For Franklin Nechi, Chairman of Optiva Capital Partners, the conversation about second citizenship and global mobility is no longer about passports. It is about what African families can do with access – to build businesses, protect opportunity, create impact and leave a stronger legacy for the next generation, writes Victoria Ojiako

There is a moment in every successful person’s journey when the meaning of wealth begins to change. At first, it is about accumulation: buying the property, building the business, growing the investment portfolio, securing the family home. Then, perhaps gradually, the questions become different. Can my business operate beyond my home market? Can my children access the best opportunities available anywhere in the world? Can my family withstand an unexpected economic or geopolitical shock? Can the wealth I have built remain useful across generations?

For Franklin Nechi, Chairman of Optiva Capital Partners, Africa’s foremost investment immigration firm, that evolution is at the heart of the new conversation about global mobility.

Nechi is not particularly interested in the popular perception of a second passport as a status symbol or a convenient travel document. His interest is in what lies behind it: access, preparedness, opportunity and legacy. That perspective has shaped Optiva’s thought leadership throughout 2026, beginning with the theme “Global Mobility as the New Wealth” and evolving into “Driving Wealth, Access and Social Impact Across Africa.”

As the year draws to a close, Nechi believes the conversation has reached its logical destination: “From Access to Legacy: Building the African Family’s Global Future.” The progression is deliberate. Access. Impact. Connection. Legacy. For Nechi, these are not four separate ideas. They are stages in a new African wealth philosophy. “Global mobility as the new wealth has not changed,” he says. “It has deepened. In Q1 we said it as a thesis. Today in Q3/4, we say it as a reality.” Then comes the sentence that perhaps best captures his thinking – “Wealth without access is stranded wealth.”

He explains that during the year, Optiva encountered clients who possessed substantial assets but found themselves constrained when they needed to execute an international business transaction, respond to a medical emergency or secure an educational opportunity for a child. “In 2026, access proved more valuable than asset,” he says. “That reinforced our thesis completely.”

FROM ACCUMULATION TO POSITIONING

For decades, African conversations about wealth have largely revolved around ownership – Land, Buildings, ������Ƶes, Cash, Shares. Nechi believes a new generation is asking a different set of questions. “The old philosophy was accumulation. The new philosophy is positioning,” he says. “The previous generation asked, ‘How much land do you own?’ The next generation will ask, ‘In how many markets can you operate? How many currencies can your family earn and save in? How many doors can your children walk through without a visa barrier?’” That, in his view, is the shift from ownership to access. But Nechi is quick to warn against confusing access with accumulation of travel documents. “Access for its own sake is vanity,” he says. “Access must be converted into three things: opportunity for your business, options for your family, and impact for your community.” It is a distinction that is important. A globally mobile African entrepreneur, in this framework, is not simply someone who can travel easily. It is someone who can use international access to build supply chains, develop partnerships, attract investment, access knowledge and expand into new markets, while continuing to create value at home.

WHEN A PASSPORT BECOMES A STRATEGY

So when does a second passport become more than a travel document? Nechi’s answer is revealing. “The moment it stops being about you and starts being about your family.” He asks prospective clients to think beyond their next trip. “Where do I want my children to live, learn, work and thrive in the next 30 years, regardless of what happens in any one economy?” That changes the conversation entirely. In that context, international residency or citizenship can become part of a family’s broader planning architecture, alongside education, business expansion, investment diversification, succession and risk management. Nechi describes it as potentially an insurance policy, business tool and succession instrument. The underlying idea is simple: prepared families have options. And in an increasingly unpredictable world, options have value.

THE WORLD IS TIGHTENING

But the global mobility landscape is also changing. Governments are demanding greater transparency. Source-of-funds requirements are becoming more important. Due diligence is increasingly sophisticated. Immigration programmes evolve, and some pathways disappear or change their eligibility requirements. Nechi believes Africans entering 2027 must therefore approach global mobility with greater sophistication. He identifies three lessons from 2026. First, the era of what he calls “cheap, casual citizenship” is ending. Governments want transparency, credible applicants and legitimate sources of funds. Second, timing matters. “Windows open and close,” he says. “Those who waited lost opportunities.” Third, professional advice matters more than ever. “In a tightening world, who files your application is as important as what you file.” For prospective investors, his warning is equally direct: beware of promises that appear too good to be true. “If it sounds too cheap and too fast, it will be too risky,” he says. “Credibility is the new currency.” He expects robust jurisdictions with credible legal frameworks, strong due diligence and genuine economic substance to remain important to globally minded Africans in 2027.

THE ENTREPRENEUR WITHOUT BORDERS

Perhaps nowhere is Nechi’s philosophy more visible than in his understanding of African entrepreneurship. The modern African company can be headquartered in Lagos, have customers in Houston, investors in London and a technology team in Nairobi. For such a business, mobility is no longer a luxury. “Mobility is the operating system,” Nechi says. “You can have your headquarters in Victoria Island, but your clients are in Houston, your investors are in London, and your tech team is in Nairobi. Without mobility, you cannot close deals, you cannot build trust.” It is this reality that is changing the profile of the African entrepreneur. The globally competitive entrepreneur of the next decade, Nechi believes, will be globally compliant, globally mobile and globally credible. Such entrepreneurs may operate international business structures and maintain access to multiple markets and currencies, but remain anchored to Africa. “They will be at home anywhere, but their wealth will have an African anchor,” he says.

MOBILITY OR CAPITAL FLIGHT?

One of the more contentious perceptions surrounding global mobility is that obtaining a second citizenship or establishing international assets necessarily represent capital flight. Nechi strongly rejects that interpretation. “Global mobility does not mean capital flight; it means capital circulation,” he says. He argues that international access can allow African entrepreneurs and investors to create new channels for trade, partnerships and investment that ultimately benefit their businesses and communities at home. “Our clients are not moving money out to abandon Africa,” he says. “They are creating global access to bring money back in, through trade, through investment, through partnerships.” In this conception, being globally connected and being deeply African are not competing identities. They can reinforce each other.

THE PATRIOTISM QUESTION

Perhaps the most human dimension of the debate is the persistent suggestion that seeking another citizenship means wanting to leave Nigeria. Nechi sees it differently. He argues that many people who seek greater global mobility are successful precisely because they have built substantial businesses, careers and family lives in Nigeria, and now want to protect and expand those achievements. “Second citizenship is not about leaving Nigeria; it is about ensuring Nigeria does not leave you behind,” he says. For him, the choice is not between Nigeria and the world. It is about being Nigerian and being ready for the world. That sentiment provides a natural bridge to Optiva’s forthcoming Christmas feature in Airline inflight magazine. Its title is “Home for Christmas. Ready for the World.” The phrase captures the essence of Nechi’s philosophy: global ambition need not require disconnection from home. “You can be globally connected without being disconnected from home,” he says.

BUILDING THE NEXT GENERATION

Ultimately, however, Nechi’s conversation keeps returning to the family, the entrepreneur, the parent, the child, the future generation. That is why he believes the final measure of wealth should not simply be what today’s generation owns. It should be what tomorrow’s generation can do. The journey from access to legacy therefore becomes a much bigger proposition. Access gives families choices; connection links those choices to global markets and opportunities; impact turns opportunity into economic and social value; and legacy ensures that the benefits extend beyond one generation. As 2027 approaches, Nechi’s message is therefore less about acquiring a particular passport or choosing a particular destination than about adopting a new mindset. “Do not just build wealth. Build access. Do not just build access. Build impact. And do not just build for today. Build a legacy that will make your children proud to be Africans and ready for the world.”

It is a fitting conclusion to Optiva’s 2026 conversation, and perhaps an appropriate question for every African family contemplating the future, not simply what have we built? But what possibilities have we built for those who come after us?

For Nechi, that is where global mobility ultimately finds its meaning. Not in the document, not in the destination, but in the future that access makes possible.

The state is investing heavily in the health sector, writes JAMES OBUKOWHO EMOEFE

To assess the performance of any government in the healthcare sector, the most useful questions should be: Are hospitals better equipped? Are medical services more accessible? Are there enough medical personnel and professionals? Can ordinary citizens afford treatment? And, perhaps most importantly, are investments producing a health system capable of meeting the needs of the population?

Against these benchmarks, the healthcare interventions under Delta State Governor, Sheriff Oborevwori, present a record that deserves applause.

The Governor’s Chief Press Secretary, Sir Festus Ahon, in a recent media appearance drew renewed attention to a sector that can sometimes be overshadowed by the administration’s highly visible road, bridge and other infrastructure projects. Yet, as the evidence from the administration and independent reports indicates, healthcare has been receiving substantial attention from basic infrastructure to advanced diagnosis.

Ahon disclosed that Delta now has three 1.5-Tesla, helium-free MRI machines, strategically located at Asaba Specialist Hospital, Central Hospital, Warri, and Delta State University Teaching Hospital, Oghara. This is important because sophisticated diagnostic equipment is one of the areas in which patients in Nigeria frequently encounter limitations. Where equipment is unavailable, patients are compelled to travel to other states or, in some cases, outside the country. The cost is not limited to the medical procedure itself; there are expenses for transportation, accommodation, logistics and, frequently, prolonged absence from work.

The administration’s stated objective, therefore, is to move sophisticated diagnosis closer to the patient. This development was not an overnight announcement. In March 2026, the Delta Commissioner for Health, Dr. Joseph Onojaeme, confirmed that the state had procured three 1.5-Tesla MRI machines. He also said the machines were helium-free and designed to address the state’s diagnostic needs.

The state has also expanded CT-scan capacity. Its 2026 budget presentation recorded the procurement and installation of 32-slice and 64-slice CT scanners at Central Hospital, Warri, and DELSUTH, Oghara, after a needs assessment found that the facilities did not have functional CT scanners.

That is a significant distinction. Healthcare infrastructure is not simply about erecting impressive buildings. A hospital without functional diagnostic equipment can remain incapable of providing the level of care its physical structure suggests.

The investment in eight dialysis machines is equally noteworthy. According to reports, the machines were distributed among Asaba Specialist Hospital, Warri and DELSUTH, Oghara. The state also announced measures to reduce dialysis costs in government facilities, with treatment reported at about N45,000 in some centres, compared with substantially higher previous costs. For kidney patients, this is not an abstract policy issue. Dialysis is recurrent treatment, and cost can determine whether a patient continues treatment or abandons it.

One of the more interesting components of the healthcare strategy is the distribution of 25 4D ultrasound machines across the state’s 25 local government areas. That decision addresses an important weakness in healthcare delivery: concentration of advanced facilities in major urban centres. The reason is straightforward—each local government area is to have access to advanced ultrasound technology through its general hospital.

This is particularly significant for maternal and child healthcare, where timely ultrasound examinations can assist in monitoring pregnancies and identifying complications. An MRI machine in a major city is valuable, but a diagnostic device located within reasonable reach of a pregnant woman in a rural community can have a very different practical impact.

The same philosophy appears in the reported renovation of more than 150 primary healthcare centres across the state. Delta operates a wide network of primary healthcare facilities, and strengthening that first point of contact is essential if secondary and tertiary hospitals are not to become overwhelmed.

There is another dimension to the Oborevwori healthcare intervention that arguably deserves as much attention as the machines: manpower. In March 2026, the state government approved the recruitment of more than 700 medical and non-medical personnel. The Commissioner for Health explained that the recruitment was connected to increasing demand and the expansion of health facilities. The reported allocation included personnel for the Hospital Management Board, DELSUTH, the College of Health Technology, Asaba Specialist Hospital and Warri Central Hospital.

This is crucial because Nigeria’s healthcare crisis is not solely an infrastructure crisis, it also has a human-resource angle to it. Hospitals can have beautiful buildings, MRI machines and CT scanners, but without radiographers, radiologists, doctors, nurses, technicians and other professionals, those investments cannot deliver their intended value.

Then, of course, the administration has therefore sought to address the “japa” challenge through both recruitment and incentives. In April 2026, Governor Oborevwori approved an additional N200,000 monthly salary increase for doctors, alongside a N100,000 tax-free allowance for house officers. The administration has also instituted a policy of promptly replacing medical personnel who leave the state service, according to state officials. The objective is obvious: prevent vacancies from becoming permanent gaps in service delivery.

There is an important lesson here. Retaining healthcare professionals cannot be achieved through salary alone. Working conditions, equipment, opportunities for professional development and a functioning institutional environment all matter. On this front, Delta’s reported payment of the Medical Residency Training Fund has also attracted attention. The Nigerian Association of Resident Doctors publicly commended the state over its payment of the 2025 fund, according to reports.

Healthcare must ultimately be about affordability. The most sophisticated MRI machine means little to a poor family if the family cannot afford healthcare. This makes the state’s contributory health insurance programme an important part of the broader picture.

Delta’s 2026 budget documentation reported that enrolment in the state contributory health insurance scheme had risen to 2,729,729 beneficiaries as of October 31, 2025, with effective coverage increasing from 27.64 per cent in 2023 to 48.43 per cent in 2025. That provides a more concrete basis for assessing the administration’s claim about expanding healthcare access than simply citing the absolute number of enrollees.

The government latest figure of more than three million enrollees suggests that coverage has subsequently expanded further. That figure, however, is an administration-provided figure and should continue to be measured against independently verifiable enrolment data as the programme develops.

The state’s free healthcare programme for children under five and free care for pregnant women is another component of the affordability strategy. Delta’s official publication has described these benefits as part of its contributory health insurance arrangements. For vulnerable households, these programmes can make the difference between seeking treatment promptly and delaying treatment because of cost.

The maternal-health component deserves particular attention. According to the state Health Commissioner, maternal mortality reportedly declined from 350 to 120 deaths per 100,000 live births following the state’s free maternal healthcare interventions. Such a figure, if sustained, would represent a substantial improvement. It also demonstrates why healthcare investment should not be judged only by the number of buildings commissioned or machines purchased.

The ultimate test is whether people survive childbirth, whether children receive treatment when sick, whether patients receive accurate diagnoses and whether families are protected from catastrophic medical expenditure.

The 25 4D ultrasound machines, free maternal healthcare, upgraded hospitals and additional health workers, therefore, form interconnected pieces of the same healthcare policy architecture.

Another notable aspect is investment in medical education. The establishment of a College of Health Technology at Ovrode in Isoko North is aimed at producing middle-level health professionals. The administration has also supported the establishment of a College of Medicine at Southern Delta University, Ozoro. These initiatives matter because the healthcare system of tomorrow cannot depend indefinitely on importing or recruiting professionals trained elsewhere. A state that builds hospitals without building the capacity to produce and retain healthcare professionals will eventually encounter the same manpower problem again.

There is also the question of accountability. The state’s health authorities have previously sanctioned or demoted health workers over allegations of extorting patients, particularly pregnant women and children covered by free healthcare. That episode underlines an important point: good policy requires effective enforcement.

The emerging model in Delta is therefore best understood not as a single healthcare project but as an attempt to address several weaknesses simultaneously. The real measure, ultimately, will be what happens to the ordinary Deltan who walks into a public hospital.

