Mary Nnah

Following the unveiling of the monumental talking drum above Cocoa House, the historic Ibadan landmark is drawing renewed public attention — with visitors now flocking to pose with the installation.

Long recognised as one of Ibadan’s most important architectural and cultural landmarks, Cocoa House has taken on new cultural relevance since Goldberg mounted the giant talking drum above the building.

In recent weeks, content creators and visitors have begun experimenting with forced-perspective photographs around the building, positioning their hands against the skyline to create the illusion of holding or touching the giant drum from street level.

The photographs are simple, but they are creating a distinctive new way of interacting with one of Ibadan’s most recognisable structures and turning the site into a photo destination.

Interest around the installation has been amplified by visits from prominent storytellers including Tayo Aina, whose content around Cocoa House helped extend the conversation beyond the physical landmark and onto social media, introducing the installation to wider audiences.

For decades, Cocoa House has occupied a prominent place in the city’s skyline and history. Installed under Goldberg’s Our Beat. Our Gold. platform, the talking drum was conceived as a celebration of Nigerian culture and the enduring place of the instrument in Yoruba heritage.

The installation was designed to function beyond its scale. It sounds every hour and lights up at night, giving the structure a visible and audible presence across different moments of the day.

What is now emerging around it, however, is being shaped by the public.

Through photography, video and social media, visitors are interpreting the installation in their own way, turning the drum into a recognisable visual feature within their experience of the city.

It signals an interesting evolution for Cocoa House: from historic landmark to cultural canvas, and increasingly, to a place where a new generation is creating its own memories and visual language around Ibadan.

As more visitors discover the landmark and experiment with the now-familiar perspective shots, the images are becoming one of the most recognisable ways of documenting a visit to Cocoa House.

For Goldberg, it is also a sign that the talking drum is moving beyond installation into participation, with people beginning to make the landmark part of their own stories.

Mary Nnah

The Workplace Leadership Institute has linked prejudice to discrimination and harassment in the workplace, warning that negative attitudes towards people based on group membership can evolve into systemic inequity and harmful conduct if leaders fail to take early action.

The Institute urged organisational leaders to identify and address inequitable behaviours before they become entrenched in workplace culture.The Institute said its approach to inclusive leadership requires organisations to look beyond individual incidents and examine the systems, decisions and behaviours that contribute to unequal treatment.

While bias can operate unconsciously, it noted that prejudice involves negative attitudes and judgements towards people based on their group membership, and such attitudes can influence organisational decisions when left unexamined.According to the Institute, prejudice can affect how leaders interpret the abilities, behaviour or potential of employees and job candidates.

A qualified candidate, for instance, may be judged as a poor cultural fit because of assumptions associated with their background, while an employee’s achievement may be attributed to circumstances other than competence or a colleague’s contribution may be dismissed before it is properly considered.The Institute said isolated decisions can become more significant when similar patterns are repeated across an organisation.

When prejudicial attitudes begin to influence recruitment, compensation, performance assessments, promotion, succession planning, professional development or everyday workplace interactions, they can result in discriminatory practices that affect access to opportunity and fair treatment.

Dr. Jamie Pajoel, workplace leadership expert and facilitator, said the responsibility of leaders extends beyond having policies designed to address discrimination.”Leadership responsibility does not end with having policies in place. Leaders must examine how decisions are made, what outcomes those decisions produce and whether employees experience fairness and dignity throughout the organisation,” Pajoel said.

The Institute said organisations should systematically examine workplace decisions and outcomes for evidence of discriminatory patterns and ensure that significant findings receive appropriate attention from senior leadership and relevant governance structures.

It said leaders should consider whether some groups are consistently experiencing different outcomes, whether promotion and development opportunities are distributed fairly and whether performance assessments are being influenced by assumptions rather than evidence.According to the Institute, treating discrimination only as an isolated incident that requires attention when formally reported can cause organisations to overlook broader patterns. Establishing clear accountability mechanisms, it said, can help leaders identify recurring issues and take appropriate action.

The Institute also identified workplace harassment as a more direct expression of harmful and inequitable behaviour. It said harassment can involve unwanted, demeaning, threatening or hostile conduct that creates an intimidating, offensive or otherwise harmful working environment.Among the forms of harassment requiring attention, the Institute identified sexual harassment, which can include unwanted sexual conduct, comments or implications, as well as situations in which professional opportunities are improperly connected to sexual conduct or compliance.It also identified verbal harassment, including persistent belittling, threatening language and derogatory remarks intended to demean or psychologically harm another person. Such conduct, the Institute said, can undermine trust and create workplace conditions that make effective collaboration more difficult.

Psychological harassment was also highlighted as an area that can be less visible but potentially damaging. According to the Institute, it can include deliberately withholding information, excluding individuals from professional or social interactions, or repeatedly undermining an employee’s confidence and credibility.The Institute said leaders should pay attention not only to individual incidents but also to recurring patterns and their cumulative impact, particularly where individual actions might otherwise be dismissed or explained away.

Disability harassment was also identified as a concern where individuals are targeted because of a physical or mental disability. The Institute said such behaviour can undermine the dignity and participation of employees while potentially revealing wider weaknesses in organisational culture and leadership practices.The Institute said a clear and consistently applied policy against harassment provides an important foundation, but added that policies alone cannot establish an inclusive workplace.I
t said leaders must create an environment in which employees can report misconduct without fear of retaliation and should model the standards of behaviour expected throughout the organisation, regardless of an individual’s position or influence.Reports of misconduct, the Institute said, should be taken seriously, investigated appropriately and handled fairly. Consistency is particularly important when allegations involve senior or influential individuals because employees observe how organisations respond when their stated values are tested.Dr. Pajoel said leadership credibility is demonstrated through an organisation’s response to such situations.”Employees learn what an organisation truly values by watching what happens when those values are tested. Consistent accountability demonstrates that respect, fairness and dignity apply to everyone, regardless of position,” he said.The Institute said prejudice, discrimination and harassment should not necessarily be viewed as completely separate workplace issues because unchecked attitudes and behaviours can develop into increasingly harmful patterns.It said organisational leaders have both preventive and corrective responsibilities, including building fair systems, examining workplace outcomes, establishing clear behavioural standards and responding consistently when those standards are breached.The Institute added that an organisation’s approach to inclusion should be assessed not only through the policies it publishes but also through the everyday experiences of its employees.According to the Institute, creating a workplace characterised by fairness, dignity and respect requires leaders to identify gaps in organisational systems and culture and take appropriate steps to address them.

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Mary Nnah
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Amid ongoing concerns over youth unemployment and the lack of structured nightlife infrastructure in Rivers State, Desperados partnered with Roadblock to deliver an 8-hour platform for music, fashion and self-expression at Port Harcourt’s EUI Centre.

The event, held��recently, drew thousands of young people and focused on giving Gen Z a structured space to engage with culture outside of social media.

Organisers said the goal was to address a growing demand among young Nigerians for safe, curated entertainment experiences that combine music, fashion and community.

The Roadblock rave maintained a strict all-black and all-white dress code and featured Afro-Electronic music, a genre that has gained traction among Nigerian youths seeking alternatives to mainstream pop.

The lineup included DJs Spinall, DJ Big N, WannixHandi, DJ Chelar, DJ Ice Cue, DJ Kelvin Kelvin, and Deejay Kaydee.Beyond entertainment, the night also featured performance art including fire-dance acts and immersive lighting, elements organizers said were designed to encourage creativity and participation rather than passive consumption.��

Speaking on the partnership, Senior Brand Manager for Desperados, Onyebuchi Allanhah, said brands have a role to play in shaping youth culture responsibly.

“Bringing the Roadblock experience to Port Harcourt allowed us to connect with young people in a city with a vibrant culture and a strong sense of self-expression,” he said.

“At Desperados, we are committed to creating experiences that feel authentic to our audience and keep the brand relevant within the culture. Roadblock is about giving our consumers a space to connect, express themselves and enjoy the moments that matter to them.”

The Port Harcourt edition marks an expansion of the Roadblock franchise beyond Lagos, signaling growing investment in regional creative economies. For Desperados, the event is part of a broader push to engage young Nigerians through music and culture while promoting responsible consumption.

Mary Nnah

There was drama at the gates of King’s College Lagos yesterday as angry parents and teachers barricaded the entrance to the 117-year-old school, preventing members of the King’s College Old Boys Association, KCOBA, from holding a scheduled 1pm press conference on the controversial PPP concession. Even white cap chiefs sent by the Oba of Lagos to mediate were turned back at the gate.

The protest left the college in a tense standoff, with police and royal emissaries caught in the middle as both sides dug in over the Federal Government’s plan to hand over management of the school to the old boys.

Addressing journalists at the school gate, KCOBA President, Alhaji Kashim Ibrahim-Iman, OFR, CON, insisted the move was not a sale.

‘In a very brief summary, we came to address the press on the most topical issue of the All Boys taking over the management of King’s College, Lagos,” he said.

According to him, the Federal Executive Council had resolved that King’s College be handed over to KCOBA on a PPP basis, but “PPP does not in any way signify a sale of the school to the All Boys. The Federal Government is not selling King’s College to anybody. Also, the All Boys are not interested in buying King’s College.”

Ibrahim-Iman blamed years of neglect for the crisis, saying the school’s facilities are “in a grave state of disrepair.” He described KCOBA’s intervention as a “rescue mission.”

“My own personal aspiration is very modest. To take back, not only to take the school forward, but also to take back the school to where I met it as a student,” he said, pointing to St. Gregory’s College and other mission schools as examples of what PPP can achieve.

In a bid to calm fears, the KCOBA President made three key assurances. “Number one, the college is not for sale. There is no willing seller, there is no willing buyer. Number two, I want to assure the parents that we are not thinking about increasing school fees. Number three, I also want to assure the teachers… for those who would elect to remain as teachers in King’s College, we will double their salaries and allowances.”

He added that teachers who opt out will be transferred by the Federal Ministry of Education to other unity schools like Queens College, Yaba.

Ibrahim-Iman also dismissed the protesters as unrepresentative, noting there are “about 2,500 students currently in King’s College Lagos” and questioning how the few at the gate could speak for all parents.
“We, as All Boys, are motivated by the highest principles of altruism. Our desire is to give back and nothing more”, he added.

Bolstering that position, the Chairman of the KCOBA Board of Trustees, Alhaji Femi Okunnu, SAN, CON, released a statement titled King’s College: A Legacy We Must Manage, Renew And Give Back, saying the moment had come for “honesty.”

