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The Civil Defence, Correctional, Fire and Immigration Services Board (CDCFIB) has announced that a Computer-Based Test (CBT) will soon be conducted for applicants shortlisted in its ongoing nationwide recruitment exercise.

In a public notice signed by AM Jibril, its secretary, on Tuesday, the Board expressed appreciation to members of the public for their patience throughout the recruitment process.

According to the statement, the CBT will take place across the 36 states and the Federal Capital Territory (FCT), with specific dates and venues to be communicated to successful applicants through the Board’s official portal.

Applicants who earlier applied for positions in any of the four Services under the Board, the Nigeria Security and Civil Defence Corps (NSCDC), Nigerian Correctional Service, Federal Fire Service, and Nigerian Immigration Service, have been advised to visit https://recruitment.cdcfib.gov.ng next week to check their status.

The notice further cautioned applicants against falling victim to fraudsters, emphasising that all legitimate information regarding the exercise will be provided exclusively through the official CDCFIB portal.

‘All applicants are enjoined to take note of the Board’s portal address highlighted above to avoid being scammed,’ the statement read.

In Nigeria’s fast-evolving digital economy, few indigenous technology firms have demonstrated the consistency, innovation, and capacity of Layer3 – a leading ICT solutions provider that has quietly become one of the foundational enablers of enterprise technology across the country.

Founded nearly two decades ago, Layer3 has transformed from a network solutions company into a full-fledged enterprise service provider, delivering world-class cloud, cybersecurity, managed services, and infrastructure solutions that power some of Nigeria’s most vital sectors. From banking and government to education, healthcare, and SMEs, Layer3 continues to deliver high-performance, locally relevant technologies tailored to Africa’s dynamic business environment.

Building Africa’s Cloud Backbone

Through its subsidiary, Layer3Cloud, the company has built a robust, Nigeria-based cloud platform offering Infrastructure-as-a-Service (IaaS), Backup-as-a-Service (BaaS), and Disaster-Recovery-as-a-Service (DRaaS).

This locally hosted infrastructure ensures data residency, faster performance, and compliance with the Nigeria Data Protection Act (NDPA) – meeting the growing demand for secure and sovereign data storage within the country. Layer3Cloud’s approach not only keeps data closer to businesses but also reinforces Nigeria’s journey toward digital independence.

Global Partnerships, Local Strength

Layer3’s partnerships with global technology leaders such as Cisco, Juniper Networks, Huawei, and Fortinet strengthen its capabilities, enabling the company to deploy next-generation enterprise networks and advanced cybersecurity frameworks.

Its Managed Services and Network-as-a-Service (NaaS) offerings have become critical lifelines for organizations seeking to improve operational efficiency, reduce downtime, and scale securely – all without the heavy costs of maintaining in-house IT infrastructure.

Recognized Excellence

In 2025, Layer3 received multiple honors at the African Beacon of ICT Awards, including Enterprise Solutions Provider of the Year and Leadership in Cloud Services. These accolades reaffirm the company’s reputation as one of Nigeria’s most trusted technology partners and a major contributor to the continent’s digital progress.

‘Our mission has always been to make technology simple, secure, and accessible for African businesses,’ says Oyaje Idoko, CEO of Layer3. ‘We believe the future of digital transformation in Africa must be driven by local expertise built on global standards.’

Poised for the Future

As more organizations embrace cloud adoption, data security, and enterprise connectivity, Layer3 is strategically positioned for its next growth phase – expanding its fiber infrastructure, enhancing its managed-service portfolio, and deepening its enterprise cloud ecosystem.

With over 20 years of experience, a team of Nigerian technology experts, and a strong innovation pipeline, Layer3 continues to prove that home-grown technology companies can compete globally while delivering solutions built for Africa’s unique needs.

In boardrooms across Africa, fiduciary duty has traditionally been defined in familiar terms: protecting shareholder value, ensuring financial integrity, and exercising prudent oversight. But in today’s hyperconnected economy where business models are powered by data, technology, and trust – this definition is no longer sufficient. Digital responsibility has become the new fiduciary duty.

Cyberattacks, privacy breaches, algorithmic bias, AI misuse, and data governance failures are no longer just operational risks. They are strategic threats that can erode enterprise value overnight. More importantly, they challenge the trust contract between organisations and the stakeholders they serve – customers, investors, employees, regulators, and the communities that rely on their services.

