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Sulaiman Abdulwaheed, the Water Operator at the Jebba Waterworks in Moro Local Government Area of Kwara State, has commended Abdulrahman Abdulrazaq-led State Government for fighting water-borne diseases and addressing long-standing water challenges in Jebba.

He made this known during a media tour of the Jebba Waterworks facilities undertaken by journalists in Kwara State.

Providing details about the project, which was inaugurated by the Kwara State Government in May 2024, Abdulwaheed explained that the waterworks have the capacity to produce 200,000 litres of water daily. Of this, about 150,000 litres are supplied to an overhead tank from where water is distributed to residents at various fetching points across the community.

According to him, residents now enjoy access to clean water supply for about four hours daily. The waterworks, which serve only the Jebba community, source raw water from the River Niger. Then, thr water undergoes several stages of purification before being distributed for public consumption.

‘We thank the Kwara State Government for this intervention. We used to suffer severely from lack of water, but now over 1,000 people benefit from a steady supply of potable water every day,’ he said.

Explaining the treatment process, Abdulwaheed stated: ‘We draw water from the River Niger into the pressure house where sediments are removed. It then passes through filters where it becomes about 70% clean. Since some germs may escape filtration, the water is transferred into another tank where chlorine and alum are added. It will be left for 15 to 30 hours before being released into the overhead tank for consumption.’

He, however, identified inadequate pipe capacity and unstable power supply as major challenges affecting optimal operations.

‘We currently pump water for about three to four hours daily because the main pipeline cannot handle higher pressure. But with a larger mainline pipe, we can extend water supply to 12 hours daily,’ he noted.

He further appealed to the Government to expand the capacity of the overhead tank from 200,000 litres to 300,000 litres, especially ahead of the dry season and to provide a standby generator to tackle power interruptions.

‘We are very grateful for this intervention. The Governor has truly relieved us from years of hardship without water. However, we appeal for further support in these areas so that Jebba’s water challenges can be completely resolved,’ Abdulwaheed added.

Pafos winger Joao Correia made unwanted Champions League history on Tuesday, receiving the fastest Red Card in the tournament’s history just moments into his side’s third-round match against Kairat.

The Cape Verde international was shown a straight red card after a reckless challenge on former Portugal U21 defender Luis Mata, catching him in the face with a dangerously high boot.

English referee Chris Kavanagh wasted no time reaching for his red card, leaving the Cypriot debutants to play nearly the entire match with 10 men.

The dismissal shattered the previous record for the quickest sending-off in a Champions League match and effectively ended Pafos’ hopes of claiming their first-ever victory in Europe’s elite competition.

While Correia’s moment of madness grabbed headlines, the game also marked a milestone for David Luiz, the former Chelsea and Arsenal defender, who made Champions League history of his own.

Luiz, at 38 years and 161 days, lined up against Kairat captain Aleksandr Martynovich (38 years and 35 days), making it the first time in UEFA Champions League history that two outfield players aged 38 or older have started in the same match.

Luiz joined Pafos in August from Brazil, helping guide the Cypriot club through their maiden Champions League campaign. But despite his veteran presence, the night quickly descended into chaos following Correia’s record-breaking red card.

Nyesom Wike, Minister of the Federal Capital Territory (FCT), has criticised previous administrations for neglecting key infrastructure projects in Abuja, accusing them of failing in their responsibilities to the capital.

Speaking during the commissioning of completed engineering infrastructure in the Wuye District on Tuesday, Wike challenged past leaders to present evidence that they had done more for the FCT than the current administration under President Bola Tinubu.

‘I challenge anybody to name any administration since the creation of the FCT that has done more than what we are doing now,’ Wike said. ‘If there is any, let them speak now or remain silent.’

Wike said many of the projects being inaugurated were awarded as far back as 2009 but were abandoned due to non-payment of contractors.

He credited President Tinubu’s Renewed Hope Agenda for prioritising the completion of these projects.

‘This contract was awarded in 2009. That’s 16 years ago. Was Tinubu the President then? Yet it remained abandoned until now. We have changed the narrative,’ he said.

Wike announced that the unveiling of completed projects would continue with a 20-day showcase of achievements in the education sector, to highlight the administration’s broader development efforts.

