste. “Lagos is catering to a massive population with a relatively limited budget,” Adebola said, renewing calls for special federal status for the state to reflect its unique burden. He also criticised the continued reliance on ageing dumpsites. “Olusosun is almost 40 years old. We should have moved from burying waste to treating waste. Waste is not waste unless you waste it,” he said.

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    According to Adebola, more than half of Africa’s waste stream is organic and can be converted into fertiliser, biogas, or biomethane, while high-calorific waste can be processed into refuse-derived fuel. Globally, he noted, governments subsidise waste management because it is a public good. “Here, operators are struggling with bank loans at 29 or 30 per cent interest. That is not sustainable.” He warned that poor waste management represents a form of “pre-healthcare failure,” directly linked to malaria, cholera, dysentery, and Lassa fever. Without subsidies, grants, and affordable financing, he cautioned, Lagos risks squandering the gains it once achieved.

    As Lagos explores solutions ranging from expanded recycling to waste-to-energy initiatives, the message from both regulators and operators is clear: a clean city cannot be delivered by trucks and laws alone. It requires consistent policy, sustained investment, and, above all, a shift in public behaviour. For a megacity already straining under its own success, how it manages its waste may ultimately determine its health, longevity, and economic resilience.

    He also highlighted the impact of inflation on equipment costs, noting that foreign-used compactor trucks that sold for about N8–N10 million a few years ago now cost between N55 million and N60 million. “This is the reality we are facing,” Adebola said. “That is why we are calling on the Federal Government, and on President Bola Ahmed Tinubu, our grand patron, to establish special funding to support waste management. Without such intervention, the gains we once made will continue to slip away.”

  • Nigeria needs leadership reforms, reconciliation asrestitution for 1966 errors– Retired AVM Ifemeje

    Nigeria needs leadership reforms, reconciliation asrestitution for 1966 errors– Retired AVM Ifemeje

    • Says nation must rise above religious, tribal sentiments

    The DikeOha 1 of Uga Kingdom, Air Vice-Marshal John Chris Ifemeje (rtd), is a seasoned military strategist and national security thinker whose career spans decades of distinguished service at the highest levels of Nigeria’s armed forces. Known for his commitment to discipline, institutional integrity and accountable leadership, he represents a generation of senior officers shaped by both operational command and strategic governance.

    His career culminated in his appointment as Commandant of the Armed Forces Command and Staff College (AFCSC), Jaji, Nigeria’s premier institution for training junior and senior operational level officers and other ranks in the military operational command and staff responsibilities.

    In this interview, AVM John Chris Ifemeje (rtd.) argues that the 1966 coup (15th January and 29th July 1966), were not accidents of history but the outcome of leadership breakdown and institutional failure, with both the civilian and military drawing decades of command and strategic experience for leadership reforms as Nigeria’s only viable path to healing and renewal. He spoke with KALU OKORONKWO. Excerpts…

    Recently, you participated in the inaugural conference of the Forum for National Reconciliation and Restoration. What does national reconciliation mean to you, and why do you think Nigeria needs it now?

    Nigeria has experienced numerous crises—religious, political, ethnic among others—without adequately addressing their root causes. A divided nation cannot move forward. You cannot expect Nigeria to truly belong to the comity of nations when citizens distrust and resent one another, unable to agree on common national issues.

    Many of these divisions stem from unresolved historical grievances, particularly the events surrounding the January 15, 1966 coup. Some parts of the country perceived that the actions of those young military officers represented an ethnic betrayal. While mistakes were made, we cannot continue to live permanently in the past. What we need now is renewed understanding, trust, forgiveness, and belief in one another. Unfortunately, that singular event triggered a chain reaction such as the July 29, 1966 counter-coup, the widespread killing of Easterners, and eventually the civil war, during which between two and three million people died. Conflicts often escalate in this way. We see similar patterns globally. When violence is unleashed, retaliation follows, and innocent people suffer endlessly.

    If the January 1966 crisis had been properly managed and if the leadership at that time had adhered strictly to the rule of law, pacified aggrieved parties and acted responsibly, Nigeria might never have experienced a civil war. Sadly, leadership failures compounded the problem. Today, we are still grappling with the same leadership deficiencies because we have never honestly examined where the cancer began. No country can grow when citizens lack patriotism; when they go abroad only to denigrate their own nation. That is why we initiated the concept of National Reconciliation and Restoration to heal old wounds and restore Nigeria to the promising path it was on before January 15, 1966.

    At that time, the regions were thriving. The East was a global agricultural powerhouse, driven by palm oil. The West led in cocoa production and pioneered radio and television broadcasting in Africa. The North built institutions like Ahmadu Bello University through proceeds from groundnut pyramids and agriculture. Can we say the same today? Sadly, no. Restoration can only come through reconciliation. That is the purpose of this forum. When Dr. Okechukwu presented the idea to me, I immediately agreed because it aligned with what I had long been thinking. What we held recently was a planning conference to begin that journey.

    Your explanation suggests that Nigeria’s unity depends on resolving deep-rooted issues. Can you specify the cultural or structural challenges that must be addressed?

    God created us without consulting us on where we would be born, North, South, East, or West or what religion we would practice. Yet today, we use ethnicity and religion as weapons to destroy ourselves. There is nothing inherently wrong with religion; the problem lies in how it is practised. Religious bigotry must be rejected. If leadership choices are based on religion, then leadership itself has failed.

    Culturally, mutual respect is essential. Wherever you reside, respect the culture of the host community. As the saying goes, when in Rome, do as the Romans do. If I live in Ghana, I must respect Ghanaian culture. If others live among my people, they must respect ours. Disrespect breeds suspicion, tension, and conflict.

    All religions practised in Nigeria—Christianity, Islam, and traditional religions—teach moral discipline and good values. The problem arises when religious leaders manipulate followers for economic gain, poisoning minds to build influence and wealth. That is not the teaching of Prophet Muhammad or Jesus Christ. People should never kill one another in the name of religion. These are the fundamental issues we must confront.

    How could the Forum for National Reconciliation and Restoration practically influence governance, especially in engaging government and shaping policies?

    We have already begun engaging traditional rulers, religious leaders, and community stakeholders nationwide. The forum enjoys broad grassroots support. The next critical step is engaging political leaders, because they control policy implementation and resources.

    Strong governance requires strong, independent institutions. You cannot claim to practice democracy when the arms of government are weak or constantly interfered with. If government embraces reconciliation, it can awaken the conscience of political leaders.

    For example, the National Assembly should prioritise policies that benefit ordinary Nigerians. Before passing laws, lawmakers must ask: how will this affect the poor man on the street? Governance must not burden the masses.

    Reconciliation leads to restoration. Citizens must be central to policy decisions; not an afterthought. Otherwise, our efforts become mere social media noise. When citizens are enlightened, they can identify and reject bad leadership.

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    Good leadership should never be based on religion, ethnicity, or sentiment. Whether Muslim-Muslim, Christian-Christian, or mixed tickets, what matters is competence, integrity, and results. In the 21st century, Nigeria must rise above tribal psychology.

    In discussing reconciliation, we must also confront insecurity. As a senior military officer, how do you assess Nigeria’s current security architecture? What in your opinion is working and what is broken?

    Security is everyone’s responsibility, not just the military’s. Insurgency thrives when it gains local support and often by exploiting religion or grievances. Without local backing or political sponsorship, insurgency collapses.

    Our armed forces are well-trained and capable. The problem is not competence; it is leadership direction. In a democracy, soldiers act on political directives. They cannot move without clear authorization. Body language from political leaders matters.