African boards sit at a pivotal moment. The continent is leapfrogging digitally: fintech adoption is skyrocketing, mobile penetration is transforming economies, and data-driven innovation is reshaping industries. But the same digital acceleration that fuels growth also amplifies responsibility. The question is no longer whether boards should engage but how deeply and deliberately they should embed digital responsibility into their core mandate.

Redefining Fiduciary Duty in a Digital Age

Traditionally, fiduciary responsibility has meant acting in the best interests of the company and its shareholders, ensuring accountability, ethical leadership, and financial stewardship. But in a digital economy, protecting enterprise value requires more than financial prudence. It requires governance that anticipates digital risk, builds trust, and aligns technology strategy with corporate purpose.

A data breach or a poorly governed AI deployment can do more than dent reputations; it can trigger regulatory investigations, consumer backlash, investor pullout, and systemic distrust. Conversely, companies that embed responsibility into their digital strategy signal stability, foresight, and credibility – qualities that matter profoundly to capital providers.

For boards, this means expanding their understanding of fiduciary duty to cover responsible technology and data stewardship, not as an optional agenda item but as a core governance responsibility.

What digital responsibility looks like at board level

Digital responsibility is not about managing technical details; it’s about owning strategic accountability for how technology shapes organisational behaviour and societal impact.

In practice, this involves:

Oversight that goes beyond cybersecurity to include privacy, ethical use of AI, data retention, cross-border flows, financial integrity, and compliance.

Clear accountability structures at board level, ensuring digital trust is not scattered across multiple committees but anchored strategically.

Ethical clarity – boards asking not only ‘Can we?’ but ‘Should we?’ when making technology investment and deployment decisions.

Transparency and reporting, building investor and public trust through responsible disclosures on digital risks, resilience, and governance measures.

Continuous capability building, ensuring directors possess enough digital literacy to challenge management, understand trade-offs, and anticipate emerging risks.

These elements position the board as both steward and guardian of trust in the digital age.

Why it matters for Africa’s boards

Africa’s digital economy is growing at more than twice the global average. But rapid digital adoption without robust governance risks creating fragile systems – highly connected yet vulnerable, innovative yet easily undermined by weak oversight.

Embedding digital responsibility into fiduciary duty is about unlocking long-term value. Investors increasingly reward companies with strong digital governance. Regulators are tightening expectations around data and technology oversight. Consumers are gravitating toward brands they trust.

Boards that lead on this front will not only mitigate risks but also position their organisations as credible, trustworthy actors in an increasingly digital global economy.

Digital responsibility is not a passing trend; it is the evolution of fiduciary leadership in the 21st century. Boards must set the tone at the top, embedding responsible digital practices into strategy, culture, and reporting.

As Africa continues its digital leap, the boards that embrace this expanded fiduciary duty will be the ones that build enduring trust, attract sustainable investment, and shape the continent’s digital destiny.

Trust is not inherited. It is governed.

An analysis by Moniepoint’s Informal Economy report 2024, reveals that only 2.8 percent of founders in informal businesses were motivated by passion.

The overwhelming majority, accounting for nearly 9 out of every 10 informal businesses, are created out of necessity, driven by either mass unemployment or insufficient wages from formal employment.

It reveals that the primary driver for a majority of small business owners is not entrepreneurial passion, but the critical need to survive a brutal job market.

Specifically, 51.6 percent of informal business owners were motivated to start their venture because they were unemployed. Compounding this issue is the prevalence of underemployment, with 35.9 percent citing insufficient income from their existing, often more formal, employment as their main reason for starting a business.

Other findings indicated that 3.8 percent inherited their business, while 5.9 percent had other reasons. This data underscores the informal sector’s crucial role as a buffer against widespread joblessness and poverty wages in the formal economy.

The data exposes the shadow economy as a critical safety net, heavily reliant on a young demographic struggling with high rates of joblessness and low formal wages.

Nigeria’s informal economy: Navigating between resilience and vulnerability

The report, which analysed data from over two million businesses and included interviews with hundreds of owners, provides a stark look at the motivations behind the estimated 40 million Micro, Small, and Medium Enterprises (MSMEs) that forms the backbone of Nigeria’s informal sector.