Okunnu argued that silence could no longer serve the truth, insisting that King’s College was not being sold and there was no transfer of ownership to KCOBA. “The College remains, today and always, a public national institution. What is changing is not who owns King’s College, but the framework through which it is managed, maintained, financed, modernised and developed,” he stated.

The elder statesman said the old boys were returning “to serve it — to help manage, support and rebuild the institution that shaped generations of Nigerians,” describing it as stewardship, not possession.

He then laid out what he called the rot that forced KCOBA to act. Okunnu alleged a long-standing admissions culture where places meant for deserving children were compromised by money and influence. He claimed state-based admission quotas had been diverted to candidates from other states, and that “admission racketeering” by affluent parents had become entrenched. According to him, some of the current agitations are being sponsored by those who benefited from the corrupt process for years.

Okunnu said investigations showed some students occupying slots reserved for certain states actually came from elsewhere because “the racketeers sold those slots.” The fallout, he said, was over-admission. At a point, he noted, King’s College had over 3,800 students despite a carrying capacity of just 1,200. “This has exerted undue pressure on the facilities and taken its toll on proper monitoring and discipline of the students,” he said.

Beyond admissions, Okunnu raised alarm over deteriorating infrastructure and buildings whose “structural integrity raises grave concern for the safety of students, teachers and staff.” He also cited cases of drug abuse and, most painfully, students allegedly begging for money on campus because they were hungry. “A rescue mission begins with the courage to name the problem plainly,” he concluded.

The Lagos State Commissioner of Police, CP Tijani Fatai, who was on the ground, said his priority was to prevent a breakdown of law and order. “All I need to do here… is to ensure that there is no breakdown of the peace and the rights and properties are secured,” he told reporters.

After hours of deadlock, the CP announced a breakthrough. “At the end of the day, we have had an agreement that tomorrow, they will choose their representatives to meet with all students outside the school and have a dialogue with them.”

Ibrahim-Iman confirmed the new plan: “Tomorrow at 10, the CP has advised that we should come back to dialogue with them… to engage the teachers and the parents in a meaningful dialogue so that they can understand our motives and our objectives well.”

The CP insisted dialogue was the only way forward: “Everything is going down to dialogue. There is no way, at the end of the day, they will not have a dialogue on this issue.”

Also speaking, the National Coordinator of the Federal Workers Forum, Comrade Andrew Emelieze, declared that Nigerian workers will resist any attempt to concede, privatise or sell King’s College, Lagos, and other federal unity schools.

He explained that education remained a responsibility of government and should not be handed over to private interests.
He said the protest was part of a national action by Nigerian workers, adding that labour leaders were in Abuja meeting with the Minister of Education, Dr Tunji Alausa, over the issue.

According to him, “King’s College is not for concessioning, King’s College is not for sale, King’s College is not for privatisation, and unity schools are not for sale.”

He alleged that some old boys of the college had attempted to forcefully gain access to the school with the assistance of the police, leading to the arrest of some protesters.

He condemned the development, arguing that peaceful protest was a constitutional right and that the police had a responsibility to protect protesters.

He said, “We are saying that this is not the best way to go in a democracy. Protest is legitimate. It is constitutional. It is legal, and we are saying that the Nigerian Police owe us a duty to also protect us when we are protesting.”
The labour leader also alleged that the concessioning agenda was ultimately aimed at acquiring government-owned land and gradually privatising public assets.

He linked the development to what he described as broader economic policies associated with the World Bank and International Monetary Fund, warning that such policies could result in public assets being concentrated in the hands of a few individuals.
“What they are trying to do is to gradually privatise Nigeria and put Nigeria in the pockets of a few. And that is why the resistance is coming from the Nigerian people,” he said.

Emelieze urged the federal government to take responsibility for funding education, arguing that public schools should remain adequately financed rather than being transferred to private interests.

He said the government had sufficient resources to fund the unity schools, particularly with increased revenue from taxes and other sources.
“Nigeria is making more money now. They are removing fuel subsidy. They are also borrowing. I think the tax net has been increased. Why wouldn’t they be able to sponsor unity schools?” he asked.

He further challenged old students who wished to contribute to education to establish new schools rather than seeking to take over existing federal institutions.

“If they are interested in building schools, if they want education to move forward, they can gather money and go and buy land and also build their own school. They should leave federal government schools for federal government to sponsor,” he said.

He also questioned why military-owned command secondary schools were not being considered for similar privatisation or concession arrangements if the government believed such a model was necessary.

He described attempts by the Old Boys to take over the institutions they once attended as unacceptable.

“You can imagine somebody that taught you; after you have graduated, you are coming back to buy that person. Is it not ridiculous?” he stated.
The Federal Workers Forum coordinator vowed that the protests would continue, saying workers would return to King’s College the following day until the government reviewed its position.

He said the protesters were not prepared to surrender their opposition to the concessioning of the college, declaring: “No retreat, no surrender.”

With unity schools nationwide shut over the same concession policy, parents say allowing talks inside King’s College would be “betraying others around.”

For now, the gates remain closed, but all eyes are on Wednesday, September 16, 2026, at 10 a.m., when KCOBA, parents, teachers and police are expected to meet inside the school to decide the future of King’s College.

Mary Nnah

OneDosh is expanding its cross-border financial platform into the European Union, moving beyond its original US-Nigeria corridor as it builds towards a broader international financial network.

The expansion reflects a change in how people earn and do business. Freelancers can work with clients thousands of kilometres away, creators can earn from international brands, and businesses can operate across multiple markets without being physically present in them.
Yet the financial infrastructure supporting these activities often remains fragmented.

OneDosh is building around this gap by bringing multiple financial tools into one platform. Users can access a USD Wallet, Virtual USD Account, OneDosh Card and Stablecoin Wallet to support different ways of receiving, managing and spending money.

Adding the EU to its corridor expands the potential use cases beyond the US-Nigeria route and puts OneDosh in front of a wider population of people whose financial lives span multiple markets.

The move also reflects a broader evolution in fintech. Cross-border finance is increasingly about more than sending money from one country to another. For a growing digital workforce, international transactions are part of everyday life�� from getting paid by overseas clients to managing business expenses and supporting family abroad.

OneDosh’s EU expansion positions the company to participate in this shift, with a proposition centred on giving users financial tools that can keep pace with increasingly borderless work and commerce.

The EU expansion is therefore not simply another market for OneDosh. It is another step towards its larger ambition: building financial infrastructure for people whose opportunities extend beyond a single country.

Mary Nnah

Festac Town stood still on Wednesday as young brains collided in what was billed as “The Ultimate Battle of Minds,” and when the dust settled, Olasukanmi Esther walked away with the crown, the applause and a life-changing ₦1.5 million as both Best Female and Overall Champion of Big Brain Festac 2026.

The grand finale, held at 23 Road Park, Hennessy Court, was not your regular quiz show. It was tension, speed, strategy and raw intellect on display. Under the theme “Think. Strategize. Conquer. Win!”, teenagers stepped onto the stage not to dance or trend, but to prove that knowledge still pays and that brilliance deserves the same spotlight as entertainment.

For hours the audience watched as contestants battled through intense rounds designed to test memory, confidence, critical thinking and the ability to stay calm under pressure. Every correct answer drew cheers. Every wrong one drew gasps. By the end, one name kept rising above the rest.Olasukanmi Esther dominated the competition from start to finish.

Her composure, speed and depth of knowledge set her apart, earning her the double honor and the biggest prize of the night. Sadiq Miqdad was named Best Male and went home with ₦500,000. Betiku Adedolapo Mary finished second with ₦300,000, while Obi Divine Favor took third place and ₦200,000.

The prize pool was a deliberate statement from the organizers that academic excellence should not just be praised in speeches, it should be rewarded in cash.The man behind the movement, Maha Azubuike, popularly known as MC Totori, said the entire point of Big Brain Festac is to flip the script for Nigerian youth.

A Festac-born MC, comedian, entrepreneur and community advocate, Totori told the packed crowd that if society can pour money, fame and applause into entertainment, then it is time to do the same for intelligence. “We want intelligence to trend,” he declared to roaring applause.

“Big Brain Festac is our way of showing young people that you can study, excel academically, win scholarships and still win in life.”The event drew support from partners who believe in that vision. Victoria Ezenwoke, representing UBA, said investing in Big Brain Festac is investing in a generation of Nigerians who are confident, knowledgeable and ready to lead. Udia Attai of Players Management Group added that excellence is not limited to sports, and that the platform celebrates the discipline and competitive spirit of young minds. Their backing helped turn the competition into more than a contest, it became a public celebration of learning.For MC Totori, this is personal.

Born and raised in Festac, he studied ������Ƶ Administration at Auchi Polytechnic and worked in banking before finding his voice on stage in 2015. Today he is one of Lagos’ most sought-after hosts, with awards and corporate clients to his name, but he says his proudest project is giving young people a reason to take books as seriously as they take music and football.

Beyond entertainment, he has also thrown his weight behind advocacy against drug abuse and for community development.As the winners posed with their cheques and the crowd filed out of 23 Road Park, the message was clear. Big Brain Festac 2026 was not just about crowning champions. It was about creating a culture where preparation, brilliance and discipline are seen, celebrated and paid for.

For Olasukanmi Esther and the other finalists, the reward was immediate. For thousands watching, the reminder was even bigger: in Nigeria, knowledge can still conquer.

Mary Nnah

The maritime industry recently celebrated one of its distinguished professionals, Dr. Mrs. Chizoba Christiana Anyika, as the Association of Maritime Journalists of Nigeria (AMJON) honoured her for Outstanding Performance, Exemplary Leadership and Meritorious Service in the Nigerian Maritime Industry.

The recognition, presented by the leadership and members of AMJON under the presidency of Mrs. Vera Osokpo, represents a significant acknowledgement of Dr. Anyika’s longstanding contributions to Nigeria’s maritime sector and her commitment to professional excellence, leadership and institutional development.

For more than two decades, Dr. Anyika has built a multifaceted career spanning maritime administration, transport logistics, marine tourism, professional advocacy, communications and leadership. Her career reflects a consistent passion for strengthening Nigeria’s maritime sector and promoting greater opportunities for women and young professionals within the industry.

As a Deputy Director at the Nigerian Maritime Administration and Safety Agency (NIMASA) and Head of Maritime Guard Command Administration, Dr. Anyika has been involved in critical administrative responsibilities relating to personnel management, welfare, audit, accommodation, infrastructure and operational support.

