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  • The trouble with patriotism in Nigeria

    The trouble with patriotism in Nigeria

    Ask not what your country can do for you but ask what you can do for your country- John Fitzgerald Kennedy JFK

    The quote above were words spoken by the 35th President of the United States, John Fitzgerald Kennedy as he gave his inauguration speech to the American People who had just voted in the closest election race ever. Kennedy, a serving  Senator prior to his emergence as president was regarded as a new generation leader who via that speech was seeking to reinvigorate the American populace to do more for the nation.

    “This generation of Nigerians and future generations have no other country but Nigeria, we shall remain here and salvage it together. “

    Now, this quote were the very last words of the  takeover speech of a former military ruler of Nigeria, General Muhammadu Buhari, a favorite of mine, this quote too was somewhat a rallying call for Nigerians to salvage the mess that past Nigerian administrations had plunged the Nigerian nation into, a call many Nigerians barely answered.

    Herein lies the difference between these two societies; the call to patriotism  by two new generation leaders of two different nations and the aftermath. One society remains progressive building upon such patriotism to expand the nation’s frontiers, the other grappling from one conundrum unto another, doing what a renowned professor described as the “Forbaki” dance of progress, where it takes two steps forward and ten steps backward!

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    In one we have had a rising spate of patriotism alongside progress, though such patriotism is worriedly springing up some sort of nationalism as a counterforce to the rising liberalism/diversity tendencies of the American  society but then that is a discussion for another day and in the other, there appears to be a dwindling spate of patriotism, one where there is no shared passion with the aspiration of the state, conversely there is seemingly no meaningful progress in the affairs of such a state.

    Today, on numerous skits and on social media platforms in Nigeria we repeatedly see where the nation is reportedly bashed by its citizens, yes we know that the country hasn’t been on a path or track that she was destined for but then should that make the nation the butt of jokes? No is the music here!

    The United States of America is not the only respectable exemplification of what patriotism is or should be, other nations such as Germany, Israel, India, The United Kingdom, China, Pakistan, Namibia and Ghana are natural examples of a people that take pride in their national status, yes they may have had their issues with their governments but you will never see them jeer at their nation’s pride.

    It is this level of patriotism that is translated into all works and spheres of life of these nations! From the leadership to the ordinary man on the streets of these nations we see a compelling need to put the interests of their nations before anything else, little wonder these nations are remarkably making fleeting progress!

    Certain schools of thought will however criticize my train of thoughts, laying landmines on why patriotism is lacking in Nigeria and possibly attempt to justify such. They will make known examples of how the Nigerian State has reportedly failed its people and how it’s leadership, like a recurring decimal has repeatedly dashed the hopes of the Nigerian people while dishing out slogans and maxims that left the nation poorer while they enriched themselves! They will point to how national leaders became tribal champions undermining the Nigerian spirit for the allure of regional or prebendal politics, they will refer you to the lives of those who gave their all for the love of country and place a picturesque contrast with those who didn’t and how these persons have fared after be it in life or in death. Nigeria I have repeatedly heard is “not worth dying for!”

    They argue that if we are to indeed exhibit patriotism, then the leadership class must be the bellwether of such an act, they state that it is unfair to place such burdens on the people while the leadership class fritter away the nation’s commonwealth.

    One might be forced to agree with such thinking save the solemn fact that every nation deserves the kind of leadership it gets, therefore if the leadership class has fallen short of the patriotism benchmark then it is because the people too have exhibited such.

    I may also agree that while nations like Pakistan, India and China had single national hero leaders, leadership such as Al Jinnah, Nehru and Mao who’s philosophy have sought to guide their people into finding the path unto national salvation whereas compared to Nigeria, where we had a motley of leaders who    were reportedly more of regional or ethnic champions than nationalists complicating our march unto national unity and its salvation, but then the United States and the UK cannot be ascribed to a singular hero leader, rather they have had a cast of them each repeatedly seeking to lift the nation even as peers and as rivals, again is such an argument not lame in the fact that it’s been sixty years since the nation got her independence from her colonial masters, to continue to dwell on such is indeed laughable! Again, are we a country of over 200 million people now short of heroes?

    The answer like the title of that Catholic hymn is indeed blowing in the winds!

  • Two reasons Nigeria is not part of BRICS

    Two reasons Nigeria is not part of BRICS

    Many observers have been asking if the new administration of President Bola Tinubu is likely to join the BRICS group of nations or not. 

    They believe such a membership would be of immense benefits to Nigeria, in addition to signposting her as a respectable force in the comity of nations.

    Nigeria’s vice president, Kashim Shettima, was assigned to represent President Tinubu at the 15th BRICS Summit of Heads of State and Government scheduled for the Sandton Convention Centre, Johannesburg from August 22 to 24.

    The admission of six new countries into the BRICS has further expanded its geopolitical influence.

    Argentina, Ethiopia, Iran, Saudi Arabia, Egypt and the United Arab Emirates will be admitted as full members from January 1, next year. 

    BRICS is an acronym taken from the first letters of the countries that constitute the group: Brazil, Russia, India, China and South Africa. 