This sector comprises untaxed and unregistered businesses, the street vendors, artisans, and ‘side hustles’, that account for almost 90 percent of all MSMEs in the country.

Motives of the MSME owner

The analysis of how these businesses originates reveals that the decision to start is overwhelmingly driven by financial necessity rather than entrepreneurial aspiration.

While unemployment was the leading motivation for men, insufficient income was the higher motivation among women, suggesting many are seeking supplementary income to combat the high cost of living despite holding down a main job.

A youth’s struggle and the unemployment crisis

The report underscores that this informal entrepreneurship is overwhelmingly a phenomenon of the youth.

More than half of the informal economy population is under 34 years old, with the largest single group (43 percent) falling between the ages of 25 and 34. This youthful energy, while presenting an opportunity for socio-economic transformation, is currently being channelled into survival rather than innovation.

The findings places the shadow economy firmly at the centre of Nigeria’s broader economic crisis.

Nigeria continues to battle a high unemployment rate, which has long been a significant socio-economic challenge. While official figures have fluctuated, estimates of the combined rate of unemployment (being available and seeking work) and underemployment (working few hours or in low-wage jobs unsuited to one’s skills) remain very high, often exceeding 50 percent for the youth cohort.

The reliance of over 35 percent of informal business owners on a side hustle due to poor pay in formal jobs directly reflects the problem of underemployment, where a degree or a regular job no longer guarantees a sufficient standard of living. This pushes a significant portion of the workforce, including professionals and graduates, to operate in the untaxed ‘shadow economy’ simply to make ends meet.

The crisis is, therefore, not just a lack of jobs, but a proliferation of poor-quality, low-wage jobs that fail to lift citizens out of poverty.

MTN Nigeria has appealed to customers for patience and understanding as 101 network sites across Adamawa, Borno, and Kano States will experience temporary downtime on Saturday, October 25, 2025, due to a scheduled network maintenance exercise.

The planned intervention, which will run from 6:00 AM to 8:00 AM, is part of the company’s ongoing efforts to enhance service reliability and long-term network performance.

According to a statement from the company, the activity involves a fibre cutover operation along the AFCOT-Bawo Village route, targeting 101 network sites spread across 15 Local Government Areas (LGAs).

The upgrade, MTN explained, is a major step in its broader programme to eliminate damaged fibre spans, reduce multiple joints, and improve overall optical and network stability.

‘This planned maintenance is a continuation of the restoration work we began in August 2025 along the same route. The exercise will ensure stronger, more resilient connections for our customers in the affected regions,’ the company said.

The affected LGAs include Nasarawa in Kano State; Girei, Song, Mubi North, Hong, Gombi, Fufore, Mubi South, Madagali, Michika, Maiha, Chibok, and Yola North in Adamawa State; and Askira/Uba and Shani in Borno State.

MTN noted that because the fibre route is linear and unprotected, services including 2G, 3G, 4G, and some enterprise solutions will experience temporary downtime during the two-hour maintenance window.

While acknowledging the potential inconvenience, MTN Nigeria appealed for customer patience and understanding, stressing that the upgrade is essential for long-term service quality and resilience in the region.

‘We sincerely regret any inconvenience this may cause and appreciate our customers’ understanding as we work to deliver a more stable and efficient network experience,’ the statement added.

The exercise is part of MTN Nigeria’s broader network modernization and infrastructure optimization programme, which has seen the company expand its fibre footprint, deploy advanced optical technologies, and improve redundancy across major routes nationwide.

By executing this latest cutover, MTN aims to significantly reduce service disruptions caused by fibre faults and improve overall data and voice quality across the affected states.

Nigeria today has left many people in crippling agitation. The events that occasion this feeling are the everyday experiences of hapless fellow compatriots. Kidnapping, robbery, Ponzi schemes and other nefarious dealings stare the common man in the face. So, in a country stormed by insecurity, one cannot but raise an alarm at any situation that signals an impending doom. This provides a narrative landscape for the recent altercation between an Uber driver and his passenger.