Her professional engagement extends beyond her public service responsibilities. She has also played visible roles in professional associations and industry initiatives, including her leadership responsibilities within Women in Energy, Oil & Gas (WEOG) and the Chartered Institute of Transport Administration of Nigeria (CIOTA).

Her advocacy for women’s participation, leadership development, marine tourism, blue economy opportunities and sustainable development has further distinguished her as a professional who sees the maritime sector not merely as an industry, but as a platform for national economic transformation.

Her academic background reinforces this multidisciplinary approach. With a PhD in Transport Logistics specialising in Marine Tourism and an MSc in Marine Policy from Cardiff University, Dr. Anyika has continued to connect policy, professional practice and emerging opportunities within the maritime and blue economy space.

The AMJON award therefore comes at a significant point in a career defined by service, visibility, advocacy and impact.

In an especially touching gesture, AMJON also incorporated the celebration of Dr. Anyika’s birthday into the programme.
What could have been a formal industry recognition became a deeply personal celebration of a professional whose journey has inspired colleagues, women and emerging maritime practitioners.

The birthday celebration provided an opportunity for members of the maritime journalism community to celebrate not only her professional accomplishments, but also the person behind the achievements.

The gesture by Mrs. Vera Osokpo and the AMJON family was warmly appreciated by Dr. Anyika, who described the recognition as both humbling and encouraging.

She expressed gratitude to the AMJON President and members for recognising her contribution to the industry and for making her birthday particularly memorable.

Recognition as a Call to Greater Service
For Dr. Anyika, the award represents more than an accolade. It is a reminder that leadership is ultimately measured by service, impact and the ability to create opportunities for others.

At a time when Nigeria’s maritime industry is seeking greater innovation, investment, sustainability and global competitiveness, the recognition of professionals who consistently contribute to the sector is important.

It also highlights the growing visibility of women who are occupying strategic positions and contributing meaningfully to maritime administration, policy, advocacy, logistics, tourism and the wider blue economy.

Dr. Anyika’s journey demonstrates that professional excellence is not achieved through position alone. It is built through years of competence, resilience, continuous learning, collaboration and purposeful service.

The AMJON recognition is therefore both a celebration of the past and an encouragement for the future.
As the Nigerian maritime industry continues to evolve, professionals such as Dr. Chizoba Anyika represent an important bridge between experience and innovation, policy and practice, leadership and service.

And on a day that marked another year of her life, AMJON did more than present an award—it reminded the maritime community that those who serve with purpose deserve to be seen, celebrated and encouraged to do even more.

Congratulations to Dr. Chizoba Anyika on this well-deserved recognition, and congratulations to AMJON for celebrating excellence within Nigeria’s maritime community.

Mary Nnah

Governor of the National Youth Council of Nigeria-Diaspora (NYCN-Diaspora), Collins Idahosa, is pushing for a major overhaul of the National Youth Service Corps (NYSC).
He is proposing a sixth service pathway that will enable Nigerians studying or employed abroad to complete a portion of their mandatory national service overseas before coming back to finish in Nigeria.

The new initiative, called DiasporaCorps, is meant to reframe Nigeria’s rising “Japa” trend into what the group calls “structured, accredited brain circulation.”

Under the plan, qualified Nigerian graduates abroad would spend up to six months on organized professional service with approved foreign institutions. They would then return to Nigeria for a minimum of six more months to complete service.

The Nigeria-based portion would cover the mandatory three-week orientation camp, Skills Acquisition and Entrepreneurship Development (SAED) training, and Community Development Service (CDS). After that, participants would be issued the regular NYSC Certificate of National Service.

The proposal is outlined in a policy document titled, “Making National Youth Service International: Introducing DiasporaCorps: A Proposal to Extend Nigeria’s National Youth Service Corps to Nigerians Studying and Working Abroad, and Reverse the ‘Japa’ Brain Drain.”

The document was authored by Ambassador Collins Idahosa of the Office of the Legal Adviser, National Youth Council of Nigeria —Diaspora (NYCN-Diaspora), under the leadership of Jennifer Obaseki, and was released on August 9, 2026.

It has already been forwarded to the Federal Government, the Federal Ministry of Youth Development, the NYSC Reform Committee, Nigerians in Diaspora Commission (NiDCOM), and the National Assembly.

NYCN-Diaspora said the idea stems from the increasing exodus of skilled Nigerian professionals, adding that Nigeria needs a system to stay connected to citizens gaining work experience overseas.

The group noted that the current review of the NYSC Act presents a window to introduce DiasporaCorps as the scheme’s sixth stream.

The policy paper recalled that in June 2026, the Federal Executive Council approved a reform framework with five specialized streams — TechCorp, EduCorp, MediCorp, AgriCorp and GreenCorp — plus digital service options and a N2 billion Innovation Fund.

Idahosa said DiasporaCorps would align with those reforms by giving Nigerians abroad a structured way to serve Nigeria without dropping their foreign studies and career obligations.

“DiasporaCorps would enable eligible Nigerians studying or working overseas to commence their national service abroad via a structured placement with an approved host organisation, before returning to Nigeria to complete the rest of their service year and get full formal recognition for the work done,” the paper stated.

The organisation emphasized that the plan does not grant exemption from national service.

It drew a clear line between DiasporaCorps and earlier proposals that suggested foreign-trained graduates could pay a fee instead of serving — a proposal rejected by the House of Representatives in 2023.

“Unlike earlier proposals that sought to allow foreign-trained graduates to pay a fee in lieu of service, proposals the House of Representatives rejected in 2023, DiasporaCorps exempts no one from service,” it stated.

“Every participant must return to Nigeria, attend orientation camp, and complete Community Development Service. The overseas phase simply turns brain drain into structured, accredited brain circulation.”

One major safeguard is a three-year non-poaching clause to stop foreign organisations in the programme from permanently recruiting Nigerian graduates.

Foreign government agencies, hospitals, universities, multinationals and NGOs interested in joining would have to be screened by NYSC and Nigerian diplomatic missions.

They would also pay yearly registration fees and submit placement curricula for approval.

Under the arrangement, host organisations and affiliates would be barred from offering corps members jobs, visa sponsorship or further-study sponsorship for three years after the placement ends.

“Host organisations must register, pay a participation fee, and undergo vetting, and are contractually barred from employing or sponsoring a corps member for three years after placement ends,” the paper stated.

It described the clause as a non-poaching measure intended to make overseas exposure “a structured pathway home rather than an exit route.”

Any organisation that breaches the rule risks losing its fees, being delisted permanently from the host register, and paying financial penalties into a proposed NYSC Diaspora Fund.

The policy paper described the steady migration of skilled Nigerians as a serious economic problem.

It noted that more than 1.3 million Nigerian professionals left the country between 2020 and 2024, while an estimated 15,000 to 16,000 doctors were lost to migration within five years.

It also referenced figures showing that 8,560 Nigerian doctors were registered in the United Kingdom between 2021 and 2024, accounting for 39 per cent of all international registrations.

Even though remittances to Nigeria hit about $20.9 billion in 2023, the group argued that money sent home cannot replace the expertise and productivity lost to migration.

“Every graduate who leaves and does not return represents a permanent transfer of human capital to another economy,” the paper stated.

It also cited research indicating that 71 per cent of young Nigerians surveyed would relocate abroad if given the chance, while 85 per cent would do so if they had the resources.

NYCN-Diaspora proposed launching DiasporaCorps with a pilot in the United Kingdom, United States and Canada within 6 to 18 months of legislative approval.

Between 50 and 100 foreign organisations would be screened initially, with 500 to 1,000 Nigerian graduates taking part in the pilot.

The scheme would then roll out to more countries between 18 and 36 months, with the goal of opening it to all eligible Nigerian graduates abroad by year three.

The policy also calls for yearly publication of programme outcome data to track impact.

For smooth implementation, NYCN-Diaspora proposed setting up a DiasporaCorps Directorate within NYSC.

The directorate would collaborate with NiDCOM and the Ministry of Foreign Affairs, while Nigerian embassies and high commissions would assist with rollout in host countries.

An upgraded Foreign Mobilisation portal would also be created to manage registration, placement and monitoring.

To further encourage return, NYCN-Diaspora proposed a Federal and State Apprenticeship Programme to run alongside DiasporaCorps.

The programme would feature a Graduate and Professional Track for returning graduates, including DiasporaCorps participants, with placements in federal and state MDAs.

A separate Vocational Track would serve young Nigerians, including non-graduates, focusing on skilled trades that meet national standards.

The paper suggested matching placements to government skills gaps, with certification done in partnership with the National Board for Technical Education (NBTE) and relevant professional bodies.

“Together, DiasporaCorps and the Apprenticeship Programme turn returning home from an obligation into an opportunity,” it stated.

NYCN-Diaspora said rolling out DiasporaCorps would require amendments to the NYSC Act to accommodate the split-service model, overseas host registry and non-poaching framework.

It stressed that fees paid by foreign host organisations should not be seen as payment for exemption from service.

“The amendment should state explicitly that no payment buys exemption from service, host fees fund registration and administration only,” it stated.

The group also advised that overseas placements should operate within participants’ existing study or work visa terms and comply with Nigeria’s Data Protection Act 2023 and applicable laws in host countries.

Making the case for reform, NYCN-Diaspora said Nigeria’s problem is not a lack of talent, but its failure to retain and reconnect with Nigerians building skills and experience abroad.

“Nigeria does not lack talent; it is losing talent faster than almost any comparable nation,” the paper stated.

It noted that NYSC was designed when most young Nigerians studied and worked locally, while migration, foreign education and global jobs have now changed the landscape.

“The NYSC was built for a generation that studied and worked at home. Making national youth service international updates that promise for today’s world,” it said.

NYCN-Diaspora urged the Federal Ministry of Youth Development and the NYSC Reform Committee to include DiasporaCorps in the proposed NYSC Act amendments, mandate NYSC and NiDCOM to draft host registration procedures and standard contracts, fund digital infrastructure through the Innovation Fund, and begin talks with priority partner countries.

It also called for urgent work on the Federal and State Apprenticeship Programme to run in tandem with DiasporaCorps.

Mary Nnah

Joy Bukar is a name that equals excellence in Nigeria’s aluminium and roofing industry and purposeful leadership in business. As the Founder and CEO of AJ Bliss Aluminium, she has built her career around an intimate understanding of the industry she serves and a determination to make quality roofing solutions more accessible to the people who need them.

Born on February 24, 1992, in Bauchi State, Joy’s story did not begin with an established business or a predetermined path to entrepreneurship. Long before she became the woman behind AJ Bliss Aluminium, she was learning the value of work, responsibility, and service while acquiring the experience that would eventually shape her professional life.