He listed some of the projects, including 12 new roads, solar-powered streetlights under the ‘Light Up Abuja’ initiative, access roads to the Mabushi Bus Terminal, expanded water supply to satellite towns, and the construction of a 600-bed hostel for the Nigerian Law School in Bwari.

Mariya Mahmoud, FCT Minister of State, said the Wuye project reflects the administration’s commitment to delivering infrastructure that benefits residents.

‘Every milestone is a promise kept. With roads dualised and abandoned sites completed, the FCT is working again,’ she said.

Wike also pledged political support for candidates in the FCT who align with President Tinubu, hinting at major political shifts ahead.

‘For those of you running for election and supporting the President, be assured of my support. If you are with Asiwaju, you have my backing,’ he said.

He said the renewed efforts in the FCT demonstrate a focus on implementation and service delivery, contrasting it with what he described as inaction by previous administrations.

‘This is leadership that is committed to delivering results. Let the opposition see that the FCT is working,’ Wike said.

In a world where nations rise or fall on the back of smart policies, leadership vision, and effective market systems, Nigeria continues to lag behind despite its potential. While nations like Indonesia, Vietnam, and Brazil are making bold strides through innovation, local content development, and private-sector partnerships, Nigeria remains trapped in sluggish GDP growth, high inflation, and staggering unemployment.

According to the National Bureau of Statistics (NBS) and the World Bank’s Nigeria Development Update (June 2024), the country’s GDP grew by only 2.5 percent in the first half of 2024, far below the estimated population growth rate of 2.6 percent. Inflation remains persistently high at 23.8 percent as of August 2025, with food inflation even worse, hovering above 30 percent, eroding consumer purchasing power and worsening poverty levels, which now affect over 133 million Nigerians, according to the National Multidimensional Poverty Index (2023).

Yet amid these daunting figures lie success stories of what is possible when Nigeria gets it right. Sectors like telecommunications, pensions, and cement have all thrived through deliberate policy frameworks, private-sector participation, and competent regulatory oversight. These sectors offer critical lessons that must now be replicated across other segments of the economy.

Perhaps the most compelling story of success in Nigeria’s economic liberalisation journey is the telecommunications sector. Since the Nigerian Communications Commission (NCC) led the deregulation of the industry in the early 2000s, the telecoms sector has grown exponentially. Unlike the oil and power sectors, where the government remains a conflicted operator and regulator, telecoms allowed private players like MTN Nigeria, Airtel, Glo, and 9mobile to flourish under clear regulatory oversight.

Today, the sector contributes about 15.1 percent to Nigeria’s GDP as of Q2’2025, according to the NBS. Nigeria has over 220 million mobile subscriptions, internet penetration is above 60 percent, and mobile banking has been supercharged by telecom-driven fintech solutions. More importantly, the sector continues to attract billions in foreign direct investment (FDI) and has created millions of jobs, both directly and indirectly.

Another impressive example is Nigeria’s pension industry. Before the Pensions Reform Act of 2004, the pension system was weak, riddled with mismanagement and non-payment of retirees. But with the establishment of the National Pension Commission (PenCom) and the introduction of the Contributory Pension Scheme (CPS), the narrative changed.

As of June 2025, total pension assets under management have grown to N19.8 trillion, making Nigeria home to the second-largest pension industry in Africa, just behind South Africa. According to Dave Uduanu, CEO of Sigma Pensions, the success of the pension sector is rooted in ‘institutional discipline, policy clarity, and limited political interference.’ These are factors largely missing from other parts of the economy.

What is more, the Federal Government has tapped into this pool as a reliable source of domestic borrowing. Nearly 65 percent of the pension fund is now invested in government securities, a double-edged sword that boosts public finance but underscores the lack of deep private investment channels in the economy.

Once a major importer of cement, Nigeria is now a net exporter, thanks to deliberate backward integration policies and the aggressive investments of local firms like Dangote Cement and BUA Cement, alongside multinationals like Lafarge Africa. The sector now contributes significantly to Nigeria’s industrial GDP and employs thousands across its value chain.

According to the Cement Manufacturers Association of Nigeria (CMAN), the industry’s installed capacity now exceeds 50 million metric tonnes yearly, with about 95 percent of inputs sourced locally. The use of Nigeria’s abundant limestone, natural gas, and coal not only reduces dependence on imports but also strengthens the naira and boosts national pride.