    Intelligence gathering is another major challenge, not because intelligence is lacking, but because it is poorly utilised. Agencies like the DSS are excellent at intelligence collection. I have worked with them, and their information is often accurate. The failure lies in ignoring or delaying action.There is no war won without intelligence. Too often, we adopt a fire-brigade approach, responding only after the damage has been done.

    Border security is another weakness. Even technologically advanced countries fence and monitor their borders. Nigeria’s porous borders enable insurgents to retreat, regroup, and return. Border fencing, surveillance drones, satellites, and controlled entry points are achievable solutions.

    We also must address morale. Soldiers observe how political leaders live. If leaders enjoy luxury while troops suffer hardship, motivation collapses. Soldiers must be properly paid, equipped, and respected. In countries like the United States, soldiers are publicly honored. We must do better in Nigeria.

    Beyond security, does the military have other roles in national development?

    Absolutely! In disasters, the military provides immediate relief. Retired officers can also contribute immensely to intelligence gathering at the grassroots. In countries like the Philippines, retired soldiers serve as community-based intelligence assets. Here, we retire trained personnel and abandon them. That is wasteful. They can still serve the nation.

    The military can also contribute to agriculture and economic development. In Bangladesh, the military runs large-scale fisheries, mushroom farming, and exports agricultural products. Why can’t we convert ungoverned spaces like Sambisa Forest into agricultural zones? Security and development must go hand in hand.

    Many believe the Igbo are losing relevance in national affairs. As an Igbo leader, what must be done?

    The Igbo must learn to listen to informed leadership. Too many people speak confidently without accurate information and refuse guidance. We must organise politically and respect leadership. Governors responsible for security are insulted instead of supported, even when they possess critical intelligence. This attitude undermines progress.

    Historically, the Igbo were organised and respected, especially during the First Republic under leaders like Nnamdi Azikiwe. Today, disunity weakens us. Youth disrespect for elders has grown, traditional institutions are compromised, and even religious institutions have lost moral authority. Religious leaders must preach responsibility, productivity and truth, not encourage idleness or crime. Leadership is the key. Reconciliation will only succeed if people are carried along from the grassroots upward.

    Since retiring from the military, you have been active in civic engagement. What inspired this transition?

    I believe in objective analysis, not sentiments. Even in service, I was deeply involved in civil-military relations and governance. I served as military assistant to a governor, attended executive and security council meetings and managed civil crises.

    Military officers are not isolated from governance. Many of us have managed civil affairs at strategic levels. Retirement does not mean irrelevance. Society still benefits from our experience. That is why I engage in politics, not for personal gain, but to contribute to building visionary leadership and solving societal problems.

    You were recently honoured with the Sir Ahmadu Bello Leadership Award. What does this recognition mean to you?

    Sir Ahmadu Bello was a leader for all without religious or ethnic discrimination. I admire that model of leadership. The award reassures me that integrity and fairness are noticed, even when you are unaware. Throughout my service, I never favoured tribe or religion. Merit always came first. Leadership must be just. Mentorship, fairness and patriotism are values I tried to instill in those I trained. That recognition is deeply humbling.

    Finally, what message would you leave for Nigerians on peace, unity, and shared destiny?

    When Nigerians go abroad, they unite proudly as Nigerians. Why can’t we replicate that unity at home? Our national motto is Peace and Progress. Without peace, progress is impossible. We must respect one another’s cultures and religions, uphold the rule of law and reject injustice. Injustice breeds bitterness, and bitterness breeds conflict.

    Nigeria is rich in resources, yet poverty persists because we are divided and disorganised. Unity will empower citizens to hold leaders accountable. Let us embrace reconciliation, peace and patriotism for the sake of our children and the future of this nation.

  • Olusola Joseph, RCCG LP80’s PICP, bags doctorate

    Olusola Joseph, RCCG LP80’s PICP, bags doctorate

    For Dr. Olusola Joseph, Pastor-in-Charge of The Redeemed Christian Church of God (RCCG), Lagos Province 80, Thursday, January 22, 2026, would long linger in memory as the day an academic journey of several years came to a climax with the conferment on him of the Doctor of Business Administration (DBA) at the 45th convocation ceremony of the University of Lagos.

    The achievement was all the more gratifying for the senior RCCG pastor given that he crossed the finishing line when several peers who started with him on the same journey dropped out through the years given competing demands for their time and attention.

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    A few days earlier on Sunday, January 18, 2026, at the Marriot Hotel, Ikeja, Joseph received the Best DBA Thesis Award (Third Prize) from the Vice-Chancellor of University of Lagos, Prof. Folasade T. Ogunsola and the Executive Director of ULBS, Prof Mike Adebamowo in recognition of his commendable doctoral thesis titled “Succession Planning a n d Sustainability of Family-Owned Businesses in Selected Indigenous Firms in Southwest, Nigeria.”

    •The Awardee, Dr Olusola Joseph, 2nd from left, receiving the Best DBA Thesis Award (Third Prize) from the Vice-Chancellor of University of Lagos, Prof. Folasade T. Ogunsola, left, and the Executive Director of ULBS, Prof Mike Adebamowo, right. Second from right is Mrs Abiola Joseph.

    The award was presented in acknowledgement of the quality, relevance, and scholarly contribution of his research to professional practice and academic advancement.

    Joseph, a former banker, has extensive work experience in human resources. The one-time Executive Secretary/CEO of The Nigerian Institution of Estate Surveyors and Valuers (NIESV), is a Fellow of the Chartered Institute of Personnel Management (FCIPM), as well as two-time Director of the institute.

  • All eyes on banks as N4.14 trillion recapitalisation drive heats up

    All eyes on banks as N4.14 trillion recapitalisation drive heats up

    The ongoing recapitalisation of banks ranks among the most ambitious reforms undertaken by the Central Bank of Nigeria (CBN) under Governor Olayemi Cardoso. The initiative reflects the apex bank’s commitment to regulatory excellence and a stronger financial system. So far, 20 of the 44 banks have met the minimum capital requirement, with lenders expected to raise a combined N4.14 trillion by the March 31 deadline. Assistant Editor COLLINS NWEZE reports that the exercise underscores the CBN’s resolve to build a resilient banking sector

    In less than three months, the ongoing recapitalisation of Nigerian banks through capital raising is expected to be concluded, with an estimated N4.14 trillion projected to be mobilised across the sector by the time the exercise is completed. One of the most significant outcomes of the programme is the emergence of stronger, better-capitalised banks with the capacity to undertake large-scale transactions capable of supporting businesses and driving broader economic growth. By strengthening balance sheets, the exercise is designed to position Nigerian banks to play a more decisive role in financing critical sectors of the economy.

    The Central Bank of Nigeria (CBN), under the leadership of its Governor, Olayemi Cardoso, has consistently maintained that sustainable economic growth is impossible without a robust and well-capitalised financial system. In line with this conviction, the apex bank is working to align monetary and fiscal policies in support of the Federal Government’s ambition to expand business activity and grow the economy to a $1 trillion valuation.

    For the CBN leadership, this ambition is inseparable from the need to entrench a strong culture of compliance and reinforce risk management frameworks across the financial system. Cardoso has emphasised that protecting the integrity of Nigeria’s banking sector while enhancing its resilience and credibility—both domestically and internationally—remains a central priority. To this end, the apex bank has reaffirmed its commitment to sustaining a transparent, stable, and resilient financial system by tightening regulatory oversight and strengthening compliance and risk management practices across Nigerian financial institutions.