Netizens on WhatsApp took to an aggressive reposting of the report made by one X (formerly Twitter) user, Nevermind (@Big_Itohan), against an Uber driver named James Oluwatosin Ogunsanwo. The former posted that Nigerians should beware of the latter, as he uses his Uber service to provide victims to a syndicate of area-boy robbers. She went further to give details of how his indescribably faulty car is a scheme in the notorious business. However, as luck would have it, a live chat between a concerned reposter and a neighbour of James’s was leaked. In the conversation, the godsend persuasively dispelled the rumour with repulsion at the defamation of James’s character.

Whatever our evaluation of this drama may be, there is no ‘victor or vanquished’. In this situation, John Donne’s all-time pithy poem No Man Is an Island is timely. The closing lines of the poem, which read, ‘. never send to know for whom the bell tolls;/It tolls for thee,’ bespeak the empathy behind Miss Nevermind’s action. Granted that she made a wrong judgement of her robbery experience in the course of her travel in Mr James’ car, her reaction was a response to what the nation has done to you and me. Nowhere is safe. No one can be trusted. And in times like this for that matter. Everywhere is precarious. And as it is believed in a street prognosis, a dangerous person does not bear the mark of their identity on their forehead. So, @Big_Itohan did what was right because the country presently teeters on the edge of insecurity. She raised the right alarm, albeit on a wrong judgment.

In the same way, those who spread the message like wildfire were right in their action. The bell tolls for everyone in today’s Naija. The message and false accusation could have been true anyway. And that single support of the finger could have saved my own family member, whose next Uber trip would have carted them to the prickling number of missing persons. In that wise, their action starkly justifies Niyi Osundare’s rhetoric in his poem Not My Business. If they had minded their own business, that most likely would have given vent to the subterfuge of road banditry. Nigeria’s insecurity issue is past taking lying low. In fact, there is logically no way anyone could have treated such a heartbreaking message with indifference. On this note, let us bury the hatchet and withdraw the boiling contempt.

There should also be an immediate dismissal of prejudice. In the presumption that the complainant is to be sued for defamation, let no one hijack the argument for ethnophobic claims. That has plagued us enough as a nation. We are quick to tender reductionist views. Our binary alternatives mentality has hampered critical thinking: it is either this or that or nothing else. But this matter on the ground is more sensitive than our parochial perception of it. We are also very obsessed with sensational stories.

Emotions should not supersede reasoning. This is not a matter of the woman fingering manhood for gender malice. That would be an outright evasion of the truth that two aggrieved Nigerians are psychologically molested by a failed system. We cannot dispute the obvious fact that this nation is toying with its citizens’ mental well-being.

An unchecked use of social media can put society asunder. We should stay conscious of that drawback and learn to fact-check every alarm raised. In the name of the cruise, issues have got out of hand. Nigerians should learn to control their emotions: not every item of news on the internet is true. To this end, the courts of the internet should temper justice with mercy. Finally, our unreserved apology goes to the transportation company whose image seems tainted.

Governors of Kano and Katsina States as well as their Jigawa colleague have signed a ?50 billion ‘Tri-State Energy Investment Agreement’ aimed at boosting energy security and economic transformation in Northern Nigeria.

The deal was finalised at the High-Level Electrification Summit in Marrakech, Morocco, October from Thursday to Sunday, according to Gov. Abba Yusuf’s spokesperson, Sanusi Bature.

In a statement he issued in Kano on Tuesday, Bature quoted Yusuf as saying that the partnership seeks energy sufficiency, economic inclusion and a business-friendly environment for industrial growth.

‘We aim to make Kano the industrial heartbeat of Northern Nigeria again. Investing in regional energy solutions empowers businesses, creates jobs and ensures reliable electricity driving prosperity,’ he said.

The states will establish a ?50 billion Electrification Fund for expanding electricity access via generation, grid extension, mini-grids and solar systems.

The Kano State Power Commissioner, Gaddafi Shehu, said the initiative would enhance KEDCO’s efficiency and unlock regional economic potential through better power supply.

The deal reflects Yusuf’s vision for stable energy, positioning Kano as a regional power and investment hub.

Africa produces about 70% of the world’s cocoa but earns less than 5% of the $130 billion chocolate market. Why does this gap exist, and how can it be closed?

That gap exists because, for too long, Africa has been positioned as a raw material supplier instead of a value creator. We grow about 75% of the world’s cocoa but process less than 10% of it locally. The real money is not in the beans we see; it is in what happens after – processing, packaging, branding, and retail. Those stages are dominated by Europe and North America, which is why they capture the bulk of the $100 billion chocolate market.