Her journey into the aluminium and roofing industry began in 2007, shortly after secondary school, when she started working as a Confidential Secretary at Aso Aluminium. What appeared to be an administrative beginning became an introduction to an industry that would ultimately define her career. From within the factory, Joy observed the processes behind aluminium production and roofing materials, gaining firsthand exposure to the craftsmanship, discipline, and attention to detail required to create products people could depend on.

Those early years provided an education beyond the classroom. She experienced the demands of serving customers, supporting business operations, and working within an environment where the quality of the finished product mattered. Gradually, what began as employment became an important foundation for her professional development, giving her a practical understanding of the industry and planting the ambition to eventually build something of her own.

While working, Joy continued to invest in her education. In 2013, she earned her National Diploma in ������Ƶ Administration and Management from Federal Polytechnic Nasarawa, followed by a Higher National Diploma in the same discipline in 2015. She subsequently obtained a Postgraduate Diploma in Public Administration from Ahmadu Bello University in 2016/2017 and completed her Master’s in Public Administration in 2019.

Her academic development complemented the practical knowledge she had gained through years of professional experience. It strengthened her understanding of administration, organizational management, and leadership while giving her a broader perspective on the structures required to build and sustain an enterprise.

In 2012, the experience she had accumulated began to take a new form with the establishment of AJ Bliss Aluminium. By then, Joy was no stranger to the industry. She had spent years learning its realities from within, understanding its processes, observing what quality demanded, and developing a clear sense of what customers expected from roofing products. She was not entering the business from assumption. She was building on experience.

The growth of AJ Bliss Aluminium became a defining chapter in her professional journey. As the business developed, Joy assumed increasing responsibility across its operations, gaining a deeper understanding of the factors that determine whether an enterprise can deliver consistently. Her involvement across production, administration, sales, human resources, finance, and engineering gave her a broad perspective on business management and strengthened her capacity to lead from experience.

Her exposure to production was particularly formative. Working close to the manufacturing process taught her that quality begins long before a product reaches the customer. It is established through discipline, careful resource management, attention to detail, and a commitment to getting the work right. These lessons became part of the principles upon which she continued to build AJ Bliss Aluminium.

Trust is equally important to her approach. Customers are not simply purchasing roofing materials. They are making an investment in the protection of their homes, businesses, and properties. This understanding has reinforced her commitment to providing roofing solutions that combine quality with value and give customers confidence in what they are buying.

Her entrepreneurial outlook was also shaped by a defining conversation with her father. He encouraged her to understand that greatness begins in the mind and challenged her to look beyond immediate circumstances. His words strengthened her belief in hard work, integrity, and the importance of building a legacy that extends beyond oneself.

That philosophy has remained evident throughout her career. Rather than allowing her beginnings to determine the limits of her ambitions, Joy continued to learn, assume greater responsibility, and pursue opportunities for growth. Her progression from an administrative role in an aluminium factory to leading her own enterprise reflects a career developed through experience, discipline, and deliberate advancement.

Her story also carries significance for women seeking a place in traditionally male-dominated industries. Having established herself within the aluminium and roofing sector, Joy is passionate about encouraging women to recognize their abilities and pursue their potential with confidence. Her own experience demonstrates that leadership can be earned through competence, perseverance, and the willingness to occupy spaces where women have not always been expected to lead.

Her vision for AJ Bliss Aluminium reflects the same determination. She wants the company to become a trusted household name in the roofing sector, recognized for quality roofing solutions and a commitment to customer satisfaction. Her focus on leak-free roofing speaks to a straightforward objective: delivering products that provide lasting value and the confidence customers expect from such an important investment.

Looking ahead, Joy sees an opportunity to contribute to the continued development of the roofing industry through innovation, integrity, and solutions that respond to changing customer needs. She wants AJ Bliss Aluminium to become more than a successful company. She wants it to become a name people associate with reliability, quality, and trust.

From her first days of work in 2007 to the establishment of AJ Bliss Aluminium in 2012 and the leadership she holds today, Joy Bukar’s journey has been defined by steady progression. She learned the industry before seeking to lead within it. She served before she built. She gained experience before assuming authority.

That trajectory is what gives her story its weight. Her rise was neither immediate nor accidental. It emerged from years of professional experience, continuous learning, increasing responsibility, and the determination to turn industry knowledge into an enterprise of her own.

Today, Joy stands at the intersection of experience and ambition, leading the business she began building more than a decade ago while pursuing a broader vision for its future. Her journey from the factory floor to industry leadership is a testament to what can emerge when knowledge is matched with courage, discipline, and purpose.

Through AJ Bliss Aluminium, she continues to build on that foundation with a clear conviction that quality should never be compromised and that trust is earned through what a business consistently delivers. Her story is still unfolding, but the foundation she has built is already firmly established.

By Mary Nnah

Long before Joseph Effiok Hogan became known as the founder of HoganHost, his relationship with technology began with something much simpler: curiosity.

As a young man in Calabar, Hogan developed an interest in computers and the internet and began exploring the possibilities of blogging. At a time when many young Nigerians were only beginning to understand how the internet could be used to build businesses, publish information and reach audiences, blogging became Hogan’s entry point into the digital world.

He was not studying computer science.

His university education was in Public Administration at the University of Calabar.

But outside the classroom, he was gradually teaching himself how the internet worked.

What started with blogging would eventually introduce him to websites, domains, hosting and the technical challenges faced by people trying to establish themselves online. Over time, Hogan began helping other bloggers and internet users solve technical problems, gaining practical experience that would later prove more valuable than a conventional technology qualification.

That early period laid the foundation for a company that would eventually extend beyond Nigeria.

The Internet Became His Classroom

Hogan’s journey into technology was largely self-directed.

Blogging gave him a reason to understand what was happening behind the websites he was creating and managing. He began learning about the infrastructure required to keep websites online and the various problems that could affect them.

The more he learned, the more people began turning to him for help.

That experience gradually shifted his perspective. Technology was no longer simply an interest; it was becoming a skill he could use to solve problems for other people.

It was also becoming a business opportunity.

An online relationship with someone already involved in web hosting encouraged Hogan to consider establishing a hosting company of his own. The idea eventually became HoganHost, which he founded on September 9, 2019.

The decision marked the point at which Hogan began turning years of informal learning into a formal business.

Building HoganHost required Hogan to move beyond the technical side of websites.

A hosting company has to deal with infrastructure, domains, customer support, marketing and business operations. In the early years, Hogan was involved in several of those areas himself, combining the technical knowledge he had acquired with the business skills he continued to develop.

His journey also took him from Calabar to Lagos.

In Lagos, he worked in marketing at Aptech Victoria Island while continuing to develop HoganHost. The job provided an income at a time when the company was still developing, while also giving him practical experience in marketing and business development.

Eventually, the demands of HoganHost grew to the point where balancing employment and entrepreneurship became increasingly difficult.

Hogan left his job and committed himself fully to the company.

It was a significant risk, particularly because HoganHost was still a young business. But it also gave him the time and focus required to develop the company beyond its early stage.

The decision would become an important turning point in his career.

HoganHost initially emerged from Hogan’s understanding of the needs of people operating websites, but the company gradually expanded its services.

Web hosting was joined by domain registration, cloud hosting, dedicated servers and other digital infrastructure services.

The expansion also changed the geographical scope of the business.

What began as a Nigerian hosting company increasingly developed ambitions beyond Nigeria, particularly as HoganHost expanded its domain portfolio and pursued relationships and accreditations that allowed it to serve customers across different markets.

In 2026, the company announced additional international domain accreditations covering extensions including .AI, .ME, .PR, .VC, .AG, .LC, .BZ, .SC and .MU.

The move reflected a broader shift in HoganHost’s positioning. The company was increasingly looking beyond the traditional Nigerian hosting market and seeking a place within the wider African digital infrastructure ecosystem.

A Pan-African Ambition

The idea of building an African technology company has become increasingly common among founders across the continent, but the infrastructure supporting Africa’s digital economy remains an important part of that ambition.

������Ƶes need websites.

Developers need domains and servers.

Online businesses need reliable infrastructure.

As more African companies move their operations online, the demand for digital infrastructure providers continues to grow.

HoganHost has sought to position itself within that market.

Its expansion into international domains and its activities across African markets have been accompanied by a broader portfolio of infrastructure services.

The company’s 2026 acquisition of ZuumHost was another indication of that expansion.

Rather than simply absorb the ZuumHost brand, HoganHost retained it as an independent subsidiary, creating a wider group structure within Nigeria’s hosting market.

For Hogan, the move represented a different stage of entrepreneurship from the one he experienced when he was still building HoganHost while working a salaried job.

The company was no longer simply trying to establish itself.

It was beginning to expand through acquisition.

There is an interesting contrast at the centre of Hogan’s career.

His formal education was in Public Administration, yet much of his professional life has been shaped by technology.

His early entry into the industry came not through a technology degree but through blogging and self-directed learning.

And the company he eventually built was not created after years of working inside a large technology corporation.

It grew from his experience helping people solve everyday problems with websites and the internet.

That makes Hogan’s story less about an overnight transition into technology and more about the gradual development of an interest into a profession.

The blogger became a problem solver.

The problem solver became an entrepreneur.

The entrepreneur became the founder of a growing technology company.

From Calabar to a Wider Digital Market

HoganHost’s development has also changed the scale of Hogan’s original ambition.

The company has accumulated industry recognition in Nigeria, expanded its domain portfolio, developed additional infrastructure services and established HoganHost Academy as part of its technology education activities.

In July 2026, HoganHost was named Web Hosting Company of the Year in the People’s Choice category at the sixth Eko Heritage Awards in Lagos.

The recognition came during a period in which the company was also expanding through new domain accreditations and its acquisition of ZuumHost.

Those developments represent a considerable distance from Hogan’s early days as a young blogger exploring the internet.

At the time, there was no obvious indication that experimenting with websites would eventually lead to building a technology company with ambitions beyond Nigeria.

But the connection is clear in retrospect.

Blogging introduced Hogan to the internet.

The internet introduced him to technology.

Technology introduced him to a business opportunity.

And that business opportunity became HoganHost.

The Self-Taught Founder

Hogan’s journey is ultimately a reminder that technology careers do not always begin with technology degrees.

For some founders, the first classroom is the internet itself.

In Hogan’s case, blogging provided that opening. Curiosity led to experimentation, experimentation led to technical knowledge, and that knowledge eventually became the foundation of a business.