    It was coined in 2001 by then Goldman Sachs chief economist, Jim O’Neill in a research paper that underlined the growth potential of Brazil, Russia, India and China.

    They are the arrowhead of emerging countries determined to challenge the dominance of the United States of America and its Western allies in global affairs. 

    BRIC entered the scene in 2006 as an alliance of four emerging economies. 

    These nations were identified as possessing significant growth potential and influence on the global stage. Subsequently, South Africa joined the group in 2010, transforming the acronym to BRICS.

    The group is not a formal multilateral organisation like the United Nations, World Bank or the Organisation of the Petroleum Exporting Countries (OPEC).

    The heads of state and government of the member nations convene annually with each nation taking up a one-year rotating chairmanship of the group.

    According to the United Nations Conference on Trade and Development (UNCTAD), BRICS has evolved into one of the world’s most critical economic blocs, representing over a quarter of the global GDP and 42 percent of the world’s population.

    India, Brazil and South Africa, which are regional powers in their respective continents and make up the other members of BRIC, have their mini agenda. 

    Unlike Russia and China, they do not have any political and economic issues with the US and its allies. The three are countries with entrenched democratic structures which the US favours. Economically, the three have excellent economic relations with the US.

    Read Also: Putin offers to host next BRICS summit in Russia

    Although views are divergent within BRICS on the parameters for admitting new members, about 23 countries had applied for membership. 

    Observers believe Nigeria should be interested in what is taking place at the BRICS arena, as part of finding strategic solutions to Nigeria’s economic problems. 

    In 2014, the Nigerian government took the decision to rebase the Nigerian GDP so that it accounted for all aspects that were not accounted for by the way Nigeria had calculated its GDP until 2014. 

    The result was an 89% expansion in the Nigerian GDP and its jump to the 26th largest economy in the World ahead of South Africa at 34.

    So South Africa was included because it was the larger developing world economy at the time much larger than Nigeria until 2014.

  • How Nigeria can eradicate poverty, by Chinese envoy

    How Nigeria can eradicate poverty, by Chinese envoy

    The Chinese Ambassador to Nigeria, Cui Jianchun, has said Nigeria needs to invest in education, food, housing, security and other critical sectors for the country to eradicate poverty from the land.

    Jianchun spoke yesterday in Abuja at the unveiling of the Hausa version of Chinese President Xi Jinping’s book, titled: Up and Out of Poverty, as President Bola Ahmed Tinubu swore in members of his cabinet to help him actualise his Renewed Hope agenda.

    The Chinese envoy said there were many lessons from the book for Nigeria as the country and China share many similarities. 

    He said the book, which was written in 1988, contains the thoughts of the current president on how to eradicate poverty. 

    Jianchun noted that it was the book the Chinese president used in eradicating extreme poverty between 2012 and 2022. 

    The ambassador said poverty revolves around two basic needs and three guarantees.

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    He added: “For the basic needs, we have, first, food; and secondly, clothing. For the three guarantees, we have compulsory education, basic medical care, and safe housing…

    “Nigeria needs to fix the educational sector. The country has a lot of dropouts. We all know that without education, a country cannot move forward.

    “Nigeria needs to fix the medical challenges it is facing to eradicate poverty.

    “The measures that China took were to boost the economy. The economy is a decisive factor to eliminate poverty. Nigeria needs to rely on its strength, natural resources and create more jobs for its citizens.”

    Also, the Secretary to the Government of the Federation (SGF), Senator George Akume, said the book launch was apt, given the country’s mass poverty in which 80 million people live below the poverty line, especially in the northern part of the country.  

    Akume, who was represented by the Permanent Secretary in the Special Services Office of the SGF, Aliyu Shinkafi, said the Hausa version of the book would help Nigerians to benefit from the growth and development of China.

    He said: “This launch is timely and shows what both countries share in common.”

  • Nigeria eyes $6tr cargo export business

    Nigeria eyes $6tr cargo export business

    The federal government is targeting more revenue from aviation cargo export estimated at over $6 trillion globally.

    The air cargo, including export of agricultural produce from Nigeria, accounted for about 35 per cent of global trade last year, according to the International Air Transport Association (IATA).

     This is why the federal government is seeking more participation in this value chain by putting in place action plans and interventions that will bridge the turnaround time for cargo facilitation at the airports.

    Read Also: NGX Group optimistic govt reforms will boost corporate performance

    To actualise the government plan, a source said Lagos,  Abuja,  Kano,  Owerri, Port Harcourt, Calabar,  Enugu, Makurdi, Minna, Jos, Ilorin, Yola and Kebbi terminals have been  designated for cargo and passenger operations.

    Besides, some state governments, which include Anambra, Ebonyi,  Ogun, Ekiti, and Yobe, have invested huge funds to drive the cargo export value chain.

    According to the Airports Council International (ACI), the Murtala Muhammed International Airport (MMIA), Lagos ranks fifth in Africa with  204, 649 tonnes of cargo air freighted in the last few years.

    Ethiopia’s Addis Ababa Bole International Airport, ranks fourth with 226, 417 tonnes of cargo.South Africa’s Oliver Reginald International Airport ranks third with 304, 018.

