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Nigeria’s university system has been repeatedly disrupted by industrial actions led by the Academic Staff Union of Universities (ASUU) since the return to democracy in 1999.

Over a span of 26 years, ASUU has embarked on strike actions no fewer than 16 times, often citing underfunding, poor infrastructure, and unmet agreements with the federal government.

Stakeholders express concern that despite these prolonged and frequent shutdowns of academic activities, little has changed in terms of tangible outcomes or sustainable reforms.

The strikes have failed to improve university education in Nigeria. No Nigerian university was in the top 10 Quacquarelli Symonds (QS) 2025 ranking.

Similarly, Uniranks, one of the world’s largest university rankings, recently named the 2025 Africa’s best universities. The universities included: University of Cape Town, Stellenbosch University, University of Witwatersrand, University of Kwazulu-Natal, all of South Africa, and Cairo University, Egypt. The rankings were based on verified data, academic performance, and impact across the continent, the organisation said.

None of Nigeria’s universities was in the top 20.

Also, several members of ASUU can’t still access funds for research and do not have exchange programmes with overseas institutions.

Also, infrastructure in universities haven’t significantly improved, with several schools lacking teaching equipment.

ASUU strikes’ timeline

ASUU’s huge timeline of strikes since 1999 reflects a disturbing situation that has got stakeholders worried, particularly as the ongoing 14-day strike continues.

In 1999, ASUU was on strike for 150 days. The association embarked on strike for 90 days in 2001 and 14 days in 2002.

In 2003, the union went on strike for 180 days, which ended in 2004. Year 2005 witnessed just a three-day strike, and there were strikes in 2006 for seven days.

However, in 2007, ASUU embarked on a 90-day strike, which was reduced to seven days in 2008.

In 2009, there were strikes for 120 days, 157 in 2010, and 90 days in 2011, which began in December and ended in 2012.

In 2013, Nigerian universities lost about 150 days to ASUU strikes. The following two years, 2014 and 2015, were strike-free. However, the industrial dispute resurfaced in 2016 with a seven-day strike, while 2017 recorded 35 days of academic shutdown.

In 2018, ASUU downed tools for 19 days, which continued till February 8, 2019.

The year 2020 witnessed a prolonged nine-month strike, which was the longest in ASUU’s history. It was caused by disagreements with the federal government over university funding and the implementation of the Integrated Payroll and Personnel Information System (IPPIS), which the union felt undermined university autonomy.

ASUU eventually suspended the strike in December 2020 after the government agreed to some of its demands, including the consideration of the University Transparency and Accountability Solution (UTAS) as an alternative salary payment platform.

The union resumed industrial action on February 14, 2022, embarking on another eight-month strike. Most recently, in 2025, ASUU declared a 14-day warning strike.

The union in these strikes, however, is yet to find lasting solutions to its agitations. Its strikes have instead left many students, especially those from poor homes, distracted and stranded after months of disrupted academic calendars, where a four-year course drags into a six years course, and a six-year course stretches to eight.

What ASUU should do

In the face of the unhealthy development, stakeholders have suggested the way out of this quagmire.

Nubi Achebo, director of Academic Planning at the Nigerian University of Technology and Management (NUTM), urged the federal government to prioritise implementation of existing agreements, while ensuring timely release of funds and benefits.

While for ASUU, he said the union may need to reassess its negotiation strategies, considering alternative approaches such as mediation or arbitration.

‘Both parties should strive for mutual understanding, considering the interests of students, lecturers, and the nation.

‘Maintaining unity and solidarity among members will be crucial in negotiations,’ he noted.

Hauwa Mohammed, a 400-level student at the University of Lagos, emphasised that ASUU’s repeated use of strikes has caused more harm than good, particularly for students whose academic progress is continuously interrupted, even though the union’s demands for increased funding, better welfare, and university autonomy are legitimate.

Mohammed noted that instead of depending exclusively on strikes, ASUU ought to investigate more positive and regular interactions with the government via delierations, policy advocacy, and cooperation with other educational stakeholders.

‘Meaningful reforms can increase public support and guarantee accountability on both sides,’ she said.