HoganHost’s current ambitions are considerably larger than the company Hogan started in 2019. Its expanding portfolio, international domain accreditations, acquisition of ZuumHost and growing presence in the African digital infrastructure space point to a company still evolving.

Yet at the centre of that evolution is the same principle that shaped Hogan’s early career: learning by doing.

The young blogger who once explored websites out of curiosity could not have known exactly where that interest would lead.

Today, the result is a technology company with ambitions that extend beyond the market in which it began.

And Hogan’s journey from self-taught blogger to Pan-African tech founder offers a different kind of technology success story—one built not around a conventional technical education, but around curiosity, persistence and the willingness to turn what he was learning into something of his own.

Mary Nnah

Fashion designer and creative director Jennifer Okenyi is expanding her presence across the UK fashion landscape through runway presentations, creative collaborations and community-focused initiatives.

Founder and Creative Director of JNwany, Jennifer Okenyi began her fashion career in 2017. Her recent work reflects both sides of her professional identity: developing JNwany as a fashion label while creating opportunities for other designers and creatives.

In February 2026, Jennifer Okenyi presented a 10-look JNwany collection in London through Fashion Synergy during the London Fashion Week season. The presentation added to the brand’s growing visibility, with JNwany also receiving editorial exposure through publications including Darling Magazine and Arrant Magazine.

The label is scheduled to return to London in September for another runway presentation, continuing Jennifer Okenyi’s work of presenting JNwany to new fashion audiences.

Away from her own runway presentations, Jennifer Okenyi is also behind the Belfast Emerging Fashion Showcase, taking place on September 5 at Malone House in Belfast, UK.

The initiative brings together designers, models, fashion graduates and creative professionals, creating a platform for runway exposure, portfolio development, networking and greater visibility for fashion talent across Northern Ireland, the wider UK and Ireland.

Community and creative collaboration is central to the project. The showcase has developed collaborations with Glow NI and Black Diamond Initiatives, alongside participation from fashion graduates from Ulster University.

The initiative comes at a relevant time for British fashion. The British Fashion Council’s BFC 2030 strategy has placed greater emphasis on UK-wide participation and strengthening connections between fashion education, industry and regional creative communities, contributing to a wider conversation about fashion opportunities beyond London.

Jennifer Okenyi’s work across London and Belfast reflects that changing landscape.

While JNwany provides the platform for her work as a designer, the Belfast Emerging Fashion Showcase demonstrates another aspect of her growing industry profile — bringing creatives together and creating opportunities that extend beyond her own label.

With a London runway presentation completed in February, the Belfast showcase approaching in September and another JNwany presentation scheduled in London later that month, Jennifer Okenyi is building a fashion profile that connects design, industry visibility and creative community.

Mary Nnah

The newly elected Chairman of the Nigerian Community Greater Manchester (NCGM), Otunba Dele Bashiru-Kaka, has announced an ambitious institutional shift positioning diaspora-led development alongside global multilateral frameworks.

Succeeding Otunba Abiola Kumoye, Bashiru-Kaka’s administration is rolling out a comprehensive reform agenda to drive continental advancement.

As part of this forward-looking vision, the new chairman promises to align with NiDCOM, SDGs and other development agencies to establish operational routes where professionals in Manchester can actively channel investments, technological innovations, and human capital into critical development programs.

“Our administration will be anchored on a united leadership rooted in quality, inclusivity, and a shared unity of purpose,” Bashiru-Kaka declared, emphasizing that strict constitutional governance and absolute transparency will anchor these international institutional relationships.

The new NCGM development blueprint focuses on four core development areas:

Forging Global Partnerships For Sustainable Development

Executing the core strategy where the new chairman plans a revitalized alignment with NiDCOM, SDGs and other development agencies to implement sustainable demographic and structural projects.

Driving Youth And Talent Circulation Across Borders

Transforming traditional brain drain into “brain circulation” by developing educational, career, and mentorship pipelines for the next generation. (SDGs 4 & 8)

Strengthening Structured Local Welfare Systems

Upgrading the community’s internal safety nets to deliver respectful, dedicated care systems for elderly diaspora residents. (SDG 3)

Ensuring Institutional Stewardship And Accountability

Introducing open financial frameworks, audited performance metrics, and direct community-feedback loops to ensure organizational accountability. (SDG 16).

Mary Nnah

Children of Rural Africa (CORAfrica), a non-profit organisation founded by Fr. Peter Obele Abue, is strengthening access to education for children in underserved communities through school development, scholarship programmes and vocational training initiatives across Cross River State.

The organisation describes education as the foundation of its community development strategy, saying quality learning opportunities can help reduce poverty while improving health, economic prospects and social wellbeing for children and their families.

According to CORAfrica, its educational programmes are designed to provide holistic learning that promotes academic achievement, personal development and moral values. The organisation says its schools also encourage creativity, critical thinking and practical skills to prepare students for future opportunities.

Among its flagship projects is the John Stilley Secondary School in Victoria, Ikom Local Government Area of Cross River State. Established in 2017 with support from the John and Denis Stilley family, the school has enrolled more than 300 students. CORAfrica said preparations are ongoing for students to participate in the Junior and Senior West African Senior School Certificate Examinations.

The organisation noted that the school has contributed to improving access to education in the community by reducing the distance many children previously travelled to attend school. It also said teacher development programmes, community engagement through the Parents-Teachers Association and agricultural activities have encouraged greater school participation, particularly among girls and young people.

A new classroom block has also helped address accommodation challenges, while sports competitions and agricultural programmes have been introduced to encourage student participation and practical learning.

CORAfrica has also established St. Peter’s Primary School in Adagom 3, Ogoja. According to the organisation, the project emerged from a community empowerment initiative launched in 2021, where parents received farmland through support from the John Stilley Family Trust Fund.

The organisation said participating families cultivated the land to improve household food security, while surplus produce was purchased, processed and redistributed through its empowerment programme. Revenue generated from the initiative contributed to the establishment of St. Peter’s Primary School, which now provides education for children from both refugee and host communities who are unable to afford school fees. The school was registered with the appropriate education authorities in June 2021.

To support learning, CORAfrica said it has constructed a six-classroom school block, supplied desks for more than 300 pupils, and provided books, learning materials and stationery. Pupils also receive daily meals and refreshments as part of the school’s support programme.

Beyond classroom education, the organisation operates a scholarship scheme for orphaned and vulnerable children living in rural communities. Applicants are assessed through a verification process, while recommendations are required from recognised community leaders, including parish priests, pastors or traditional rulers.

CORAfrica also provides scholarships for members of its workforce seeking professional training, with beneficiaries expected to return and continue serving the organisation after completing their studies.

Founded in 2006 while Fr. Peter Abue was completing a doctorate in International Development at Cornell University in the United States, CORAfrica has continued to expand its activities in Nigeria through its Community Education Centre (CEC) model. The initiative integrates education with healthcare, agriculture and livelihood support, with the aim of improving long-term outcomes for children and rural communities.

According to the organisation, its long-term goal is to create sustainable opportunities that enable children and families in underserved communities to access quality education while developing the skills and resources needed to improve their quality of life.

Mary Nnah

The maiden edition of the Imo State Unity Cup came to a successful close on Friday, July 24th, 2026 with Imo State University (IMSU) emerging champions after defeating Alvan Ikoku Federal University of Education 3–2 in an exciting final at the Dan Anyiam Stadium,
Owerri.

The month-long tournament brought together eight tertiary institutions across Imo State, providing a platform that celebrated football, promoted healthy competition, and fostered unity among students.

Earlier in the day, the Federal University of Technology Owerri (FUTO) secured third place after defeating Federal Polytechnic Nekede 2–1 in the third-place playoff. As champions, IMSU received ₦1 million, while Alvan received ₦750,000 and FUTO took home ₦500,000.
The grand finale attracted an estimated 4,000 spectators, while the tournament recorded an estimated 13,500 attendees across all match days, reflecting the enthusiasm and support the competition received from students and the wider Imo community.

Representing the Governor of Imo State at the grand finale, Deputy Governor, Her Excellency Lady Chinyere Ekomaru, commended the participating institutions for their sportsmanship and praised the organisers and sponsors for creating a platform that positively engages young people.

“I want to thank the schools that competed until the final. Thank you immensely for using your youthful energy so resourcefully,” she said while congratulating IMSU on their victory and encouraging students to continue embracing opportunities that promote unity and personal development.

As title sponsor, used the tournament to engage directly with students through on-ground activations, branded experiences, merchandise distribution, and educational sessions introducing attendees to the platform. Students also participated in social media
challenges, created user-generated content, and interacted with the OneDosh team throughout the competition.

Reflecting on the tournament, a lead from OneDosh, described the inaugural edition as a success.

“Seeing students from different institutions come together with so much excitement, energy and unity was exactly what we hoped to achieve. Beyond football, this tournament created an opportunity to connect with young people in a meaningful way, and we’re proud to have been part of something that brought communities together.”

The event was attended by several dignitaries, including the Deputy Governor of Imo State, the Commissioner for Sports Development, the Commissioner for Youth Development and Talent Hunt, members of the Imo State House of Assembly, university management representatives, sports administrators, student leaders, and other stakeholders.

The successful conclusion of the maiden Imo State Unity Cup reinforces the tournament’s objective of promoting unity, sportsmanship, youth engagement, and community development while demonstrating OneDosh’s continued commitment to supporting initiatives that create lasting value for young Nigerians.

About OneDosh

is a global finance platform that enables individuals and businesses to receive, manage, and spend money across borders through innovative financial solutions, including USD wallets, virtual accounts, stablecoin wallets, and global payment cards.

Mary Nnah

Segilola Resources Operating Limited (SROL), a subsidiary of Thor Explorations Ltd. and operator of Nigeria’s first large-scale commercial gold mine, has handed over nine commercial minibuses under the second phase of its Youth Empowerment Transport Scheme and provided targeted business support to beneficiaries across its host communities as part of its 2026 Youth Empowerment Programme.
The second phase builds on the success of the maiden edition, reinforcing SROL’s commitment to expanding access to sustainable income-generating opportunities for members of its host communities. Under the second phase, SROL presented three commercial minibuses each to beneficiaries from Iperindo, Odo-Ijesha, and Imogbara. The vehicles will enable beneficiaries to establish commercial transportation businesses, creating sustainable livelihoods and contributing to economic activity in their communities.