    Egypt’s Cairo International Airport, ranks second with 333,536 tonnes, Kenya’s Jomo Kenyatta International Airport,  with 363, 204 tonnes of cargo.

    Managing Director, Federal Airports Authority of Nigeria (FAAN), Mr Kabir Yusuf Mohammed, said the government is using intentional infrastructure – Aviation Cargo Village at the Lagos Airport, other international airports and cargo facilities – to drive  agro-produce export.

     Mohammed at a forum said the Federal Government is committed to driving air cargo export by creating airport facilities that combine speed and efficiency in delivery.

    Mohammed said in the first half of 2021, a total of 16.7metric tonnes of cargo was exported through our airports. He said a total of 17.7 metric tonnes were exported in the first half of last year, resulting in  6.2 per cent  increase from 2021 export figure.

    Mohammed said: “But, in same period in 2023, a total of about 12.9 metric tonnes was airlifted, leading to a further drop by 29.5 per cent.”

    But, IATA report blamed the poor performance on volatility resulting from supply chain constraints and economic conditions.

    Experts said Nigeria could increase activities in the air cargo value chain if concerned authorities address the inadequate insurance coverage in cargo facilitation.

    Besides, they said authorities, must address inadequate standardisation and certification of cargo items, particularly farm produce, sub- standard packaging, processing and traceability.

    Mohammed said: “Government needs the partnership of the private sector to really provide the necessary infrastructure that will make these airports truly cargo facilitating airports. With proper partnership, we can leverage the land mass available in our airports, and establish world-class cargo facilities to further enhance cargo facilitations. Fresh organic produce like cashew, avocado, exotic flowers, yams, must be well packaged, processed and certified to meet the destination standards.”

    Also, Managing Director/Chief Executive Officer, JOHDIC Resources Limited, Mr John Ekeanya, said the logistic industry has a huge role to play in the participation of Nigeria in the air cargo export value chain.

     Growth in the logistics sector, he said, is expected to continue in the coming years, with a projected compound annual growth rate (CAGR) of 5.5 per cent  between 2020 and 2025.

    Such growth, he maintained, would be  driven by factors, which include improving infrastructure, increasing demand for e-commerce, and growing need for cold chain logistics to support the pharmaceutical and food.

    On how to stimulate the growth of air cargo export, Ekeanya said: “ There is an urgent need by the Federal Government to equipping special-purpose cargo airport all over the country with the appropriate storage facilities and processing. Build silos, warehouses for agro-products and manufactured goods. Have  enough trucks to move goods and produce to the nearest warehouses for evacuation to the cargo airport. There should be rapid improvement on the road infrastructure.

    “The government must address the menace of insecurity and banditry, secure the farms for farmers as well as improve  the railway system. The government must ensure consistency in availability of goods and produce in order to engage meaningfully, trucks, cargo airlines as a profitable venture.”

    Ekeanya added that logistics bottleneck remains a major factor hindering the export of local produce.

    Ekeanya, however, highlighted impediments affecting effective logistics to include insecurity, banditry, infrastructural deficits, multiple taxation, high tariff, poor government policies on trade, poor incentives for exporters, inconsistent availability of farm produce and other exportable goods, poor storage facilities such as silos, cold rooms, among others.

    Also, Director of Operations, Omni Blu, Captain Kenneth Wemambo said the rejection of Nigeria’s agro-products by the international community was due to several reasons.

  • Nigeria, others losing in $49b rubber market

    Nigeria, others losing in $49b rubber market

    Nigeria and major producers in West Africa are losing yearly in the global rubber market estimated at $49 billion.

     Already, rubber Market Report Insights (2023-2030), published by www.marketreportsworld.com, projects that the market will hit $64 billion in 2028.

    So far, most of Africa’s total natural rubber production of about 1.1 million tonnes is concentrated in West Africa; a figure shared between Côte d’Ivoire’s 82.4 per cent, Liberia’s 9.1per cent, Nigeria’s 4.6 per cent, and Cameroon’s 3.9 per cent, according to a report.

    Read Also: NGX Group optimistic govt reforms will boost corporate performance

    Côte d’Ivoire is set to become the world’s third-largest natural rubber producer by volume and her exports to reach $936 million by 2026, according to research firm, ReportLinker.

    On the other hand, Nigeria, Liberia and Cameroon are battling internal challenges hampering them from being catapulted them into leading positions in the rubber production index for Africa.

    Nigeria is ranked the 12th largest producer of natural rubber in the world and second in Africa with an estimated output of 200,000 tonnes, according to Food and Agriculture Organisation (FAO).

    While natural rubber is used to manufacture various products such as erasers, electrical insulation, and elastic bands, synthetic rubber, an elastic material manufactured by the fractional distillation of naphtha, a crude oil derivative, is used by the transport industry for the production of tyres.

    According to a report from SkyQuest, tyre manufacturers globally were facing a number of challenges in the rubber market, including lack of raw materials and rising costs.

    However, analysts observed that the Nigeria has failed to take advantage of the multi-billion-dollar opportunity in the rubber industry considering the Federal Government’s economic diversification campaign in the non-oil sector.