The Lagos Angel Network (LAN), in partnership with the African Angel Academy (AAA) and with support from the Netherlands Enterprise Agency (RVO), today officially launched the Lagos Angel Fellowship Program.

The landmark event, held at the UNDP Office in Lagos, marks a significant step towards expanding and professionalizing Nigeria’s angel investment community.

The Lagos Angel Fellowship is a fully funded, six-week flagship initiative designed to provide a structured pathway for seasoned professionals to build confidence, sharpen their investment skills, and join a pan-African network of active angel investors. The program aims to bridge the gap between capital and innovation by equipping a new cohort of investors with the tools to confidently fund Nigeria’s most promising startups.

‘The launch of the Lagos Angel Fellowship is a pivotal moment for our ecosystem,’ said Dr. Solomon King, Executive Director of Lagos Angel Network. ‘By systematically training and onboarding new angel investors, we are not just increasing the pool of capital; we are building a more sophisticated, connected, and impact-driven investment community that can propel Nigerian entrepreneurs to global success.’

Running from November 6th to December 11th, 2025, the Fellowship will follow a blended learning model, combining the African Angel Academy’s proven curriculum with critical Nigerian market insights. Fellows will engage through self-paced video modules, live QandA sessions with leading African investors, themed masterclasses on local deal experiences, and networking sessions with peers and portfolio founders.

Core modules of the curriculum include:

Introduction to Angel Investing

Deal Structuring and Syndication

Valuation in Emerging Markets

Negotiations and Exits

Investing in Tech and Non-Tech Deals

‘The African Angel Academy is thrilled to partner with LAN and RVO on this transformative program,’ said Fiona Kiruja, Program Manager for AAA. ‘Our mission is to unlock investment potential across the continent, and this fellowship is a perfect vehicle to do just that in one of Africa’s most dynamic markets. We are creating a pipeline of informed, strategic angels ready to back the next generation of African founders.’

Yemi Keri, Board Chair of the Lagos Angel Network, noted, ‘This fellowship represents a new chapter for Nigeria’s investment landscape. By equipping professionals with practical tools and mentorship, we’re cultivating a new generation of investors who will back ideas that can redefine industries and drive inclusive economic growth.’

Speaking on behalf of the Netherlands, Michel Deelen, Consul General of the Kingdom of the Netherlands, added, ‘We are proud to support this initiative through the Netherlands Enterprise Agency. The Lagos Angel Fellowship is a shining example of how partnerships between governments, private investors, and development agencies can foster innovation and entrepreneurship across borders.’

Dele Badejo, Lead of the LAN Investment Committee, also remarked, ‘Our goal is to strengthen investor confidence and structure. By formalizing how angels learn, connect, and invest, we’re setting the stage for more transparent, impactful, and scalable investments in Nigerian startups.’

The program is tailored for experienced professionals, network builders, and impact-driven individuals who are ready to actively invest. Upon completion, fellows will be formally onboarded as members of the Lagos Angel Network, gain access to a curated pipeline of startups, and join a pan-African network of over 800 trained investors.

Notable attendees at the launch event included Sonia Fajusigbe, Country Director of Orange Corners, and Fadilah Tchoumba, CEO of the African Business Angel Network (ABAN), both of whom commended the initiative as a strong signal of Nigeria’s growing innovation ecosystem.

About the Partners

Lagos Angel Network (LAN):

Nigeria’s leading community of business angels, dedicated to funding and mentoring high-potential early-stage startups.

African Angel Academy (AAA):

Africa’s premier platform for training and connecting angel investors, fostering a collaborative pan-African investment ecosystem.

Netherlands Enterprise Agency (RVO):

Under the Ministry of Economic Affairs and Climate Policy, RVO implements enterprise policy and drives global partnerships for inclusive and sustainable growth.

Global family-owned enterprises are losing growth momentum as the proportion of companies reporting double-digit sales gains dropped from 43 percent to 25 percent in two years.

Analysts at PwC surveyed 1,325 family business leaders across 62 countries, finding that performance among family firms has diverged sharply, ending a post-pandemic recovery phase that once set them apart for resilience. PwC said the decline represents a return to mid-pandemic levels for a sector that contributes about two-thirds of global GDP and 60 percent of jobs.