    Milestones assessment for recapitalisation

    Ahead of the March 31 deadline, Cardoso, in his last public update on the recapitalisation programme, confirmed that 16 banks have met their new capital requirements. He also indicated that 27 other banks were raising funds. Deputy Governor, Economic Policy, CBN, Dr. Muhammad Abdullahi, who spoke last week at Nigeria Economic Summit (NESG) forum said not less than 20 banks have met the new capital requirements.

    Nigeria currently has 44 deposit-taking banks across various licence categories. At least seven other banks are weighing the option of scaling down their licence from national to regional bank, given the concentration of their operations and the almost equal ubiquitous advantage offered by Nigeria’s expansive digital banking. Another bank, which currently holds an international banking licence, indicated over the weekend that it could be scaling down to a national banking license in the immediate period before the deadline, while pursuing further recapitalisation to boost its capital base and regain its international banking authorisation.

    The apex bank categorises banks into three broad categories – international, national, and regional – based on their financial strength. Under the recapitalisation guidelines, beyond raising funds, banks are required to subject their new equity funds to capital verification before the clearance of the allotment proposal and release of the funds to the bank for onward completion of the offer process and addition of the new capital to its capital base.

    The CBN is the final signatory in a tripartite capital verification committee that included the Securities and Exchange Commission (SEC) and the Nigeria Deposit Insurance Corporation (NDIC). The committee is saddled with scrutinising new funds being raised by banks under the ongoing banking sector recapitalisation programme.

    N4.14 trillion to be raised

    With expected N4.14 trillion new capital being raised and 20 banks already met the minimum capital requirement, this year will turn out a significant milestone in the economy. The CBN had, on March 28, 2024, announced a two-year bank recapitalisation exercise which commenced on April 1, 2024. The recapitalisation plan requires minimum capital of N500 billion, N200 billion and N50 billion for commercial banks with international, national and regional licences respectively. The 24-month timeline for compliance ends on March 31, 2026.

    Cardoso said the apex bank will be enforcing stronger governance, greater transparency, and firmer accountability to protect raised funds. He disclosed that several banks have already met the new capital thresholds, while others are advancing steadily and are well positioned to comfortably meet the March 31, 2026 deadline. Banks meeting or exceeding the new requirements is a clear testament to the depth, resilience and capacity of Nigeria’s banking sector,” Cardoso stated.

    The CBN has equally established a dedicated Compliance Department, now fully operational, with mandates covering financial crime supervision, market conduct, enterprise security, corporate governance, and Environmental, social, and governance (ESG). According to the CBN boss, the process of enforcing stronger controls on raised funds is ongoing with the redesigning of the credit‑risk framework expected to ensure that raised funds are well managed by financial institutions. Previously, banks were awash with post recapitalisation funds, with analysts predicting that without proper risk management policies and regulatory controls, chances of misapplying such raised funds through risky loans remain high.

    To guard against such occurrence, Cardoso stated: “As recapitalisation progresses, we are redesigning the credit‑risk framework to enforce stronger governance, greater transparency, and firmer accountability across the sector. We are determined to break the boom‑and‑bust cycle that has accompanied past recapitalisation efforts.”

    Already, the CBN Credit Risk Management System (CRMS) is web-enabled, allowing banks and other stakeholders to dial directly into the CRMS database to render statutory returns or conduct status enquiry on borrowers. Also, the CBN is in the process of integrating the CRMS with other systems operating in the banks to make it more efficient.

    In a report titled: “Nigeria’s macro headwinds trigger bank recapitalisation” Deloitte, a global accounting and audit firm, put the total funds to be raised in the recapitalisation exercise which ends on March 31, 2026 at N4.14 trillion. It said the upward review of banks’ capital base from N50 billion to N500 billion depending on the type of licence held by the bank, remains an essential action required to boost capital adequacy needs of the Nigerian financial industry.

    Nigeria banks’ capital adequacy, the report says, has been significantly impacted by macroeconomic challenges such as high inflation and interest rates, currency volatility and forex illiquidity. “The upward revision will ensure that Nigerian banks have the capacity to take on bigger risks and stay afloat amid both domestic and external shocks. It also means increased liquidity position of banks, which will help broaden their loss-bearing capabilities,” the report said.

    Continuing, Cardoso said Nigeria’s banking system remains fundamentally sound and resilient, a cornerstone of our financial stability. “At the same time, we remain vigilant to emerging risks, including cyber threats, credit-concentration pressures, and operational vulnerabilities. These are being addressed through strengthened risk-based supervision and our ongoing transition to Basel III, which will further bolster resilience, improve capital quality, and strengthen liquidity monitoring,” he said.

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    The CBN boss disclosed that with just four months to the conclusion of the recapitalisation exercise, the recapitalisation process remains firmly on track. “As we strengthen the capacity of our banks, stress-testing this year confirms that Nigeria’s banking sector remains fundamentally robust. Key financial soundness indicators overwhelmingly satisfied prudential benchmarks during the year,” Cardoso added.

    He said the apex bank is reinforcing operational discipline to ensure the financial system serves all Nigerians reliably. “Our starting point was a comprehensive, end‑to‑end review of the entire cash lifecycle: from production, to transportation, to distribution, and eventual access by consumers. This holistic assessment enabled us to address root causes rather than symptoms.

    “As a result, we recalibrated our cash‑printing models, issued guidelines on the optimal ATM‑to‑card ratio, strengthened requirements for CBN approval before ATM or branch closures, enforced sanctions on banks whose ATMs fail to dispense cash, and intensified supervision of payment agents and POS operators nationwide,” he said.

    Speaking recently to bankers, Cardoso said the ethics and professionalism of bankers and treasurers are under constant scrutiny. According to him, the apex bank introduced the FX Global Code for all authorized dealers and market participants to ensure full compliance with regulations. He urged the Chartered Institute of Bankers of Nigeria (CIBN) to take the lead in upholding and demonstrating the highest standards in the industry. “At the Central Bank, we have intensified surveillance of market activities to ensure compliance and eliminate bad actors who attempt to undermine the system. Together, we must build a market based on strong governance and transparency. As regulators, we will maintain a zero-tolerance approach to compliance violations,” he said.

    The Group Managing Director of United Bank for Africa (UBA), Mr. Oliver Alawuba described the ongoing CBN bank recapitalisation policy as both timely and essential in positioning the financial system to meet the demands of a growing and globally competitive economy. According to Alawuba, the initiative is expected to boost the resilience of the banking sector by strengthening its capacity to withstand economic shocks such as inflation, currency volatility and global geopolitical disruptions. He noted that the policy will also place Nigerian banks on a stronger footing to finance the country’s long-term economic transformation, including funding of large-scale infrastructure and industrial projects.

    Alawuba further stressed that the recapitalisation policy goes beyond regulatory compliance. It is a forward-looking strategy aimed at equipping Nigerian banks to operate at the scale and sophistication required by a trillion-dollar economy. He said the move would enhance the sector’s ability to support traditional economic drivers such as oil and gas, agriculture and manufacturing, as well as emerging sectors such as fintech, green energy and infrastructure development. “Nigerian banks need adequate capital buffers to meet the evolving demands of these sectors. Without this, the industry cannot effectively rise to the challenge,” he said.

    Building resilient banking system

    Cardoso earlier explained that within the banking sector, the sector remains robust with key indicators reflecting a resilient system. “The non-performing loan ratio remains within the prudential benchmark of five per cent, showcasing strong credit risk management. The banking sector liquidity ratio comfortably exceeds the regulatory floor of 30 per cent, a level which ensures banks are maintaining adequate cash flow to meet the needs of customers and their operations. The recent stress test conducted also reaffirmed the continued strength of our banking system,” he said.