Beyond expanding its transport empowerment initiative, SROL also provided business support to beneficiaries of previous editions of the Youth Empowerment Programme. From Imogbara community, Kayode Temitope, an aluminium fabricator who received equipment under the 2025 Youth Empowerment Programme, was provided with a generator to improve productivity and business operations. From Iperindo community, Akinrotimi Seun Michael, a cobbler who completed both beginner and advanced vocational training under the 2023 programme, received materials and a filing machine to increase production capacity and support business growth.

Speaking during the handover ceremony, Engr. Sikiru Haruna, Mines Manager at SROL, reaffirmed the company’s commitment to empowering host communities through sustainable livelihood initiatives. He said, “At Segilola Resources Operating Limited, we believe lasting community development begins with investing in people. Through our Youth Empowerment Programme, we are equipping members of our host communities with the tools, resources, and opportunities they need to build sustainable businesses, improve their livelihoods, and contribute meaningfully to the economic development of their communities. Our commitment is to create opportunities that continue to deliver value long after today’s intervention.”
Expressing his appreciation, James Adejugbagbe, a beneficiary of the second phase of SROL’s Youth Empowerment Transport Scheme, said, “Receiving this vehicle is a life-changing opportunity for me and my family. It gives me a reliable means of earning a living and the confidence to build a sustainable business. I sincerely appreciate Segilola Resources Operating Limited for investing in our future and creating opportunities that will positively impact our communities. We are committed to making the most of this opportunity and using it to improve our lives and support our families.”
The Youth Empowerment Programme is implemented under SROL’s Community Development Agreement (CDA). Through the CDA, the company works in partnership with host communities to implement initiatives that promote sustainable livelihoods and inclusive socio-economic development. By investing in enterprise development and livelihood opportunities, SROL continues to strengthen local economies and create lasting impact across its host communities in Osun State.

Mary Nnah

As part of its second anniversary celebration, Edala Development has extended its impact beyond property development by supporting small business owners in Sabo, Lagos Mainland, with the distribution of essential items.

The initiative benefited market women, food vendors, artisans, and local entrepreneurs, equipping them with practical resources to make their daily business activities more efficient and sustainable. Edala Development distributed gas cookers, gas cylinders, standing fans, microwaves, umbrellas, and other essential items to members of the business community.

The outreach reflects Edala Development’s belief that meaningful development extends beyond constructing buildings to creating lasting value for the communities where it operates.

Speaking on the milestone, the Chief Executive Officer of Edala Development, Temidayo Oloyede, said the company’s second anniversary was an opportunity to appreciate the communities that have contributed to its growth.

“As we celebrate two years of Edala Development, we wanted this milestone to be about more than our achievements as a business. Our journey has been made possible by the people and communities around us, and giving back is one way of expressing our appreciation. We believe development should improve lives, create opportunities, and leave a positive impact beyond the buildings we deliver.”

Over the past two years, Edala Development has established itself as a versatile real estate brand with a growing portfolio spanning residential developments, commercial spaces, and hospitality solutions. The company’s footprint now includes premium developments and more than 80 professionally managed shortlet apartment units across strategic locations including Ikeja, Surulere, Yaba, and Lekki.

Chief Operating Officer, Samuel Olatunde, said the company’s growth has been driven by a commitment to excellence, innovation, and community impact.

“This anniversary is a celebration of everyone who has been part of our journey, including our clients, partners, employees, and the communities where we operate. While we remain committed to delivering quality real estate developments and hospitality solutions, we also recognize our responsibility to contribute meaningfully to the everyday lives of the people around us. That balance will continue to define the Edala brand.”

Through its commitment to innovation, quality, and customer-focused solutions, Edala Development continues to create spaces that serve homeowners, investors, businesses, and hospitality seekers while contributing to the growth of Lagos’ real estate landscape.

As the company enters its third year, Edala Development says it remains focused on expanding its portfolio, delivering value-driven real estate solutions, and building a brand whose impact is measured not only by the properties it develops but also by the communities it empowers.

Mary Nnah

Following a string of acclaimed theatrical productions, award-winning theatre director Austine Onuoha returns with his newest stage play, National Cake, a gripping political satire that promises to entertain, provoke thought, and spark conversations about power, leadership, and the Nigerian experience.

Produced by Tobenna Amechi and Ihuoma Daniel-Onuoha, “National Cake” will be staged every weekend throughout August 2026 at Terra Kulture, Victoria Island, Lagos, in collaboration with Nevana productions, Terra Kulture and OneFusion.

With his signature blend of compelling storytelling, humour, music, and emotional depth, director Austine Onuoha crafts a theatrical experience that reflects the realities of a nation where ambition, politics, and the struggle for the “national cake” collide.

The production invites audiences to laugh, reflect, and question the systems that shape everyday life while celebrating the resilience of the Nigerian spirit.

Bringing this timely story to life is an exceptional ensemble featuring Stanley Okeke, Chinonso Young, Rodiat Lawal, and May Okanigbe, whose dynamic performances promise to captivate audiences from curtain rise to final bow.

Speaking on the production, director Austine Onuoha describes National Cake as more than entertainment.“National Cake is a mirror. It uses satire and humour to expose our collective realities while reminding us that every citizen has a role in shaping the future of our nation. We want audiences to leave the theatre laughing, thinking, and inspired.

”The production is spearheaded by producers Tobenna Amechi and Ihuoma Daniel-Onuoha, whose commitment to championing bold Nigerian stories continues to strengthen the country’s growing theatre landscape. Their collaboration with Terra Kulture and OneFusion reflects a shared vision of creating world-class theatrical experiences that resonate with contemporary audiences.

As one of Lagos’ most anticipated theatrical events of the season, National Cake is expected to attract theatre lovers, young professionals, creatives, policymakers, students, and families seeking an unforgettable blend of comedy, drama, and social commentary.

With its rich performances, witty dialogue, and relevant themes, National Cake reaffirms Austine Onuoha’s reputation as one of Nigeria’s most exciting contemporary theatre directors, continuing his tradition of producing works that challenge, entertain, and inspire.

By Mary Nnah

Lagos-based fintech startup ChatPay has opened its public waitlist and launched its “Founding 2,500” programme as it prepares to introduce banking services through WhatsApp.

The company said the platform is designed to enable users to send money, pay bills, buy airtime and manage business transactions within WhatsApp conversations, subject to the completion of regulatory approvals and integration with licensed banking partners.

According to ChatPay, the platform is operated by CP Technology Limited and is currently undergoing a phased rollout ahead of its planned public launch.

The company said the initiative is intended to simplify access to financial services by leveraging WhatsApp, which it estimates is used by more than 50 million Nigerians monthly.

Speaking on the idea behind the platform, Product Lead and Co-founder, Adeoluwasubomi Odebunmi, said the concept emerged while she was studying Software Engineering at Babcock University.

“I saw the gap while I was still in school—how much friction there was just to move money. I didn’t want to just study the problem. I wanted to help fix it,” she said.

Odebunmi said she had previously worked on software solutions spanning e-commerce, real estate management, school administration and artificial intelligence applications before co-founding ChatPay.

Growth Lead and Co-founder, Aseoluwa Siyanbola, said his experience managing Nigerian bank accounts while studying abroad highlighted some of the challenges users face with digital banking services.

According to him, difficulties such as one-time password (OTP) failures and inconsistent banking applications inspired the team to explore conversational banking solutions.

“We each encountered similar challenges and came together to build a solution that simplifies everyday financial transactions,” he said.

Tech Lead and Co-founder, Abraham William, said the company is focused on improving access to financial services through a platform that many Nigerians already use daily.

“We want to make financial services easier to access by allowing people to carry out transactions through a familiar messaging platform,” he said.

William said he oversees the company’s engineering, technology strategy and system architecture.

ChatPay said its services will be introduced in phases as regulatory requirements are met and integrations with banking partners are completed.

The company added that its newly launched “Founding 2,500” programme will enable selected early users to test features, provide feedback and participate in product development before the platform’s wider rollout.

According to the company, interested users can register for the waitlist and the Founding 2,500 programme through its website.

Founded by Odebunmi, Siyanbola and William, ChatPay said its long-term goal is to expand conversational banking services beyond Nigeria into other African markets after its domestic rollout.

By Mary Nnah

South Sudanese model Wal Lat Ruop is rapidly establishing himself as one of fashion’s most promising new faces after rising from Kenya’s Kakuma Refugee Camp to the runways of some of the world’s biggest luxury brands.

In just a few seasons, the 23-year-old has walked for internationally acclaimed fashion houses including Prada, Louis Vuitton, Maison Margiela, Saint Laurent, Givenchy, Amiri, Loewe, Bally, Lacoste, Casablanca, Maison Valentino, and Ann Demeulemeester, earning recognition as one of a new generation of African models making an impact on the global fashion industry.

His growing portfolio, documented by leading fashion platforms Models.com and runway archive Tag-Walk, reflects a career that has gathered remarkable momentum since his international breakthrough in 2023.

Born on January 28, 2003, in Rubkona, South Sudan, Ruop’s story began far from the glamour of Paris, Milan and New York Fashion Weeks. During his childhood, his family fled conflict and settled in Kakuma Refugee Camp in northwestern Kenya, one of Africa’s largest refugee settlements.

Raised alongside three brothers and three sisters, Ruop spent much of his early life navigating the realities of displacement. His father died in 2018, years before his modelling career began, leaving the family to face further hardship.

His life took an unexpected turn at the age of 19 while living in Eldoret, Kenya, when he was discovered by RADG Models Management, a Barbados-based agency that recognised his potential and connected him to opportunities on the international stage.

That opportunity quickly transformed into a breakthrough.

According to his published biography, Ruop’s debut for Prada in January 2023 marked the beginning of a career that has since accelerated at an impressive pace.

Within months, he had secured appearances in major collections, including Maison Margiela Fall/Winter 2023, Louis Vuitton Fall/Winter 2023, Saint Laurent Men’s Fall/Winter 2024, and Prada Men’s Spring/Summer 2026.

His appearance in Maison Margiela’s Fall/Winter 2023 presentation was particularly significant. The show was directed by legendary designer John Galliano, styled by Olivier Rizzo, with beauty direction led by internationally renowned makeup artist Pat McGrath, placing Ruop among one of fashion’s most celebrated creative productions.

Ruop’s rise also reflects a broader shift within the fashion industry, where South Sudan has become one of the world’s most influential sources of modelling talent.

Trailblazers including Alek Wek, Adut Akech, and Anok Yai have helped reshape global beauty standards while opening doors for a new generation of African models. Ruop now joins a growing list of South Sudanese talents attracting international attention on some of fashion’s biggest stages.