    One of the reasons for this, the President, Federation of Agro Commodities Association of Nigeria(FACAN), Dr Victor Iyama, explained was the  failure of the Presidential Initiative on Rubber, launched in 2006 to promote increased production and processing of rubber locally.

    He indicated that country is yet to fully utilise its exporting potential, which could earn it more forex in an era of scarce foreign exchange.

    The Initiative was aimed at increasing production through resuscitation of plantations, establishment of new plantation to expand the number of hectares under cultivation, promotion of yield improvement using improved clones and to address technological and socio economic constraints militating against increased productivity, diversification of local use of rubber and to expand the market through provision of infrastructure and exploring more local and overseas market.

    However, Iyama told The Nation that the National Rubber Producers, Processors and Marketers Association of Nigeria (NARPPMAN)   has intensified efforts to increase local production  and boost the country’s export potential.

    Currently, only about 40 per cent of Nigeria rubber potential is being exploited, due to abandonment and felling of trees, particularly, by smallholders for seemingly more lucrative annual food crop production. Recently, NARPPMAN appealed to the Federal Government to enlist rubber as one of the cash crops to be developed in Nigeria. Its President, Mr. Peter Igbinosun said that government intervention in robber production was paramount, considering its enormous by-products and economic values. In view of these economic values, he said that NARPPMAN “is planning massive rubber cultivation with a view to creating 640,000 direct jobs’’. He also said that 160,000 people would be indirectly employed as service providers under the scheme. He said NARPPMAN would plant rubber in 160,000 hectares of rubber plantation in 24 states across the country in the next ten years. According to him, presently, Nigeria has about 200,000 hectares of rubber plantation in the hands of smallholders and industrial plantations. Igbinosun said that the rubber industry alone could provide over 800,000 employment, making it “a goldmine’’.

    Nigeria exports of rubber have been on the low side since 2009, according to data provided by the International Trade Centre’s – Trade Map. In 2009, Nigeria exported rubber and articles worth $175,452,000. The value increased to $558,945,000 in 2010. It was $7,455,527,000 in 2011, $10,102,281,000 in 2012, $2,399,602,000 in 2013; $ 92,020,000 in 2014; $63,417,000 in 2015, $ 40,280,000 in 2016; $ 55,253,000 in 2017, $ 41,978,000 in 2018, $ $42,080,000 in 2019 and $21,063,000 in 2020.

  • Nigeria needs industrial revolution, strong institutions for sustainable growth

    Nigeria needs industrial revolution, strong institutions for sustainable growth

    President Bola Tinubu should direct his administration’s policy agenda to creating a massive, home-grown industrial development and building strong institutions to engender a steady and sustainable growth.

    Experts, who spoke at the weekend, said government’s policies and funding must be redirected to building infrastructure, supporting entrepreneurship, strengthening key institutions and implementing far-reaching reforms that uplift standards of living of the citizenry.

    For the experts, the new government policies must address the root causes of Nigeria’s underdevelopment rather than superficial measures that merely provide short-term reliefs.

    Read Also: NGX Group optimistic govt reforms will boost corporate performance

    The experts spoke at a national conference and public lecture organised by The Companion at the weekend in Lagos. The theme of the event was: “Building a Nigeria that works for all: Prospects and challenges”. 

    Former Deputy Director-General, Nigerian Stock Exchange (NSE), Alhaji Rasaki Oladejo, said Nigeria needs a home-grown industrial revolution that takes into consideration the national peculiarities, resources and challenges in order to unleash the full potential of the economy. 

    He explained that while the country may take note of the models and ideas across the world, there was the need for a domesticated model that could drive the critical mass necessary for a sustainable growth and development.

    According to him, for any meaningful and sustainable development, the new government must jettison the long pretences to superficial development without the prerequisite developmental superstructure.

    “Now is the time to begin to face the reality of inevitability of a home-grown industrial revolution. In other words, Nigeria must start its industrial revolution now if we must make any genuine headway in our desire to truly develop,” Oladejo said.

    He noted that the theme of the lecture was a timely and genuine clarion call in view of a new government that is intent on making a difference but obviously overwhelmed by the inherited developmental challenges that are so enormous that could easily make the lilly-livered chicken out without batting an eyelid.

    Oladejo, an astute investment banker and fellow of the Chartered Institute of Stockbrokers (CIS), outlined that to develop the  economy, the nation must adopt an economic model which is focused on sustained investment in infrastructure areas of power or electricity, transportation, gas and energy and digital technology.

    He noted that investing in the four critical segments of power, transportation, gas and energy and digital technology would bring about significant investment activities by the private sector thus helping to diversify the economy.

    “The diversification of the economy, will create hundreds of thousands and millions of jobs and thus lifting millions of Nigerians out of poverty. We must therefore consciously work towards attaining this developmental model which strongly supports the private sector to unlock wealth that will significantly reduce poverty in the country,” Oladejo said.

    According to him, it is no longer sustainable to continue to depend on developmental models being pushed by external parties, whose real intent one may not be able to determine.

    Vice Chancellor, Ahman Pategi University, Patigi, Kwara State, Prof   Mahfouz Adedimeji said Nigeria can only work for all if strong institutions replace existing weak institutions, noting that a situation in which policies and programmes revolve around only those who are in power is not healthy for the development of the country.