    To ensure that our banking system can effectively support the growth of our economy, efforts to strengthen banks’ capital buffers were announced in 2023 with a two-year implementation window. “I am pleased to note that a significant number of banks have raised the required capital through right issues and public offerings well ahead of the 2026 deadline! I believe that the banking sector is in a strong position to support Nigeria’s economic recovery by enabling access to credit for MSMEs and supporting investment in critical sectors of our economy,” he said.

    Cardoso explained that the banking sector remains robust, with key indicators reflecting a resilient system. “The non-performing loan ratio remains within the prudential benchmark of five per cent, showcasing strong credit risk management. The banking sector liquidity ratio comfortably exceeds the regulatory floor of 30 per cent, a level which ensures banks are maintaining adequate cash flow to meet the needs of customers and their operations. The recent stress test conducted also reaffirmed the continued strength of our banking system.

     “I am pleased to note that a significant number of banks have raised the required capital through rights issues and public offerings well ahead of the 2026 deadline. I believe that the banking sector is in a strong position to support Nigeria’s economic recovery by enabling access to credit for MSMES and supporting investment in critical sectors of our economy,” he said.

  • Breaking the cycle of strikes in varsities

    Breaking the cycle of strikes in varsities

    For decades, Nigeria’s public universities have been trapped in a weary cycle of strikes, broken agreements, and institutional paralysis. That a fragile calm now prevails—and that a doctor, not a career education bureaucrat, helped broker it—raises a compelling question: has one of Nigeria’s most stubborn national jinxes finally been broken?

    In the lexicon of Nigeria’s university education system, few terms recur with such weary frequency as deadlock, stalemate and impasse. They hover like permanent storm clouds over labour relations, policy reform and institutional renewal, shaping expectations before negotiations even begin. Nowhere has this sense of paralysis been more deeply entrenched than in the bruising, distrust-laden relationship between the Federal Government and the Academic Staff Union of Universities (ASUU).

    For decades, their encounters obeyed a bleakly familiar script: promises were made, agreements ceremonially signed, expectations raised—and then, inevitably, collapsed. Strikes would follow. Campuses would empty. Academic calendars would fracture beyond repair. Students—millions of them—were left stranded in a limbo that stole time, ambition, and confidence. Over the years, the conflict acquired a near-mythical quality. It was spoken of as cursed, as though Nigeria’s higher education system laboured under a stubborn jinx—impervious to reason, dialogue, or even the most earnest gestures of goodwill. The very idea of lasting peace between government and ASUU came to be treated as naïve, if not delusional.

    It is against this troubled backdrop that the emergence of Dr. Maruf Tunji Alausa, a nephrologist by training, as Minister of Education assumes significance far beyond the particulars of biography. Drafted from the Ministry of Health to succeed Prof Tahir Mamman, a respected legal scholar, Alausa’s appointment signalled a conscious departure from familiar patterns rather than a routine change of guard. It was, in every sense, a deliberate rupture.

    Mamman’s tenure, though underpinned by intellectual gravitas and a genuine commitment to reform, came to be defined by procedural caution and, in the eyes of critics, a debilitating inertia. His administration struggled to escape the gravitational pull of Nigeria’s chronic university crises. Negotiations with the ASUU dragged on inconclusively, yielding agreements that offered only temporary relief. By contrast, Alausa arrived with an ethos forged far from faculty boardrooms and labour communiqués. His professional formation lay in the unforgiving world of medicine, where indecision can be fatal and systems failures are traced not to rhetoric but to root causes.

    As a nephrologist, he was trained to manage chronic, complex conditions—ailments that do not yield to superficial treatment but demand sustained, methodical intervention. In that sense, Nigeria’s education sector was a familiar patient: long-suffering, poorly managed, and repeatedly patched rather than healed. Where others saw an intractable political problem, Alausa approached a systemic pathology—one requiring diagnosis, trust-building, and disciplined follow-through. Against this backdrop, the new agreement emerges like a long-awaited dawn over Nigeria’s embattled public universities.

    That President Bola Ahmed Tinubu was willing to take this risk speaks to a defining instinct of his administration: a readiness to unsettle inherited certainties and challenge the comfort of familiar formulas. Moving Dr. Alausa from the Ministry of Health to the Ministry of Education was not a routine reshuffle dressed up as reform; it was a statement of intent. It signalled a quiet but decisive admission that the old approaches had run their course and that the crisis in Nigeria’s university system required an imagination unconstrained by precedent. Critics questioned the logic, wondering what a nephrologist could possibly bring to a sector long dominated by academics and career administrators. Supporters spoke, cautiously at first, of cross-sectoral innovation. With the benefit of hindsight, history is likely to record the move as a turning point.

    What initially looked like a gamble has, by any fair assessment, paid off—most dramatically in the successful renegotiation and signing of a new agreement between the Federal Government and ASUU, and in the relative calm that has since settled over Nigeria’s public universities. In a sector where peace has often been fleeting and promises brittle, calm itself has become a meaningful achievement.

    The agreement has been widely described as historic, and not without justification. After years of brinkmanship, broken trust and ritualised conflict, the new pact marks a clear departure from the cycle of stopgap concessions and deferred obligations that defined earlier settlements. It addresses, with unusual breadth and seriousness, the three pillars most corroded by decades of uncertainty: welfare, funding and trust. At its core is a 40 per cent salary review, an explicit acknowledgment that academic labour in Nigeria has been systematically undervalued. For lecturers whose real incomes had been steadily hollowed out by inflation, delayed payments and eroded purchasing power, the adjustment is more than financial relief. It is symbolic recognition—an affirmation that intellectual labour carries dignity and worth in the eyes of the state.

    That symbolism matters. Universities are sustained as much by morale as by money, and few things have damaged morale more than the sense that academic work was taken for granted. The clearing of long-overdue entitlements and the introduction of the Consolidated Academic Tools Allowance represent a further shift in how the state understands the nature of academic labour. Research, publishing, conference participation, and professional engagement are no longer framed as optional extras to be self-financed by underpaid lecturers, but as essential inputs into national development. This reframing is subtle, yet profound. It asserts that universities are not glorified secondary schools focused on rote instruction, but engines of knowledge production whose outputs shape policy, drive innovation, and determine global competitiveness.

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    Equally consequential is the agreement’s attention to infrastructure and research capacity. For years, Nigeria’s public universities functioned in conditions that bordered on institutional neglect. Laboratories froze in time, libraries slipped into obsolescence, hostels decayed, and lecture halls bore the scars of prolonged disrepair. Teaching and learning persisted, but often by sheer force of habit and personal sacrifice. The renewed commitment to revitalising physical infrastructure, alongside the proposed establishment of a National Research Council mandated to channel at least one per cent of GDP into research, innovation, and commercialisation, signals an understanding that has long been missing from policy circles: no university system can thrive on goodwill alone. Knowledge production demands sustained, predictable investment, not episodic gestures made in moments of crisis.

    Governance and autonomy—perennial flashpoints in relations between government and ASUU—also receive careful attention. Strengthened pension arrangements, professorial allowances, and protections against victimisation speak to a deeper respect for academic careers as lifelong commitments rather than disposable contracts. The creation of structured mechanisms for dialogue, designed to detect and defuse tensions before they metastasise into strikes, reflects hard lessons drawn from decades of institutional failure. Most tellingly, the inclusion of a three-year review clause embeds accountability into the agreement itself. It acknowledges, implicitly, that reform is not a proclamation to be announced and forgotten, but a process that must be revisited, assessed, and refined.