His journey also highlights a wider industry trend of global modelling agencies increasingly scouting talent across East Africa, including refugee communities. While these opportunities have transformed many lives, they have also sparked conversations about the importance of safeguarding young models and ensuring they receive adequate support as they navigate the demands of the international fashion industry.

Away from the runway, Ruop connects with followers through his social media platform under the name “Papa Lunar,” where he shares glimpses of his professional journey, editorial work and collaborations. He also maintains an active professional portfolio on Models.com.

For Ruop, the journey from Kakuma Refugee Camp to the world’s leading fashion capitals represents more than personal success. It stands as a testament to resilience, determination and the power of opportunity, demonstrating how talent can emerge from the most unlikely circumstances to reach the highest levels of the global fashion industry.

… further international awards in the first half of 2026

Global industry recognition reinforces APO Group’s position as Africa’s leading communications consultancy

APO Group has been recognised with five internationalindustry awards in the first half of 2026, headlined by a Goldaward at the Africa SABRE Awards, one of the most rigorously judged standards in global public relations.

The Gold SABRE was awarded for APO Group’s campaign for GITEX Africa Morocco 2025.

The campaign generated more than 3,600 media placements across African and international outlets and strengthened Morocco’s positioning as a leading emerging technology hub.

The Africa SABRE Awards are judged by senior communications professionals from across the world and are widely regarded as the highest standard of peer recognition in the industry.

APO Group also received a Gold Stevie Award for Most Innovative Public Relations Agency of the Year. The Stevie judges cited campaigns delivering over USD 1.2 billion in PR value and more than 1,500 media features.

Two Global Brand Awards recognised APO Group’s integrated communications approach and its results for the Global Africa ������Ƶ Initiative.

The World ������Ƶ Outlook Awards named APO Group South Africa’s top public relations and media consultancy for the third consecutive year.

In addition, APO Group’s campaigns for GITEX Africa Morocco 2025 and the Basketball Africa League were shortlisted for international industry awards during the first half of 2026, further recognising the consultancy’s work across the continent.

Together, these distinctions reflect a consistent pattern: independent global judges have repeatedly confirmed that APO Group delivers measurable results in African markets, not presence alone.

Chief Executive Officer of APO Group, Bas Wijne, said: “Awards matter to us only when they reflect client outcomes. A SABRE Gold is judged on placements, reach, and business impact, not on the quality of the entry. That is the standard we hold ourselves to, and it is the standard any organisation appointing a communications partner in Africa should demand.”

APO Group’s model combines senior advisory with on-the-ground execution and guaranteed visibility through Africa Newsroom, its owned newswire, which distributes to more than 250 Africa-focused platforms and connects organisations with 450,000+ journalists, analysts, investors, and policymakers worldwide.

That structure gives clients one accountable partner and verified reach across all 54 markets in which APO Group operates.

��
The smell of fresh leather hit you first. Then came the sound: the steady tap of a craftsman’s hammer, the buzz of a 3D pattern printer, and Afrobeats under a runway light.��For two days, the��Ecobank Pan African Centre, Lagos,��was not just hosting a fair. It was hosting a shift.��At the 9th Lagos Leather Fair 2026, Nigerian artisans sat on panels with CITES lawyers. Gen Z designers learned AI from tech consultants. And buyers from London and Dubai ran their hands over hand-stitched bags made in Aba and Ibadan.��This was no longer about “local craft.” This was about global standards, digital tools, and a $1 billion industry finally claiming its seat.��The message of LLF2026 was clear: African leather has left the workshop. It’s headed for the world.��Writes�� Mary Nnah
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For two days, the Ecobank Pan African Centre in Lagos��did not feel like a venue. It felt like a living ecosystem. On Saturday, June 27 and Sunday, June 28, the 9th edition of the Lagos Leather Fair, LLF2026, turned leather into language��–��a language of policy, technology, commerce, and culture spoken fluently by artisans, buyers, policymakers, and innovators who flew in from across Africa and beyond.
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This was not just a showcase of bags and shoes. It was a statement. After nine years of convening, LLF has moved the Nigerian leather sector from conversation about potential to construction of systems.
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The theme was clear in every panel, demo, and runway walk: if African leather will sit on premium global shelves, it must be compliant, competitive, and crafted with intention.
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Opening With Purpose and Partnership
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The fair began with an exclusive VIP opening that set a serious tone.
The Honourable Minister of Industry, Trade and Investment, Dr. Jumoke Oduwole, stood before designers, financiers, and development partners and reiterated the federal government’s commitment to scaling local value chains and creating an enabling environment for MSMEs to thrive beyond Nigeria’s borders.
Her presence, and that of institutions like UNDP and Ecobank, signaled that leather is no longer being treated as craft alone. It is being treated as industry.
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In her welcome address, founder Femi Olayebi reflected on the journey since 2017. She spoke of frustration with fragmented supply chains and limited visibility, and of possibility in the talent that has always existed across the value chain. Her words cut through the optimism with realism.
“Buildings do not build industries. Machines alone do not create ecosystems. The right blueprint needs to be put in place.” That blueprint was what the next 48 hours set out to deliver.
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A mini runway during the opening previewed what was to come��–��structured luxury, heritage textures, and designs that refused to choose between African identity and global aesthetics.
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The Law Is The New Luxury
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By midday on Day 1, the energy shifted from celebration to strategy. The panel “Exportation & Compliance: Navigating the Legal Landscape of Exotic and Other Skins”��brought legal experts, sustainability auditors, and trade compliance officials to one table. The discussion was unglamorous and essential.
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For years, Nigerian brands have struggled to access Western and Asian retail because of gaps in documentation, traceability, and adherence to CITES regulations governing exotic skins.
The panelists were direct. Ethical sourcing is not optional. Environmental audits are not a buzzword. Without strict adherence to international standards, the most exquisite piece made in Lagos will not clear customs in Paris.
The message landed because it was paired with solutions. Attendees left with a clearer understanding of treaties, certifications, and the kind of record-keeping that turns a workshop into an export-ready business. Compliance, they were told, is the new passport to luxury retail.
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From Workshop to World Markets With Data and AI
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If compliance opens the door, technology determines how fast you can walk through it. That was the focus of the LLF2026 Masterclass on Day 1, titled “From Workshop to World Markets: Data, Artificial Intelligence & Export Economics.” Industry leaders walked attendees through how data analytics can forecast global fashion trends, how AI can streamline online marketing, and how digital tools can automate custom sizing for customers thousands of miles away.
The goal was not to erase the artisan. It was to amplify them.
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The conversation continued on Day 2 with “The Future of Leather Working: AI-Assisted Techniques and Innovations” led by Elijah Moses.
He demonstrated digital pattern-making and smart manufacturing processes that reduce material waste, increase production speed, and improve sustainability metrics. For many small and medium brands in the room, it was the first time they saw a clear path to scale without losing quality.
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The message was consistent across both days. Nigerian leather can compete with fast-fashion giants not by copying them, but by combining heritage craftsmanship with intelligent systems.
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Craftsmanship at the Center
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Amid the policy and the tech, LLF2026 kept its hands in the work. The Commerce Hub ran from morning till night as designers engaged directly with wholesale buyers and retail customers, generating revenue and building relationships in real time.��At the Maker’s Bench and the LLF��Atelier, master craftsmen worked live, cutting, stitching, and finishing leather while explaining the decisions behind every seam. It was a reminder that innovation does not replace skill. It serves it.
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The Signature Piece Challenge brought the audience into the process. Through open voting, attendees selected the most innovative piece of the fair, giving emerging designers immediate insight into consumer preference. It was democratic, it was transparent, and it was a practical lesson in product-market fit.
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The Runway as a Visual Manifesto
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The crescendo of Day 1 was the runway. This was not just a show. It was a narrative. Brands including Mhose, Chrisbeks, Sole Inspiration, Zamany Accessories, and FemiHandbags presented collections that moved between avant-garde silhouettes and timeless luxury accessories.
The pieces spoke in two tongues at once��–��the texture and story of Africa, and the cut and finish of global luxury. Critics in the front row nodded. Buyers took photos. The standing ovations confirmed what many already knew: African design has matured. It is no longer asking for a seat. It is setting the table.
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Scaling Brands, Building Systems
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Day 2 began with commerce and ended with recognition, but the middle was dedicated to the hard work of scale. In the fireside chat “From Local Roots to Global Reach: Building a Scalable Leather Brand,” industry stalwarts��Abubakar Sanusi, Niyi Abiola, Tejumola Maurice-Diya, and Isi Braimoh, moderated by Olawoyin Samuel, spoke candidly about supply chain bottlenecks, quality control, and leveraging cross-border trade agreements. They did not romanticize the journey. They named the gaps and then named the ways to close them.
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Access to finance, consistent raw material supply, and meeting international quality benchmarks were recurring themes.��That theme was reinforced by partners on the ground. Mrs. Omoboye Odu of Ecobank spoke to financing pathways for SMEs.
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Representatives from the Bank of Industry and the Development Bank of Nigeria signaled that capital is available for brands that can demonstrate structure and compliance.
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Ms. Elsie Attafuah of UNDP connected the dots between industrialization, regional trade under AfCFTA, and the Sustainable Development Goals. The message across institutions was the same. The ecosystem is ready to invest, but the industry must meet it halfway.
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Honouring the Builders
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The grand finale on Sunday night was the LLF Awards, a moment to name the people doing the work. Sole Inspiration was named Brand of the Year. Mona Matthews took Women’s Footwear Brand of the Year, and January by Wande won Men’s Footwear Brand of the Year. Nichole by Haguanna was recognized as Handbag Designer of the Year. HankerandReech Leather Goods received the Excellence in Artisanal Craftsmanship Award. Maliko was honoured for Best Use of Social Media, a nod to the power of storytelling in building modern brands.
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Elastan Signature was named Emerging Leather Designer of the Year. Elisha Kuranga won the Signature Piece Challenge Award. ��The Leather Change Maker Award was presented to Obiora Ononye of Obi Leather and Obafemi Olayebi of FemiHandbags, honouring years of quiet work strengthening the value chain from sourcing to training to market access.
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��Each award carried weight because it was given in a room full of people who understand what it takes to build in this sector.
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Nine Years of Laying Foundation
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When LLF launched in 2017, projections suggested Nigeria’s leather sector could generate up to one million USD by 2025, but the path was unclear. The industry was burdened by misconceptions, limited awareness, and a lack of a unifying platform. LLF was created to change that narrative. More than an event, it became a convening force that brings designers, manufacturers, suppliers, policymakers, and investors under one roof every year.
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LLF2026 closes with a reinforced roadmap. The sector must continue to adapt technologically, scale structurally, and hold the line on craftsmanship. The fair proved that these are not competing priorities. They are interdependent. You cannot export without compliance. You cannot scale without technology. And you cannot compete globally without the quality that only human hands can deliver.
As the lights dimmed on the final runway and the last award was handed out, the feeling in the room was not finality. It was momentum.
��Lagos Leather Fair 2026 did not just celebrate where African leather is. It mapped where it is going. And for the hundreds of artisans, founders, and partners who walked through��the��Ecobank Pan African Centre��over those two days, the direction is now clear.