This level of success did not happen by accident. It required incentives for local production, protection from unfair import competition, and regulatory support, a template that can be adapted to other industries such as steel, textiles, and automotive manufacturing.

The common thread across these success stories is clear – smart deregulation, policy consistency, independent regulation, and private-sector leadership. These ingredients are missing in sectors like power, agriculture, solid minerals, housing, and even education, where bureaucratic bottlenecks, corruption, and unclear policy direction continue to stifle growth.

Agriculture, for instance, still operates largely at subsistence levels. Despite multiple interventions like the Anchor Borrowers’ Programme (ABP), productivity per hectare remains low, and Nigeria continues to import billions in food yearly. In the power sector, privatisation failed to deliver reliable electricity because reforms were incomplete and poorly regulated. The result is an economy that remains largely dependent on generators and diesel.

The Federal Government must now apply the lessons from telecoms, pensions, and cement to these underperforming sectors. That includes creating autonomous regulators, limiting political interference, promoting local content, and encouraging public-private partnerships.

As Nigeria faces the pressures of a global economic slowdown, it must also reconsider its economic philosophy. A government-dominated economy with stifling regulations and knee-jerk policy changes is not the way forward. Instead, deliberate investments in human capital, infrastructure, and innovation must define the next chapter of national development.

At the heart of it all is leadership. Policies, no matter how well crafted, will falter under weak, corrupt, or visionless leadership. The need for competent, accountable, and reform-minded leaders cannot be overstated. Without them, replication of sectoral successes will remain an illusion.

We therefore urge Nigeria’s policymakers, at both federal and state levels, to take a cue from what has worked and scale those strategies into other areas. The time for fragmented, politicised economic management is over.

Replicating these success stories across key sectors is not just desirable; it is essential for Nigeria’s survival and prosperity in an increasingly competitive world. The blueprint already exists. All that remains is the political will to implement it.

UN Trade and Development (UNCTAD) Secretary-General, Rebeca Grynspan, says 31 trillion dollars burden is stifling the development of developing countries.

The UN trade official said this on Monday while addressing UNCTAD’s 195 Member States in Geneva.

Grynspan, however, said that holding the line on the existing rules-based international trading system remains an essential challenge if the world is the keep a damaging tariff war at bay

She said that 72 per cent of global trade ‘still moves under WTO rules’ – a reference to the World Trade Organisation (WHO), whose agreements are negotiated and signed by trading nations.

‘We have for now avoided the domino effect of tariff escalation that once brought the world economy to its knees in the 1930s,’ Grynspan told UNCTAD members gathering in Geneva to continue efforts to lift millions out of poverty through trade.

‘This didn’t happen by accident, it happened because of you, because you kept negotiating when it seemed pointless, defending a rules-based system even as you were to reform it, and building bridges even when they fell.’

The UNCTAD chief’s comments follow months of global economic uncertainty amid declarations of tariff impositions on trading partners of the United States.

In recent comments, Grynspan said that rising tariffs, record debt repayments by heavily indebted nations and growing mistrust, were all halting development.

‘A debt and development crisis is still facing countries with impossible choices,’ she said. ‘They have to decide: to default on their debt or on their development.’

Tariffs applied by major economies, including the United States, have jumped this year from an average of 2.8 per cent to more than 20 per cent, Grynspan recently told the UN General Assembly.

‘Uncertainty is the highest tariff possible,’ she said, adding that it ‘discourages investment, slows growth and makes trade as a path to development much harder’.

In Geneva, the UNCTAD top economist warned that global investment flows are retreating for the second year in a row, ‘eroding tomorrow’s growth’.

At the same time, today’s investment system favours projects in richer economies rather than developing nations, she continued, with one-off costs responsible for making one U.S. dollar ‘three times more expensive in Zambia than in Zurich’.

Grynspan also stressed that freight costs are now ‘too volatile’ with landlocked countries and small island developing states hit with transport bills ‘up to three times the global average’.

And while AI offered the prospect of adding ‘trillions’ to global GDP, the UNCTAD Secretary-General added that fewer than one in three developing countries have strategies to capture its benefits.

A staggering 2.6 billion people remain offline, most of them women in developing countries, UN data indicates.