Can the patient obtain a diagnosis without travelling outside the state? Can a pregnant woman access skilled care without financial distress? Can a child under five receive treatment without the family being crippled by bills? Can a kidney patient obtain dialysis at a manageable cost? Can a doctor work with modern equipment and reasonable incentives? Can a rural resident access meaningful diagnostic services without travelling to Asaba or Warri?

Those are the questions that should continue to interrogate the Oborevwori healthcare agenda. However, on the evidence currently available, the administration has put substantial resources into answering them. The next chapter is ensuring that the equipment remains functional, the personnel remain motivated, the insurance system remains financially sustainable and the reported improvements translate consistently into measurable health outcomes.

That is where healthcare delivery ceases to be about government expenditure and becomes what it should ultimately be about: better health, greater access and a reduced burden on the people of Delta State.

  Emoefe Jnr, a good governance advocate, writes from Asaba, Delta State.

Engr. Stella Ifeoma Okengwu

Sometimes you meet a political office. Sometimes you meet the human being occupying it. My encounter with Nigeria’s Vice President, Senator Kashim Shettima, GCON, at the 81st Session of the United Nations General Assembly in New York gave me an opportunity to experience both.

I did not leave that encounter thinking merely about his title.

I left thinking about his humility, his extraordinary energy, and most importantly the way he listened when our conversation moved from investment statistics to the real human consequences of what happens when members of the Nigerian diaspora bring their dreams and capital home and encounter roadblocks.

Let me make something clear from the outset.

I am not writing this because of political sentiment, partisan considerations or because I believe public officials should be praised merely for occupying office.

I am writing about what I personally experienced.

And what I experienced surprised me.

WHEN A LEADER LISTENS

One of the easiest things for a powerful person to do is to hear you.

Listening is different.

When I met Vice President Shettima, I encountered someone who was remarkably approachable despite the enormous demands surrounding his office during UNGA81.

Our discussion covered Foreign Direct Investment, diaspora participation in Nigeria’s development, the enormous economic potential of Nigerians living abroad and the need to move diaspora engagement beyond remittances.

But then our conversation became personal.

I spoke about our own struggle as Nigerian-Americans who believed in the promise of investing back home.

Like many Nigerians abroad, we did not simply want to criticize Nigeria from a distance. We wanted to participate in building it.

We brought investment opportunities home. We committed resources. We took risks. We believed that our success abroad could be connected to development and opportunities in the country of our heritage.

And then we encountered roadblocks.

I explained to the Vice President what that experience can mean to an investor particularly a diaspora investor who comes home believing that answering Nigeria’s call should be something celebrated and protected.

He listened.

Not casually.

Not impatiently.

Not as though he were waiting for the conversation to end so that he could move to the next engagement.

He listened with what I experienced as genuine compassion.

That moment stayed with me.

Leadership is not demonstrated only by the ability to speak to millions of people.

Sometimes leadership reveals itself in the willingness to listen carefully to one person.

THE DIASPORA IS MORE THAN REMITTANCES

Our conversation reinforced something I have believed for years: Nigeria must begin to look at its diaspora differently.

We are not merely people who send money home.

We are investors.

We are engineers, doctors, entrepreneurs, academics, technology professionals, lawyers and business leaders.

We have access to global capital, international markets, professional networks, technology and expertise.

Most importantly, many of us still possess an emotional connection to Nigeria that no conventional foreign investor can replicate.

But patriotism cannot replace investment protection.

If a Nigerian-American brings capital home, builds a legitimate enterprise, creates employment and introduces foreign investment, that person should be able to trust the institutions responsible for protecting lawful investment.

When diaspora investors encounter serious institutional obstacles, the consequences extend beyond one investor or one project.

Stories travel.

Investor confidence travels with them.

And when confidence disappears, capital can disappear too.

That is why I appreciated the seriousness with which the Vice President listened to my experience.

WHAT I OBSERVED ABOUT HIS ATTITUDE TOWARD THE SOUTH-EAST

As an Easterner, another part of our interaction particularly caught my attention.

I was struck by the Vice President’s disposition toward the South-East and by what I personally perceived as genuine interest in the economic possibilities of the region.

That personal impression should, of course, be separated from the question of government performance. Nigerians have every right to judge any administration by measurable results.

There are nevertheless concrete developments that deserve to be part of the discussion.

Under President Bola Ahmed Tinubu’s administration, the legislation establishing the South East Development Commission was signed into law, creating an institution specifically intended to address development and infrastructure challenges in the region.

The administration has also moved toward a longer-term economic framework for the South-East, including the South-East Vision 2050 initiative and an investment vehicle intended to help mobilise private, institutional and diaspora capital.

These initiatives matter.

But their ultimate significance will depend on implementation.

The people of the South-East should be able to measure progress through infrastructure, investment, jobs, economic opportunities and improved confidence in institutions.

THE TINUBU–SHETTIMA INVESTMENT QUESTION

My conversation with Vice President Shettima also made me reflect more broadly on President Bola Ahmed Tinubu’s administration and its stated ambition to attract investment into Nigeria.

The President and Vice President have repeatedly presented Nigeria as a country seeking domestic and international capital.

That ambition cannot succeed through speeches alone.

Foreign Direct Investment has choices.

Capital can go to Lagos or London, Abuja or Dubai, Enugu or Atlanta, depending on where investors believe their capital will be productive and protected.

Therefore, one of the most important responsibilities of the Tinubu administration is not merely attracting investors.

It is protecting investor confidence after the investment arrives.

That distinction is crucial.

The strongest advertisement Nigeria can give the international investment community is not another conference brochure.

It is the testimony of an investor who can say:

“I invested in Nigeria. The institutions worked. My rights were respected. My investment was protected. I would invest again.”

Imagine thousands of Nigerians in the diaspora being able to make that statement.

That would be more powerful than any investment roadshow.

AND THEN I DISCOVERED THAT THE VICE PRESIDENT DOESN’T SEEM TO WALK

There was also a lighter side to my encounter.

I watched Vice President Shettima moving between engagements during an extraordinarily busy UNGA schedule, and something became almost impossible not to notice.

This man does not seem to walk to meetings he practically runs!

I found it amusing, but I also found it revealing.

There was an unmistakable urgency about the way he moved from one responsibility to another.

Of course, Nigerians will ultimately judge political leadership not by how quickly an official moves between meetings, but by how quickly government translates commitments into results.

Still, the energy was remarkable.

And it added another dimension to the man I encountered beyond the television screen and political headlines.

PRAISE MUST NEVER CANCEL ACCOUNTABILITY

There is something else I believe strongly.

Nigeria’s political conversation should mature beyond the idea that acknowledging something positive about a public official automatically makes someone a political supporter or that criticizing a government decision automatically makes someone an enemy of government.

I can say that Vice President Shettima treated me with humility and listened compassionately to my concerns while still believing that government must be held accountable for results.

Both things can be true.

I can acknowledge steps taken by President Tinubu’s administration toward South-East development while still insisting that implementation must be measurable.

Both things can be true.

And I can appreciate the Vice President’s willingness to hear the concerns of a diaspora investor while continuing to advocate strongly for the protection of Nigerian and foreign investors.

That is not contradiction.

That is citizenship.

MY ENCOUNTER CHANGED SOMETHING

I went into that meeting carrying more than a business conversation.

I carried the frustration of an American-Nigerian investor who had answered the call to bring opportunities home and encountered obstacles.

I carried the concerns of diaspora investors who constantly ask themselves whether investing in Nigeria is worth the institutional uncertainty they may face.

And I carried the hope that someone at the highest level of government would understand that behind every investment figure are human beings, families, employees and dreams.

The Vice President listened.

And sometimes, before a problem can be solved, someone with the authority to make a difference must first be willing to listen.

That is why the encounter mattered to me.

MY MESSAGE AFTER UNGA81

I came away from my encounter with Vice President Kashim Shettima with a different perspective.

I saw humility.

I witnessed extraordinary energy.

I experienced attentiveness.

And when I spoke about our struggle and the challenges associated with bringing investment opportunities back to Nigeria, I encountered what I perceived as genuine compassion.

But my greatest hope is that encounters such as mine become more than memorable conversations.

Let compassion become policy.

Let listening become action.

Let invitations to the diaspora be accompanied by institutional protection.

Let Foreign Direct Investment be welcomed not only at the airport or conference hall, but protected when it reaches Nigerian soil.

President Tinubu and Vice President Shettima have an opportunity to deepen that confidence and demonstrate that Nigerians abroad can participate meaningfully in rebuilding the country without fearing that answering the call to invest at home will become a punishment for believing in Nigeria.

And for the South-East, as with every other part of our country, government initiatives should ultimately be measured by what ordinary people can see, experience and benefit from.

Nigeria does not lack talent.

Nigeria does not lack investors.

And Nigeria certainly does not lack Nigerians abroad who desperately want their homeland to succeed.

What we need is a bridge of trust between government, institutions, citizens and investors.

At UNGA81, I had a conversation that made me believe that bridge is at least possible.

Now, the challenge is to build it.

*Engr. Stella Ifeoma Okengwu is an 

Nigerian-American Engineer, Entrepreneur and Diaspora Investor

WINHOMES GLOBAL SERVICES LIMITED 

RAMCO represents a fundamental shift in the country’s management of renewable energy investments, reckons BASHIR HASSAN IBRAHIM

Nigeria has taken its most decisive step yet toward solving one of its most persistent development challenges: the chronic decay of publicly funded energy infrastructure. The launch of the Renewable Asset Management Company (RAMCO) on 26th August 2026 in Abuja represents a fundamental shift in how the country manages its renewable energy investments, moving from a decades-old pattern of commissioning and abandoning projects to a model built on professional stewardship, lifecycle planning, and measurable performance.

The initiative, driven by the Rural Electrification Agency (REA) in partnership with the Ministry of Finance Incorporated (MOFI) and Infracorp and backed by the Ministry of Power, is designed to ensure that publicly funded solar and renewable energy installations in federal universities and teaching hospitals continue to deliver value long after they are built. It is, by any measure, the most structurally ambitious intervention Nigeria has attempted in the renewable energy space.

The scale of the problem RAMCO is designed to solve cannot be overstated. Nigeria has invested billions of dollars across the electricity value chain. Billions have gone into building and privatising thermal and hydro plants, including Kainji, Egbin, Afam, Ikere Gorge, Jebba, Shiroro, Oyan, Kiri, and Zungeru. The Transmission Company of Nigeria has raised over $1.6 billion through the Transmission Rehabilitation and Expansion Program, backed by the World Bank, to upgrade substations and lines. Distribution companies have received $500 million under the World Bank’s Distribution Sector Recovery Programme to deploy customer meters and curb commercial losses. The Federal Government recently launched a ₦4 trillion Power Sector Reset framework to clear historical debts and attract fresh private capital.

From the era of the Electricity Corporation of Nigeria through the National Electric Power Authority and the Power Holding Company of Nigeria to the present, the sector has remained notorious for its inability to translate investment into reliable power. The World Bank notes that historic underfunding has left generation capacity capped at roughly half of installed potential. The concern has been that without addressing the root cause of infrastructure decay, even the most ambitious new investments will follow the same trajectory of failure.

RAMCO directly confronts that root cause. An internal REA assessment found that of seven university and hospital sites delivered under the first phase of its flagship Energising Education Programme, only three were in good or usable condition. The others had degraded solar panels, failing batteries, and non-functional inverters, expensive assets rendered useless within years of commissioning.

But the evidence that professional asset management works is already compelling. The Alex Ekwueme Federal University in Ndufu-Alike stands as a powerful proof of concept. Four years after commissioning a solar-hybrid plant, roughly 9,500 staff and students draw reliable power from the facility. The university has saved approximately ₦1.8 billion by eliminating diesel costs and reducing grid bills, while preventing an estimated 2,367 tonnes of carbon emissions. The institution now operates with predictable energy costs and uninterrupted power for research and administration, a transformation that has repositioned it competitively within Nigeria’s higher education landscape.

RAMCO’s mission is to make that success the rule rather than the exception. Incorporated under Nigeria’s Companies and Allied Matters Act as a corporate entity rather than a government department, it is deliberately structured to operate with commercial discipline. The Federal Government’s interest is held through MOFI and overseen by a professional board, insulating it from the bureaucratic inefficiencies that have historically undermined public asset management.

Power Minister Joseph Olasunkanmi Tegbe set the tone at the launch, stating that RAMCO would bring “professional stewardship, governance discipline, sustainability, and measurable performance” to renewable energy assets. He described the REA as an institution for expanding opportunity, noting that every mini-grid, solar home system, and electrified market, school, health centre, or farm represents an investment in human capital and economic inclusion. He assured the new REA board, constituted under Section 130 of the Electricity Act and chaired by former Ekiti State Governor Ayo Fayose, of the Ministry’s continued partnership, underpinned by the conviction that “electricity is an instrument of inclusion, opportunity, and prosperity.”

REA Managing Director Abba Abubakar Aliyu, who has driven the RAMCO initiative with notable determination, was clear about the company’s mandate and its boundaries. RAMCO will professionally manage publicly financed renewable energy assets by contracting competent operators through transparent, competitive processes. It is not designed to extract profit from the universities and hospitals it serves, where the government has already funded the capital cost of the plants. Its revenue model rests on efficiency gains, extended asset lifespans, and the value created through professional management.

“One reason public institutions struggle with sustainability is that we do not always finish what those before us began,” Aliyu said. “REA has chosen a different path.”

The model, however, requires buy-in from beneficiary institutions. Aliyu addressed vice-chancellors and chief medical directors directly at the launch, making clear that while the government funded the assets and REA built them, institutions must now pay for the electricity they consume. He framed this as a substitution of costs, not a new burden: universities and hospitals currently spend significant portions of their budgets on diesel for generators, often at higher per-kilowatt-hour costs than RAMCO will charge for solar power. Properly managed, the transition should deliver net savings.

Education Minister Tunji Alausa endorsed the approach emphatically, commending the Aliyu-led REA for what he described as transformative results. “We are seeing the genius in you, and the way you are managing REA is phenomenal,” he said. “The proactivity shown in the last two years exceeds what was achieved in the entire previous decade cumulatively.” He pointed to the University of Abuja, which now operates a 3.2 MW installation providing 24-hour electricity for uninterrupted research. “We are witnessing a different Nigeria today,” he added.

 Minister of State for Health Iziaq Salako underscored the life-and-death stakes in the medical sector, where power outages have damaged sensitive equipment, disrupted critical procedures, and contributed to preventable deaths. RAMCO’s intervention in teaching hospitals, he noted, could save lives while reducing operational costs.

Perhaps the most strategically significant dimension of RAMCO is its domestic manufacturing angle. Under “Nigeria First” procurement policy, the REA has signed joint-development arrangements with seven Nigerian manufacturers spanning solar modules, battery-energy-storage systems, inverters, street lighting, and solar-asset recycling. Aliyu argued that these manufacturers need predictable, bankable demand more than policy encouragement, something a professionally managed portfolio approaching 200 megawatts can deliver, with significant knock-on effects for foreign-exchange retention and skilled employment. Over ₦425 million has already been invested in the renewable energy manufacturing cycle, creating a foundation that RAMCO is positioned to scale.