By Mary Nnah

The legacy of late Nigerian sculptor Reuben Ugbine continues to find expression through the work of his son, Karo Ugbine, a visual artist whose practice combines contemporary art with efforts to preserve his father’s contributions to Nigerian art.

Reuben Ugbine was recognised for his terracotta sculptures, wood carvings and figurative works that explored themes rooted in Nigerian culture and society. His works remain part of collections and exhibitions that have contributed to discussions on contemporary African art.

Having grown up around his father’s studio, Karo Ugbine says he was exposed from an early age to the discipline and craftsmanship associated with sculpture and other visual art forms. Those experiences, he notes, have continued to influence his artistic approach and professional outlook.

Working primarily as a visual artist, Karo’s portfolio includes paintings, interior art installations and other creative projects. His works often reflect themes of identity, cultural heritage and storytelling through contemporary artistic expression.

Beyond his personal practice, Karo is involved in creative enterprises, including KU Originals Limited and Mural Planet, through which he undertakes interior art and design projects. The ventures seek to integrate visual art into residential and commercial spaces while promoting contemporary African aesthetics.

A significant aspect of his work is the preservation of his father’s artistic legacy. According to him, this extends beyond safeguarding completed artworks to documenting their historical context, preserving archival materials and promoting public appreciation of the artist’s contributions.

He believes preserving artistic heritage requires continuous documentation, education and engagement to ensure that future generations understand the cultural and historical significance of such works.

Observers say this approach reflects a growing interest among younger Nigerian artists in combining contemporary creative practice with the preservation of cultural heritage.

Karo has also spoken about the importance of distinguishing documented historical records from personal recollections when discussing his father’s life and career, maintaining that accuracy is essential in preserving artistic history.

As Nigeria’s creative industry continues to expand and African art attracts increasing international attention, artists and cultural practitioners are placing greater emphasis on preserving the works and histories of notable figures whose contributions have shaped the country’s artistic landscape.

For Karo, the task is both professional and personal. While continuing to develop his own artistic identity, he also remains involved in initiatives aimed at sustaining public awareness of his father’s body of work and its place within Nigeria’s visual arts history.

His work illustrates how artistic traditions can be carried forward while adapting to contemporary realities, reflecting an ongoing dialogue between cultural preservation and modern creative expression.

Development advocate Seleake Tarilah Alamieyeseigha has called for a fundamental restructuring of the Niger Delta’s economy, urging governments, policymakers and private investors to embrace industrialisation, technological innovation and human capital development as the foundation for the region’s long-term prosperity.

In a policy intervention on the future of the oil-rich region, Alamieyeseigha argued that continued dependence on crude oil is unsustainable, stressing that the Niger Delta must reposition itself to compete in the Fourth Industrial Revolution through a diversified, innovation-led economy.

“The economic future of the Niger Delta depends not on the continued extraction of finite natural resources, but on our capacity to build a diversified, innovation-driven economy anchored on technology, industrial productivity, institutional excellence and human capital,” he said.

He noted that the changing global economic landscape demands a new development strategy, pointing out that countries recording sustained growth are investing heavily in research, advanced manufacturing, renewable energy, digital infrastructure and knowledge-based industries.

According to him, the Niger Delta must move beyond exporting raw materials by developing high-value industries capable of creating jobs, increasing productivity and strengthening domestic value addition.

To achieve this, Alamieyeseigha proposed the development of integrated industrial corridors, petrochemical value chains, marine engineering clusters, agro-industrial processing zones, fabrication facilities, logistics hubs and renewable energy manufacturing ecosystems.

Describing technology as the foundation of modern economic competitiveness, he advocated increased investment in artificial intelligence, cloud computing, data infrastructure, cybersecurity, biotechnology, automation, geospatial technologies, financial technology and digital public infrastructure.

“Technology is no longer a standalone sector; it is the foundation of economic competitiveness,” he said, adding that such investments would position the region to participate meaningfully in the Fourth Industrial Revolution.

Alamieyeseigha also called for stronger collaboration among universities, research institutions, industry, government and venture capital firms to create an innovation ecosystem capable of commercialising research, financing innovation and protecting intellectual property.

On human capital development, he urged governments to align education with labour market demands by strengthening science, technology, engineering and mathematics (STEM), technical and vocational education, digital literacy, applied sciences and entrepreneurship.

“Our institutions must produce graduates who create industries rather than merely seek employment,” he stated.

He further identified reliable electricity, efficient transport networks, modern seaports, broadband connectivity, industrial water systems and logistics infrastructure as critical enablers of industrial growth, saying they would reduce business costs, improve productivity and attract investment.

Beyond oil and gas, Alamieyeseigha identified agriculture and the blue economy as major drivers of economic diversification, calling for greater investment in mechanised agriculture, precision farming, agro-processing, export-oriented value chains, maritime logistics, aquaculture, coastal tourism, offshore services and marine biotechnology.

He stressed that industrial development must be pursued alongside environmental sustainability through environmental remediation, clean energy technologies, circular economy principles and climate-resilient infrastructure.

The development advocate also emphasised the importance of transparent governance, policy consistency, regulatory certainty, fiscal discipline and evidence-based public administration, describing strong institutions as essential to sustainable economic transformation.

According to him, while the private sector should remain the principal engine of growth, governments must provide strategic direction through enabling regulations, infrastructure investment, public-private partnerships, innovation funds and targeted investment incentives.

Expressing optimism about the region’s future, Alamieyeseigha said the Niger Delta possesses the comparative advantages to emerge as West Africa’s leading hub for advanced manufacturing, energy innovation, maritime commerce, digital technology and industrial research.

“The Niger Delta can become more than Nigeria’s energy hub. It can become its foremost centre of innovation, industrial excellence, technological leadership and sustainable economic development,” he said, adding that achieving this vision would require disciplined implementation, institutional reforms and sustained investment in the productive capacity of the region’s people.

Mary Nnah

Thirty-eight founding leaders of the Otoge Movement have stated that the movement was built by ordinary Kwarans through years of sacrifice, grassroots mobilisation, and commitment.

They expressed concern that recent activities by the G15 group risk misrepresenting that history. In a joint statement issued on Thursday, the founders said the Otoge movement remains the collective effort of millions of Kwarans who came together in 2019 for accountability, development, and better governance.”The Otoge movement was not created to serve individual interests. It belongs to every Kwaran who remained committed to the struggle before, during, and after 2019,” the statement said.

“No individual or group can lay exclusive claim to the movement’s identity or legacy.”The leaders noted that many members of the G15 travelled to Ilorin recently for a gathering. According to them, such brief visits do not reflect the years of work done by those who stayed and sustained the movement from the beginning.
“History cannot be rewritten through occasional appearances. Ownership comes from consistency and service at the grassroots,” they said.
The founders also referenced two recent gatherings in the state. They described one as a large community rally that brought together thousands of members and supporters, which later proceeded to the Emir of Ilorin’s Palace to seek royal blessings.

They contrasted this with the G15 meeting, which they said involved leaders travelling to Ilorin for engagements before returning. They added that an attempt by the G15 to access the Emir’s Palace did not materialize because established palace protocol requires that official visits be scheduled in advance. The leaders stressed that respected traditional institutions should remain neutral and should not be drawn into public disagreements.

They further expressed concern about divisive language and materials circulating, warning that such narratives can weaken unity and mutual respect within the community.
“Hostile rhetoric does not reflect the values on which Otoge was built,” they stated. The founding leaders called for dialogue and urged members of the G15 and other concerned persons with grievances to pursue reconciliation through proper community and constitutional channels, rather than through public campaigns that could undermine collective progress. Reaffirming their commitment to the founding principles, they said: “The Otoge movement remains a people’s movement built on courage, consistency, loyalty, and service, not personal ambition. Anyone seeking to associate with the Otoge name must first demonstrate fidelity to its founding values.

.”The statement was jointly signed by Hon. Raji Atolagbe Muhammad, Alhaji Rahim Alamoyo, Alhaji Issa Amosa Afon, Alhaji Abdullateef Gidado Alakawa, Prof. Abdulraheem Sheu Adaramaja, Alhaji Mustapha Kobe, Alhaji Ibrahim Mogaji, Alhaji Baba Alapa, Alhaji Rasaq Jiddah, Alhaji Abdulganiu Cook Olododo, Alhaji Illiasu Abdulrahman, Alhaji Saadu Salau, Alhaji Abdullah Ahmed Sabi, Alhaji Aliyu Mohamed, Alhaji Saadu Laaro, Elder Abodunrin Kolade Julius, Mohammed Abdullahi Ndako, Baba Santali, Mohamed Abdulrahman Wali, Hon. Ismaila Haliru, Shehu Jibril, Umar Madiu Abubakar, Alhaji Tajudeen Adesina, Hon. Femi Agbaje Whyte, Chief Michael Iyanda, Mrs. Adefila G. O., Alhaji Kareem Owolabi, Luku Ojo, Chief Toyin Dada, Engr. Benjamin Oyeyemi, Aliu Olayinka Theophilus, Benjamin Ayanshola, Hon. Raheem Adedoyin Oloriewe, Olaitan Bashir Ibrahim, Hon. Sodiq Hameed, Dr. Solomon Olaegin, Alhaja Aminat Gbolasere (Iya Ewe), and Wosilat Idowu (Iya Alado).

Mary Nnah

VANITI Lagos, the destination for Lagos’ elite, trendsetters, sexy and beautiful people, is set for another thrilling night of music and entertainment as Nigerian Afrobeats star Shoday takes the stage on Friday, July 10, 2026.

Renowned for delivering premium nightlife experiences, VANITI Lagos will host party lovers for an evening of energetic performances, vibrant ambience and top-tier hospitality.

Shoday is expected to thrill guests with some of his hit songs, bringing his signature energy to one of Nigeria’s leading nightlife destinations.

Doors open at 11:00 p.m