    Reactions from stakeholders have been cautiously hopeful. ASUU President, Prof Chris Piwuna, described the pact as historic, while rightly emphasising that its promise will only be realised through faithful implementation. Trust, after all, cannot be decreed into existence; it is accumulated slowly, through consistency and action. Students, long treated as collateral damage in protracted industrial disputes, have greeted the prospect of academic continuity with a guarded optimism born of repeated disappointment. Parents, employers, and international partners have taken note of a rare moment of stability in a sector better known for upheaval and uncertainty.

    Yet the agreement, significant as it is, captures only part of Dr. Alausa’s impact. Since assuming office, he has introduced a pattern of governance that bears the unmistakable imprint of medical training. There is a relentless emphasis on data, timelines, and measurable outcomes. Problems are framed less as ideological battlegrounds than as operational failures requiring diagnosis and correction. Whether in streamlining regulatory processes, strengthening monitoring frameworks, or rethinking funding models, his interventions display a clinician’s bias for protocols, evidence and accountability.

    His background as a board-certified nephrologist is not incidental to this approach; it is foundational. Medicine trains its practitioners to listen closely, to distinguish symptoms from underlying causes, and to appreciate that trust between doctor and patient is indispensable to healing. In negotiations with ASUU, this sensibility was palpable. Rather than defaulting to adversarial postures or rhetorical brinkmanship, Alausa invested in sustained engagement, clarity of communication, and incremental confidence-building. He recognised that decades of broken promises had left scars, and that reassurance would ring hollow unless matched by credible, observable action.

    The relative calm now prevailing across Nigeria’s public universities is therefore not accidental. It is the product of a leadership style that treats the education sector as a living system—fragile, interdependent, and vulnerable to shock, yet capable of recovery if handled with seriousness and respect. It is far too early to declare final victory. Nigeria’s education sector has tasted optimism before, only for it to evaporate under fiscal strain, shifting political priorities, or the familiar weight of institutional inertia. History counsels restraint. And yet, for the first time in many years, there is a palpable sense that a long-running cycle has been interrupted. If the new agreement with ASUU endures, Dr. Alausa may well be remembered as the unlikely physician who correctly diagnosed a chronic illness in Nigeria’s education system and, against considerable odds, began the process of treatment.

    No single agreement—however carefully negotiated or widely praised—can undo decades of underinvestment or instantly restore Nigerian universities to global competitiveness. The real test of this moment lies not in the signing of documents but in their execution: in whether commitments are honoured, review mechanisms respected, and channels of dialogue kept open long after the initial goodwill fades. In medicine, relapse is a constant risk when treatment protocols are abandoned midway. Policy is no different. What has been achieved is a break in an old pattern, not immunity from future conflict.

    Still, patterns matter. Jinxes are sustained not by fate but by repetition, by the quiet belief that alternatives are impossible. By showing that negotiation need not collapse into paralysis, that engagement can yield stability, Alausa has shifted expectations. That change, subtle as it may appear, is powerful. Once a system experiences relief, however tentative, returning to dysfunction becomes harder to defend.

    In this light, the image of the nephrologist as jinx breaker is more than metaphor. It reflects a deeper truth about governance in a time of national fatigue. Nigeria’s public institutions are not merely in crisis; they suffer from chronic conditions worsened by neglect and episodic intervention. What they require is sustained, competent care. If this lesson holds, then this episode will stand as proof that even the most entrenched jinxes can be broken—through diagnosis, discipline and the resolve to restore function where resignation once prevailed.

  • ‘$1b Chinese deal significant for Nigeria’s sugar development’

    ‘$1b Chinese deal significant for Nigeria’s sugar development’

    Executive Secretary and Chief Executive Officer, National Sugar Development Council (NSDC), Mr. Kamar Bakrin, in this panel interview with Group Business Editor, SIMEON EBULU and other select journalists, speaks on strategic initiatives to develop the Nigerian sugar industry.

    The National Sugar Development Council recently launched the Sugarcane Outgrower Development Programme (SODP) with the objective of attracting and integrating more sugarcane farmers into the industry. How has stakeholders response been so far, and what progress can you report on the programme to date?

    The response has been overwhelmingly positive—and, more importantly, highly practical. What we are seeing is not just casual interest, but a clear willingness by potential participants to engage meaningfully with the programme. That, for us, is a strong signal that the SODP is addressing real needs within the industry.

    What makes the SODP truly different is that it introduces, for the first time, a clear and structured national framework that deliberately integrates farmers—whether large agribusinesses, cooperatives, or individual smallholders—into Nigeria’s sugar value chain in a coordinated and sustainable manner. The underlying philosophy is simple but powerful: farmers should not be left to produce sugarcane in isolation, without market certainty or support.

     Under the SODP, participating farmers are directly linked to licensed sugar processors through guaranteed offtake arrangements. They also receive access to quality seedcane, essential inputs, and hands-on technical support through training and extension services. This integrated approach significantly reduces risk for farmers, boosts productivity, and builds confidence across the value chain—for both producers and processors. 

    What is particularly encouraging is that the programme is already gaining real traction. Through our engagement and expression-of-interest processes, we have recorded strong uptake, especially in communities located close to existing sugar estates where integration can be achieved quickly and efficiently.

    While this is not a programme that delivers results overnight, we have moved decisively beyond the policy and planning stage. The SODP is now firmly in its implementation phase, laying down the critical building blocks for a sustainable, scalable increase in domestic sugarcane supply. This is exactly the kind of structural intervention the industry needs—and the early signals are very promising.

    In 2025, the NSDC signed a landmark $1 billion investment agreement with the Chinese conglomerate SINOMACH. Could you outline how Nigeria’s sugar industry is expected to benefit from this partnership, and what tangible outcomes have been recorded so far?

    The partnership with SINOMACH represents a real inflection point for Nigeria’s sugar industry. In both scale and ambition, it stands out as one of the most significant agro-industrial investments Nigeria has recorded in recent years.

    What makes this agreement particularly potent is not just the headline $1 billion investment, but the structure underpinning it. The partnership combines engineering, procurement, construction, and development financing within a single, coordinated framework. For a capital-intensive and technically complex industry like sugar, this level of integration is a game-changer. It enables projects to move more swiftly from concept to execution while significantly reducing delivery and financing risks.

    From a practical standpoint, the outcomes are substantial. The partnership will unlock the capacity to produce up to 500,000 metric tonns of sugar annually, bring approximately 75,000 hectares under sugarcane cultivation, and add about 50,000 tonns-per-day in factory processing capacity. These are not abstract projections—they represent tangible, productive assets being built directly into Nigeria’s sugar ecosystem.

     Beyond the numbers, the broader impact is truly transformative. The SINOMACH partnership strengthens domestic sugar production, reduces Nigeria’s reliance on imports, conserves valuable foreign exchange, and catalyses large-scale job creation across farming, processing, logistics, and allied services. Most importantly, it firmly positions Nigeria on a credible and sustainable path toward long-term self-sufficiency in sugar production.

     The ambitions outlined under these initiatives are significant. How does NSDC intend to deliver on these objectives within the proposed timeframe? Could you walk us through the implementation approach and any progress achieved to date?

    That is a very fair question—and one we anticipated from the outset. Ambitions of this scale are not delivered through shortcuts or wishful thinking; they require discipline, clear sequencing, and rigorous execution.

    From day one, NSDC has been deliberate about getting the fundamentals right before accelerating delivery. We established a structured coordination framework with SINOMACH, underpinned by continuous technical engagement and detailed information exchange. Critical project data, including proposed locations and site-specific information, have already been shared, enabling feasibility studies and technical planning to proceed in a focused and practical manner rather than in the abstract.

    In parallel, NSDC has taken proactive ownership of the issues that most often delay large-scale agro-industrial projects—land access, regulatory approvals, and community engagement. These are typically the realbottlenecks, and addressing them early is essential to maintaining momentum and protecting project timelines.