There are also structural barriers that make it difficult for African producers to move up the value chain. Tariff policies in major markets still favour the import of raw cocoa but penalise semi-processed or finished products. Add to that the challenges we face with power supply, inadequate transport networks, limited storage, and the high cost of capital, all these combined makes large-scale local processing expensive and risky.

Another growing factor is traceability. Buyers in Europe and Asia now want full visibility, they want to know where each bean comes from, if farmers were paid fairly, and if the farms meet sustainability standards. Because many smallholders lack digital systems or certification, we are often locked out of premium markets that pay better prices.

At Sunbeth, we believe the solution lies in changing the way we participate in the cocoa economy. We are investing in farmer training, digital traceability systems, and local partnerships that support small processors and exporters. If Nigeria and other cocoa-producing countries can strengthen infrastructure, simplify trade logistics, and align with global sustainability frameworks, Africa can start earning in billions, not just from exports, but from owning more of the value chain.

Global markets are demanding traceability and ethical sourcing. How does Sunbeth meet these rising standards?

Traceability has become the new currency in global trade. Buyers no longer just want cocoa; they want proof of where it came from, how it was grown, and whether the people behind it were treated and paid fairly. For us at Sunbeth, meeting these expectations is not about ticking a box; it is about building trust and long-term competitiveness.

We have built our sourcing model around transparency. Every farmer in our network is digitally profiled, and their produce can be traced from farm to export point. This data helps us demonstrate compliance with international standards and assures our partners that our cocoa is ethically and sustainably produced.

We also train our farmers on global sustainability certifications such as Rainforest Alliance and UTZ, helping them meet the documentation, labour, and environmental requirements that international buyers now demand. By doing this, we are not only protecting our market position but also giving our farmers access to better-paying, premium markets.

In today’s market, ethical sourcing is not a trend; it is the entry ticket. At Sunbeth, we see it as a chance to set a higher standard for Nigerian cocoa and prove that responsible practices and profitability can go hand in hand.

Cocoa prices are falling after record highs in late 2024. In this volatile market, how can Nigeria, and Sunbeth, remain competitive while protecting farmer livelihoods?

Cocoa prices reached record highs in 2024 because of supply shortages in West Africa, but as production levels recover, prices are naturally correcting.

This kind of volatility is part of global commodity markets, which is why the real goal should be building resilience, not chasing short-term gains.

Resilience starts at the farm level. Farmers must have access to improved seedlings, better farming techniques, and climate-smart practices that help sustain yields even when the weather or markets are unpredictable. We invest heavily in training and support to make sure our farmers can stay productive and competitive regardless of price fluctuations.

Nigeria also needs to move beyond raw cocoa exports. The real opportunity lies in processing and producing premium cocoa products that attract higher value in the global market. Local processing not only creates jobs but also protects the industry from external shocks.

Lastly, diversification is key. By connecting our farmers and cooperatives to a wider network of buyers across different regions, we reduce overdependence on a few markets. This ensures that even when global prices dip, our farmers still have access to stable and fair income streams.

In short, the future of Nigeria’s cocoa industry depends on smarter farming, stronger value chains, and a focus on long-term competitiveness rather than short-term price movements.

Climate change is a massive threat. Sub-Saharan Africa has already seen a 34% drop in agricultural productivity since 1961. How is Sunbeth adapting?

Climate change is already affecting agriculture across Africa. Unpredictable rainfall, longer dry seasons, and flooding have reduced yields and made farmers more vulnerable. Sub-Saharan Africa has seen a 34% drop in agricultural productivity since 1961, and the decline continues.

Growing up, my dad was a major regional cocoa merchant, and I often saw farmers lose their entire harvests to unpredictable weather and unsustainable post-harvest practices.

At Sunbeth, we treat climate resilience as a core part of our business. We are helping farmers adopt climate-smart practices like improved seeds, efficient irrigation, and better soil management. These measures make their farms more productive and less exposed to weather shocks.

We are also investing in stronger supply chains. Better storage and transport systems reduce post-harvest losses and help farmers maintain stable income even during difficult seasons.

For us, building climate resilience means securing the future of African agriculture. Every intervention we make is designed to help farmers adapt, stay competitive, and thrive in a changing climate.