Many years ago, I knew a manager who kept a mental ledger. He documented in his mind, every mistake, every missed deadline, and every misstep by his team members. He will always threaten his team members with appraisal outcomes. It was always bizarre seeing him making reference to errors and events that occurred months before. The team members were always walking on eggshells around him. This inevitably led to low morale amongst the team members. That manager thought he was maintaining standards. What he was doing was destroying trust and suffocating what every leader is meant to cultivate and that is human potential.

Here is an uncomfortable truth that some leaders struggle to accept: if you will succeed in your role, forgiveness is not optional. It is essential. Your team members are human beings, just like you. They will make mistakes. They will disappoint you. They will sometimes fall short of expectations. And when they do, your response will define not just your relationship with them, but the entire atmosphere you create. Take the example of Indra Nooyi, former CEO of PepsiCo, who believed in creating an inclusive environment where team members felt valued and respected, regardless of past mistakes. Her ability to maintain a forward-looking perspective without dwelling on past errors enabled her to build a cohesive and motivated team that drove PepsiCo’s global success.

In the year 2000, Howard Schultz of Starbucks stepped away from daily operations, and during his absence, the company made a series of strategic missteps that nearly destroyed the brand he had built. When he returned as CEO in 2008, he could have spent his time assigning blame, punishing those responsible, and making examples of people. Instead, he chose a different path. He acknowledged that mistakes had been made by many people, including himself, and focused the entire organization on moving forward together. He closed stores for retraining. He rebuilt the culture. He forgave, but he also created systems to prevent the same mistakes from happening again.

Holding grudges exhausts you. It is an emotional labor that depletes energy and clouds your judgment. Every time you interact with the person you have not forgiven, you carry that weight. It affects your tone, your body language, your decisions about them. You think you are punishing them, but you are also punishing yourself. Nelson Mandela spent 27 years in prison, subjected to brutal treatment and injustice. When he emerged, he could have led with bitterness and vengeance. Instead, he chose forgiveness and reconciliation. If a man like Mandela could choose forgiveness, surely, we can extend it to a colleague who missed a deadline or made a poor decision.

Forgiveness is not avoiding consequences for bad behaviour. You are permitted to exercise official sanctions. When someone violates policy, misses critical deadlines without valid reason, or demonstrates patterns of poor performance, you have a responsibility to address it. Accountability is not the opposite of forgiveness but the companion to it. What must not happen is using one event to continue tormenting your team members long after the incident has passed. There is a world of difference between imposing a consequence and harbouring a grudge. Leaders must strike a delicate balance between empathy and discipline. While it’s important to forgive, it’s equally important to ensure that lessons are learnt and that systems are put in place to prevent recurrence.

One of the vices that prevents forgiveness is bitterness. It is a slow poison. It does not kill you quickly; it seeps into your judgement, your decisions, and your relationships. When you hold grudges against those who have stepped on your toes, and people will surely step on them, you create an environment where fear replaces trust. Always remember empathy in your dealings. This is not soft leadership; this is smart leadership. Empathy means understanding that the person who made the mistake is probably already beating themselves up about it. Empathy means recognising that people’s personal lives affect their professional performance and that the misstep could be as a result of a personal matter of concern. Empathy means asking yourself, ‘If I had made this mistake, how would I want to be treated?’

Finally, forgiveness is not just a virtue. It is a leadership imperative. It’s about recognising that your team members are human, that mistakes are inevitable, and that growth is possible. By forgiving, you create an environment where people feel valued, supported, and empowered to do their best work. So, the next time a team member stumbles, remember forgiveness is not just about them but also about you. It’s about the kind of leader you choose to be. Let go of the past, embrace empathy, and lead with a heart that forgives. That is the hallmark of true leadership. By activating forgiveness, leaders not only build stronger, more cohesive teams but also pave the way for a more innovative and dynamic organisation.

Nigeria is no stranger to grand sustainability ambitions. From its Nationally Determined Contributions under the Paris Agreement to the Renewable Energy Master Plan, the nation’s green aspirations are clear. Yet in practice, implementing sustainable energy, infrastructure, agriculture, and urban systems remains slow. The missing link is not vision; it is execution. That’s where Public-Private Partnerships (PPPs) must evolve from buzzword to backbone.