‘Traditional strengths such as high reinvestment and low leverage are proving harder to translate into growth amid geopolitical shocks, trade realignments, and advances in generative AI,’ the report stated.

The study shows that most family businesses have shifted from aggressive expansion to consolidation. Firms aiming for ‘steady growth’ now outnumber those chasing rapid expansion, signaling a more defensive strategy under persistent economic uncertainty. Only 22 percent of respondents said they actively innovate during market disruption, while just 3 percent reported reinventing their businesses entirely.

PwC warned that such caution could leave many family firms underprepared for the speed of industrial and technological change. ‘Many family enterprises may be underestimating how much change is coming – and how fast,’ the report noted.

Still, a subset of high-performing family companies continues to outpace peers by embedding purpose, agility, and long-term investment into their strategies. Firms with a clearly articulated purpose are twice as likely to achieve strong growth, while those described as ‘agile’ reported 31 percent double-digit growth, compared with 21 percent among less agile peers.

‘Firms with purpose-driven strategies and patient capital are proving more resilient,’ said Matt Allen, professor of family enterprises at Northwestern University’s Kellogg School of Management, which collaborated on the survey.

For African and Nigerian family conglomerates spanning manufacturing, retail, and logistics, the findings mirror a growing shift toward debt control, governance reforms, and selective digital investment instead of diversification or listings. PwC Nigeria analysts said family-owned firms that organize governance and succession structures are better positioned to sustain earnings through 2026 despite volatile markets.

The report concludes that the global family business landscape is entering a slower growth phase where traditional strengths must be redefined. ‘Standing still may feel like progress,’ PwC cautioned, ‘but in today’s environment, stability without innovation is not sustainable.’

As Nigeria grapples with high inflation, volatile FX policies, and fragile investor sentiment, a cross-section of policymakers, founders and investors have identified value creation, collaboration as critical in driving the country economic future.

Gathered in Lagos at The Star Network Podcast and HoaQ in roundtable in partnership with Mainstack titled ‘Macros of Africa’s Largest Economy: Investing in Nigeria Over the Next Five Years, the stakeholders asked pertinent questions on how next to drive growth.

Moderated by Joe Kinvi, founder, Borderless and Co-founder, HoaQ, and Zephia Ovia-Ikem, founder, The Star Network, the discussion featured Francis Sani, technical adviser to the Minister of Communications, Innovation and Digital Economy; Efe Barber, special adviser to the Minister of Industry, Trade and Investment; Michael Famoroti, founder, Stears; Rolake Kayantao, Africa Regional director, Seedstars; and Emeka Ajene, founder, AfriDigest.

The core message was that sustainable growth depends on collaboration between government and business to produce trade and create value at scale.

‘We can’t keep reacting to crises; we need to build systems that anticipate them,’ said Francis Sani, emphasizing that innovation remains Nigeria’s fastest path to growth, but only if companies create value that keeps talent at home. ‘Job creation doesn’t stop at training people,’ he said. ‘It’s about building companies that make talent want to stay and thrive here.’

Efe Barber tied Nigeria’s macro outlook to its export competitiveness.

‘Whether the naira appreciates or not depends on how intentionally we position our exports,’ she said. ‘It’s about building the right bilateral relationships, creating an enabling environment for trade, and telling our own story better.’

She added that the government’s push for connected production hubs and digital trade is part of a broader plan to reduce import dependence and move Nigeria closer to a $1 trillion economy. ‘Made in Nigeria isn’t just a slogan,’ Barber noted. ‘It’s how we lead across markets globally’

From the data front, Michael Famoroti anchored the discussion in hard numbers. ‘The market today is brutal, but what matters is the trend,’ he said. ‘In 18 to 26 months, we’ll start to see demand rebound, the data already points that way.’ He observed that investors are ‘paying for credibility, not just yield,’ noting that portfolio inflows into Nigeria fell 35 percent year-on-year, while markets with clearer policy signals saw steadier capital.

The debate on the naira’s future revealed both caution and optimism. Famoroti described it as undervalued but likely to depreciate short-term, while Rolake Rosiji Kayantao offered a counterpoint: ‘Recent export growth shows the naira could strengthen if we sustain this momentum.’ She also urged policymakers to unlock domestic private capital: ‘Nigeria has raised only a quarter of the local capital it could,’ she said. ‘We need government-led mechanisms to de-risk local funds like the UK’s SEIS model that encourages investors to take bigger bets.’