    He called on the new government to build strong and sustainable institutions, which work regardless of political and economic changes.

    He said Nigeria is at critical crossroads now and all efforts must be made to ensure that the country does not turn in the wrong direction again as was the case in the past decades.

    Adedimeji, who was the guest lecturer, said the renewed hope engenders a new beginning and the expectation is that the Tinubu-led government presents an opportunity for Nigeria to make a fresh start and a new beginning in the cause of nation-building, which is a collective responsibility.

    “The quest for nation-building or to build a Nigeria that will work for all has been the aspiration of the successive governments of Nigeria but the reality is that Nigeria is currently for the privileged few,” Adedimeji said.

    He noted that it was in the interest of the all-important Nigerian project that everyone contribute their part towards its success.

    According to him, the government carries a heavy responsibility because leadership is everything, but the government cannot do it alone without the sincerity, support and sacrifice of the followers.

    “It is in this regard that if Nigeria must work all, every Nigerian must work towards personal development.  To succeed, it requires a lifestyle, a set of attitudes or a worldview that make individuals stand out,” Adedimeji said.

    Oladejo, who is President of the Muslim Ummah of South West Nigeria ( MUSWEN) and deputy President General (South), Nigerian Supreme Council for Islamic Affairs (NSCIA), was the chaimran of the occasion.

  • Nigerian Health Startup launches to bring online GP Consultations to Every Home

    Nigerian Health Startup launches to bring online GP Consultations to Every Home

    HealthTech entrepreneur Chidozie Felicitas Chiamaka has launched HealthSyn Nigeria, a new digital platform offering online GP practice and medical consultation services.

    The platform enables patients to connect with Nigerian-licensed doctors via secure digital channels, get real-time medical advice, and receive prescriptions or referrals all without needing to queue at crowded hospitals.

    “Healthcare should never have to wait. With HealthSyn Nigeria, we are giving Nigerians the power to consult a doctor anytime, anywhere, in the most affordable way possible,” Chidozie said at the launch event.

    HealthSyn’s service model is designed to address pressing challenges in Nigeria’s healthcare system, including overstretched facilities and a shortage of accessible practitioners. The startup joins a growing wave of African healthtech solutions that are redefining how patients interact with doctors through technology.

    Industry watchers say HealthSyn NG has the potential to expand access to primary healthcare, improve early diagnosis, and reduce strain on traditional hospitals, particularly in urban centers.

    DISCLAIMER

    This publication is subject to updates and revisions. Kindly note that the information herein may be modified or expanded over time to reflect new developments.

    November 5, 2023

  • EMBRACE: Ekiti’s Statewide Maternal Health Model Gains Ground as a Policy Blueprint for Nigeria

    EMBRACE: Ekiti’s Statewide Maternal Health Model Gains Ground as a Policy Blueprint for Nigeria

    In a major leap forward for Nigeria’s reproductive healthcare system, Ekiti State has launched a pioneering maternal health programme known as EMBRACE: Ekiti Maternal and Birth Response for Accessible Care and Equity. This transformative initiative, already gaining national and international acclaim, is the brainchild of Dr Samuel Oluwagbemiga Omotoso, Chief Medical Director of General Adeyinka Adebayo General Hospital, and Mrs Tolulope Funmilola Ojo, a maternal care specialist, demographer and sociologist.

    This program, developed in response to alarming rates of maternal mortality and the persistent lack of equitable healthcare in underserved regions, functioned as both a clinical intervention and a sociological movement. It emerged from earlier work under Ekiti State’s maternal health reform efforts, which garnered public recognition in 2021 for its transformative impact on communities. Notably, Ojo’s white paper, presented in March 2022 alongside those of other distinguished experts in public health, sociology, medicine, data analytics, and finance, was selected as one of the key contributions that helped shape the initiative’s direction.

    “We designed EMBRACE not as a conventional health project but as a structural response to social inequities in maternal care,” said Ojo. “We wanted a system that not only delivers services but is anchored in community ownership, local data, and human dignity.”

    Strategic Coverage Across Ekiti

    Operating across all 16 Local Government Areas, EMBRACE targets a population of over 3.2 million, with particular attention given to remote and high-risk rural communities. Through mobile outreach clinics, birth attendant training, infrastructure upgrades, and public education, the programme has directly impacted over 250,000 women of reproductive age in its inaugural year.

    Dr Omotoso noted, “Maternal health is the pulse of a functional society. If we fail there, we fail everywhere. EMBRACE is proof that change is possible when medical leadership partners with social science.”

    The Stories of Impact

    The results have been both measurable and emotional. Mrs Ronke Ajayi, a mother of two from Irepodun/Ifelodun LGA, recalled: “Before now, I had to deliver my babies at home because the clinic was too far and under-equipped. But under EMBRACE, they brought a mobile clinic to our village. I delivered safely for the first time.”

    A similar sentiment is reechoed by Mrs Aina Olabisi: “For the first time in my life, I was visited by a doctor and nurse in my own village,” This 34-year-old mother of three in Ikole LGA said “They helped me understand the importance of attending the health centre for delivery. Before EMBRACE, we relied only on traditional birth attendants. Now, I feel safe.”