Dr Lazarus Angbazo, Managing Director and CEO of Infracorp and former President and CEO of General Electric Nigeria, captured the philosophy underpinning the entire initiative: “Infrastructure does not create value simply because it has been commissioned; it creates value because it continues to work.”

MOFI Managing Director Armstrong Takang noted that the government has established a national asset register to continuously track and evaluate public assets, a critical gap RAMCO is designed to close. Special Adviser Greg Ezillo, representing the Finance Minister, described the initiative as a pivot from merely procuring and building projects toward a model centred on de-risking, structuring, maintaining, optimising, and recycling assets.

From the private sector, the Renewable Energy Association of Nigeria affirmed that RAMCO marks a decisive shift from “building and abandoning” toward operational longevity, validating recommendations the association has advanced for years.

The test now is execution. RAMCO inherits a legacy of well-intentioned initiatives that faltered under poor maintenance, weak governance, and unpaid bills. But its corporate structure, professional governance, and the demonstrated commitment of its leadership suggest this could be the intervention that finally breaks the cycle. If RAMCO succeeds, it will not only transform Nigeria’s renewable energy landscape but could also serve as a replicable model for managing public infrastructure across every sector of the economy.

For a country that has spent decades building and abandoning infrastructure, that outcome would represent nothing short of a revolution.

Hassan writes from Abuja

The Presidency has commended Promiseland Innovation for launching ProTaxi, a home-grown e-hailing platform, in Abuja with the rollout of 1,000 electric vehicles [EVs].

Senior Special Assistant to the President on Transportation and Mobility, Prince Adetokunbo Ademola Ade-John, gave the commendation at the official launch of ProTaxi in Abuja on Thursday.

Ade-John lauded the initiative and commended the Chief Executive Officer of PromiseLand Innovation, Ambassador Emmanuel Lawrence Oloche, for the project, saying it was part of the president’s vision for transportation and mobility.

He said the ProTaxi initiative aligned with the administration’s vision for the transportation sector, particularly efforts aimed at providing modern transportation solutions.

“I commend the CEO of PromiseLand Innovation for taking this bold step in advancing transportation and mobility in Nigeria,” Ade-John said. 

“This is in line with the president’s vision for transportation and mobility. We need more innovative solutions that can provide Nigerians with efficient and affordable transportation.

“We encourage PromiseLand Innovation to sustain this initiative and expand it to other parts of the country. 

“What we are witnessing today demonstrates what can be achieved when innovation and government policy work together.” 

Home-grown e-hailing platform ProTaxi has commenced operations in Abuja, offering commuters an electric-powered transportation option while creating opportunities for drivers and their families.

ProTaxi is an initiative of PromiseLand Innovation, which is focused on using innovation and technology to move ordinary people from poverty to prosperity and create opportunities for families to earn a living.

The launch attracted guests and stakeholders as PromiseLand Innovation unveiled the ProTaxi ride service, built around electric vehicles.

The company had earlier announced plans to onboard and empower 1,000 drivers with electric vehicles, with the initiative aimed at creating income opportunities for drivers and supporting their families.

Speaking at the launch, Oloche said the idea behind ProTaxi was rooted in the organisation’s broader vision of moving ordinary people from poverty to prosperity through innovation and technology.

“That question is at the heart of why PromiseLand Innovation was born,” Oloche said.

He said the organisation believed that people’s circumstances should not determine their destiny, adding that providing the right tools, opportunities and environment could transform lives.

“We believe that circumstances should not determine destiny.

“We believe that when you give people the right tools, the right opportunities, and the right environment, their lives could be transformed,” he said.

Introducing ProTaxi, Oloche said the platform was not simply another e-hailing application but an initiative designed to create opportunities and change lives.

“Today, we introduce a ProTaxi that is not just another e-hailing application. It is a platform that creates opportunity and changes destiny,” he said.

According to him, behind every ProTaxi ride is a driver with a family whose livelihood could be supported by income generated from the platform.

“Every time a passenger takes a ProTaxi ride, there is a driver behind the wheel.

“And behind the wheel, you have a driver with a family,” he said.

Oloche explained that the income generated by drivers could help families meet basic needs, including children’s school fees and house rent.

“That is to say, for every ride that is booked, a child’s school fee is paid. A house rent is paid.

“And a dream is fulfilled for a better future to be built,” he said.

He said the company’s objective was to create opportunities for thousands of drivers, adding that the impact would extend beyond individual drivers to their families and communities.

“We believe that when we create opportunities for thousands of drivers, we are not watching families, but we are reshaping communities,” Oloche said.

He said the vision was not limited to Nigeria, as PromiseLand Innovation sought to build an African technology company capable of transforming everyday living and competing globally.

“Our mission is to build an African technology company that will transform everyday living and eventually compete with the best in the world,” he said.

Oloche described the launch as part of the PromiseLand Innovation dream of using innovation and technology to create opportunities and improve livelihoods.

“The future is not what you wait for. The future is what you work towards every day,” he said.

He said ProTaxi was also intended to provide an affordable alternative for Nigerians to move from one point to another using electric mobility.

“ProTaxi to me is yet another vision being fulfilled, a vision to provide opportunity for families to earn, to provide opportunity to families to be able to earn a living,” he said.

Also speaking, Executive Director, PromiseLand Estate, Gift Emmanuel, said the vision behind the initiative was to help the masses.

She said the company had commenced operations in Abuja and planned to expand to other states.

“The vision is to help the masses. And, at least, he’s here in Abuja now, and we are moving to other states to help other people too,” she said.

The launch marks the commencement of ProTaxi’s operations in Abuja, with the company set to implement its driver empowerment programme and expand its electric mobility offering.

Funmi Ogundare 

The University of Ibadan (UI) has called on student union leaders to embrace ethical conduct, accountability, competence and resilience in the discharge of their responsibilities, stressing that effective leadership goes beyond occupying a position.

The Director, Career Development and Counselling Centre (CDCC), University of Ibadan, Prof. Adebayo Oluwole, made this call at a training programme for student union leaders, Tuesday themed, ‘Ethical and Responsible Student Leadership: Building Competence, Resilience and Positive Impact’.

He said student leadership was both a responsibility and an opportunity to create positive change, noting that student leaders were expected to represent their colleagues, articulate their concerns, engage university authorities, resolve disagreements and contribute to the development of the university community.

He noted that the quality of student leadership could influence student life, campus relationships and the reputation of the university.

According to him, “Leadership can not be sustained by position alone, as a title may give you authority, but character, competence and credibility give you influence.”

He explained that the training was deliberately structured to expose student leaders to various dimensions of effective leadership, including responsible governance, collaboration, conflict management, drug abuse prevention and people skills.

The first session, ‘Drug Abuse and Addiction: Early Signs of Abuse, Consequences and the Way Out’, was delivered by Mercy Godwin, representing the Commander, National Drug Law Enforcement Agency (NDLEA), Oyo State Command.

Oluwole said the session was particularly relevant because student leaders were expected to serve as role models and positive influences among their peers.

Another session, ‘Ethical Leadership, Accountability and Stewardship in Student Governance,’ was handled by the Deputy Bursar (Grants), University of Ibadan, Mr Olagoke Akanwo.

The programme also featured a session on ‘Leadership Service through Collaboration and Teamwork among Students’,  facilitated by the Director, Youth Friendly Centre,  Dr. Adebunmi Oyekola.

The director said the session underscored the importance of teamwork, stressing that no leader could succeed alone.

A session on ‘Understanding Personality Types for Effective Conflict Management’, was delivered by Dr. Adeleye of the Department of Counselling and Human Development Studies.

According to Oluwole, understanding personality differences was essential for student leaders because they interacted with individuals with different temperaments, expectations, communication styles and approaches to disagreements.

The final session, ‘People Skills for Student Leaders: Empathy, Altruism and Positive Campus Relationships’, was facilitated by Dr Ola John Oluremi of Micomglobe Limited, Lagos.

Oluwole said the session reinforced the importance of empathy and positive relationships, noting that leadership was ultimately about people.

He stated: “The CDCC remains committed to supporting the development of students with the knowledge, skills and values required to provide responsible leadership within and beyond the university community.”

Earlier in his remarks, the Vice-Chancellor,  Prof. Kayode Adebowale, urged the student union leaders to lead with empathy, integrity, competence and courage, stressing that effective leadership depends on the ability to understand people, communicate effectively and treat others with dignity.

Adebowale, who declared the training open, noted that it was designed to equip student leaders with skills and values needed to provide responsible leadership.

He said leaders might have good policies, programmes, manifestoes and speeches, but their leadership would remain limited if they could not understand the people they led, communicate with them and empathise with their experiences.

He said: “Empathy is not weakness. Altruism is not foolishness. Respect is not surrender. These are qualities that enable leaders to build trust and create healthier relationships.”

The VC urged the student leaders to approach the training with an open mind and actively participate by asking questions, challenging their assumptions and learning from both the facilitators and one another.

He further charged them to translate the knowledge acquired during the programme into their conduct, saying leadership training would only be meaningful if it influenced their actions.

According to him, “Preparing students for the future goes beyond academic qualifications, as the workplace and society require graduates who can communicate, collaborate, manage conflicts, demonstrate emotional intelligence, make ethical decisions, solve problems and lead responsibly.”

He said the university’s responsibility extended beyond helping students build careers to developing their character, competence, resilience and ability to build meaningful relationships.

Addressing the student leaders, Adebowale urged them to focus on the legacy they would leave behind after their tenure.

He said: “Your tenure will end, but your legacy will remain.”

He advised the leaders not to measure their success only by what they achieved while in office, but also by the people they empowered, relationships they built, values they demonstrated and the positive culture they left behind.

Adebowale urged them to “lead with integrity, lead with competence, lead with empathy, lead with courage, lead collaboratively,” adding that, above all, they should lead in the spirit of service.

Members, partners and other close associates of Queen Belemzy Ministries-School of Power, have celebrated its founder Apostle Queen Belemzy as she marked her 46th birthday on Tuesday, September 29, 2026 in Port Harcourt, Rivers State.

The historic birthday celebration of the US-Based preacher was anchored on a three-day revival crusade themed,“3 Days Holy Ghost Encounter,” which was held from Sunday September 27 to Tuesday September 29, which was her birthday.

It was an atmosphere of worship, testimonies and spiritual renewal at the Reens Suites and Apartments Event Centre, venue of the crusade, as Christian faithful, including her followers and partners from across Nigeria, Africa, Europe and the United States gathered, with millions joining online from around the world.

Belemzy is acclaimed for using social media platforms to bring the Gospel of salvation, deliverance and restoration to millions around the world.

Some members of the ministry from Nigeria and other nations who spoke with newsmen on the sideline of the event testified how Apostle Belemzy’s ministry has touched their lives, prompting their decisions to travel down to Port Harcourt to celebrate her.

A Dubai-based member, Verah Otieno, said she has been part of the ministry since 2018, and decided to come to Port Harcourt to celebrate with the woman whose ministry has tremendously impacted her life.

“This ministry is like our home. There’s love here, there’s teaching here. This ministry just taught me how to love God.Through the Apostle, I’ve learnt a lot. The things I didn’t know, I’ve learnt them under her.

“I have seen how she has blessed many people.Their lives have changed because of her. Because of the love she has for God and humanity.

“I have never in my life experienced what the Apostle is doing for people. I just admire her obedience, and she has taught us how to be obedient to God,” she said.

Another member of the ministry from Germany, Mary Bruenle, said: “My encounter with her has changed my life so much; spiritually, physically. Jesus has changed my life so much through her ministry. So, first of all, Jesus, and then my Apostle, and then the country Nigeria because I like the country, not everything, but I like it,” she said.

Recalling how she met the woman of God, Bruenle said “I met her online. One day I was scrolling through YouTube and then I saw her video and I was just like glued to it”.

Also, Celeste Glichrist from Delaware, United States, who said she was visiting Nigeria for the second time, described her encounter with Belemzy as transformational.

“I joined this ministry six years ago through a friend who invited me. And I’m going to tell you, the first time that I watched her, I couldn’t stop, and I joined the ministry. I have been a member for six years now.

“My life has tremendously changed 360degrees. God has blessed me. I’ve been healed through this ministry. My eyes, my high blood pressure, Cholesterol, so many things. You know, God has really taken care of me through this ministry,” she added.

Also speaking, Apostle Felicia Tengu from Columbus Ohio, United States, said celebrating with the woman of God whose life has touched many around the world was very significant to her.

Apostle Belemzy’s Aunty, who simply introduced herself as Mrs Margaret, lauded the preacher for yielding herself to the call of God, culminating into a ministry that has transformed many across nations of the world.

According to her,” she grew up here before moving to the U.S. I am her mother’s younger sister,and she stayed with me when her parents moved to the United States.

“ Today, I can tell you that I am very proud of her because her life has become an instrument of change to people.God is using her to touch lives around the world, including her own people here,” she said.

While addressing a press conference earlier, the Port Harcourt-born cleric said she decided to use her birthday to bring the Gospel of Jesus Christ to her people by the leading of God.

She said the three-day revival programme was part of her ministry’s ongoing evangelistic outreaches in parts of the country, bringing healing, restoration and revival to the nation.

“God told me to come and do my birthday celebration here.I used to be a party promoter and I used to do birthday parties every year in the club, big ones, and since I got saved God told me from now on I will do the party for the glory of God,” he said.

The cleric added that,“right now it’s Jesus’ party. So he told me to come to Port Harcourt and do it. This is where I was born. This is my home town, I am from here”.

She said the three-day programme was an opportunity for people to have genuine encounters with Jesus Christ, culminating into healings and deliverance for both the people and the nation.

“Jesus is the light of the world, and this is the word he’s been giving me since I came for this programme, Nigeria is about to experience the light of the world-Jesus Christ, and he is set to remove every darkness and bring light into their lives. Nigeria is about to be great again, “ the cleric said.

Belemzy, who is committed to ministering to the needs of many beyond the pulpit, also used the 3-day programme to attend to the material needs of many, giving food, clothes and startup capital to many.

The occasion also brought together Nigerians from all walks of life, including stars from the Nigerian film industry, led by the former National President of the Actors Guild of Nigeria (AGN), Dr Emeka Rollas Ejezie(MON).

Some thespians present at the event to felicitate the cleric include veteran actress Patience Ozokwor (Mama G), Steve Eboh, Doris Ogala, Uche Ogbodo and Torino Ojukwu, amongst others.

By Alim Abubakre

On 1 October 2026, Nigeria turns 66.

That anniversary invites neither self-congratulation nor despair. Both are too easy.

Nigeria has survived civil war, military rule, commodity shocks, insurgency, disputed elections and repeated economic disruption. It has also produced globally competitive entrepreneurs, professionals, artists and institutions. Yet too many Nigerians still rely on private ingenuity to compensate for public weakness.