Emeka Ajene underscored that reforms must translate into jobs. ‘More jobs need to be created, and the government has to enable that to happen,’ he said. He added that Nigeria already leads culturally, ‘in music, fashion, entertainment’ but must turn that influence into scalable business value. ‘Nigeria is already attractive,’ he said. ‘The question is how we turn culture into commerce and export business the same way we export music.’

Sani concluded by urging alignment and integrity: ‘There’s such a gap between our identity as citizens and that of the nation,’ he said. ‘The green pastures we seek are here, if we build with integrity and invest in our own systems.’

The audience, a cross-section of founders, investors, operators, entrepreneurs and creatives from across Africa made the discussion even richer. Their questions pressed for actionable insight: How should early-stage investors hedge FX risk? What will it take to make manufacturing scalable again? Where should Africa’s next billion dollars of private capital go?

Across the two-hour discussion, it became clear that Africa’s economic future will hinge on integrity, value creation and collaboration.

Festus Keyamo, minister of aviation and aerospace development, has directed all airlines operating in Nigeria to give priority boarding to serving military personnel, ahead of first or business-class passengers.

Keyamo made the announcement on Tuesday during a stakeholder meeting to review preparations for the Centenary Celebration of Aviation in Nigeria and the country’s first-ever International Airshow, scheduled for December 2-4, 2025.

According to the minister, the new directive is a mark of respect and gratitude for the selfless service and sacrifices of men and women of the Nigerian Armed Forces.

‘This is what is done in other countries, and it is not a bad thing to copy. It is the least we can do to honour our serving military personnel.

‘Yes, I confirm that I reiterated this directive today,’ Keyamo said in a post confirmed on his official X handle.

Ibrahim Kana, permanent secretary in the ministry, who is a member of the Centenary Airshow Organising Committee, described the decision as both ‘brilliant and symbolic.’

He added that the directive will be promptly communicated to the Nigerian Civil Aviation Authority (NCAA) for implementation across all domestic and international airlines operating within Nigeria.

Kana noted that the NCAA will issue clear guidelines to airlines and airport operators covering the verification of military credentials, staff training for boarding procedures, and effective public communication to ensure smooth rollout.

He further stated that airlines will be required to update their boarding systems to include a ‘serving military personnel’ category in their check-in and announcement protocols.

According to the ministry, the measure will remain a permanent feature of air travel in Nigeria, symbolising unity, respect, and appreciation for those who defend the nation’s skies and sovereignty.

Selected thought leaders who met in Port Harcourt, Rivers State, have pointed how Nigeria’s economy can be moved to faster growth with innovation and self-reliance.

This is as the speakers and entrepreneurs focused on health, wealth, and relationships to push healthy economy, just as the speakers warned citizens to help themselves because the government may not do it.

The business leaders, entrepreneurs, and professionals from across the country who converged in Port Harcourt for the ‘Business Balance and Beyond Xclusive 2025’, a transformational gathering, explored how innovation, wellness, and enterprise can drive sustainable personal and economic growth.

Held at Oak Park, Port Harcourt, the annual summit, convened by Ella Chioma Ezeadilieje, popularly known as ‘Veronica’s Daughter’, focused on the theme: ‘Level Up: The 360 Life.’

The event sought to help participants realign their lives across four key areas, health, wealth, relationships, and leadership through practical conversations, expert insights, and real-life stories.

In her keynote address, Ezeadilieje, the business influencer, urged Nigerians to take responsibility for their economic empowerment through entrepreneurship and innovation.

‘The truth is, the government doesn’t have the ability we are too many,’ she said.

She added: ‘That’s why entrepreneurship is on the rise. We are creating value, solving problems, and building dynasties along the way. If you find a problem to solve, you’ll make money. That’s the heart of entrepreneurship.’

She added that Nigerians must stop waiting for the government to provide solutions but instead embrace creativity and self-initiative.

‘For so long, we’ve said, ‘The government will do this or that.’ But the truth is, the government cannot do it all. Do something for yourself,’ she urged.