    In Aramoko-Ekiti, Mr Isaac Olaniyan, a middle aged father of two, praised the programme’s inclusivity. “They didn’t just care for pregnant women, they educated men too. Now I understand how to support my wife during pregnancy and childbirth.”

    What the Experts are Saying

    Speaking on the long-term impact, Dr Mahmoud Fathalla, a maternal health policy advisor at the World Health Organization (WHO) and father of the Safe Motherhood movement, remarked: “EMBRACE has set a powerful precedent for community-based maternal health. The combination of sociological insight with clinical expertise is what makes it uniquely scalable and sustainable.” In excitement, he further said: “What Ekiti State has achieved with EMBRACE is a remarkable blend of clinical care and sociocultural strategy. This initiative could, indeed, become a continental model.”

    “EMBRACE has become an important part of how we approach maternal health in Ekiti,” said Adebayo Ogundipe,a Director of Public Health in the state. “It builds directly on what we’ve learned from communities and uses that to shape services that actually work on the ground. That’s why we’re seeing real results.”

    The Nigerian Ministry of Health has described the programme as a “model of excellence in sub-national public health governance.” Dr Fatai Suleiman, Director of Reproductive Health at the Federal Ministry, praised its community-integrated design, stating, “This programme is replicable and we are exploring avenues to recommend its adoption in other states.”

    Adoption by Other States

    Many states like Adamawa, Osun, Ebonyi, Kaduna, Sokoto, Borno, Benue, Nasarawa and Niger, have already adopted and adapted the programme. While some others are committed to adapting the EMBRACE framework. Hajiya Ahmed, Commissioner for Health in Kaduna State, confirmed: “We are adopting the EMBRACE model for Kaduna. The data-driven framework and focus on rural equity align with our goals. This could be a game-changer in the North. It’s the most coherent model for addressing rural maternal health we’ve seen in years. I would also strongly recommend it for other northern states.”

    In Borno State, Ibrahim Modibbo, a senior reproductive health adviser, expressed similar interest while addressing the press. “EMBRACE offers what we’ve been missing. It’s a participatory, evidence-based system.  We’re impressed by the results from Ekiti. I am proposing to our state cabinet that we adopt the EMBRACE model. This is the future of maternal care in underserved regions.”

    A Programme with a Future

    Dr Omotoso and Ojo, backed by a task force of healthcare workers, sociologists, and local leaders, developed EMBRACE following Ojo’s white paper delivered earlier in the year before government officials who adopted the initiative for the entire state. According to Ojo, “Our approach blends scientific research with local context. We don’t just want to focus on providing care; our goal is to empower communities to demand and sustain it.”

    Dr Omotoso added, “We are training midwives, upgrading facilities, and using mobile health teams to reach isolated populations. Our goal is a maternal mortality rate below 50 per 100,000—well ahead of national targets.”

    Supported by development partners including UNFPA, UNICEF, and USAID, EMBRACE is also slated for inclusion in global maternal health case study repositories.

    Ojo explained the vision moving forward: “This is more than a campaign. We are building a system. Our goal is for EMBRACE to outlive us and to become fully institutionalised and community-driven. We are happy with the outcome so far and we hope to achieve much more.”

    Dr Omotoso concurred: “Health equity is no longer a dream. With EMBRACE, we are making it a lived reality.” We believe that with structured monitoring, strong government backing, and community trust, Ekiti’s EMBRACE programme would continue to be a blueprint for lasting impact in maternal healthcare. It evidences the capacity of Nigerian states to deliver world-class public health solutions rooted in local leadership and global standards. We just have to start somewhere”.

    Ekiti State’s EMBRACE Initiative stands today not merely as a government programme, but as a beacon of innovation, a proof that Nigerian states can drive lasting public health transformation by blending science, compassion, and local knowledge.

  • $418 million Paris Club fee: NGF insists on legal solution

    $418 million Paris Club fee: NGF insists on legal solution

     The Nigeria Governors’ Forum (NGF) has insisted the dispute over the Federal Government’s planned payment of $418 million Paris Club Refund fee to some consultants should be left for the court to resolve.
    The NGF also reiterated its objection to Federal Government’s decision to privatise 10 National Integrated Power Projects (NIPPs), insisting that the issue should be left to the court to decide.
    These form part of the resolutions at teleconference meeting of the NGF held on Tuesday.
    The resolutions are contained in a communiqué at the end of the meeting by its Chairman and Governor of Sokoto State, Aminu Tambuwal.
    “Regarding the $418 million Paris Club Refund and promissory notes issued to consultants by the Federal Ministry of Finance and the Debt Management Office (DMO), the forum remains resolute in exploring all legal channels available to it in ensuring that resources belonging to states are not unjustly or illegally paid to a few in the guise of consultancies.
    “The forum, following its advocacy that the proposed privatization of 10 National Integrated Power Projects (NIPPs) by the Federal Government of Nigeria (FGN) should be stopped, instructed its lawyers to approach the Federal High Court which, at present has issued a court order restraining all the parties in the suit from taking any step or action that will make or render the outcome of the motion on notice seeking for interlocutory injunction nugatory.