That contradiction deserves attention.

Through years of teaching leadership and international business, and engaging executives across sectors and countries, I have become increasingly convinced that Nigeria’s central challenge is not a shortage of talent. It is the failure to convert talent into institutional capability.

Our people often outperform our systems.

The next chapter must reverse that imbalance.

Five achievements that matter

1. Nigeria has sustained an extraordinarily difficult union

Nigeria’s survival should not be trivialised.

Few countries combine its scale, ethnic diversity, religious plurality, regional inequality and powerful local identities. The federation survived a devastating civil war and continues to negotiate the meaning of belonging.

Nigeria’s strength has never been sameness. It is the ability of people to belong simultaneously to family, hometown, faith, ethnicity, profession, state and nation.

Hometown associations, age-grade groups, traditional institutions and religious communities frequently organise welfare and development with remarkable effectiveness.

The unfinished task is to make national institutions command comparable confidence.

2. Civilian government has become the accepted basis of political legitimacy

Since 1999, Nigeria has sustained its longest period of civilian rule. The peaceful change of governing party at the presidential level in 2015 was particularly significant.

The achievement should not be exaggerated. Elections and governance remain imperfect. But an important norm has taken root: political authority is expected to emerge through constitutional civilian processes.

The next frontier is performance.

Democracy must become visible not simply at polling units, but in classrooms, hospitals, roads, public safety and economic opportunity.

3. Nigeria has proved how rapidly its people respond when constraints are removed

The telecommunications revolution remains one of Nigeria’s most instructive economic stories.

Once competition and access expanded, Nigerians adopted mobile technology at extraordinary speed. The phone became a bank, marketplace, media platform and business tool.

The lesson is larger than telecommunications.

Nigeria often does not lack demand, ingenuity or enterprise. It lacks enabling systems.

The same logic should shape electricity, broadband, transport, credit and education.

4. Nigeria has acquired global cultural power

Nollywood, Afrobeats, literature, fashion, comedy and digital culture have changed how Africa represents itself to the world.

This is more than entertainment.

Nigeria has acquired narrative power.

People who have never visited Lagos increasingly consume Nigerian language, humour, music, fashion and stories. Few African countries possess comparable cultural reach.

The opportunity now is to connect that influence more deliberately to tourism, intellectual property, technology, education and investment.

5. Nigerians have built a global network of capability

The Nigerian diaspora is usually discussed through remittances.

That understates its significance.

Nigerians occupy important positions in medicine, academia, finance, technology, engineering, law, entrepreneurship and the creative industries across the world.

This raises a difficult but useful question: why does Nigerian talent so often become more productive once it enters better functioning systems?

The diaspora should therefore be treated not merely as a source of money, but as distributed national knowledge.

Seven challenges beneath the familiar headlines

1. We restart too often

Nigeria has an institutional memory problem.

Governments, organisations and agencies frequently improve under particular individuals, then lose capability when those individuals leave.

Rwanda’s use of clear performance commitments offers a relevant lesson. The transferable idea is simple: promises require owners, deadlines and consequences.

Government must preserve institutional knowledge across administrations. ������Ƶes must build beyond founder dependence. Civil society must track unfinished commitments, not merely new announcements.

Nigeria must learn to continue.

2. Federalism rewards sharing more than production

Nigeria has spent decades debating how national revenue should be divided.

Far less energy has gone into asking what each state should become exceptionally good at producing.

Indonesia’s decentralisation experience shows that transferring money alone does not guarantee development. Local incentives and measurable outcomes matter.

Nigeria should move towards productive federalism. States should compete on learning, investment, agricultural productivity, exports, infrastructure and service delivery.

Thirty-six states should become thirty-six laboratories of development.

3. Nigeria has plenty of trust, but its radius is too narrow

Nigerians trust family networks, religious communities, hometown associations, traders and professional circles.

The problem is not absence of trust.

It is that trust often weakens outside the group.

India’s digital public infrastructure demonstrates how common systems can connect people across vast social differences.

Nigeria needs reliable national platforms for identity, payments, qualifications, land and public services. ������Ƶ should build supply chains and leadership teams across regions. Civil society should create more practical coalitions that cross ethnicity and religion.

Nigeria does not need weaker local identities.

It needs stronger bridges between them.

4. Informality works, but it does not scale

Nigeria’s informal economy is not disorderly. It contains sophisticated systems of reputation, apprenticeship, credit and dispute resolution.

Its weakness is scalability.

A trader may be trusted by an entire market yet remain invisible to a bank.

The lesson from countries such as Bangladesh is that businesses formalise faster when formality creates access to markets and opportunity.

Government should therefore make formal participation valuable through simpler taxation, insurance, credit histories, procurement access and portable pensions.

Formalisation should be an invitation, not merely an obligation.

5. Aspiration is growing faster than capability

Nigeria has one of the world’s youngest large populations.

But youth alone is not an economic advantage.

A smartphone allows a young Nigerian to compare opportunities instantly with London, Dubai, Toronto or Singapore. Expectations have globalised faster than opportunities.

Vietnam connected skills development closely to manufacturing and exports. Nigeria must similarly connect education to actual economic production.

Government should build skills around regional industries. Companies should become training institutions. Apprenticeship traditions should be modernised and accredited.

A degree cannot remain the only respected proof of capability.

6. Nigerian cities are growing faster than their systems

Nigeria’s future will increasingly be urban.

Yet many cities are expanding without adequate transport, housing, drainage, electricity or coherent land administration.

Brazil’s metropolitan experience shows the cost of allowing economic regions to outgrow fragmented governing structures.

Nigeria needs metropolitan governance that reflects how people actually live and work.

The objective is not prettier cities.

It is productive cities.

Every hour lost to traffic, flooding, unreliable electricity or avoidable logistics is a hidden tax on national productivity.

7. Our greatest strength, improvisation, can become a trap

Nigerians are exceptional problem solvers.

No electricity? Buy a generator.

No water? Drill a borehole.

Weak school? Pay privately.

Poor security? Hire guards.

This resilience is admirable, but it creates a dangerous equilibrium. Individuals solve today’s problems while the underlying system survives unchanged.

Morocco’s industrial development offers another lesson. Infrastructure, skills, logistics and investment were coordinated over years rather than treated as isolated projects.

Nigeria must learn to compound.

Government needs long-term national priorities that survive administrations. ������Ƶ must invest beyond quarterly horizons. Civil society must preserve memory and insist on continuity.

A country becomes serious about the future when tomorrow has a voice in today’s decisions.

Seven opportunities if we get this right

The first opportunity is a delivery state, where citizens can see what was promised, who owns it and whether it was completed. Predictability itself would become economic infrastructure.

The second is productive federalism. Nigerian states could specialise rather than imitate one another, creating competitive clusters in agriculture, manufacturing, logistics, technology, tourism, healthcare and energy.

The third is development powered by social capital. Hometown associations, age-grade groups, religious institutions, alumni networks and diaspora communities could co-invest transparently in schools, clinics, apprenticeships and community infrastructure.

The fourth is financial deepening through formalisation. Millions of small businesses could become financeable once reputation, transactions and skills are converted into recognised economic records.

The fifth is talent export without permanent talent loss. Nigerian professionals could increasingly sell digital, medical, creative, financial and technical services globally while remaining physically rooted in Nigeria.

The sixth is an urban productivity revolution. Better transport, land systems, electricity, housing and logistics could return millions of lost hours to productive economic life.

The seventh is the most important: Nigeria could finally become a country that compounds.

Good schools would produce better workers. Better workers would attract investment. Investment would strengthen suppliers. Stronger suppliers would create better jobs. Trust would lower transaction costs. Institutional memory would prevent constant restarting.

Progress would begin reinforcing itself.

The real task at 66

Nigeria does not need another generation celebrating its potential.

Potential is useful only when converted into performance.

Our entrepreneurs show that Nigerians can build. Our communities show that Nigerians can organise. Our creatives show that Nigerians can influence the world. Our diaspora demonstrates that Nigerians can excel under demanding institutional conditions.

The evidence already exists.

The problem is that these islands of excellence remain insufficiently connected.

This is also where my own understanding of leadership has evolved through teaching and engagement with executives over many years.

Leadership is not ultimately about becoming indispensable.

It is about building something that continues to work when you are absent.

The same principle applies to nations.

Nigeria’s next chapter cannot depend upon heroic presidents, governors, chief executives or exceptional civil servants. Heroism does not scale.

Institutions do.

The real test of the years ahead is therefore straightforward.

Can community become institution? Can federalism produce competition? Can informality produce scale? Can youth become capability? Can cities become productive? Can improvisation become accumulation? Can leadership become legacy?

At 66, Nigerians have demonstrated enough resilience.

The greater ambition should now be to build a country in which ordinary people require less extraordinary resilience simply to live productive lives.

That would be more than progress.

It would be progress that endures.

Dr. Alim Abubakre, founder of TEXEM, writes from UK

.Rewards winners at PodFest Naija 2026
Bennett Oghifo

Barely two months after launching Yolly, its new social entertainment platform, Starbase Technologies, a global technology ecosystem encouraging creators and innovators to build technology solutions and launch software projects, has begun to excite burgeoning digital creators and innovators in Nigeria with the platform.

Speaking during a panel session at the PodFest Naija 2026 which took place on September 25, at Harbour Point, Victoria Island, Lagos, Yolly’s Head of ������Ƶ, Emeka Okenwa said that the Unique Selling Points of Yolly were both in rewarding users for watching, streaming and creating content, as well as allowing creators to earn from their first stream.

Okenwa added, “We believe that a lot of Nigerian creators are being shortchanged and the earning capacity of our creators are way below the earnings of their contemporaries outside Nigeria. With Yolly, we are trying to remove that barrier that until you have huge followers before you can earn value. If you have one user, you can as well have the value of that user. Also, some payment platforms do not support what we do here in Africa. With Yolly, it is by Africans for Africa and you can also get your payment as at when due, no matter the currency involved.”

While rewarding Kelvin Raphael and Samson Tara Igarama, who emerged as the First and Second Runners-up at The Next Big Podcaster category with N500,000 each, Yolly’s Head of ������Ƶ said they were committed to supporting creators in telling their stories and developing the industry.

According to him, “Yolly sponsored the 2nd and 3rd place winners of The Next Big Podcast as a way of giving new entrants a platform to be seen and heard as well as empowering them beyond their expectations. The model represents a departure from conventional creator monetization systems in which financial opportunities are frequently concentrated among creators who have already developed sizeable audiences. For emerging creators, one of Yolly’s central propositions is the ability to earn from their very first stream, without having to meet a minimum follower threshold.’’

Reacting to their wins, First Runner-up Raphael said, “This is a big moment for me, and I am genuinely grateful to Yolly for supporting this competition and sponsoring the prize. This has given me even more motivation to keep creating and pushing myself.”

Second Runner-up, Tara, added, “I am really excited about winning, but beyond the prize itself, I appreciate Yolly for creating this opportunity where emerging creators like me can be seen and encouraged. Yolly’s support tells me that my work matters, and I hope more organizations and individuals will continue to invest in young creative talents.”

Launched August 1, 2026, Yolly introduces a new approach to online participation by recognizing that everyone who contributes to the internet deserves the opportunity to share in the value they help create. Yolly features a rich spectrum of content spanning music, entertainment, sports, comedy, lifestyle, education, tech, fitness and many others. Inline image
L-R: Head of Product, Starbase Technologies, Nonso Ukwandu; Head of ������Ƶ, Emeka Okenwa; Second Runner Up, Next Big Podcaster, Samson Tara Igama; Convener Podfest Naija and CEO AT3 Resources, Tosin Adefeko; and Project Manager, Next Big Podcaster, Progress Eyoh; at the presentation of prize to Samson at the Podfest Naija 2026 which took place at Harbour Point, Victoria Island, Lagos…recently.

Victoria Ojiako

The General Officer Commanding (GOC), 81 Division, Nigerian Army, Major General Adebayo Babalola, has called for stronger collaboration among security agencies, government institutions and communities to effectively address Nigeria’s changing security challenges.

Babalola, represented by the Commander, 55 Signal Brigade, Brigadier General Clement I. Iyere, made the call in his welcome address at the Lagos State Peace and Security Management Course organised by Peace Building Development Consult (PBDC), in partnership with the Nigeria Police Force, National Institute for Policy and Strategic Studies (NIPSS) and 81 Division, Nigerian Army.

The course, themed, “Enhanced Peace for Security and Sustainable Development in Nigeria through State Dialogue and Grassroots Solutions,” brought together government officials, policymakers, security and intelligence professionals, traditional and religious leaders, community representatives, women and youth groups, civil society organisations and other stakeholders.

Babalola said the programme was coming at a time when Nigeria was confronted by increasingly complex security threats that required responses beyond the traditional deployment of force.

He identified kidnapping, cybercrime, cultism, human trafficking, violent extremism, proliferation of small arms, youth restiveness, misinformation and urban violence among the challenges requiring coordinated and sustainable responses.

According to him, Lagos occupies a strategic position in Nigeria’s security and economic architecture because of its population, commercial activities, coastal environment and complex urban structure.

He said these characteristics made effective interagency coordination, community engagement, intelligence-led security management and grassroots interventions critical to maintaining peace and supporting sustainable development in the state.

The GOC said the course provided an important platform for policymakers, security professionals, government officials, community leaders and other stakeholders to examine practical approaches to peacebuilding and security management.

He said participants would deliberate on human and national security, intelligence management, community peacebuilding, interagency collaboration, conflict resolution, cybersecurity, misinformation, crisis management and security sector reform.

Other areas of focus, he added, include early warning systems, artificial intelligence, and the roles of women and youths in peacebuilding.

Babalola noted that these areas had become increasingly important to modern security management, particularly as the nature of security threats continues to evolve.

The GOC stressed that sustainable security could not be achieved by government and security agencies alone.

He urged stakeholders to promote trust, dialogue, community participation, effective leadership and stronger institutional collaboration in addressing security challenges.

Babalola also encouraged participants to actively engage in the course, share practical experiences and develop recommendations that could be translated into effective policies and interventions within their institutions and communities.

He expressed appreciation to the participants and other stakeholders for their commitment to the programme, urging them to ensure that the deliberations produced practical and outcome-driven recommendations for the benefit of Lagos State and Nigeria.

 Anthony Onyeisue

The 2026 Arogbo-Ibe Day is more than a festive occasion. It is a moment for sons and daughters of Arogbo-Ijaw Kingdom to celebrate their heritage, reflect on their collective journey and recognize those whose actions have helped enlarge the possibilities of the clan.

In the pantheon of the kingdom’s greats, Senior High Chief Bibopere Ajube, the Beleukoriwei (Pathfinder), stands out. His journey spans from the creeks of the Niger Delta to enterprise and major infrastructure engagements across Nigeria. Yet its significance is not simply in how far he has travelled or the businesses he has built. A more enduring measure is found in what his progress has meant for his people.

Ajube has not only created jobs for his people, he has equally paved a path for the youths to acquire technical skills, develop indigenous enterprises and guaranteed the security of his community. 