    While the implementation approach is phased, it is very much in motion. The groundwork has been laid, stakeholder alignment has been achieved, and the necessary institutional coordination is firmly in place. This positions NSDC strongly to transition decisively from preparation to execution and to deliver on these objectives within the proposed timeframe.

    NSDC has identified greenfield sugar projects as a key strategy for closing Nigeria’s domestic sugar production gap. This informed the recent signing of Memoranda of Understanding (MoU) with four greenfield promoters. What should Nigerians expect from each of these projects?

     Greenfield sugar projects are not just a component of our strategy—they are absolutely central to closing Nigeria’s domestic sugar production gap. The MoU recently signed with the four promoters were far from symbolic; they represent concrete commitments from credible investors with both the technical capacity and financial strength to deliver at scale.

    Each of these greenfield projects is designed as a fully integrated sugar operation, combining extensive sugarcane cultivation with modern, efficient processing facilities. Once they reach full operation, the four projects collectively are projected to add approximately 400,000 metric tonns of sugar to Nigeria’s annual output—a significant boost to domestic supply.

     Equally important is the deliberate geographic spread of these investments across the southwest, north-central, and northeast regions of the country, being areas where sugarcane can be grown at commercially viable scale. This approach allows Nigeria to harness its diverse agro-climatic advantages while ensuring that the economic benefits—employment opportunities, infrastructure development, and local enterprise growth—are shared across multiple regions.

    These are investments anchored in host communities, built to operate sustainably, and structured to deliver lasting value to both the sugar industry and the wider economy.

    GNAL Sugar, owned by the Lee Group, has also been identified as a greenfield project, with plans to invest in Taraba State. Can you provide an update on the status of this project?

    GNAL Sugar is progressing steadily as a greenfield project, with Taraba State emerging as a strong and highly viable location for the investment. We recently undertook a joint visit to the state with the Lee Group, and the level of engagement and commitment demonstrated by the Taraba State government has been both encouraging and reassuring.

    The project has now moved well beyond the stage of initial interest. Multiple local government areas have been identified as suitable for large-scale sugarcane cultivation and processing, and active work is underway on land access, site selection, and overall project definition. This phase is critical, as it brings together technical, environmental, and social assessments to ensure the project is anchored on a solid and sustainable foundation.

    Our approach is intentionally measured and disciplined. Rather than rushing to make headline announcements, we are focused on resolving all key prerequisites early. This ensures that when the project transitions into the construction and development phase, it does so with clear parameters, strong community alignment, and the long-term viability required for an investment of this scale.

    What singled out Taraba State as destination for this project?

    Taraba State was selected after a rigorous and competitive assessment process that evaluated multiple potential locations across the country. From a technical perspective, Taraba consistently stood out. The state offers extensive land availability, dependable water resources, and favourable agro-climatic conditions that are well suited to high-yield, large-scale sugarcane cultivation.

    However, site selection goes far beyond natural endowments. Equally decisive was the level of commitment demonstrated by the state government. Large sugar projects are long-term investments that thrive on strong collaboration between investors, host communities, and government institutions. In this regard, Taraba clearly showed the political will, institutional alignment, and readiness to provide an enabling environment for sustained development.

    When strong technical fundamentals are combined with clear government support and community engagement, the result is a location capable of supporting a project not just at start-up, but over decades. Based on our assessments, Taraba has the potential to evolve into a major sugar production hub, playing a strategic role in strengthening Nigeria’s domestic sugar industry.

     One recurring concern around greenfield sugar development is the availability of critical inputs, particularly quality planting materials. How is NSDC addressing this issue ?

    That’s an important concern, because the availability of quality planting material is one of the most critical success factors in sugarcane production—and it is often where greenfield projects run into difficulties if the issue is not addressed early.

    To tackle this, NSDC has adopted a deliberate, multi-layered approach. First, we have established dedicated seedcane farms specifically designed to support greenfield sugar projects. These farms are meant to close the existing gap in quality planting materials by creating a reliable local supply of seedcane, reducing dependence on imports, and allowing planting material production to scale in a controlled and sustainable manner as new estates come on stream.

    In parallel, through the Nigeria Sugar Institute (NSI), we are deploying modern planting technologies, particularly pre-sprouted bud set—or bud chip—technology. This represents a major shift from traditional whole-cane planting methods. Bud chip technology enables us to multiply planting materials far more efficiently, using smaller quantities of cane to produce a significantly larger number of healthy, disease-free seedlings. It can cut between 12 – 18 months out of project development cycle.

    NSI is already building capacity for large-scale bud chip propagation and integrating this technology into its research, training, and extension programmes. The impact is substantial: faster estate establishment, lower planting costs, improved field uniformity, and stronger quality control.

    Taken together, the combination of dedicated seedcanefarms and advanced bud set technology provides a resilient, scalable system for supplying planting materials. This is a critical foundation for the successful rollout of greenfield sugar projects across the country and a key enabler of long-term growth in the sector.

    On the NSIN, there have been varying public perceptions regarding its status and ownership. Can you clarify the status of the Institute and NSDC’s role in its establishment?

    The Nigeria Sugar Institute (NSI) is a purpose-built national institution established to serve as the research, training, and technical backbone of Nigeria’s sugar industry. It was incorporated in June 2019 and formally commissioned in January 2021, and it operates under the strategic oversight of the NSDC.

    NSI is headquartered in Ilorin, with specialised bio-factory and tissue culture facilities. These laboratories play a critical role in varietal development, seed cane multiplication, and applied research, supporting both the sugar and ethanol value chains. In practical terms, the Institute exists to ensure that the industry has consistent access to quality planting materials, skilled manpower, and credible technical expertise.

    The Institute was deliberately structured as a shared, industry-wide platform developed by NSDC in collaboration with key stakeholders. Its purpose is to consolidate research and development in a single national centre of excellence and to ensure that critical outputs—such as improved seedcane, training programmes, and technical services—are accessible to all industry operators, not just a select few.

    Today, industry players are actively utilising NSI’s services for seedcane supply, capacity building, and technical support. As the Institute continues to scale its operations and demonstrate its value, discussions around broader industry participation and long-term support will naturally evolve. What is clear, however, is that NSI is functioning exactly as intended: as a national centre of excellence strengthening the growth, resilience, and competitiveness of Nigeria’s sugar industry.

    Can you speak to your accomplishments in the last two years as the Executive Secretary of NSDC ?

    A great deal has changed at the NSI over the past two years, and it has been by design rather than by chance. From the outset, our goal was clear: to reposition NSI from a largely dormant facility into a fully functional, industry-facing centrefor research, training, and technical support.

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    We began with the fundamentals—institutional structure and operating model. Today, NSI operates within a clearly defined governance and management framework aligned with global best practices. With the support of KPMG, we strengthened governance systems, clarified roles, and ensured a proper balance between strategic oversight, policy direction, and day-to-day execution.

    This reform provided the Institute with much-needed stability, clarity, and operational discipline.

    With governance in place, our next priority was people. Infrastructure alone does not deliver impact; human capacity does. Over the last two years, more than 60 NSI staff have undergone targeted capacity-building programmes spanning both managerial and technical competencies. On the managerial side, staff were trained in project management, stakeholder engagement, negotiation, conflict resolution, strategic communication, and professional reporting—skills that are essential for coordinating complex, multi-stakeholder industry programmes.

    On the technical front, staff received advanced, hands-on training in laboratory instrumentation, solution preparation, soil analysis, and equipment maintenance. These are highly practical skills that directly enhance NSI’s ability to run its biofactory operations, support sugar estates, and deliver credible research, diagnostics, and advisory services to industry operators.