Ezeadilieje thus urged Nigerians to take greater responsibility for their financial future by embracing entrepreneurship and innovation rather than waiting for government interventions.

‘The truth is, the government doesn’t have the ability to meet everyone’s needs, we are too many, that’s why entrepreneurship is on the rise. We are creating value, solving problems, and building dynasties along the way.’

Also speaking at the summit, Hansatu Adegbite, women economic empowerment specialist, emphasized that Nigeria’s youth population must be viewed as a national asset, and their empowerment a collective responsibility.

‘Nigeria has one of the largest youth populations globally. It is very important for not just the government but for all of us as citizens to prioritize entrepreneurship and skill development, especially among our youth and women if we must build this nation to the next level,’ she noted.

She said when more people produce goods and services, the economy grows stronger, adding that entrepreneurship is key to sustainable development.

Chinonso Egemba (Aproko doctor), a digital health advocate, urged attendees to manage their stress levels even though stress could be good for the body. He further advocated for weightlifting as a crucial means of strengthening the muscles, which leads to strong bones needed as one grows older.

On his part,Olusola Olaleye, a business strategist, who also featured as a keynote speaker addressed a critical topic on business growth systems.

Also, Tunde Bello, a tax consultant, dissected Nigeria’s evolving tax environment ahead of the tax reforms starting in 2026 while sales and marketing expert, Frank Somtochukwu Okonkwo, otherwise called El Classico, energised the audience with a practical session on closing sales and building customer trust.

He also sponsored one of the day’s biggest highlights, an iPhone XR giveaway, won by a delighted participant, symbolizing the summit’s focus on growth, generosity, and community.

The 2025 edition of the Business Balance and Beyond Xclusive drew hundreds of participants from across Rivers State and beyond. Entrepreneurs, professionals, and homemakers engaged in high-impact networking sessions, exploring strategies for building balanced, resilient, and purpose-driven lives.

The Business Balance and Beyond Summit is an annual gathering of thought leaders, entrepreneurs, and professionals committed to redefining success through balance. Founded by Ezeadilieje (Veronica’s Daughter), the summit seeks to inspires growth-minded individuals to thrive in work, wealth, health, and relationships while staying grounded in purpose.

The transformative summit seems to explore how innovation, wellness, and enterprise can drive personal and national economic growth.

The annual event is said to have become one of Nigeria’s foremost gatherings for thought leaders seeking to redefine success through balance.

This year’s edition focused on how individuals can realign their health, wealth, relationships, and leadership to achieve holistic progress.

She emphasised that self-reliance and creativity remain the strongest paths to economic empowerment.

La Liga has officially cancelled plans to stage the Villarreal vs Barcelona match in Miami, citing insufficient time and uncertainty in Spain.

The match, originally scheduled for 20 December at Hard Rock Stadium in Miami, had been approved by the Spanish Football Federation (RFEF) in August.

However, the decision immediately drew widespread backlash across Spain, with players staging brief on-field protests, refusing to move for the first 15 seconds of La Liga matches last weekend.

Promoters Relevent Sports, who partnered with La Liga for the event, initially announced a postponement, but the league later confirmed a full cancellation. The fixture will now take place at Villarreal’s Estadio de la Cerámica as originally planned.

‘Given the current uncertainty in Spain, there is insufficient time to properly execute an event of this scale. It would also be irresponsible to begin selling tickets without a confirmed match in place.’

La Liga echoed those concerns, expressing disappointment over the lost opportunity to expand the league’s global reach.

‘La Liga deeply regrets that this project, which represented a historic and unparalleled opportunity for the internationalization of Spanish football, cannot go ahead. Hosting an official match outside our borders would have been a decisive step in the global expansion of our competition.’

The announcement was made during Villarreal’s 2-0 Champions League defeat to Manchester City, prompting an angry response from Villarreal manager Marcelino, who slammed the timing of the decision.

‘It is absolutely disrespectful to the club, professionals, board of directors and fans,’ Marcelino said. ‘The club will release an official statement, but this is just what I think.’

As the harmattan season approaches with its characteristic dust haze and poor visibility, Nigeria’s inadequate Instrument Landing Systems (ILS) across the country are expected to cause widespread flight delays and cancellations, stakeholders have warned.