He has further supported infrastructure development and assisted the vulnerable while peace, reconciliation and community development have characterised his public interventions.

In light of this year’s Arogbo-Ibe Day, Ajube’s philanthropy is of striking significance: how does individual success become community progress?

From the Creeks

Arogbo-Ibe is an integral Niger Delta riverine community; rich in history, culture and human capacity, yet has been challenged over the years by difficult geography, inadequate infrastructure, environmental degradation and limited economic opportunities.

Its waterways sustain livelihoods and connect communities, but the same geography can complicate transportation, healthcare, education and commerce.  While environmental consequences can quickly navigate the creeks, development has not always shown the same navigational skill.

It was from this environment that Senior High Chief Bibopere Ajube emerged. Born into the family of Joseph and Sukeh Ajube, he was shaped in his early life by enterprise, water, labour, community and faith. His father, Joseph Ajube, was a businessman, while his mother, Sukeh Ajube, was a fisherwoman.

His formal education began in Bolowou, while fishing, lumbering and hardwood trading provided another education – one in logistics, negotiation, relationships, resilience and the value of trust.

Those experiences would later prove useful in a much larger arena. Yet as his world expanded beyond the creeks, one constant remained:

Arogbo-Ibe remained home.

From Struggle to Construction

Ajube’s journey was not linear. His life passed through a turbulent period, during which the identity “Shoot at Sight” became associated with him. But the enduring significance of that chapter is not the name itself.

It is what came afterwards.

Experience increasingly demonstrated that confrontation alone could not create the future his people required. A stronger Arogbo-Ibe needed opportunity, institutions, skills, infrastructure, security and peace.

The decisiveness remained but its direction changed. The fire remained while its purpose changed.

Through businesses associated with the Bibopere Group, he gradually developed interests across security, pipeline construction, engineering, oil and gas services, and construction and infrastructure development. But the greater story was not simply the emergence of a successful businessman.

Enterprise became a way to create opportunity for the community he came from. The lesson is simple: It is not enough to become successful. It is important to make success useful.

Building People, Not Just ������Ƶes

Perhaps the clearest evidence of this philosophy is found in employment and skills development.

Through Gallery Security Services Limited, more than 2,000 youths from Arogbo-Ijaw Kingdom have been engaged over the years.

Behind those numbers are households supported by legitimate income, children educated, responsibilities met, and wages circulating through local communities.

Through an earlier partnership involving Bradama Skill Works and the Presidential Amnesty Programme, more than 1,000 young men and women from the kingdom have also received technical and vocational training, particularly in oil-and-gas-related skills, with some subsequently moving into pipeline construction and related technical employment.

The important lesson is that empowerment should not end with certificates. Skills become transformative when they become livelihoods. For Arogbo-Ibe, this represents a development philosophy worthy of wider adoption – not spectatorship, but participation. Not dependency, but capacity. Not merely receiving development, but building it.

If successful sons and daughters of the kingdom increasingly create businesses, train people, mentor younger generations and open opportunities for others, individual progress can become collective advancement.

Security Through Community Participation

The same philosophy is visible in security. Gallery Security Services Limited developed from the understanding that effective security in the riverine environment requires more than physical deployment. It requires local knowledge, professional organisation, community trust, intelligence, and cooperation with statutory security institutions.

From this emerged a simple proposition: Those who know the terrain can help protect the terrain.

There is also an economic dimension. Unemployment does not automatically lead to crime, but prolonged exclusion can create vulnerabilities that criminal networks exploit.

A community cannot arrest its way out of every social problem. When young people have legitimate employment and a stake in protecting their environment, security and economic inclusion begin to reinforce one another.

These practical experiences underpin what may be described as the Bibopere Security Framework, a community-integrated approach built on local knowledge, trust, youth engagement, intelligence, inter-agency cooperation and prevention.

The framework does not seek to replace statutory security agencies. Rather, it demonstrates how organized community knowledge can complement them.

For Arogbo-Ibe, there is a larger significance: An idea developed from experience in the creeks may have relevance beyond the creeks.

Taking Arogbo Capacity Beyond the Creeks

The same principle of indigenous participation became visible on a larger technical scale through Bradama. Having invested in human-capacity development, the company progressively built up its manpower, equipment and project-management capability to undertake demanding pipeline works across Nigeria. Its experience includes gas-pipeline works associated with the Escravos-Lagos Pipeline System, Dangote Fertilizer Ltd, the OB3 CTMS Bypass at Omoku in Rivers State, and substantial works on the Ajaokuta-Kaduna-Kano Gas Pipeline Project in Niger and Kogi States.

An indigenous enterprise with roots connected to Arogbo-Ibe had developed the capacity to participate in strategic national infrastructure hundreds of kilometres from home. The margins, it appears, are perfectly capable of building for the centre.

The message to the young person in Arogbo-Ibe is therefore larger than Bradama itself: Origin need not determine destination.

A young person from the creeks can acquire sophisticated technical skills. An indigenous entrepreneur can build a nationally competitive company.

Arogbo-Ibe should not merely produce people who seek opportunities. It must increasingly produce people who create them.

Bringing Success Back Home

National accomplishment acquires deeper meaning when it remains connected to home. Through Bibopere International Services Limited and associated enterprises, projects including the New Ajapa Road and infrastructure works in Bolowou and Agadagba-Obon have improved connectivity and local economic activity. In a riverine environment, infrastructure is not merely convenience. A road can open markets, improve access to healthcare and education and reduce isolation.

There are only so many decades a community can be described as having “enormous potential” before somebody reasonably asks when that potential will become infrastructure. The government retains primary responsibility for public infrastructure. But successful citizens can complement public action through investment, advocacy and responsible community intervention.

The principle is not that every successful person must build a road.

It is that every successful son and daughter should ask what his or her success is contributing to Arogbo-Ibe.

Influence, Peace and Responsibility

Bibopere Ajube’s relationships and influence extend beyond Arogbo-Ibe into the wider Ijaw, Niger Delta and Nigerian environment. For the kingdom, however, influence acquires its greatest value when it opens doors for the community.

Access should serve a purposes.

That responsibility also extends to peace. Political interests will differ. Leadership disputes will arise. Personal disagreements are inevitable. But no community can sustainably develop while continuously fighting itself.

Peace is not passive. It is constructed. Governments change. Alliances shift. Political seasons pass. Yet, after the posters have faded and the microphones have gone quiet: Arogbo-Ibe remains home.

This is why peace, truth, justice and reconciliation must remain central to the kingdom’s progress. Arogbo-Ibe does not require everybody to agree on everything. It requires its people to disagree without destroying the community they all inherit.

Culture, Faith and Transformation

As the Beleukoriwei of Arogbo-Ijaw Kingdom, Ajube remains a committed supporter of the traditional stool and institutions that preserve the history and identity of the kingdom. Modernization does not require cultural amnesia. Arogbo-Ibe can produce engineers, academics, doctors, entrepreneurs and nationally competitive enterprises without ceasing to be what it is.

His Christian faith also occupies an important place in his personal evolution. Perhaps the most striking symbol is Akaranpu, a place once associated with conflict and coordination that was later transformed into an interdenominational Christian retreat centre for worship, prayer, and spiritual reflection.

A person’s past may explain the journey without imprisoning the future. People can change direction. Communities can heal. Energy once invested in conflict can be redirected towards construction.

His experiences have also entered the written record through Shoot at Sight: The Life and Legacy of Bibopere Ajube, authored by Uzoma Anthony Onyeisue, a contribution to documenting aspects of contemporary Arogbo-Ijaw and Niger Delta experience for future generations and scholarly inquiry.

A people must not leave their history entirely to memory. We must increasingly document our own stories.

Golden Jubilee: Roots and Reach

The relationship between personal achievement and community responsibility was particularly visible when Senior High Chief Bibopere Ajube marked his Golden Jubilee – his 50th birthday milestone.

The celebration began with his people. Before the grand celebration, he reached out to the needy and vulnerable across Arogbo-Ijaw Kingdom, extending care and support to those for whom such assistance carried genuine meaning.

It communicated a simple principle:

Personal milestones take on greater meaning when others are allowed to share in their blessings.

The celebration subsequently moved to Lagos, where a grand event brought together traditional rulers, public officials, Niger Delta leaders, professionals, friends and associates from across Nigeria. Among the distinguished guests were the Governor of Ondo State, His Excellency Hon. Lucky OrimisanAiyedatiwa, alongside Dr. Femi Adekanbi; former Minister of Niger Delta, Elder Godsday Orubebe; Chief NdutimiAlaibe; Hon. (Dr) Kingsley Kemebradigha Kuku; AIG Simeon U. Akpanudom; High Chief Tunde Smooth; Chief Olusola Oke, SAN; Mr. Eyitayo Jegede, SAN; Chief Amaju Pinnick, and numerous other distinguished personalities.

The traditional institution was equally strongly represented.

Leading the royal fathers was His Imperial Majesty Pere Zaccheaus Doubra Egbunu-Oputu III, the Agadagba and Paramount Ruler of Arogbo-Ijaw Kingdom, alongside the Olowo of Owo Kingdom, the Amanyanabo of the Source, King Dokubo Asari; the Kalasuwei of Apoi, the Amananawei of Bolowou, the Iginabou of Ajapa, the Olomu of Olomutoro and other traditional rulers.

The significance was not merely in the prominence of those present. It demonstrated the breadth of relationships built across traditional institutions, government, business, the professions, the Niger Delta leadership and wider Nigerian society.

For Arogbo-Ibe, however, the symbolism was even more powerful. A son of the kingdom had travelled beyond the creeks and built relationships across Nigeria without forgetting where the journey began.

In Arogbo-Ibe, he marked the milestone by remembering those in need. In Lagos, distinguished personalities gathered to celebrate him.

One reflected his roots. The other reflected his reach. And together, they offer perhaps the simplest lesson of the Golden Jubilee: Reach should strengthen roots.

From One Pathfinder to Many

It is here that the title Beleukoriwei (Pathfinder) assumes its deepest meaning. A Pathfinder enters difficult terrain and helps clear a route so that others can travel farther.

But Arogbo-Ibe cannot build its future around one Pathfinder. The true value of one Pathfinder is the number of other Pathfinders his example inspires.

The lesson of Senior High Chief Ajube’s journey is therefore not that another generation should reproduce one man’s life. It is that the useful principles demonstrated through that journey are worthy of emulation: Build legitimate enterprise. Create employment. Develop people. Support your community. Respect traditional institutions. Pursue knowledge. Protect peace. Help the vulnerable. Use influence for a purpose. And when success comes, remember home.

Imagine an Arogbo-Ibe in which hundreds of successful sons and daughters embraced those principles. An entrepreneur creates jobs. A doctor strengthens healthcare. An academic mentors students. An engineer transfers knowledge. A professional sponsors education. An investor establishes a business. A political leader attracts development. A community leader reconciles rather than divides.

Individually, such interventions may appear modest. Collectively, they can transform a kingdom. That is how individual success becomes community progress.

The Arogbo-Ibe Day Challenge

As sons and daughters of Arogbo-Ibe gather for the 2026 Arogbo-Ibe Day Celebration, recognizing Senior High Chief Bibopere Ajube as an iconic figure of the kingdom should mean more than celebrating one man’s achievements. It should invite reflection on what is useful and worthy of emulation in his journey.

His experience demonstrates that origin need not determine destination; enterprise can create community opportunities; training can lead to employment; indigenous knowledge can generate ideas; a business rooted in the creeks can build a national footprint; influence becomes more valuable when connected to community purpose; and success takes on greater meaning when some of its benefits return home.

Arogbo-Ibe needs engineers, entrepreneurs, academics, doctors, business leaders, skilled technicians, investors and credible leaders. More importantly, it needs men and women who understand that: personal accomplishment carries community responsibility.

Arogbo-Ibe needs more Pathfinders. Pathfinders who create opportunities rather than merely search for them. Pathfinders who build people rather than merely gather followers. Pathfinders who pursue knowledge and return knowledge to society. Pathfinders who build peace rather than inherit quarrels. Pathfinders who use influence to open doors for others.

And Pathfinders who, however far they travel, remember home.

That is how the legacy of one Pathfinder becomes the progress of an entire people. And that should be part of the spirit of Arogbo-Ibe Day 2026 – to celebrate where we came from, recognize those who have helped clear the road, emulate what has strengthened our communities, and renew our determination to build a stronger, more peaceful, and more prosperous Arogbo-Ibe for generations to come.

Perhaps the most enduring lesson of Senior High Chief Bibopere Ajube’s journey is also its simplest – the worth of success is not measured only by how high one rises, but by how many people rise with you.

That is an example worthy of emulation. That is a challenge worthy of Arogbo-Ibe. And that is the enduring responsibility of a Pathfinder.

*Onyeisue is a Lagos-based author, human resource and management consultant

(tony.onyeisue@gmail.com)

Jobberman Nigeria has highlighted the importance of harnessing the strengths of a multi-generational workforce and supporting professional development as organisations respond to the changing world of work. 

The company contributed these perspectives as a partner at the 58th International Conference and Exhibition of the Chartered Institute of Personnel Management of Nigeria (CIPM).

Held from September 21 to 24, 2026 at the Bola Ahmed Tinubu International Conference Centre in Abuja, the conference brought together HR professionals, business leaders and industry experts under the theme, ‘Repositioning for Value and Impact.’

Jobberman’s participation combined insights on workforce diversity and career advancement with engagement on the practical recruitment needs of businesses. 

Through its speaking contributions and exhibition presence, the company connected with professionals and employers to discuss talent management, hiring and professional growth.

Speaking on ‘Leveraging the Multigenerational Workforce as a Source of Value and Competitive Advantage for Organisations,’ Head of Operations at Jobberman Nigeria, Samantha Ifezulike, highlighted the value of understanding and bringing together the strengths of different generations in the workplace.

“The spontaneity of Gen Zs can be an advantage,” Ifezulike noted during the second day of the conference. Her contribution emphasised adaptability and the importance of recognising how different perspectives and approaches to work can support shared organisational goals.

The discussion encouraged a view of generational differences as an opportunity for collaboration, with businesses drawing on the varied strengths of their people to create value.

Career development was another focus of Jobberman’s participation. Head of Marketing at Jobberman Nigeria, Babajide Anjorin, led a career counselling session, sharing practical insights to help professionals navigate and advance their careers in an evolving workplace. 

The session complemented the conference’s broader focus on how HR professionals can strengthen their contribution to organisational performance.

At Booth 12, the Jobberman team engaged attendees on recruitment solutions and career development services for employers and job seekers. 

Its exhibition highlighted inclusive hiring, access to entry-level professionals, and support for businesses seeking to expand their workforce or fill multiple roles without compromising on candidate quality.

Jobberman’s activities also included brand presentations, a meeting with the CIPM President, and engagement with HR practitioners and industry leaders. These interactions provided opportunities to discuss how the company’s services can support businesses in finding the right talent.

Through its conference partnership, Jobberman Nigeria reaffirmed its commitment to supporting employers and job seekers through recruitment, training and career development services. 