True sustainability demands collaboration. The public sector cannot deliver transformation alone, and the private sector cannot remain a passive financier. When designed well, PPPs can mobilise capital, transfer technology, and embed accountability into green projects. But to realise this potential, Nigeria must strengthen the way PPPs are structured, governed, and monitored.

Why PPPs matter for a green agenda

The scale of Nigeria’s climate and infrastructure gaps exceeds public funding capacity. Green transport, renewable energy, waste management, and resilient cities require large upfront investment, steady revenue streams, and operational excellence. PPPs can bridge that gap by leveraging private finance alongside government guarantees.

They also incentivise performance. Contracts can tie payments to emissions reduction, service delivery, or energy efficiency targets, embedding ESG metrics into operations and discouraging underperformance. Beyond finance, PPPs open doors to innovation, as private partners bring new technologies, leaner cost structures, and adaptive management.

In Nigeria’s energy sector, PPP models are already being explored to expand off-grid renewables and integrate clean power into the grid. In agriculture, the Nigerian Meteorological Agency has called for climate-smart PPPs to provide forecast services for agribusinesses, enabling farmers to plan for weather risks. These are promising beginnings, but the journey is still early.

Pitfalls that sabotage green PPPs

Despite their promise, many PPPs falter. Poorly scoped contracts, weak regulation, and lack of transparency often derail projects. Some fail because risks are misallocated, the government guarantees too much, or private partners shoulder excessive uncertainty. Others collapse under unrealistic tariffs or political interference.

Environmental and social safeguards are also frequently overlooked. Projects labelled ‘green’ sometimes neglect ecosystem restoration, emissions tracking, or community engagement, leading to public backlash. Moreover, limited technical capacity within ministries and regulatory agencies often results in weak contract negotiation and oversight. Political transitions further complicate matters when the new administration attempts to renegotiate or cancel existing deals.

Building effective green PPPs

To make PPPs a reliable vehicle for sustainable transformation, Nigeria needs stronger foundations. Key steps include:

1. Policy clarity and risk guarantees:

A consistent national green infrastructure roadmap is essential. Government must provide credible risk mitigation instruments such as partial guarantees, currency hedges, and off-take agreements to attract investors.

2. Standardised and modular contracts:

Developing PPP templates for key sectors (renewable energy, waste management, and green transport) with ESG clauses will simplify negotiation and reduce transaction costs.

3. Transparent procurement and competition:

Independent project preparation facilities should vet projects and publish feasibility studies. This curbs political capture and ensures only viable, high-impact projects move forward.

4. Regulatory oversight and ESG benchmarking:

Strengthening institutions like the Infrastructure Concession Regulatory Commission (ICRC) is vital. PPP contracts should include measurable ESG indicators, periodic audits, and independent verification of environmental performance.

5. Capacity building:

Both public officials and private partners need training in contract structuring, risk evaluation, and ESG integration. Technical knowledge is the bedrock of sustainable execution.

6. Pilot projects and blended finance:

Nigeria should start small: solar mini-grids, green bus networks, climate data hubs and scale up. Blending grants, concessional funds, and private capital can reduce risk and attract long-term investors.

7. Community inclusion:

True sustainability includes people. Local communities must benefit through jobs, training, and participatory monitoring. Without social buy-in, projects face resistance and reputational risk.

Spotlight: blue economy, cities, and renewables

Nigeria’s emerging blue economy offers fertile ground for PPP innovation. Coastal infrastructure, marine resource management, and ecotourism can attract private investment if guided by climate resilience and conservation principles. With coastal erosion and pollution threatening livelihoods, a PPP framework anchored on restoration and green growth could unlock a new wave of sustainable enterprise.

Urban infrastructure presents another opportunity. The Rebuild Lagos Trust Fund, while not strictly green, shows the potential of joint investment in urban renewal. The next frontier is to green these assets by retrofitting public buildings for energy efficiency, solar integration, and stormwater management.

In energy, companies like Arnergy have shown how private innovation can drive access through pay-as-you-go solar systems. But scaling such models requires PPP support for grid interconnection, technical standards, and consumer protection. Public agencies can de-risk these ventures through subsidies or performance-based incentives tied to verified impact.

From aspiration to accountability

Green PPPs are not quick fixes; they demand discipline, transparency, and patience. Yet as Nigeria confronts mounting climate pressures, they remain one of the few mechanisms capable of bridging ambition with action.