    In parallel, we deliberately repositioned NSI as a national hub for training and knowledge transfer. Through the NSDC/NSI Boot Camp initiative, the Institute began delivering structured, hands-on training programmes covering sugar processing, refining, quality control, industrial safety, and environmental compliance. These programmes are intentionally practical, blending classroom instruction with real-world demonstrations so participants leave with skills they can immediately apply in their operations.

    Significant investments were also made in curriculum development and standard operating procedures. The Factory Operations Department developed a comprehensive, end-to-end curriculum covering the full sugar production cycle—from cane preparation and juice extraction to crystallisation, refining, and by-product utilisation—with a strong emphasis on safety and sustainability. At the same time, the Biofactoryupgraded its SOPs for sugarcane and other crops, introducing detailed protocols for explant sterilisation, culture media formulation, and acclimatisationtechnologies.

    Crucially, these reforms were not kept in-house. NSI translated its strengthened capacity into direct industry support. The Institute jointly facilitated technical training for staff of Sunti Golden Sugar Estate, focusing on soil science, laboratory safety, sampling techniques, and equipment use. It also designed and delivered a comprehensive field-to-factory training programme for 20 new hires at BUA Foods’ LASUCO operations, ensuring they understood sugar production as a fully integrated system rather than a set of isolated activities.

    So, when we speak about progress at the Nigeria Sugar Institute, we are talking about a systematic rebuilding of institutional capacity—strengthening governance, upgrading skills, formalising training, and reconnecting the Institute directly with industry needs. These reforms are already laying a strong foundation for NSI to fulfil its mandate as a credible national centre of excellence, supporting Nigeria’s long-term drive towards self-sufficiency and competitiveness in sugar production.

  • Furore over ‘rescued’ 13-yr-old girl’s pregnancy in Lagos orphanage

    Furore over ‘rescued’ 13-yr-old girl’s pregnancy in Lagos orphanage

    The controversial pregnancy of a ‘rescued’ 13-year-old girl in the custody of an orphanage belonging to the Lagos State Government is causing ripples in Aboru area of Alimosho Government Area of the state, reports KUNLE AKINRINADE.

    Friday Akor, a native of Benue State, is dismayed that his 13-year-old daughter in the custody of an orphanage belonging to the Lagos State Government is carrying a pregnancy.

    Taken to Lagos in December 2024 to stay with her aunt, Faith Amodu, she was enrolled at Dan Esther Nursery and Primary School situated a stone’s throw from Faith’s residence at No 21, Joseph Onifade Street, Aboru, Lagos.

    A Primary 3 pupil, Blessing’s story took a dramatic turn in June 2025 when she suddenly disappeared from home for four days.

    Findings by neighbours and her guardian later revealed that she was taken away by a young woman described as a neighbour.

    The case was reported at the Oke-Odo Police Station, following which the woman in question was invited to the station to produce the girl, but she was said to have declined.

    In the heat of police insistence on arresting the woman if she did not return the girl, she was said to have taken Blessing to the Lagos State Ministry of Youth and Social Development, Alausa, Ikeja, claiming that Blessing was being maltreated by her guardian.

    The matter took a twist after the guardian and a community leader visited the ministry in search of Blessing but were directed to report at Alausa Police Station.

    Initially, the police wanted to detain her guardian, Faith, at the instance of the ministry. She was, however, released after explaining that Blessing was enrolled in a school and was not maltreated.

    It was said that the Ministry refused to release Blessing to Faith and the community leader and demanded family photographs confirming that the Blessing was related to her guardian.

    But despite producing the photographs, the Ministry allegedly remained obstinate, demanding the presence of the girl’s family members. This prompted her father to come to Lagos, but Blessing was still not released to her family members.

    Instead, she was taken to a state-owned orphanage in Isolo part of Lagos.

    Matters became complicated after several fruitless visits and the discovery in December that the 13-year-old girl was pregnant. Her father, who spoke with our correspondent, said Blessing was about five months pregnant.

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    He said: “I had to come down to Lagos from my base in Benue State when I received the news that my daughter had not been released to her guardian who is also my sister, and one of my older brothers who represented the family.

    “To my surprise, we discovered that she was already pregnant when I saw her.

    “I was told at the Ministry that an unnamed person impregnated my daughter at a government orphanage she was taken to, and I feel bad about the development.

    “I will be going to the orphanage located around Isolo on Tuesday, January 13, because I want to know exactly what happened to my daughter, as she was not pregnant when she was taken to government custody.”

    Blessing’s guardian, Faith Amodu, who works in a human hair production firm at Ikeja, in a brief telephone conversation with our correspondent on Wednesday evening, confirmed the case and promised to call back in to provide further details. She, however, had not fulfilled her promise at press time.

    Speaking on the matter, a community leader and chairman of Ayedade Community Development Association (CDA), Aboru, Pastor Obagbolabo Orefuyi, recalled how the matter started and the turn of events.

    Pastor Orefuyi said: “The girl, Blessing, was brought to Lagos sometime in December 2024 and she stayed with her aunt named Faith Amodu.

    “She is a Primary 3 pupil of a private school in the neighborhood of Aboru.

    “Around June 2025, Blessing disappeared from home for four days without a trace, and everyone in the neighbourhood searched for her until we found out that she was taken away by a lady who lives at nearby Adeshina Bamgboye Street.

    “We went to the Oke-Odo Divsional Police Headquarters to report the case. The lady’s phone was tracked and she was asked to come to the station with the girl she took away from home.

    “But she refused, saying that she had also reported the case at a police station in the Ajah area of Lagos.

    “Later, we got a report that she had taken Blessing to the department handling child maltreatment at the Lagos State Ministry of Youth and Social Development, apparently to escape arrest.

    “She lied to the Ministry that she rescued the girl because she was not in school and that she was being maltreated by her guardian, who she claimed was not Blessing’s relative.

    “We visited the Ministry and were asked to proceed to the Alausa Police Division to document the case.

    “To our shock, the police attempted to detain Faith Amodu at the instance of the Ministry, based on false accusations.

    “Eventually, Faith was released and when we got back to the Ministry, Faith was asked to provide family photographs to confirm her relationship and a prominent member of her family.

    “The photographs were provided and the girl’s uncle even came from their hometown in Benue State and visited the Ministry, yet, the girl was not released but was instead taken to a state-owned orphanage.”

    It was in the heat of the stalemate that Blessing’s father came to  Lagos and visited the Ministry of Youth and Social Development only to discover his daughter’s controversial pregnancy.

    “Blessing’s father came to Lagos after he was told that the state government was not willing to release her.

    “Surprisingly, when he had access to her daughter, he found her pregnant and the pregnancy as of December 2025 was more than four months old.

    “The Ministry had no tangible explanation about the circumstances surrounding Blessing’s pregnancy.

    “The only explanation offered was that she was an hyperactive girl who moved from one office to another in custody as was caught on camera at the orphanage,” Orefuyi added. 

    When our correspondent visited the house where Blessing resided with her guardian until her disappearance from home, her guardian was not available.

    “However, sources described Blessing as a good girl whose future is being fractured by cirunmstances beyond her understanding.

    “Blessing is a good girl. She does not deserve the kind of situation she has found herself.

    “While the lady who took her away and later dumped her with the Lagos State Ministry of Youth and Social Development has a blame in this matter, the state government takes a greater blame for mishandling the matter to the extent that the teenage girl is now carrying an unwanted pregnancy while in government’s custody.

    “It’s a big shame,” the source who is a neighbour said.