Its participation brought together two connected priorities: helping organisations build capable teams and helping professionals develop the skills and direction to progress in their careers.

Jobberman Nigeria is a career development and recruitment solutions company connecting qualified job seekers with verified employers. The company offers online career development support, training services and personalised HR solutions for job seekers and employers.

For more information, visit .

Seven years into Babajide Sanwo-Olu’s administration, Lagos’ environmental story is less about whether the city’s long-standing challenges have disappeared and more about how the state has changed its approach to managing them. From drainage and waste management to climate resilience, urban greening and environmental enforcement, the focus has increasingly shifted towards building systems designed to cope with the pressures of a growing megacity. Victoria Ojiako writes

When Babajide Sanwo-Olu took the oath of office as Governor of Lagos State on May 29, 2019, he inherited more than Africa’s most celebrated commercial city. He inherited its contradictions. 

Lagos was expanding economically while becoming increasingly difficult environmentally. Its population continued to grow. Developments pressed harder against wetlands and waterways.

 Thousands of tonnes of refuse entered the waste stream daily. Roads and concrete replaced permeable land. Climate change complicated rainfall patterns. Coastal geography ensured that the Atlantic, lagoons, rivers, creeks and tides would remain permanent participants in the city’s development story.

A Shift in How Lagos Manages Its Environment

Seven years later, perhaps the fairest way to assess the environmental record is not to ask whether those problems have disappeared. They have not. Lagos still floods. 

Waste collection still occasionally breaks down — badly enough that Commissioner for the Environment and Water Resources, Tokunbo Wahab, publicly apologised in June 2026 for recent evacuation failures and acknowledged that performance during the preceding months had been poor. 

Pollution remains a concern. Development continues to create tension around drainage corridors and wetlands. And a city producing between 13,000 and 14,000 tonnes of waste every day cannot plausibly declare victory over sanitation.

 The more serious question is different: Has Lagos changed the way it thinks about these problems? Increasingly, the evidence suggests that it has. What used to be treated largely as sanitation has expanded into something approaching a broader philosophy of urban environmental resilience. 

Drainage is no longer merely about clearing roadside gutters shortly before the rains. Waste is increasingly discussed not simply in terms of evacuation but in the language of recycling, recovery, circular economy and conversion. 

Trees are not simply ceremonial objects planted on an environmental day but are being geo-tagged and monitored. Climate change has migrated from conferences into planning documents, financing mechanisms and infrastructure discussions. 

Wetlands, floodplains and drainage rights of way have become matters over which government is prepared to make politically difficult decisions.

The Numbers Behind The Change

The numbers tell part of the story. At the 2025 ministerial briefing, the state reported that 12 primary drainage channels covering 32.5 kilometres had been restored from 2023, while 84 secondary channels totalling 96 kilometres were restored in 2024. 

Government also reported the removal of 1,141 contraventions affecting drainage rights of way. When another period of unusually intense rainfall produced widespread flash flooding in June 2026, Sanwo-Olu approved dredging and maintenance of an additional 28 primary drainage channels. None of those figures means Lagos can no longer flood. 

What they demonstrate is that the state increasingly regards drainage as permanent urban infrastructure rather than seasonal housekeeping. Waste management tells another part of the story.

From Waste Evacuation To Circularity

For decades, Lagos effectively operated a linear model: collect waste and take it somewhere else. But “somewhere else” eventually fills up. The Lagos Climate Adaptation and Resilience Plan itself identifies inadequate waste collection, uncontrolled dumping and pressure on ageing landfill infrastructure as serious environmental challenges, while proposing waste conversion and treatment as part of the longer-term response.

 That shift towards a circular economy may eventually become one of the more consequential environmental changes of the period. Because the real transformation occurs when plastic ceases to be merely rubbish, organic material becomes compost, recovered materials return to manufacturing and landfill is progressively reserved for what genuinely has no further productive use.

Climate policy has similarly become more structured. The Lagos Climate Adaptation and Resilience Plan identifies sea-level rise, extreme rainfall and extreme heat as the three major climate-impact drivers confronting the state and lays out 33 adaptation projects around infrastructure, communities and crisis response.

 More recently, in August 2026, Lagos introduced a Climate Defence and Catalytic Fund intended to attract private investment into climate-resilient and low-carbon projects. That movement—from climate advocacy towards climate finance—is important. Adaptation costs money. Drainage costs money. Coastal protection costs money. Wastewater treatment costs money. Green infrastructure costs money. A city facing climate risks measured in decades cannot depend solely upon annual government appropriations.

Greening A Growing City

Then there is urban greening. By June 30, 2026, LASPARK said 13,401 trees had been planted towards an annual target of 20,000, with the trees geo-tagged and local councils involved in their subsequent care.

 Again, the important number five years from now will not be 13,401. It will be how many survived. That distinction captures what environmental legacy should mean. It cannot merely record activity. It must measure durability.

The Difficult Question Of Enforcement

Perhaps nowhere has that distinction been more controversial than environmental enforcement. Properties have been affected. Structures have come down. Drainage setbacks have been recovered. ������Ƶes have been sealed for noise and pollution violations. Illegal development has been confronted along watercourses and floodplains. 

To those affected, enforcement can feel harsh. And government has an obligation to ensure that every intervention is technically justified, procedurally fair and blind to status. But Lagos also faces a physical reality no political argument can repeal. 

Water needs somewhere to go. A wetland performs a function whether or not a developer considers the land valuable. A drainage corridor remains a drainage corridor even after somebody erects a building over it. 

The long-term environmental question is therefore whether government is prepared to protect the city from today’s politically convenient decisions that become tomorrow’s disasters.

What Still Needs To Change

There are still shortcomings. Primary waste collection needs improvement. Environmental data should become far more accessible. Planning and environmental approvals need tighter integration. Wastewater infrastructure requires enormous expansion. 

Air-quality monitoring needs wider coverage. Flood-risk communication should become increasingly scientific and measurable. Enforcement must be consistent enough that no one suspects there are different environmental laws for different classes of Lagosians.

But a legacy need not mean perfection. Sometimes legacy is a change in direction. Seven years after 2019, there is a discernible attempt to move Lagos from reactive environmental sanitation towards integrated environmental management. From evacuation to circularity. From clearing drains to protecting drainage systems. 

From planting seedlings to monitoring green infrastructure. From talking about climate change to financing resilience. From accepting environmental abuse as the inevitable price of urban growth to insisting that development itself must recognise environmental limits.

 That change in thinking may ultimately matter more than any individual project. Because Lagos will continue growing. Another administration will come. Commissioners will change. Population pressures will intensify. Rain will fall. Waste will be generated. The Atlantic will remain where it is. 

The environmental legacy, therefore, cannot be that somebody finally conquered nature. It must be that Lagos became better organised to live with it.

Iyke Bede

More than 70 per cent of small and medium-sized enterprises in Nigeria were family businesses, contributing close to 50 per cent of the country’s Gross Domestic Product, according to a 2024 report by PwC Nigeria.

The issue will form part of discussions at the 2026 Family ������Ƶ Summit, scheduled to hold from October 15 to 17 under the theme, ‘Beyond the Founder: Scaling Family ������Ƶes Across Generations’.

The summit will focus on succession, governance, leadership, capital and innovation, as family-owned businesses consider how to sustain operations beyond their founders and prepare the next generation for leadership.

The Convener, Founder, My Family My ������Ƶ, Oghenevwoke Ighure, said the discussions would examine the decisions required to support the continuity and development of family-owned businesses.

“We are looking at what it takes to have the difficult and necessary conversations around succession, governance, leadership, capital and innovation before they become challenges. We want this Summit to be a space where families do not just talk about legacy, but actively consider what it takes to build businesses that can carry that legacy forward,” he said.

Organised by My Family My ������Ƶ in partnership with PwC Nigeria and ������ƵDay, the event will include a conference programme, a Family ������Ƶ Deal Room and a NextGen Bootcamp.

Speakers listed for the event include the Chief Executive Officer, Chapel Hill Denham, Bolaji Balogun; Country Senior Partner, PwC Nigeria and Regional Senior Partner, West Market, Sam Abu; Founder, House of Tara and author of ‘Building Beyond You’, Tara Fela-Durotoye; and Partner and Africa Family ������Ƶ Leader, PwC Nigeria, Esiri Agbeyi, among others.

The Director-General/Chief Executive Officer of the Infrastructure Concession Regulatory Commission (ICRC), Dr Jobson Oseodion Ewalefoh, is set to address the critical need to bridge the gap between policy ambition and tangible service delivery across Africa’s social sector Public-Private Partnerships.

Ewalefoh disclosed this Tuesday in a post on his X handle ahead of the 2nd African Public-Private Partnerships Units Forum in Addis Ababa, Ethiopia.

At the forum being held at the New Africa Hall, UNECA, Addis Ababa, from September 29 – 30, Ewalefoh will speak on “Making Social Sector PPPs Work: From Policy Ambition to Effective Service Delivery.”

He said he would share how Nigeria has streamlined regulatory frameworks and driven systemic reforms to de-risk projects, accelerate compliance approvals and build investor confidence.

“Bridging the gap between policy ambition and tangible service delivery across Africa’s social sector is one of the most critical development imperatives facing our continent today,” he said.

“I will be addressing this subject, sharing how we have streamlined regulatory frameworks, driving systemic reforms in Nigeria to de-risk projects, accelerate compliance approvals, and build investor confidence.”

According to him, the focus is central to the 2nd African Public-Private Partnerships Units Forum, which is co-hosted by the United Nations Economic Commission for Africa (UNECA), the African Development Bank Group (AfDB) and the African Legal Support Facility (ALSF).

There are some stories that refuse to die, even when the people at the centre of them are long gone. Today, exactly one year after Madam Idiat Yusuf’s death, the memory of the woman and the painful circumstances surrounding her final days still linger in the minds of those who knew the family.

She was the woman who, according to those close to the family, succumbed to the powerful hands of death amid the emotional trauma surrounding her only daughter, Kikelomo Yusuf, who reportedly had to run for cover after news broke about her alleged homosexual lifestyle.

Although there is no concrete evidence of her whereabouts, it was gathered that her father, Amusa Yusuf, also almost lost his life after suffering a severe bout of high blood pressure, reportedly triggered by the same painful situation involving his darling daughter.

If the father, Amusa Yusuf, was lucky enough to survive, his wife and the mother of Kikelomo was said to have died a few months after the young woman disappeared with her 12-year-old daughter.

Prayers were reportedly held at the family’s home in Ikorodu, Lagos, in honour of the late woman.

According to what this news medium gathered, the young woman was allegedly caught red-handed in bed with her female lover, an incident that reportedly angered a mob, who descended on both of them.

That incident, according to the account gathered, was followed by the disappearance of the young woman and her 12-year-old daughter. And as the family marked one year since the passing of Idiat Yusuf, the pain of a mother who never got to see her daughter again remains one of the saddest chapters in this story.

Judith Okafor

RevoCube Links Group has unveiled Port Solis, a 100 per cent solar-powered sustainable city and multi-purpose eco-destination in Lagos, as the company seeks to demonstrate how renewable energy can support commercial and lifestyle developments. The launch drew government officials, industry leaders, technology experts, entrepreneurs, and media personalities, including the Lagos State Commissioner for Energy and Mineral Resources, Mr Biodun Ogunleye, and the CEO of EV World Africa and Renewable Lifestyle Engineering, Dr Seun Oluwalade.

Speaking at the event, RevoCube Group CEO, Mr. Olanrewaju Ogunkunle, said Port Solis brings together the company’s experience in technology, energy, mobility and real estate in a single destination. He emphasised that Port Solis is not merely an edifice, but a bold statement proving that sustainable living and commercial growth can seamlessly coexist.

“Today is not simply opening the doors to another commercial facility; it is about sharing a vision that we all believe in. A vision of what can happen when energy, sustainability, hospitality, technology, and responsible development are brought together intentionally in one destination. Innovation shouldn’t be science fiction; it should make life easier for people. We have always believed that innovation is most meaningful when it solves real problems and directly improves how people live, work, and do business.“ the CEO stated.

The project features upcycled shipping containers converted into living and commercial spaces, including Seven Knots, a short-stay lodge built from seven containers, as well as The Bridge, a multi-purpose event and innovation hub. Other facilities include Solis Bistro & Lounge, a spa and a hair salon, while the development’s infrastructure is supported by RevoCube Energies’ solar and inverter storage systems.

Ogunleye, who commended the investors and entrepreneurs behind Port Solis, said Lagos faces a significant electricity supply gap, noting that the state receives less than one gigawatt from the national grid despite its population of more than 25 million. He said the state requires at least six gigawatts to function effectively as a megacity, while demand is estimated at about 25 gigawatts, adding that the government is deploying renewable-energy systems across schools, healthcare facilities and other public assets and is considering incentives for developers that adopt green construction practices.

The event also featured discussions on renewable energy applications in transportation, electric mobility, education, hospitality and technology, with speakers highlighting infrastructure, power stability and energy-grid security challenges. The programme ended with a call for stronger collaboration among government agencies, technology firms, educational institutions, financial organisations and grassroots innovators to expand access to clean energy and support technological development in Nigeria.

*Okafor writes from Lagos

​Lagos stood still on Sunday, September 20, 2026, as Regal Hall in Oregun, Ikeja, transformed into a sanctuary of divine encounters for Praise Affair with Tosin Bee: The Thanksgiving. 

Draped in rich royal purple and gold aesthetics, the night delivered a seamless fusion of refined worship, cutting-edge production, and infectious high praise.  

​For the celebrated Afro-gospel and highlife minister, songwriter, and music director, the evening was more than a performance it was a triumphant return to headline billing. 

Tosin Bee’s last major concert was Switch with Tosin Bee at the MUSON Centre in September 2019. 

Though he kept audiences global through live recordings, single releases, and international tours, Lagos was hungry for his homecoming.  

​”This night was simply our way of saying thank you to God,” Tosin Bee stated.

 “The Thanksgiving was not a concert; it was an altar, and the Beezle People came ready to worship.”  

​Backed by his Beezle Nation team, Tosin Bee guided the audience through dynamic worship sessions in English and Yoruba, smoothly shifting from quiet adoration to electric praise.  

​Clergy, VIPs, Gospel Powerhouses Unite At Regal Hall

​The event drew prominent church leaders and notable figures from across the state. 

Chairman of the Lagos State Pentecostal Fellowship of Nigeria (PFN), Pastor Yemi Davids, offered a memorable address to the packed auditorium, reminding attendees that “when we are praising God, we are exalting His abilities,” before offering prayers for Tosin Bee, his team, and the congregation.  

​Adding to the glory of the night was an exceptional roster of guest ministers, including: Beejay Sax, Kaestrings, Adeyinka Alaseyori, Laolu Gbenjo, Eniola Olusoga, Steve Hills, Elijah Daniel, SMJ and Lillian Nneji.

​By the end of the night, attendees were already buzzing about Praise Affair 2027—a clear indication that Tosin Bee has firmly reclaimed his spotlight on the gospel music scene.