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    “The effect of the order of the court is that respondents cannot proceed with the proposed sale of the power plants belonging to the Niger Delta Power Holding Company Limited (NDPHCL) until the hearing and determination of the motion on notice for interlocutory injunction.”
    The NGF said it was working with the Fed Govt and it’s agencies to assist victims of flooding incidents recorded in most parts of the country.
    “The forum is monitoring the flood situation across the country and working with the Federal Government, through the National Economic Council (NEC) and in collaboration with the Federal Ministry of Agriculture and Rural Development (FMARD), Federal Ministry of Humanitarian Affairs, Disaster Management and Social Development (FMHDSD), National Emergency Management Agency (NEMA), Central Bank of Nigeria (CBN), Federal Ministry of Finance, Budget and National Planning (FMFBNP) and the World Bank to prepare emergency interventions to ameliorate the impact of the flood crisis especially to sustain food security.
    “Sequel to discussions between sub-sovereigns at the recently concluded 2nd African Sub-Sovereign Government Network (AfSNET) conference, the forum agreed to pursue through its membership on the Forum of Regions of Africa (FORAF) and its partnership with the African Export–Import (AFREXIM) Bank, support for enhanced dialogue, cooperation and collaboration between sub-sovereign governments around intra-African trade, investment, industrialization, and development.
    “Members were also briefed by the World Bank Task Team Leader (TTL), Professor Foluso Okunmadewa on the desired restructuring of the $750 million Nigeria COVID-19 Action Recovery and Economic Stimulus Program (CARES) programme to respond to Nigeria 2022 Flood Response following discussions with states and the National Economic Council (NEC) Ad-hoc Committee on flooding.”
  • Banking: How modern branch leadership is driving profitability, customer trust in Nigeria

    Banking: How modern branch leadership is driving profitability, customer trust in Nigeria

    In Nigeria’s banking sector, the role of branch leadership has never been more critical. As digital technology reshapes customer expectations and regulatory standards tighten, a new generation of branch and regional managers is redefining what effective banking looks like. These leaders are proving that profitability, operational efficiency, and customer trust are Inseparable elements of modern retail banking. Their approach demonstrates that sustainable success in the sector is not accidental but the product of disciplined processes, analytics-driven decision-making, and a genuine commitment to service.

    Among this new cadre of leaders is Nwenekama Charles-Udeh, whose record in branch management exemplifies the broader transformation sweeping Nigeria’s retail banking landscape. For decades, bank branches were often viewed as slow-moving, bureaucratic, and heavily dependent on manual processes. Long queues, inconsistent service, and delayed issue resolution were familiar experiences for customers. Rising competition, heightened customer expectations, and stronger regulatory oversight, however, have made frontline leadership a key differentiator. Professionals like Charles-Udeh are showing how modern branch management can become the engine of change in an industry historically viewed as conservative.

    Charles-Udeh often describes the current era as a turning point for Nigerian banks. She argues that a branch can no longer be seen merely as a physical outlet. Instead, it must operate as a digitally enabled business unit equipped with workflow analytics, operational discipline, and a customer experience strategy. Her career provides evidence of this vision. In her previous branch assignments, she achieved quarter-on-quarter profit growth exceeding 26 percent. This growth was not the result of arbitrary cost-cutting. Rather, it came from improving operational efficiency, strengthening customer relationships, and expanding high-quality lending portfolios. Small and medium enterprises (SMEs) under her oversight recorded double-digit growth as she helped entrepreneurs transition from cash-based operations to structured, digitally visible financial practices, thereby improving their creditworthiness.

    Peers describe Charles-Udeh’s leadership style as both analytical and people-centred. Every decision she takes is grounded in data, yet her management philosophy emphasises that good banking begins with service—service that is efficient, transparent, and consistently reliable. One of the most tangible markers of her impact has been the reduction in customer service time at the branches she manages. By combining behavioural monitoring, process mapping, and digital workflow optimisation, she restructured branch operations so that high-volume transactions such as deposits, withdrawals, customer onboarding, and dispute resolution could be handled more efficiently and accurately.

    Charles-Udeh stresses that customer trust is earned through consistent, predictable experiences, not through slogans or marketing campaigns. Customers should not worry about long queues or conflicting instructions when they walk into a branch. To achieve this, she introduced automated service-monitoring tools that track wait times, measure counter efficiency, and generate alerts when delays occur. These tools allowed her team to pinpoint bottlenecks, identify peak demand periods, and implement targeted interventions. Over time, the branches under her leadership consistently recorded improvements in transaction speed and overall service quality, demonstrating that technology and human judgement are complementary rather than mutually exclusive.

    Nigeria’s economy is heavily dependent on SMEs, which account for over 50 percent of national employment and contribute approximately 48 percent of GDP, according to the Small and Medium Enterprises Development Agency of Nigeria (SMEDAN) and National Bureau of Statistics (NBS). Yet the relationship between banks and SMEs has historically been fraught with distrust and missed opportunities. Many SME owners lack formal financial records, while banks remain cautious about lending to clients perceived as high-risk. Charles-Udeh has addressed this challenge through a combination of analytics, coaching, and structured engagement.