Of all Nigeria’s over 26 airports, only a handful have functional ILS, meaning that aircraft cannot fly in and take off from them during poor weather.

Also, many of the airports operated by the state governments do not have runway lights and other necessary instruments that can enable flights to operate during low visibility, both in the day and at night.

An Instrument Landing System (ILS) is a highly accurate radio signal navigation aid consisting of two antennas which transmit signals to receivers in the aircraft cockpit-a glide path tower located next to the runway at the northern end and a localiser antenna at the southern end – creating a machine vision that allows aircraft to land and take off without the pilot’s visual support.

Starting from late November to the end of January 2026, which are the peak periods for flight operations in Nigeria, airlines may lose huge revenues over flight cancellations, while passengers may be left stranded across different states in the country.

Recently, Chris Najomo, director general of the Nigeria Civil Aviation Authority (NCAA), disclosed that no Nigerian airport is currently certified for Category III (CAT III) operations-an advanced system that allows fully automated landings in poor visibility. As a result, all landings within the country’s airspace are manually executed by pilots.

Industry experts have expressed concern over this, noting that CAT III ILS technology has been in global use for decades.

BusinessDay findings show that as far back as December 28, 1968, the first CAT III landing occurred at Heathrow Airport, yet Nigerian airports still struggle to land aircraft when visibility falls below 800 metres. In past harmattan seasons, flights were often diverted to neighbouring Cotonou.

John Ojikutu, industry expert and CEO of Centurion Aviation Security and Safety Consult, told BusinessDay that there is no CAT III in Nigerian airports as the runway edge and approach lighting system under FAAN have not been properly configured.

Ojikutu noted that there is a need to guarantee uninterrupted power supply to the system in accordance with the relevant rules.

‘This is imperative in order to ensure optimum safety, reliability, and integrity of the system. The tolerance level of the Flight Management System is almost non-existent, where the ILS is in the control of the Nigerian Airspace Management Agency (NAMA), and power supplies into the airports are the responsibility of Federal Airport Authority of Nigeria, (FAAN),’ he said.

Ado Sanusi, managing director of Aero Contractors, argued that beyond having a CAT III ILS, there is a need for pilots to be trained on the technologies adopted for airspace management in the country.

‘If I am going to advise, the airport authority has to do a cost-benefit analysis of how much it will cost to install these pieces of equipment and how many flights in a year will utilise that category 111 ILS. The problem is that it is extremely expensive to maintain it because of the steady power supply it demands,’ Sanusi said.

The Aero MD however noted that there would be disruption of flight operations during the harmattan due to low visibility.

Anne Ojewunmi, an aircraft technician, told BusinessDay that without the CAT III ILS, pilots would find it difficult to land safely during bad weather.

‘The ripple effects would include flight safety being highly compromised, flight delays and diversions, and financial implications from diversions. Delays and cancellations in some cases would increase operating cost for airlines.’

Residents of Jos North Local Government Area are actively participating in a Government-led vaccination campaign targeting measles, rubella. The campaign, which began on the 18th of October, 2025 was scheduled to run until the 27th, October, 2025 with two additional days set aside for mop-up activities.

Halima Chintu, the officer in charge of the Primary Health Care Centre in Jos North, told BusinessDay that the campaign had seen significant community engagement. ‘So far, the campaign has been progressing very well. We have seen a good turnout, particularly because this area is a large settlement with many children,’ he said.

Over the weekend, the turnout was especially high as children were at home. Participation remains strong during weekdays despite many children attending school. ‘Our team has been following their microplans, visiting several schools, and ensuring that children are reached effectively,’ Chintu added.

Public health workers at the Primary Health Center in Carbon, including David Irene, expressed satisfaction with the turnout. ‘We are very pleased with how the community is responding to the campaign. The turnout has exceeded our expectations so far,’ Irene told BusinessDay.

Field workers like Emmanuel Dawest confirmed that activities in the field are running smoothly. ‘The programme is going on well. Our teams are working hard to ensure no child is left out,’ he said, highlighting the commitment of healthcare personnel.