What role do you see for women and youth in agribusiness, especially given Africa’s demographic shifts?

Women and young people are at the heart of Africa’s food story. Across the continent, women do most of the work on small farms but still struggle to access land, finance, and fair markets. If we want real progress, we must make it easier for them to get credit, training, and better pay. Once women are empowered, the entire agricultural value chain becomes stronger.

Our young people are also a huge opportunity. Agriculture can create millions of jobs if we move beyond subsistence farming and start treating it as a business. We are already seeing youth bring in fresh ideas, using technology for traceability, mechanisation, and data-driven farming. They are proving that agriculture can be modern, profitable, and innovative.

The truth is that Africa’s food future depends on how well we include women and youth. We must make agribusiness something they are proud to be part of, not something they run away from. That is how we secure the next generation of farmers and agripreneurs.

What partnerships has Sunbeth built to strengthen its global reach?

You cannot build a strong agricultural value chain in isolation. Over the years, we have built relationships with international buyers who prioritise quality, consistency, and traceability. These partnerships have helped position Nigerian cocoa as a reliable product in global markets.

We also work closely with development agencies, such as GIZ, World Cocoa Foundation, The Ghana Cocoa Marketing Company, ICI, Cocoa Farmers Association of Nigeria, Cocoa Research Institute of Nigeria, Federal Ministry of Trade Investment, and Industry to empower smallholder farmers.

Through these partnerships, we provide training, access to finance, and exposure to global best practices that help farmers meet export standards.

The right partnership does more than open doors; it builds credibility. And in this business, credibility is what gives you access to new markets, investors, and long-term growth opportunities. Our goal is to keep expanding these collaborations so that Nigerian farmers can compete and win on the global stage.

How does Sunbeth balance profitability with purpose?

At Sunbeth, we believe profit and purpose go hand in hand. In agriculture, short-term profit often comes from exploiting farmers, but that approach never lasts. True growth happens when farmers prosper too.

Our business model is built around shared success. When farmers earn more, produce better quality crops, and have access to reliable markets, the entire value chain becomes stronger and more profitable. That is why we invest in training, provide access to storage facilities, and connect farmers directly to buyers who pay fair prices.

By doing this, we are not only securing better margins for the business but also building a community of empowered farmers who see agriculture as a viable and rewarding career. For us, sustainability means creating value that benefits both the company and the people who make our success possible.

What is your vision for Africa in the future of food systems?

The future of Africa’s food system is about moving from being just a supplier of raw materials to becoming a true player in global food production. We have the land, the people, and the potential not only to feed ourselves but to help feed the world.

The future of agriculture on the continent is not just about planting more or getting bigger harvests. It is about fixing the systems that move food – from logistics to processing, storage, and trade. When those systems are strong, African farmers can compete fairly and earn more from what they grow.

We see a future where farmers are not just workers but partners in prosperity. That kind of future will only happen when government policy, private investment, and farmer empowerment come together. Once that happens, Africa can take its rightful place as a global leader in sustainable and competitive food production.

If you had one message for policymakers and investors, what would it be?

My message is simple. Policymakers need to look beyond fertilisers and seeds and start investing in the systems that move food like storage, logistics, and trade infrastructure. Without these, even the best farmers will struggle to compete.

For investors, Africa should not be seen as a high-risk market but as the world’s next big agricultural growth frontier. The continent has the land, the people, and the demand to become a major player in global food production.

Both policymakers and investors must understand that fixing Africa’s food system is not charity; it is smart business. With the right policies, capital, and innovation, Africa can move from being an underperformer to becoming the world’s food engine. The time to make those bold, enabling decisions is now.

What inspired you to go into sustainability and agribusiness?

Honestly, I did not plan it from day one. I just always knew I wanted to do work that made a real impact. Over time, I started seeing how much potential there is in agriculture, not just for feeding people, but for creating jobs and changing lives. Once you see how small efforts can lift entire farming communities, it is hard to walk away. That is what pulled me in and keeps me going.

British American Tobacco Nigeria Foundation (BATNF) has reaffirmed its long-standing commitment to agricultural development and food security with the donation of 60 modern smoking kilns and 40 foldable ponds to farmers during the grand finale of the 2025 Eko World Food Day in Lagos.