A new digital news platform, NaijaGoodNews.com, will officially launch on October 1 with a mission to spotlight positive developments, inspiring Nigerians and stories of progress from across the country.

The multimedia platform, comprising a news website and social media channels, is published by Shiny-Star Communications Ltd, a multimedia and digital communications company.

NaijaGoodNews is led by Sunday Oguntola, a journalist with more than two decades of professional media experience. Oguntola spent 20 years with The Nation newspaper, including seven years as its Online Editor, building extensive experience in newsroom management, digital publishing and online journalism.

His professional development also includes participation in several international journalism training programmes and fellowships, including a Reuters Institute workshop. He also gained early newsroom experience as an intern with The Punch Newspaper.

As Editor-in-Chief of NaijaGoodNews, Oguntola said the platform was established in response to what he sees as an imbalance in the way Nigeria and Nigerians are often portrayed, with challenges and negative developments frequently receiving greater prominence than stories of progress, innovation and impact.

“Nigeria is easily one of the most negatively portrayed nations. The news space is filled with so much negativity about Nigeria that one could be forgiven for thinking that nothing good is happening in the country,” Oguntola said.

He said NaijaGoodNews will provide a dedicated platform for identifying, reporting and amplifying positive developments in Nigeria and the achievements of Nigerians around the world.

“Our focus is to amplify every win, every victory and every positive development in the nation in a celebratory way.

“If there is a Nigerian doing something inspiring and incredible anywhere in the world, we want to spotlight and amplify it.

“If there is an ordinary Nigerian running a business that is changing lives and families, a public official doing exceptional work beyond official obligations, or a roadside artisan making life better for residents, we want to showcase their stories.

“If there is a project working anywhere in Nigeria, a policy making a difference or an ordinary Nigerian transforming lives in a community, we want to provide a platform for the world to hear about it.”

The platform will cover achievements and solutions across business, innovation, governance, entrepreneurship, community development, education, entertainment, sports and the everyday lives of Nigerians, while also highlighting Nigerians making an impact internationally.

Oguntola stressed that NaijaGoodNews’ positive editorial orientation would remain grounded in professional journalism, verification, balance and editorial credibility.

“Positive journalism must still be rigorous journalism. Our purpose is not to pretend that Nigeria has no challenges or to ignore them. It is to ensure that progress, solutions and people making a difference are also documented and given their rightful place in the national conversation.”

He said the platform wants to challenge one-dimensional portrayals of Nigeria by providing greater visibility to initiatives, individuals and ideas that are producing results.

“We want to change the narrative that Nigeria is defined only by its problems by showcasing what works and how Nigerians are making a world of difference in their respective spaces.”

Oguntola said the publication will spotlight working projects, ideas, contributions, interventions and policies while telling the human stories behind their impact.

“There is so much happening for good in this country that is either underreported or not adequately amplified. Our focus is to draw attention to those developments and tell those stories compellingly and credibly.”

NaijaGoodNews.com goes live on October 1.

Benue-born Nigerian, Gloria Onahi Uko, has been appointed Country Representative of Best Diplomats in Nigeria, an international organisation focused on diplomacy, leadership, negotiation and youth development.

The appointment, contained in a letter issued to Uko by Best Diplomats, is based on merit and subject to a probationary period of six months, during which her performance, professionalism and commitment to the organisation’s mission will be assessed.

As country representative, Uko is authorised to represent, promote and support Best Diplomats’ conferences and initiatives during her 16 months tenure on Nigeria’s desk. 

Her responsibilities include engaging academic institutions, youth organisations and diplomatic circles, promoting participation in the organisation’s international conferences, and supporting outreach and public relations activities.

Best Diplomats is a global organisation that conducts diplomatic simulations modelled on institutions including the United Nations (UN), European Union (EU) and African Union (AU). It focuses on developing young people and emerging leaders through practical programmes in diplomacy, negotiation, critical thinking, public speaking and leadership.

Its mission is to support youth development worldwide, with a vision centred on bringing people together and protecting the rights and interests of future generations; while its broader objective is to transform individuals, teams and organisations into diplomats, expert negotiators and visionary leaders.

Uko’s appointment comes ahead of a series of international programmes scheduled across different parts of the world. The organisation’s calendar lists conferences in Istanbul, Türkiye, from October 16–19, 2026; London, UK, November 13–16, 2026; Kuala Lumpur, Malaysia, January 28–30, 2027; New Jersey, USA, March 29–April 1, 2027; Dubai, UAE, May 28–31, 2027; and Geneva, Switzerland, July 19–22, 2027.

Best Diplomats is also scheduled to hold a United Nations Immersion Programme in Geneva, Switzerland, from November 2–6, 2026, in partnership with the United Nations Institute for Training and Research (UNITAR). The programme is designed to expose participants to international organisations and practical aspects of diplomacy, negotiation, leadership and multilateralism.

The upcoming programmes will address issues including global food security, energy, the economics of war, digital transformation, artificial intelligence, cybersecurity, humanitarian diplomacy and international cooperation.

With her new role, Uko is expected to serve as a link between Best Diplomats and Nigerian youths, educational institutions and other stakeholders interested in international diplomacy, leadership and global affairs.

Before her appointment, Uko had enjoyed foreign scholarships from Best Diplomats to participate in Conferences in Dubai, United Arab Emirate and Geneva, Switzerland.

A holder of Bachelor of Arts Degree in English from Benue State University, Makurdi, Uko, popularly known as Queen Glorious, also bagged a Masters Degree (MSc) in International ������Ƶ and Management in 2025 (with Distinction in her Dissertation) from the University of Plymouth, England, where she also served as the course/students representative.

As a Queen of Northern Nigeria in 2020, Queen Glorious used her crown to champion the course of the downtrodden, the girl child and general empowerment and training of youths across northern Nigeria.

She also carried out several outreaches across northern Nigeria, touching lives and impacting youths, through her founded group, Glorious Outreach Foundation.

The new country rep is also a Member, Institute for Humanitarian Studies & Social Development (MIHSD); a Volunteer, Committee for Youth Mobilization & Sensitization (CYMS) Nigeria; and has participated in many youth programmes within Nigeria and beyond, including Benue State Children Parliament, as a child in 2011.

Goddy Egene writes on the role of the Central Securities Clearing Systems Plc in the transition to T+1 settlement cycle in that  is capable of  making  the Nigeria’s capital market more  attractive and play its role of wealth creation and  economic development

That Nigeria’s capital market has very huge potential is not in doubt.  Given the large population and economic activities, the nation’s capital  market ought to be very deep and robust. But  the market’s potential remains largely untapped  due to many factors. These include: weak  infrastructure and institutional  depth, macroeconomic instability; low investor participation among others.
However, some level of improvement will be witnessed in the market going forward  as of   the critical  factors, which is  weak market infrastructure, has been addressed.

Led by the Central Securities Clearing Systems (CSCS) Plc and in collaboration with regulators, operators and other stakeholders,  the market infrastructure has been transformed culminating in the T+1 settlement cycle on June 1, 2026.

This reform  followed the successful introduction of a T+2 settlement cycle on 28 November 2025.

The T+1 has reduced the standard settlement period from two business days after the trade date to one business day.

Following the implementation, eligible trades now settle at 5:00 p.m. on T+1, with transactions treated as fully paid at settlement in accordance with the Delivery-versus-Payment (DVP) principle. The regulatory framework also clarifies that foreign portfolio investors are not required to prefund their accounts, although their appointed operators must maintain controls to ensure that funding and settlement obligations are completed before settlement.

With the attainment of T+1 settlement the Nigeria’s capital market is ahead of many global markets in terms and this is expected to boost confidence  and lead to improved market activities.

Collaboration with Market Stakeholders

Working with the Securities and Exchange Commission (SEC), exchanges, trade associations, custodians, settlement banks, broker-dealers and other market operators, CSCS supported the development and implementation of the market-wide transition plan.  Preparatory activities included stakeholder consultations, market sensitisation, operational-readiness assessments, system upgrades, end-to-end testing and industry webinars designed to align participants ahead of implementation.

For the T+1 programme, this collaboration covered rule alignment, operational-readinessassessments, gap analysis, systems changes, market-wide testing, investor education and implementation monitoring. CSCS also hosted engagement webinars with exchanges and trade associations to strengthen industry preparedness and coordinate market-wide implementation.

Similarly, engagement with international institutions and market participants became especially important following questions about how T+1 would affect foreign institutional investors.

Discussions involving the Securities and Exchange Commission (SEC), FTSE Russell, global custodians and institutional investors helped clarify the market’s settlement and funding arrangements.

These engagements supported market development by: creating common understanding of new settlement requirements, identifying and resolving operational issues before and after implementation; ensuring that market reforms considered the needs of both local and international participants; promoting consistent communication across the ecosystem; providing international investors with evidence of Nigeria’s operational readiness; reinforcing collective ownership of market reforms.

CSCS Management Comments on Transition

Commenting on  this development, Managing Director/CEO of CSCS Plc, Mr. Shehu Yahaya Shantali, said:  “Moving from T+3 to T+1 was not simply about taking two days out of the settlement cycle.

It required us to rethink the infrastructure, processes and operational capacity supporting the market and ensure that they could perform effectively within a much shorter window. For CSCS, that meant strengthening the technology and resilience behind settlement while ensuring that speed did not come at the expense of reliability.”

Shantali added: “ What T+1 has ultimately delivered is a market infrastructure that can move transactions through the post-trade cycle faster, reduce the period for which capital is tied up in unsettled transactions and create a stronger foundation for a more efficient and globally competitive Nigerian capital market. More importantly, it demonstrates our capacity to continually evolve the infrastructure as the needs and sophistication of the market change.”

Also speaking,  Divisional Head, ������Ƶ Services and Client Experience at CSCS Plc, Onome Komolafe, said: “The transition to T+1 has fundamentally changed the operating dynamics of the market, raising expectations for timeliness, accuracy, responsiveness, and coordination across the settlement process. With a shorter settlement window, there is less room for delays, making operational readiness more critical than ever. Our focus was on ensuring that market participants understood the implications of T+1 for their operations. Through targeted engagements with key stakeholders, we identified potential friction points, addressed operational concerns, and strengthened the support required for a seamless transition.”

“Since the transition, T+1 has demonstrated that faster settlement is only part of the story. It has strengthened operational discipline, improved coordination across the market and highlighted opportunities to simplify processes, improve turnaround times and reduce operational bottlenecks. Ultimately, the transition has contributed to a more responsive and efficient market environment, while reinforcing our commitment to continuous improvement and seamless service delivery as the market evolves,” she added.

Benefits of Shorter Settlement Cycle

The shorter settlement cycle has delivered important structural benefits.  For instance, transactions volume, value and deals have witnessed significant increase in the last three months. A total of N2.742 trillion transactions were done in 3,375,977 deals in the months of June, July and August. Also, the number of accounts created has increased following the transition to T+1.

Accounts created in 2025 were 1,114,93 to bring  the  total accounts to 15,594,378 as at the end of that year. However, 1,895,412 accounts have been created to bring the total accounts to 17,311,720 till date this year.

  The major benefit to investors is  that they  receive purchased securities or sale proceeds one business day after execution.
Other benefits of the new order is that  market’s exposure to counterparty and settlement risk is reduced because obligations remain outstanding for a shorter period.

Also, capital is released more quickly for reinvestment, supporting liquidity and more efficient use of funds.

Equally, market operators have been encouraged to improve automation, reconciliation and exception-management processes.
Similarly,  Nigeria’s post-trade framework is more closely aligned with the direction of leading international securities markets.
Equally important is the fact that  successful operation of T+1  addressed concerns raised by international market participants regarding funding and settlement. Following further assessment, FTSE Russell reported that no material settlement, operational or funding issues had been observed since implementation, supporting the return of Nigeria’s market to Frontier Market status.

The move to T+1 has also improved the investor experience by enabling quicker access to securities and sale proceeds. For domestic investors, this supports faster reinvestment and more efficient cash management. For international investors, a predictable settlement timetable, clear funding requirements and robust custody arrangements are important components of market accessibility. The clarification that foreign portfolio investors are not required to prefund their accounts is particularly relevant to international participation. It helps ensure that T+1 does not create an unintended barrier to institutional investors, while placing responsibility on brokers, custodians and other operators to maintain effective funding and operational controls.

Strengthening Post-trade Infrastructure

CSCS has continued to strengthen Nigeria’s post-trade infrastructure through investments in technology, process enhancement, risk management and operational resilience. These initiatives support CSCS’ broader responsibility as Nigeria’s central securities depository and provider of clearing, settlement, warehousing and related post-trade services across multiple asset classes.

CSCS’ infrastructure supports a number of different security types / instruments. Its clearing and settlement framework incorporates netting, risk-management controls, default- management procedures and Delivery-versus-Payment (DVP) settlement, helping to ensure that the transfer of securities is linked to the corresponding transfer of funds.

There is greater automation of clearing, settlement and reconciliation processes. Also  operational and default-management controls have been strengthened. There is now enhanced connectivity with exchanges, custodians and settlement banks. There is improved processing of both exchange-traded and eligible over-the-counter transactions.

 There is support for gross settlement in high-value or specialised transactions, while there is  continued focus on cybersecurity, business continuity and operational resilience.

 There is improved digital access to depository and post-trade services and system uptime for 2026 has been 100 per cent.
Nigeria’s confirmed reclassification by FTSE Russell from Unclassified to Frontier Market status represents an important endorsement of improvements in market accessibility.

While the decision reflects reforms across the broader financial system, CSCS contributes directly to several of the market-quality factors considered important by international investors and index providers. These include settlement efficiency, asset servicing, depository reliability, custody connectivity, operational resilience and the transparent management of settlement obligations.

The implementation of T+1 prompted additional consideration of whether the shorter cycle might create a de facto funding requirement for international investors. Engagement among the market authorities, international custodians and institutional investors helped address these concerns. FTSE Russell subsequently confirmed that no material settlement,

operational or funding issues had been observed following the introduction of T+1.

Through reliable depository and settlement infrastructure, CSCS helps translate executed
trades into completed transfers of cash and securities. This operational certainty is essential to investor confidence and to Nigeria’s continued integration into global investment indices.

Loverboyakin, also known as Akinro Akinyemi Akinrosotu, is expanding his work as an entrepreneur and investor through initiatives focused on mentorship, opportunity, and support for emerging founders. His work centers on helping ambitious innovators develop their ideas, build sustainable businesses, and connect with opportunities for long-term growth.

In 2026, his first seminar brought together more than 2,000 entrepreneurs and resulted in $725,000 in business funding. Building on that momentum, the initiative is continuing to create opportunities for founders seeking mentorship, practical business knowledge, and access to funding.

Led by entrepreneur Akinyemi Akinro, the initiative aims to develop a community of founders working to address economic and social challenges through entrepreneurship. Participants can gain access to structured capacity development, hands-on mentorship, and funding opportunities designed to help promising ideas develop into scalable ventures.