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    She implemented digital tools that allow SMEs to track revenue patterns, automate basic bookkeeping, and gain insight into cash-flow cycles. These tools enable businesses to qualify for loans more effectively and manage growth deliberately. Her efforts go beyond credit facilitation. She regularly organises financial literacy sessions for entrepreneurs, covering payment technologies, inventory management, fraud prevention, and growth planning. By equipping SMEs with practical tools to manage their businesses, Charles-Udeh creates a positive feedback loop: stronger enterprises become more reliable bank customers, and stronger customer relationships contribute to branch profitability and resilience.

    This approach reflects a broader trend across the Nigerian banking sector and other industries, where data-driven decision-making is becoming the backbone of operational efficiency. Branch leaders like Charles-Udeh are at the forefront of this shift. They demonstrate that profitability and customer service can coexist with strong governance and compliance.

    Operational governance is a critical part of modern branch leadership. Charles-Udeh emphasises that no branch can achieve sustained success without robust internal controls. She has overseen the implementation of automation systems that monitor key risk indicators in real time, including dormant accounts, unusual transaction patterns, and documentation gaps related to Know Your Customer (KYC) requirements. These tools facilitate early detection of potential compliance breaches, allowing corrective action to be taken before risks escalate. Her philosophy is that transparency is not a bureaucratic obligation but a strategic safeguard for public trust.

    The implications of her work extend beyond internal metrics. Nigeria’s financial sector faces challenges such as inflationary pressures, currency volatility, and a rise in digital fraud, which have contributed to lingering scepticism among the public. Charles-Udeh believes that branch banking can play a stabilising role in rebuilding trust. When customers experience professionalism, speed, and clarity at the branch level, their confidence in the wider banking system is reinforced. This trust encourages deposits, borrowing, and engagement with formal financial institutions, thereby expanding access to financial services for underserved populations. Each incremental improvement in service delivery, each SME that gains access to financing, and each compliance measure executed efficiently contributes to a more resilient and inclusive financial ecosystem.

    Charles-Udeh’s approach also underscores the importance of human capital in the age of digital banking. While automation and analytics are powerful tools, she stresses that motivated, well-trained staff are critical to delivering quality service. Her leadership model involves coaching teams, recognising high performance, and fostering a culture of accountability. Staff are empowered to resolve issues quickly, make data-informed decisions, and engage proactively with customers. This combination of technology and skilled personnel ensures that operational improvements are sustainable rather than temporary fixes.

    The Nigerian banking landscape offers numerous examples of how strong branch leadership translates into measurable results. Industry data indicate that banks investing in operational efficiency and customer experience have seen higher retention rates, improved net interest margins, and stronger lending growth. For example, retail banking deposits in Nigeria rose by 8.5 percent in the first quarter of 2022 compared to the same period in 2021, reflecting increased public confidence in financial institutions. Similarly, lending to SMEs expanded by an estimated 12 percent in the first quarter of 2022, illustrating the potential of data-driven credit practices and structured customer engagement.

    Modern branch leadership is also shaping the adoption of digital banking solutions. Although Nigeria has one of the largest mobile money markets in Africa, branch-based digital onboarding remains critical, particularly for customers transitioning from informal banking practices. Leaders like Charles-Udeh bridge the gap between traditional banking and digital adoption by guiding clients through mobile and online banking processes, ensuring that technology adoption does not leave customers behind. This hybrid model enhances both operational efficiency and financial inclusion.

    The role of branch managers is likely to evolve further. As artificial intelligence, machine learning, and predictive analytics become more integrated into banking operations, leaders who combine technological literacy with human-centred management will drive the next wave of industry transformation. Charles-Udeh’s experience provides a roadmap for this future. By focusing simultaneously on profitability, operational excellence, compliance, customer trust, and SME development, she demonstrates that modern banking leadership can create lasting value for both institutions and the wider economy.

    Nigeria’s economic growth depends on the resilience of its financial sector, and branch leadership is at the heart of that resilience. Through disciplined management, technology adoption, and a people-centred approach, leaders like Charles-Udeh are proving that banks can thrive in a competitive, digital-first environment. Their work is more than a blueprint for operational success. It is a blueprint for rebuilding public trust, promoting financial inclusion, and ensuring that Nigeria’s banking sector can meet the demands of a rapidly changing economy.

    The transformation is happening quietly, branch by branch, transaction by transaction, and customer by customer. Yet its impact is profound. Each improvement in service efficiency, each SME empowered to access credit, and each automation-driven compliance initiative brings Nigeria closer to a banking system that is inclusive, trustworthy, and profitable. Modern branch leadership, once a back-office concern, has emerged as a central driver of national economic stability and growth.

    In a market where competition is fierce, customer expectations are high, and regulatory scrutiny is intensifying, the message is clear: banking success in Nigeria is no longer defined solely by market share or headline profits. It is defined by the ability to combine human judgement, operational discipline, technological tools, and customer-centric strategies to create branches that serve as both profit centres and trust-building institutions.