For the private sector, the call is to look beyond short-term profits and invest in long-term impact. For the government, the challenge is to move from transactional politics to institutional continuity while building systems that outlast electoral cycles.

Ultimately, Nigeria’s green future will not be built by government or business alone, but by a partnership rooted in shared responsibility. When structured with integrity, public-private partnerships can transform from contractual arrangements into engines of resilience, prosperity, and environmental stewardship.

If Nigeria gets this right, PPPs won’t just deliver infrastructure; they will deliver trust, innovation, and a greener economy for generations to come.

The Federal Road Safety Corps (FRSC) has expressed deep sorrow over the tragic loss of 35 lives in an inferno that occurred along the Bida-Lapai route, after Badegi, on Tuesday.

The unfortunate victims were caught in the explosion while attempting to scoop fuel from a crashed tanker laden with Premium Motor Spirit (PMS). The incident also left forty-six (46) persons with varying degrees of injuries.

This was disclosed in a statement signed by Olusegun Ogungbemide, Assistant Corps Marshal and Corps Public Education Officer.

According to reports from the FRSC Rescue Team deployed to the scene, the crash occurred at about 12:15 p.m. when the fuel tanker lost control due to the poor state of the road and overturned. Minutes later, residents of the area reportedly rushed to the site to scoop fuel from the fallen vehicle.

Tragedy struck when the volatile substance ignited, triggering a massive fire that consumed 35 people and destroyed nearby properties.

The FRSC rescue team, led by the Unit Head of Operations, promptly responded to the distress call in collaboration with the Niger State Fire Service, Bida Division. Together, they battled the raging flames and evacuated injured victims to nearby hospitals for urgent medical attention.

While commiserating with the victims and their families, Shehu Mohammed, Corps Marshal, described the incident as ‘a needless national tragedy born out of ignorance, greed, and disregard for safety warnings.

‘This is not just a crash; it is a painful reminder that every time people ignore safety advice and rush to scoop petrol, they gamble with their lives. No litre of fuel is worth a human life,’ Mohammed stated.

He further directed all FRSC formations nationwide to intensify community-based sensitisation, particularly in rural and high-risk areas, warning residents to steer clear of fuel-laden crash sites.

The Corps Marshal also appealed to traditional rulers, religious leaders, and local authorities to support the Corps in educating communities on the dangers of fuel scooping.

Mohammed noted that most high-fatality crashes recorded in 2024 were linked to fuel scooping rather than the primary crash events, stressing the need for proactive community education to prevent a recurrence.

The Corps urged motorists and residents along major highways to report any crash involving tankers or hazardous materials through the FRSC toll-free emergency number 122, instead of engaging in reckless and life-threatening actions.

The FRSC reaffirmed its commitment to ensuring safer road environments through sustained public enlightenment, strict enforcement, and collaboration with relevant stakeholders to avert similar tragedies in the future.

In the contemporary landscape of global project management, effective communication stands as a cornerstone of success, especially in cross-border and multicultural environments. For Nigerian professionals who operate within complex cultural systems both domestically and internationally, mastering the balance between cultural understanding and technological adaptability is essential. By blending cultural intelligence with digital communication tools, Nigerian project managers can enhance collaboration, reduce misunderstandings, and drive more effective project outcomes.

Recognising cultural diversity is crucial to developing strong communication within teams. Nigeria, with over 250 ethnic groups and numerous local languages, presents a unique challenge in harmonising communication styles and workplace expectations. Cultural norms often shape how individuals perceive authority, express opinions, and handle conflicts. For instance, while directness may be valued in Western settings, it may be perceived as disrespectful in some Nigerian or other African contexts. Consequently, project managers must develop sensitivity to these nuances, fostering respect and collaboration across varying cultural backgrounds.

Cultivating cultural intelligence (CQ) enables Nigerian professionals to go beyond awareness and actively adapt their behaviour in multicultural project environments. CQ involves understanding cultural values, interpreting social cues, and adjusting communication styles appropriately. A project manager with high CQ can tailor messages, anticipate possible misinterpretations, and create a sense of inclusion among team members. This adaptability is vital for aligning diverse stakeholders and maintaining cohesion in both local and international projects.