    Responding to an inquiry sent to his WhatsApp by our correspondent, the Head of Public Affairs Department at the Lagos State Ministry of Youth and Social Development, Mr. Gabriel Esiwele  promised to revert to our correspondent. He however did not do so at press time.   

  • Defence Minister to States: Stop negotiating with bandits

    Defence Minister to States: Stop negotiating with bandits

    • Says such actions undermining FG’s counterterrorism efforts

    Earlier in the week, the BBC Hausa Service held an exclusive interview with the Minister of Defence, General Christopher Musa (retd), during which he shared his views on key national security issues. The interview was translated by MUSA UMAR BOLOGI. Excerpts:

    You are appointed as Minister of Defence at a critical period the country is facing various security challenges. What do you think you can do differently to curtail insecurity in the country?

    It is not everything I will say here. This is because the terrorists are also watching or listening to everything we say. But what I can say is that the citizens should continue to support us. The President has given us the equipment we will use to work. Even the technology, which will help us very well, since it is technology that we will use to trace the criminals. We can’t deploy soldiers everywhere, but with technology we will be able to know where the terrorists are, and take action.

    We are in collaboration with the Republic of Chad, Cameroon, Niger, and Mali. We can fight the terrorists alone, because these terrorists entered Nigeria through those countries, so there is the need for us to work together to defeat them.

    In the past you suggested that Nigeria should fence its borders. Are you still holding this position?

    Yes, I do. This will prevent criminals that will come into our country and commit havoc and return to their country. It is not everywhere that will be fenced, because there are places that are occupied by water. But those areas that need to be fenced, it will help us a lot. Everywhere the criminals enter, we will be able to take them down.

    But the most important thing is that people should report to the appropriate authorities wherever they see those criminals. This is what helped us in Maiduguri.

    Secondly, people should desist from collaborating with the terrorists. Those buying them items – food, water, giving them information – should desist. What I want people to know is that we can only defeat these criminals, if people join hands and work together with government and security forces. What I want people to know is that if you work with criminals and they give them money, that money is blood money. And God will ask you where you get that money, why do you kill people or support people that kill others.

    One of the issues that dominated the airwaves recently was the issue of United States saying terrorists are killing Christians in Nigeria. Do you believe in that?

    I believe that terrorists are killing Nigerians – Not only Christians, but both Muslims and Christians. Everybody. The terrorists don’t discriminate on who to kill. They don’t have a conscience. They don’t care who they kill. We also explain this to the U.S government, that terrorists kill every Nigerian, irrespective of faith. We wanted them to understand this so that they don’t escalate the problem from their statements. We need the help of the U.S to enable us to eliminate these terrorists and have peace in Nigeria.

    Initially, the U.S government didn’t understand the complexity of terrorism in Nigeria, but we went to them and told them. They also came here and saw things for themselves. And recently, the U.S President, Donald Trump concluded that it is not only Christians that are being killed , but also Muslims. Even those that did not have religion.

    The recent airstrikes by America, did it kill the terrorists?

    Yes, they killed many of the terrorists. And those that survived ran to the Niger Republic, where they were before. It is from Niger the Lakurawa terrorists came into Nigeria. Do you know how the Lakurawa came to Nigeria? People invited them to come and help them. I’m warning our people we should allow anybody to come with the guise that they want to come and help them do this or that. That is how the Lakurawa came into our country. And before they realized it, they started killing people.

    Like we used to say, we should work together and protect our country. Nobody loves our country more than us, and nobody can protect it more than us. We should all work together with the government, the sexy agencies and the citizens for us to secure and maintain peace in our country.

    Government is involving a non-kinetic approaches to solve terrorism. Is a peace deal one of the ways?

    No. Peace deal with terrorists is never one of our non-kinetic means. The terrorists don’t respect pecan deals. It is a camouflage. It is only when they are looking for something, and if you trust them they will renegade and later attack you.

    Like we told them in Katsina State not to go to peace deal with bandits. The bandits don’t believe in a peace deal, they are lying.

    We are urging people to stop negotiating or going into a peace deal with terrorists. Even the State Governments that are into it should stop. They are not supposed to go into a peace deal with bandits. There is no truth in peace deal with bandits, because the bandits won’t honour it. Bandits are not people that have the fear of God.

    The peace deal the people and some state government are going into with bandits is spoiling our work at the federal level. They are doing that and people are saying they should not touch the bandits because they are in a peace deal with them, but the bandits continue to kill people.

    We have told all the local or state Governments that are into peace deals with bandits to stop. You know this is a democracy not a military rule where we can take unilateral decisions. But we continue to take to the local and state governments on this.

    What about ransom payment to free kidnap victims?

    General Musa: That is a capital no. When people continue to pay ransom to terrorists or bandits, the situation will continue to escalate because criminals will not stop. This is why we warn against paying ransom to terrorists, but allow the security forces to do their job.

    What about allegations that the federal government is also paying ransom to terrorists to secure release of kidnap victims?

    The federal government does not pay ransom to terrorists or bandits. As far as our position is concerned on fighting terrorism, we don’t pay ransom to terrorists.

    What about the allegations that ransom was paid to secure the release of pupils that were kidnapped by bandits in Niger State, recently?

    General Musa: These are mere allegations. In most cases when the bandits kidnap students, they keep them in their camps, but when the heat becomes too much due to operations by troops looking for the kidnap victims, in most cases the troops will see the students and the kidnappers or bandits had run away leaving the children behind. So, the troop will have the opportunities of rescuing the students. But we never paid ransom.

    Till now terrorists and bandits have continued to wreak havoc in the country. Have they overwhelmed the security forces?

    Never. Like we said earlier, the country is very large. So if the security forces are pursuing the terrorists here, the terrorists will move to another place where there are no security forces and wreak their havoc. That is why we urge people to always report movements of suspicious people to security agencies. We also urge the state government to also help by ensuring engagement of youth into gainful ventures. They should provide schools, hospitals and other social amenities. All these will help in combating criminality. Because it will prevent youth recruitment into bandits or terrorists.

    If there is hunger and poverty, all these invite criminality – people will join bandit groups. That is why even as security forces are eliminating the terrorists and bandits, they are increasing in number because more people are joining them.

    What do you say about terrorists collaborators within the security agencies?

    Those people don’t love their country. They are lies. Our troops are working day and night to protect and restore peace to this country.

    What is your advice to Nigerians?

    Nigerians should know that God is with us and we will be victorious. My advice is that people should stop associating with terrorists and bandits. Wherever they see them, people should report to security agencies, they will take action. We should all work together to restore peace in our country.

    There is no country without security challenges. No country. What is important is for them to use technology and people to solve the problem.

  • A professor’s unceasing thirst for knowledge

    A professor’s unceasing thirst for knowledge

    Kehinde Yusuf is a professor of English at Obafemi Awolowo University in Ile-Ife, Osun State. He also author of the ‘Nuances’ column in The Nation on Sunday. His academic credentials are high up there and his intellectual pedigree not in doubt.

    Despite being at the zenith of his career in academia, he’s not lost the hunger of knowledge. Such is his thirst that not content with being a newspaper columnist, he decided to push his longstanding fascination with journalism by stooping to conquer: enrolling to learn the rudiments of the business at Diploma level.

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    Having completed a one-year course of study, he’s now a proud holder of a Postgraduate Diploma in Mass Communication from Fountain University, Osogbo, Osun State.

    “I found it really exciting and enlightening,” he said. “I’ve been fascinated with journalism right from after my first degree, but the opportunity to be a lecturer concretised first. The privilege to be a columnist rekindled that interest, and the renewed interest made me to want to find out what the rudiments of journalism are. I’m deeply grateful.”