The event, themed ‘Hand in Hand, For Better Food and Better Future,’ was part of the United Nations World Food Day global commemoration, an annual initiative of the UN Food and Agriculture Organisation (FAO) aimed at promoting awareness and collective action toward sustainable food systems.

Held at the Police College, Ikeja, the fair brought together farmers, agripreneurs, corporate partners, and policymakers to reinforce collaboration in building a food-secure Lagos.

Governor Babajide Sanwo-Olu, represented by Abimbola Salu-Hundeyin, secretary to the State Government, commended the American foundation and its partners for their sustained role in advancing agricultural productivity and supporting farmers’ livelihoods.

‘Feeding a megacity like Lagos requires innovation, bold investments, and robust partnerships. Our administration remains deeply committed to ensuring Lagos remains food secure despite its geographical constraints, and we recognize the critical role of partnerships such as this in achieving that goal,’ said Sanwo-Olu.

The Eko World Food Day celebration served as a platform for public and private stakeholders to showcase tangible solutions to food system challenges.

The initiative targeted smallholder farmers who have completed the foundation’s technical and agribusiness programme, providing them with climate-smart equipment to reduce post-harvest losses and enhance food processing quality.

‘Our impact is nationwide; we’ve reached over 1.7 million beneficiaries and supported more than 300,000 farmers across all 36 states and the FCT,’ said Yarub Al-Bahrani, board director of BATN Foundation.

‘Food security cannot be achieved in isolation; it requires every stakeholder including government, private sector, and civil society, working hand in hand toward a shared future,’ he added.

Odiri Erewa-Meggison, board director of BATNF, explained the essence of 2025 World Food Day’s theme, noting that collaboration is at the heart of sustainable agriculture.

‘The Eko World Food Day exemplifies how purposeful partnerships can drive national progress. Our contribution of 30 modern smoking kilns and tanks represents our continued promise to equip farmers with tools for success, empowering them to build climate-resilient, commercially viable agribusinesses,’ she stated.

Organised by the Lagos State ministry of Agriculture and Food Systems, the fair provided a dynamic marketplace where farmers and cooperatives, supported by the foundation and state agencies, sold fresh produce directly to residents at fair prices, connecting producers and consumers while promoting affordability and local value addition.

As part of efforts to fight poverty and boost Micro, Small and Medium-scale Enterprises in the Abeokuta, the Ogun State Capital, an Ogun State monarch, Oba Saka Matemilola, the Olowu of Owu Abeokuta, has empowered hundreds of women with interest-free loans and skills development in the last one year.

The monarch, who spoke in Abeokuta on Monday as part of activities scheduled to mark 2025 Odun Omo Olowu in Abeokuta, noted that Olowu Hope Initiative (OHI), created by the monarch, is being operated on key four pillars, namely, Health and Well-being, Education, Environmental Sustainability and Climate Change as well as Enterprise and Skills Development.

While reeling out achievements of Olowu Hope Initiative (OHI), the monarch stated that 150 women had accessed collateral- and interest-free loans undertaken in partnership with Lotus Bank, running into hundreds of millions of naira, adding that 1,200 women were trained in various trades and vocations, just as about 80 youths were trained in digital skills.

He said, ‘Enterprise and Skills Development Progress hinges on the ability to earn a living with dignity. Many families have lost this chance due to lack of capital and skills. Thus, we invest not only in providing funds but also in building the capacity to use them effectively, turning humble beginnings into lasting transformation.

‘OHI Women Empowerment Program Empowering women is a powerful strategy for uplifting entire communities. Through the OHI Women Empowerment Fund, our goal is to support 50,000 women with interest-free capital, skills training, and mentorship.

‘In partnership with Lotus Bank and World Citizen, this fund nurtures women entrepreneurs, inspiring a new generation of financially independent, community-focused leaders. The programme encompasses business loans and mentorship, skills development, scholarships, and accessible healthcare and wellness.

‘Recognising that access to affordable finance is a key barrier for many women, OHI bridges this gap with interest-free microcredit, capacity building, and structured pathways to formal finance. On 30 September 2025, Nigeria’s Minister of Women Affairs, Hajiya Imaan Sulaiman-Ibrahim, launched the OHI Women Empowerment Fund-a grassroots initiative set to transform Owu Kingdom and serve as a model for community-led development nationwide.’