The program is also designed to connect emerging entrepreneurs with experienced professionals, investors, and industry leaders. Through mentorship and practical guidance, participants are encouraged to strengthen their business models, develop their leadership skills, and prepare their ventures for future growth.

Applications remain open throughout the year, with shortlisting scheduled to begin in the second quarter of 2027, followed by interviews in the third quarter. Selected candidates will participate in a two-week immersive bootcamp before presenting their ventures to investors and industry leaders.

The initiative reflects Loverboyakin’s expanding role in entrepreneurship and investment, while continuing his broader focus on creating opportunities for emerging founders and innovators

By Stan Alieke

I always look forward to spending quality time with my “Oga” because anytime you visit him, you leave inspired, motivated and you admire him the more.

Yesterday was no different.

The moment I walked into his Asokoro home, I found myself saying:

“Sir, this ambience alone is inspiring!”, I was forced to ask him, sir when will I get to this level to be able to afford a home such as this, it was reassuring when he told me that I am on the trajectory. Well, to his mouth to God’s ears.

My Oga whom I have spoken so much about in every one of my interviews, whenever people who admire me and what we have built with Law Capitol reach out to interview me and for me to share our growth story, I don’t hesitate to name-drop my Oga and brag about how much of an impact he has had on my life and I’m the kind of lawyer I turned out to be today because of his mentorship.

The Oga is Dr Kayode Ajulo, Officer of the Order of the Niger, (OON), Senior Advocate of Nigeria, (SAN), Fellow of the prestigious Chartered Institute of Arbitrators of the United Kingdom, (FCIArb (UK)), and the Grand Master of the Castle and the Legend of Law as we his admirers refer to him.

I first met him as a university student when I joined Kayode Ajulo (SAN) & Co., Castle of Law, as an intern. I was young, curious, and eager to discover what the legal profession looked like beyond lecture halls and examinations. Fortunately for me, Dr Ajulo took a personal interest in me and the rest they say is history.

The first scolding he gave me was about my dressing; I remember the day he chased me home threatening that he doesn’t ever want to see me in his life dressed like that, and that a lawyer must always look impeccable, presentable, in proper attire. How was I dressed that day? I was in corporate but I didn’t put on a necktie. To Dr Ajulo, a lawyer not being in a tie is a disaster and not fit for a lawyer. Well, if you know Ajulo in person or have met him before you will know that he is a prime and proper man, always smartly dressed with a bow tie and suit, so it’s understandable now why he chased me away for not putting on a necktie.

The second scolding was when he was teaching me how to write; to draft a petition, articles, or court process. It’s a known secret amongst those who have worked under him that he’s never satisfied, once he sends you to write something, after you present it to him, Ajulo must see something to correct; it was through him that I developed an eye for the tiniest of details, Ajulo is that man who wants excellence in everything he’s doing, and that also should reflect on those under him.

After my call to the Bar, Ajulo took me in as a lawyer to be one of his Associates in his Law firm, Castle of Law, and, in the language of the Castle, I became a Knight of the Castle. Now, as a lawyer, his expectations of me became higher, so whenever he’s around I’m always trying to avoid him.

In retrospect, those pushing beyond normal by Dr Ajulo turned me into a fine gentleman and also a good lawyer. Today, I run a thriving law practice, Law Capitol with offices in Abuja and Lagos and over 15 lawyers working with us.

Yet yesterday reminded me of something I have learnt over the years:

You may leave the Castle, but the Castle never really leaves you and you cannot pass through someone like Ajulo and not have a reflection of him on you. In fact, those that have been to Castle of Law when it was located at No. 21 B Amazon Street, Maitama, and have visited my office will definitely see that we try to model Law Capitol after Castle of Law; for instance, the grand piano that captures everyone’s attention when they step into the lobby of Law Capitol is a mimical of the grand piano that Ajulo has in his Castle of Law, and numerous other examples.

Why “Grand Master”?

It has nothing to do with age. Dr Ajulo is still a young man.

It is about the way he thinks; you need to hear him speak to understand, he has ideas, the execution strategy, and one of the best brains. When you hear Ajulo’s lofty dreams you will think it’s a person who is just starting life and not a man who has achieved so much and climbed to a height many people may not dare to attain in life.

He has an unusual ability to look at an accepted way of doing things and ask:

“But why must it be done this way?”

That question runs through his practice, his ideas and the people he has mentored.

Even before our conversation began yesterday, his home had made an impression on me. It was elegant, thoughtful, and full of character; well, if I say I’m surprised I’d be lying because Ajulo has impeccable taste. His house is a reflection of that even though I was amazed by the beauty, he was still telling me about the renovation he planned to do in the house – yes, that’s the kind of man he is.

I thought: Of course.

The environment reflects the mind.

“So, Are You Retiring from Law?”

Our conversation took an interesting turn.

I asked him:

“Sir, now that Governor Aiyedatiwa has practically taken you away from us to Ondo State as Attorney-General, are you now saying goodbye to private legal practice for politics?”

I almost regretted the question.

It was as though I had touched the tail of a python.

He sprang from his seat.

“N�𱹱��!”

He reminded me that this was not his first engagement with politics in Ondo State.

Years ago, under Governor Olusegun Mimiko, he served as Chairman of the Ondo State Media Group and the Ondo State Radio-Vision Corporation, at a time when he was also National Chairman of the Labour Party.

But he eventually resigned.

Not because of a quarrel or disagreement, but because, as he stated in his resignation letter, he needed to return to the practice of law.

That answer said everything.

Public service may be a calling and he always finds time to give back to the people of Ondo State through service whenever he’s called upon, but as for the Ajulo I have come to know, law remains home and his first love, he’s not leaving this Law Practise for any of us; I still need to compete for briefs with him and, fortunately, still learn from him as the master of law.

The Lawyer Before the Crisis

That led us into a conversation about the legal profession and how we define the value of lawyers.

There is a common perception that you need a lawyer only when something goes wrong.

You are sued; call a lawyer.

The police invite you; call a lawyer.

A contract collapses; call a lawyer.

A business partner takes the money; call a lawyer.

A property dispute erupts; call a lawyer.

The lawyer becomes an emergency service.

But the Grand Master asked:

Why should the lawyer enter the room only after the problem arrives?

Why should we call the lawyer when the house is already burning, instead of having the lawyer help design the house?
This reemphasized what he always says lawyers should be crisis preventers and not merely crisis managers.

That question opened up a much bigger conversation.

The Lawyer Before the Money

One of the strongest lessons I took away was that lawyers should think beyond protecting wealth after a dispute.

They should help create the structure through which wealth is built.

An entrepreneur may need a lawyer before the first naira is made.

Before incorporating a company: ownership and structure.

Before accepting an investor: control and governance.

Before signing a major contract: risk and liability.

Before launching a product: intellectual property.

Before employing people: rights and obligations.

Before expanding: regulation.

Before wealth is accumulated: preservation and succession.

The lawyer should be at the table when the enterprise is being built, not merely summoned when it begins to collapse.

That is enterprise law.

That is strategic lawyering.

The Legal Victory Nobody Sees

None of this diminishes litigation. The courtroom remains one of the great places where lawyers defend rights and pursue justice.

But some of the most valuable legal work never makes the headlines.

A contract that prevents a lawsuit.

A corporate structure that prevents a shareholder dispute.

A negotiated transaction that saves years of litigation.

A succession plan that prevents a family conflict.

Sound advice that keeps a business out of regulatory trouble.

Sometimes the lawyer’s greatest victory is the crisis that never happens.

Beyond Fintech

We also spoke about the tendency to define the future of commercial law largely through fintech and technology.

Certainly, artificial intelligence, digital assets, data protection and financial technology are transforming the profession.

But Nigeria’s opportunities are much broader:

Agriculture. Energy. Infrastructure. Real estate. Construction. Healthcare. Entertainment. Sports. Aviation. Maritime commerce. Investment. Capital markets. Tax. Intellectual property. Public-private partnerships. International trade. Family businesses and succession.

The modern lawyer must therefore understand more than statutes and authorities.

He must understand enterprise.

How does the client make money?
Where is the risk?
Where is the opportunity?
What does the industry require?

The lawyer must be able to translate legal knowledge into commercial value.

Then I Thought About My Own Journey

Listening to him, I thought about where I started.

A university intern at Castle of Law.

Then an Associate.

Today, building a thriving law practice.

But I am only one of many. Today there’s the Citadel of Law, Law Fortress, Law Empire, Law Corridor, Law Shield etc

The alumni of the Castle include Senior Advocates of Nigeria, professors, doctors, congressmen, judges, public servants, entrepreneurs and accomplished lawyers who have gone on to build practices, institutions, and careers of their own.

That, to me, is the real measure of a mentor.

A law firm can produce briefs, cases, and revenue.

But a great mentor produces people.

He gives you confidence before you have evidence.

He exposes you to possibilities before you are ready for them.

He pushes you beyond the boundaries you have set for yourself.

Then he watches you leave and build something of your own.

That is what it means to make men.

The Lesson I Took Home

Perhaps that is why visiting him is never merely a visit.

You encounter a mind that refuses to stand still.

Dr Ajulo keeps learning, building, writing, questioning, strategizing, and reimagining. And that restlessness is contagious.

The lesson is simple:

If someone who has achieved so much can remain hungry for the next idea, none of us has any excuse to become complacent.

I went for a visit and expected a conversation.

However, I received another master class.

And I left reminded that some mentors teach you a profession.

The rare ones teach you how to think.

Grand Master Kayode Ajulo, SAN is one of those rare ones.

You may leave the Castle, but the Castle never leaves you.

*Stan Alieke, Esq, is Managing Partner, Law Capitol.

Ronik Comprehensive School (RCS) has emerged Champion of the Lagos State Agricultural Science Scholars Competition, recording a remarkable achievement that has further strengthened the school’s growing reputation for excellence in practical and science-based education.

According to the Principal RCS, Mrs Victoria Duru, “The outstanding performance by the school in the competition is a demonstration of Ronik Comprehensive School’s commitment to developing students who are not only academically sound but are also equipped with practical knowledge, creativity and skills relevant to the future of Nigeria.

She stated that “The Agricultural Science Scholars Competition provided an opportunity for students to demonstrate their understanding of agriculture and its application to real-life situations.”

RCS’ emergence as champion reflects the quality of teaching, student preparation and the school’s deliberate emphasis on experiential learning.

Duru disclosed that “In recognition of this outstanding achievement, the Lagos State Government is installing a greenhouse at Ronik Comprehensive School.”

She said: “The greenhouse represents more than a reward for winning the competition. It is an investment in the continued development of agricultural education and practical learning in the school.”

She notes that “The facility will provide students with an opportunity to gain hands-on experience in modern agricultural practices, including controlled-environment farming, crop production, experimentation and observation. It will also create a platform for students to connect classroom theories with practical agricultural production.”

In his contribution, the Agric Science Teacher and Team Leader Mr. Shobowale Sule Olanrewaju revealed that the winning scholars included: Cadmus Mololuwa; Ude Duke; Eluobaju Abimbola; Ibezim Joshua; Onyeka Ronald; Salau Oluwagbatemi; Cadmus Jesutishe; Oyeyipo Olarotimi; Mbadugha Chinomso; Anosike Lawrence; Agu Chibuike; Oyelami Olamide, and Sodade Tunmininu.

According to Shobowale, “The school intends to maximise the facility as an educational resource for students across relevant year groups and to use it to encourage research, innovation, entrepreneurship and interest in agriculture.”

RCS  has continued to demonstrate visible strength in Agricultural Science, with the school increasingly using the subject as a platform for practical learning and student development.

Shobowale stated that “The school believes that agricultural education should go beyond teaching students to memorise definitions and principles. Students should understand how agricultural knowledge can be applied to food production, environmental sustainability, technology, business and national development.”

The school’s Agricultural Science programme therefore, places emphasis on practical exposure, experimentation, problem-solving and innovation. The new greenhouse will provide an important additional platform for this approach.

He added:“Through the facility, students will be able to participate in practical projects, observe crop development under controlled conditions, investigate different production methods and develop a deeper understanding of modern agriculture.”

The achievement also creates opportunities for the school to strengthen collaboration with agricultural institutions, professionals and other stakeholders, while exposing students to emerging areas such as agricultural technology, sustainable farming, greenhouse production and agribusiness.

The school views the victory not simply as a trophy but as an opportunity to further inspire young people to see agriculture as a field of science, technology, innovation and enterprise.

At a time when Nigeria continues to seek innovative approaches to food security, employment creation and economic diversification, RCS believes that schools have an important role to play in preparing young people to contribute meaningfully to the agricultural sector.

The school is particularly proud that its students have demonstrated that young Nigerians can excel when given the right combination of quality instruction, practical exposure, mentorship and opportunities to compete at high levels.

Following the victory, the school also plans to strengthen the capacity of its Agricultural Science programme through continuous professional development for teachers and greater emphasis on practical student projects.

RCS  congratulates the students whose dedication and performance brought honour to the school and appreciates the teachers, parents and management whose support contributed to the achievement.

“The school also expresses its appreciation to the Lagos State Government for recognising the achievement and investing in the school’s agricultural education through the installation of the greenhouse,” Shobowale said.

The Envoy Nation, a United Kingdom-based Christian church, has marked its fifth anniversary in Leicester, reflecting on its growth from a small gathering of 10 during the COVID-19 pandemic to a congregation of more than 700 members.

The church marked the anniversary on Sunday, September 27, 2026, in Leicester, with fasting, prayers, thanksgiving and a love feast.

Founded in September 2021 by 10 people at Bath Lane in Leicester during the COVID-19 pandemic, the church has since grown from holding services in a sitting room to using hotel halls and conference centres before establishing a permanent site on Burleys Way, Leicester.

Speaking during the anniversary service, the Senior Pastor of the church, Dr. Dele Osunmakinde, described the five-year journey as one of grace and divine favour.

The pastor, who began his admonition with Christian hymns, including ‘O God, Our Help in Ages Past, Our Hope for Years to Come’ and ‘Great Is Thy Faithfulness,’ said the growth recorded by the church over the past five years was evidence of God’s faithfulness.

“We thank God for His loving kindness. God has been so kind to us. People will think we started this way. I remember the day we started, 26th September 2021. We started in a sitting room at Bath Lane in Leicester. And today, see what God has done.”

The cleric also commended the church’s directors for their leadership and contribution to the development of the ministry.

Also speaking during the celebration, Pastor Morin Osunmakinde, wife of the senior pastor, joined the service via video call from Nigeria and congratulated the congregation on the milestone.

She expressed gratitude to God for sustaining the church and acknowledged the commitment of members who had supported the ministry from its early days.

“We have truly enjoyed grace, and we have optimised it.”

Pastor Morin also said she could feel the joy of the anniversary celebration despite being outside the United Kingdom, noting that the church had spent the preceding week in prayer, fasting and thanksgiving.

“Thank you for believing in PD and I. Thank you for your commitment and loyalty over the years.”

The celebration ended with the cutting of the anniversary cake and a love feast at the church venue.