Alongside cultural competence, technology serves as a transformative tool in bridging communication gaps. Digital collaboration platforms-such as Microsoft Teams, Slack, and Zoom-facilitate real-time interaction, document sharing, and project tracking, making it easier for geographically dispersed teams to stay aligned. For Nigerian professionals, the use of such tools represents not just efficiency but also a pathway to global participation in complex project networks. However, reliance on technology introduces challenges related to tone, context, and cultural sensitivity. Misinterpretations can occur when non-verbal cues are absent in emails or messages. Therefore, project managers should combine written and visual communication formats, using video calls when discussing sensitive topics to preserve relational context.

Establishing structured communication protocols is equally important. Nigerian project managers should define standards for reporting, feedback, and response times that respect cultural preferences while maintaining professional efficiency. Regular communication checkpoints encourage accountability, ensure transparency, and strengthen team trust. When protocols are paired with open dialogue, teams can address issues proactively, minimising conflict and delays.

Training in intercultural communication should also be an ongoing part of professional development. Such training not only increases awareness but also provides practical tools for managing diversity within teams. For example, simulation exercises, role-playing, and storytelling workshops can improve empathy and help project managers navigate differences constructively. Encouraging team members to share their cultural perspectives fosters inclusivity and enhances creativity, as diverse viewpoints often generate innovative solutions to project challenges.

Feedback mechanisms represent another important dimension of effective communication. Project managers should routinely gather input from team members and stakeholders through surveys, debriefs, or one-on-one meetings. This iterative process allows for the continuous improvement of communication strategies, ensuring they remain adaptive to team needs and evolving project dynamics. A responsive communication culture also demonstrates respect and strengthens stakeholder trust.

Ultimately, successful project management for Nigerian professionals depends on the synergy between cultural intelligence and technology. Integrating these elements creates a dynamic framework where collaboration thrives despite differences in background or geography. By understanding and respecting cultural nuances while leveraging modern communication tools, Nigerian project managers can build cohesive, high-performing teams capable of delivering quality results in an increasingly interconnected world. As globalisation continues to redefine how projects are managed, this dual emphasis on culture and technology will remain the foundation of sustainable success in project environments.

Festus Keyamo, minister of aviation and aerospace development, has emphasised that strategic investment in human capacity is vital for Nigeria to remain competitive in the rapidly evolving global aviation industry.

Keyamo made the remark while declaring open the 54th Annual General Meeting (AGM) of the Nigeria Air Traffic Controllers’ Association (NATCA) held on Tuesday in Abuja.

The event, themed ‘The Human Edge: Capacity Building in the Next Generation Air Traffic Management,’ aligns with the Minister’s Five-Point Agenda, which underscores the federal government’s commitment to strengthening human capacity and fostering innovation in the aviation sector.

In a statement signed by Odutayo Oluseyi, head of Press and Public Affairs at the ministry, Keyamo commended NATCA for its steadfast dedication to safety, professionalism, and operational excellence in air traffic management.

He reiterated that human capacity remains the most critical component of aviation safety and efficiency, pledging the ministry’s continued support for training, retraining, and creating an enabling environment for aviation professionals to thrive.

‘As the global aviation industry evolves toward next-generation air traffic management systems, Nigeria must strategically invest in its workforce to remain competitive and compliant with international standards,’ the minister said.

Keyamo also highlighted the government’s ongoing measures to address workforce shortages in the aviation sector, particularly among air traffic controllers and other technical professionals.

Recall that during the unveiling of the Isaac Balami University of Aeronautics and Management (IBUAM), Africa’s first privately owned aeronautics university, he revealed that the ministry has had to retain and recall retired personnel to fill critical gaps.

‘I want to say that we are short-staffed in certain areas of aviation, particularly air traffic controllers. They are highly skilled professionals, and it takes time to train them. That’s why we’ve had to recall retired hands to bridge the gap while developing new capacity,’ he explained.

According to him, the establishment of IBUAM is a strategic step toward addressing these challenges, as it aligns with the federal government’s vision to build local capacity, reduce dependence on expatriate expertise, and prepare the continent’s workforce for the future of aviation.

The 54th NATCA AGM provides a platform for air traffic controllers, regulators, and aviation experts to deliberate on issues affecting the profession and to develop strategies for improving operational efficiency, safety, and service delivery across Nigeria’s airspace.