Some mothers in the community, including Mary Mark and Juliet Ashoms, expressed gratitude for the free vaccines. ‘We appreciate the federal government for providing the vaccines. It gives us peace of mind knowing our children are protected,’ they told BusinessDay.

Community leaders have also played a critical role in mobilizing residents. In Carbon, Mark Dewan, a local leader praised the people for their participation and encouraged others to take advantage of the campaign. ‘We give kudos to the federal government and our community members for turning out in large numbers,’ he said.

The campaign’s success is attributed to careful planning, micro-planning, and community engagement. Health workers are ensuring that schools, homes, and public spaces are covered to reach as many children as possible.

With the addition of mop-up days, authorities aim to vaccinate children who may have missed the initial rounds. Officials emphasise the importance of completing vaccination schedules to prevent outbreaks of preventable diseases.

The ongoing campaign reflects the Government’s commitment to public health and disease prevention in Nigeria. Officials and community members alike are optimistic that the programme will achieve full coverage in Jos North, safeguarding children against measles, rubella.

SanlamAllianz, the pan-African joint venture between Sanlam and Allianz, with strong presence in Nigeria aims to more than double earnings by 2030, reinforcing its position as the continent’s premier insurance group outside South Africa.

Heinie Werth, SanlamAllianz CEO who spoke during the 2025 Capital Markets Day of the Group with the Thememe: ‘Leveraging Quality, Accelerating Growth said: ‘Africa represents one of the most compelling long-term growth opportunities in the global insurance landscape.

‘With low penetration, strong GDP growth and a youthful, digitally connected population, the continent is poised for transformation. SanlamAllianz combines Sanlam’s local expertise with Allianz’s global scale to lead that journey.’

Standing on strong foundations, SanlamAllianz is executing bold ambitions from a position of undeniable strength. As Africa’s largest insurer, it operates in 26 countries, commanding top-three positions in 18 general and 15 life insurance markets. With a 16 percent market share in both segments, SanlamAllianz is not just present in Africa, it is a market leader.

In the first half of 2025, the SanlamAllianz business delivered strong results despite a volatile macroeconomic environment, with attributable earnings rising 124 percent to 3.8 billion South Africa rubies; General insurance premiums increased by 8 percent year-on-year to R19.4 billion; and Life insurance premiums grew 10 percent to R13.4 billion.

Africa’s GDP growth trajectory exceeds most global regions, with East and West Africa expected to be the main engines into 2030. At the same time, the continent’s young population, with 70 percent under the age of 35, and mobile penetration of 89 percent, is creating unprecedented opportunities for financial inclusion.

Werth noted, ‘The fundamentals are compelling: strong GDP growth, low insurance penetration, and a booming, youthful population. SanlamAllianz is primed to turn this potential into sustained value, by delivering relevant products, scaling smart distribution, and building digital ecosystems that bring insurance within reach of millions more Africans.’

On growth strategy, SanlamAllianz aims to more than double earnings by 2030, driven by completing integration of the Sanlam and Allianz businesses and capturing synergies across its footprint; Defending and growing market share, with a focus on achieving and retaining top three positions in each market; Selectively entering new high-potential markets and exiting unattractive ones; enhancing bancassurance partnerships and agency networks; and driving cost and capital efficiencies through shared expertise and innovation.

The Sanlam Group has also reaffirmed its growth strategy and position as a leading financial services group in the emerging markets.

The 2025 Capital Markets Day event highlighted Sanlam’s strong foundations, ambitious growth vectors and commitment to deliver sustainable, long-term value for clients, shareholders and diverse stakeholders.

Sanlam outlined the next chapter of its growth towards 2030, which is built on three strategic pillars:

Strengthening market positioning in South Africa by enhancing ecosystems through innovations such as the Sanlam Group App and deepening partnerships with TymeBank which was recently recognised by TIME Magazine as one of the world’s most influential companies.

Scaling international growth through its 20-plus-year partnership with Shriram in India, the pan-African SanlamAllianz joint venture and entry into the Lloyd’s market via Syndicate 1918, a nod to the founding year of Sanlam’s short-term insurer Santam.

Embedding sustainability through which financial inclusion, skills development and climate resilience are integrated into all business practices.

Sanlam executives outlined how the Group will leverage high-growth opportunities across core markets: