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In a bid to strengthen the capacity of Nigeria’s public sector to leverage Artificial Intelligence (AI) for improved service delivery, the Federal Government has partnered with Google to launch the Apolitical Government AI Campus.

The initiative, supported by Google aims to train Nigerian public servants and government leaders on the practical application of AI in governance. It is designed to enhance innovation, improve administrative efficiency, and build a more citizen-centered public service.

Speaking at the event in Abuja on Thursday, Bosun Tijani, minister of Communications and Digital Economy, said the initiative aligns with the government’s broader National AI Strategy, which seeks to make AI a native tool for productivity and public service transformation.

He explained that with the President Tinubu’s mandate to grow the nation’s economy to a $1trillion economy, the government is doing all that it can to deepen the absorptive capacity for AI to serve every part of the economy.

He said, ‘From being able to support our farmers to improve their yields and contribute to helping to manage food security in Nigeria, to helping to augment learning in the classroom by supporting teachers to be able to teach and personalise learning better, and from supporting with diagnostics within our healthcare system to improve how we efficiently deploy our resources for the benefit of our people.

‘We see Artificial Intelligence as a major driver of productivity across our key sectors. And this is why Nigeria has prioritized this phenomenon by developing one of the most talked about artificial intelligence strategies on the African continent.’

He added that the government is not just investing in AI, but also setting up one of the first of the kind in the world, National AI Trust, which is a board of trustees that will ensure that Nigeria continues to prioritise the development in artificial intelligence.

The minister noted that despite the investments in deepening the absorptive capacity, there was need for government to accelerate the understanding among civil servants, by accelerate the adoption and integration of artificial intelligence into how things are done in government.

‘Whether it’s by using it to accelerate and shorten the time we spend on administrating our processes, or by using it to better deliver to our people. And this is why the e-political government AI campus is extremely important.

‘We have been putting resources to ensure that we can support our civil servants and our public service in a manner that AI can become something that is native to them. And this is why we’re extremely excited about this opportunity and support from Google,’ he added.

According to research by Apolitical, while 72 percent of government leaders globally are experimenting with AI, more than half still lack a comprehensive strategy for adoption.

Taiwo Kola-Ogunlade, Google’s Communications Manager for West Africa, said the launch of the AI Campus represents Google’s ongoing commitment to supporting Nigeria’s digital transformation through capacity building and infrastructure development.

The opportunity is immense, we’ve all seen the research showing that every dollar invested in this technology can add more than eight dollars to the economy. To capture this value, a vision needs skilled implementers.

‘This is the global challenge: bridging the gap between national ambition and the practical, day-to-day work of delivering services, the solution is to invest in your people. That is why today is so significant. We are incredibly proud and excited to officially launch the Apolitical Government AI Campus here in Nigeria, with support from Google.org.

‘This program is designed for the public sector leaders and practitioners who are the engine of national progress. By supporting this campus, we are honoured to support the individuals at the very heart of government-those dedicated to building a more innovative, efficient, and citizen-centered public service.

‘Ultimately, this program is about what AI can do for Nigerians. It’s about empowering you to deliver smarter healthcare, more accessible education, and more efficient public services for everyone,’ he said.

Chris Ferguson, Vice President at Apolitical, described the initiative as a ‘pioneering effort’ that will empower Nigeria’s public servants to lead digital transformation with confidence and foresight.

‘The launch of the Apolitical Government AI Campus forms part of a broader effort by Google to advance digital skills and AI adoption in Nigeria. Over the past year, the company has supported initiatives expanding internet access, promoting local AI innovation hubs, and enhancing digital education-all aimed at building a robust and inclusive digital economy,’ he noted.

The programme provides a comprehensive learning pathway ranging from leadership briefings to self-paced online courses covering AI fundamentals, leadership, and procurement. Participants are expected to gain access to expert-led events, tools, frameworks, and a global peer network of public sector professionals applying AI in governance.

The Imo Government has endorsed the Ofe Owerri Food and Drink Festival, a 2-day annual cultural celebration in Owerri, Imo, scheduled to take off on January 3, 2026.

The Imo Deputy Governor, Chinyere Ekomaru, gave the endorsement when the Convener of the festival, Chibuikem Diala and his team, paid her a courtesy visit on Tuesday.

The News Agency of Nigeria (NAN) reports that the festival is being planned by International Hospitality, Tourism and Eco-Sustainability Forum (IHTEF), Nigeria, in collaboration with Culinary and Culture Africa Ltd.

Ekomaru said the initiative was well timed as the state Governor, Sen. Hope Uzodinma, had done a lot to sustain tourism and safety in recent times.

The deputy governor, a trained nutritionist, described the festival as a ‘welcome development expected to attract fun and revenue to the state’.

She thanked Diala for his hardwork and mental acuity that gave birth to the initiative and pledged the State Government’s support for the festival and other tourism initiatives in the state.

She said: ‘I have always known the convener to be a hardworking person and he has just shown that by bringing this cultural initiative at the right time.

‘Our amiable governor has eased the tourism business in Imo by improving security, constructing and reconstructing major roads and inland roads across the state.

‘This is a welcome development and I have no doubt that it will further reinforce our dear Imo as a tourist destination.’

Speaking, Diala, the Founder/Executive Director of IHTEF, thanked the State Government for its support and assured the Imo residents that the festival would not only drive tourism traffic, but also provide the opportunity for a ‘detty December’.

‘The Ofe Owerri Food and Drink Festival, having been endorsed by the Federation of Tourism Associations of Nigeria, promises to provide a mix of food culture and dance, as well as economic opportunities.

‘By attracting both local and international visitors, we are positioning Imo as a hub for culinary tourism, while creating opportunities for farmers, food vendors, youth SMEs, FCMGs, and hospitality businesses across the value chain,’ he said.

Speaking earlier on the festival, the Commissioner for Tourism, Hospitality and Culture, Mr Jerry Egemba, in a statement on September 25, said:

‘The festival aligns with the ministry’s commitment to promoting Tourism, Culture and Hospitality as drivers of economic growth and social cohesion.

‘By celebrating Ofe Owerri, the king of soups as a cultural symbol, this event reinforces our identity, showcases our heritage and positions Imo as a proud custodian of Igbo culinary excellence.’

The Radisson Hotel Group has described Nigerian hospitality as a market on the rise. Why?

Nigeria is one of the most dynamic hospitality markets in Africa. The combination of economic growth, an expanding middle class, and rising domestic travel creates strong potential for quality hotels that deliver both global standards and local character.

For Radisson Hotel Group, this means going beyond simply offering a place to stay. Hotels must deliver experiences that feel both world-class and uniquely Nigerian.

How does the group maintain global consistency, local relevance in the Nigerian market?

With more than 100 hotels in operation and development across Africa, Radisson has learned how to balance consistency with cultural authenticity. In Nigeria, menus pair international favourites with traditional dishes, hotel spaces serve both corporate and family needs, and local talent is trained to deliver service at global standards.

Hospitality is local at its core. Our role is to bring the strength of a global brand while ensuring our hotels reflect the tastes, traditions, and priorities of the communities they serve.

How do you manage to innovate in anticipation of trends in the market, especially in Nigeria?

Nigerian travelers are increasingly tech-savvy and experience-driven. Radisson is responding with smart check-in systems, flexible work-and-play spaces, and event venues designed for both hybrid meetings and vibrant social gatherings.

Sustainability has also become a cornerstone, with energy-efficient systems, local sourcing, and waste-reduction initiatives embedded across properties.

In West Africa, we are not just keeping up with trends, we aim to lead them. Guests want convenience, personalization, and sustainability, and they want it delivered with genuine warmth.

What about purposeful partnerships with stakeholders in the market?

Radisson Hotel Group’s strategy in Nigeria also emphasizes collaboration with local communities and organisations. The Group works with cultural institutions, champions preservation initiatives, and provides learning opportunities for team members. These partnerships support local causes while deepening guest connections to Nigerian culture.

Of course, technology is now a constant in the industry, how vast are you in adopting it in your operations in Nigeria?

While the hospitality landscape will continue to evolve with new technologies and shifting guest expectations, some fundamentals will always matter to Nigerian guests: convenience, reliability, and predictability. Seamless booking, efficient access, accurate information, and dependable in-room services remain essential. Our strategies are built to adapt and ensure that we stay timeless, even as trends come and go.

How is the group building resilience in a shifting market?

Recent years have tested global hospitality, but Radisson Hotel Group’s response in Nigeria has been diversification. From upscale Radisson Blu hotels in major cities to select-service Park Inn by Radisson properties in emerging hubs, the Group is broadening its reach while capitalizing on the growth of domestic travel.

What are the travel trends that are shaping the future?

Two shifts are particularly influencing Radisson Hotel Group’s strategy: the rise of ‘bleisure’ travel and the growing demand for sustainable stays. Hotels are increasingly designed to serve both business and leisure needs, offering co-working lounges, wellness facilities, and curated cultural experiences. Eco-conscious travelers, meanwhile, expect transparency on environmental impact and measurable results.

Is the group investing in the people, especially its Nigerian workforce?

Radisson Hotel Group’s growth in Nigeria is anchored on talent development. In April 2025, the Group launched its first Radisson Academy Live in Lagos, part of its global learning and development platform designed to upskill hospitality professionals.

Since its inception in 2019, Radisson Academy has grown to offer over 2,500 training programmes, spanning leadership, hotel operations, sales, revenue management, and finance. The Lagos edition adds a hands-on element tailored to Nigeria, empowering local talent and building clear career pathways.

Radisson’s investment in training reflects its broader transformation strategy, ensuring that team members have the skills to thrive in a rapidly changing market while strengthening the Group’s pipeline of future leaders.

Looking ahead, what further plans do you have for the Nigerian market?

Nigeria is central to our Africa growth story. We are here for the long haul, and our goal is to keep raising the bar for hospitality across the country.

The world’s respect for China is not a product of luck, geography, or population size. With a population of approximately 1.4 billion, China shares a demographic scale similar to that of India and Africa, yet it commands far greater influence, credibility, and global respect. The reason lies in strategic discipline, national vision, cultural confidence, and long-term investment in knowledge and productivity.

China’s rise is one of history’s most remarkable transformations, from poverty and isolation to global leadership in manufacturing, innovation, and diplomacy, achieved within a remarkably short period of four decades. It offers valuable lessons for other populous regions, such as India and Africa, on how nations earn respect not by numbers but by competence, consistency, and collective purpose.

1. Vision-driven leadership and long-term thinking

China’s transformation began with visionary leadership, especially under Deng Xiaoping, who launched economic reforms in 1978. The focus was not on political expediency but on generational impact. China built its policies on a 50-100-year horizon, while most developing nations still operate on 4-year political cycles.

The world respects China because it plans beyond the scope of elections. Every major initiative, from industrial policy to digital infrastructure, follows an integrated national strategy guided by the Communist Party’s five-year plans.

While others change direction with every administration, China’s leadership has demonstrated what I call institutional patience, the discipline to build, wait, and grow steadily until global competitiveness is achieved.

2. Industrialisation and mastery of manufacturing

China understood early that nations that do not produce will remain dependent. Hence, it made manufacturing the foundation of its national pride. Today, China is the ‘factory of the world’, producing over 28 percent of global manufactured goods, from electronics and steel to solar panels and pharmaceuticals.

This manufacturing dominance was not accidental; it was engineered through:

Industrial parks and export zones,

Massive investment in energy and logistics, and

Incentives for technology transfer from foreign investors.

Africa, with similar human and natural resources, continues to export raw materials and import finished goods. The difference is not in potential but in policy consistency and productive discipline.

China earns respect because it produces what the world consumes. Power, in the modern world, belongs to the producer, not the consumer.

3. Education, research, and technological sovereignty

China realised that intellectual capital is the new currency of power. It invested heavily in education, science, and research. Today:

China produces more STEM graduates annually than the United States and the European Union combined.

It has become a leader in AI, 5G technology, quantum computing, renewable energy, and electric vehicles.

It is home to innovation giants such as Huawei, Tencent, Alibaba, and BYD, whose influence rivals that of Silicon Valley.

The world respects China because it learns relentlessly. It adapted foreign technologies, improved them, and now exports its innovations globally.

Africa, by contrast, has the youth and intellect but lacks the structural ecosystem to convert knowledge into innovation. The lesson is clear: respect from nations is earned through mastery of science and technology.

4. Discipline, work ethic, and collective identity

Perhaps China’s greatest strength lies in the collective discipline of its people. National identity outweighs individual ambition. Citizens are willing to work long hours, save diligently, and comply with systems that advance national interests.

This ethos of discipline, cultivated through Confucian values of duty, respect, and harmony, underpins every aspect of Chinese life. The world sees a nation united not by race or religion but by commitment to progress.

By contrast, Africa and India still grapple with internal fragmentation – ethnic, religious, and political divides that often undermine unity of purpose. China’s model teaches that national development requires collective sacrifice and shared identity, not just rhetoric.

5. Infrastructure and urban transformation

China’s infrastructure revolution is another source of admiration.

It built over 40,000 km of high-speed rail, more than the rest of the world combined.

Its cities, Shanghai, Shenzhen, Beijing, and Guangzhou, are now global models of modern planning and innovative urban systems.

Through the Belt and Road Initiative, China is extending its infrastructure influence across Asia, Africa, and Europe.

In contrast, many developing nations struggle to maintain basic infrastructure, such as roads and power grids. The world respects China because it builds before it boasts, proving that authentic leadership is shown in results, not declarations.

6. Economic diplomacy and global soft power

China’s respect also stems from its strategic diplomacy. It invests in relationships through trade, development finance, and technology partnerships rather than coercion. Through the Belt and Road Initiative, Asian Infrastructure Investment Bank (AIIB), and Confucius Institutes, China promotes both infrastructure and culture as instruments of influence.

Today, Chinese engineers build roads in Africa, its companies dominate global supply chains, and its yuan (RMB) is increasingly used for international trade. In effect, China earns respect not through aggression but through relevance; it has become indispensable in the global economic equation.

7. Lessons for India and Africa: Numbers are not enough

India and Africa also have over a billion people each. Yet their global respect remains limited compared to China’s. Why? Because the population alone does not command respect, productivity, discipline, and vision.

Africa’s youthful population is an advantage only if it is educated, skilled, and purposefully engaged. India’s innovation potential is massive, but without inclusive growth, the benefits remain uneven.

If Africa and India want the world’s respect, they must:

1. Industrialise rapidly – adding value to what they produce.

2. Educate strategically-prioritising STEM, vocational skills, and digital literacy.

3. Govern effectively-building institutions, not personalities.

4. Collaborate regionally-because fragmented nations cannot compete with continental powers.

5. Nurture national values-discipline, ethics, and integrity must underpin all progress.

Conclusion: Respect Is Earned by Results

The world respects China because it demonstrates what leadership, discipline, and purpose can achieve within one generation. From poverty to global power, its rise is a living case study of national transformation through strategy and sacrifice.

Africa and India share similar population strength and natural potential. But potential without productivity remains dormant. China has shown the world that respect is not demanded, it is earned through results, competence, and contribution.

In the next 50 years, the nations that will command global respect will not be those with the loudest voices or largest populations, but those that master production, innovation, and disciplined governance.

For Africa, the time to rise is now – not by copying China, but by adapting its principles: long-term vision, strong institutions, value creation, and a united sense of national destiny.

The federal government has launched the Nigerian Gas Vehicle Monitoring System (NGVMS) as part of effort to promote safety, accountability, and environmental integrity in the nation’s Compressed Natural Gas (CNG) sector.

Ekperikpe Ekpo, minister of State Petroleum Resources (Gas), who spoke at the pilot launch in Abuja on Thursday, said the NGVMS will ensure that only vehicles converted at accredited facilities with certified kits can access CNG at approved stations.

He noted that the system will provide end-to-end oversight, from conversion to refuelling, guaranteeing the safety of citizens and the integrity of Nigeria’s growing CNG ecosystem.

According to Ekpo, ‘the initiative as a milestone under President Bola Tinubu’s Renewed Hope Agenda and the Decade of Gas Initiative, aimed at making CNG the affordable and sustainable energy choice for Nigerians.’

Also speaking at the event, Ismaeel Ahmed, Chairman of the Presidential Initiative on CNG (PiCNG), revealed that over $1 billion in private sector investments has flowed into Nigeria’s CNG value chain.

He added that more conversion and refuelling stations will be commissioned nationwide before year-end.

Members of transport union present, commended President Tinubu-led administration for launching the PiCNG to mitigate the impact of fuel subsidy removal in 2023.

They said that under the initiative, members have benefited from over one million free CNG kits, buses, and tricycles (Keke), which has led to significantly reduced transportation costs and subsequently lowered the prices of foodstuffs across the country.

The union leaders urged the government to prioritise commercial vehicles in the CNG project, ensuring that they are given preference. Additionally, they appealed for the expansion of CNG stations nationwide, noting that only a few states currently have CNG conversion and refuelling stations.

Nigeria’s payments industry is undergoing one of its most significant transformations in decades as the Central Bank of Nigeria (CBN) leads the migration from the long-standing ISO 8583 messaging format, introduced globally in 1987, to the modern ISO 20022 standard.

The migration, which marks the beginning of a new era for digital payments in Africa’s largest economy, aims to modernize the country’s financial infrastructure and enable greater efficiency, interoperability, and innovation across banks, fintechs, and payment service providers.

Akeem Lawal, the managing director for Payment Processing and Switching (Purepay) at Interswitch, at Moonshot by TechCabal in Lagos, described the transition as long overdue.

‘Recently, the Central Bank announced the migration from ISO 8583. It was built in 1987. Let that sink in for a while. The technology standard on which we’ve been building payments for the last 20 years was built in 1987. It is time to modernize that,’ he said.

Lawal explained that the adoption of ISO 20022 will provide the foundation for a more robust and inclusive digital economy, one that accommodates both card-based and non-card payment channels. ‘The new standard creates a modernized platform that allows us to build digital economies. We have put that infrastructure in place.’

ISO 8583, the legacy messaging standard, has powered global electronic payments for decades, governing how financial data, such as ATM and card transactions, are transmitted between institutions. However, its structure has become outdated in a world now dominated by digital wallets, instant transfers, and data-driven banking.

ISO 20022, in contrast, introduces a richer, XML-based data model that supports more detailed information within transactions. It allows for enhanced interoperability across payment systems, better fraud detection, and improved compliance with international standards. Many advanced economies, including the EU, UK, and the United States, have already begun or completed similar transitions.

Lawal noted that the CBN’s directive to migrate by the end of October reflects a broader commitment to modernizing Nigeria’s payments landscape.

Yet, he acknowledged that not all institutions, particularly smaller banks and fintechs, have the resources or technical capacity to complete the switch immediately.

To ease the transition, Lawal revealed the creation of a translation hub, a middleware solution designed to help institutions connect their existing legacy systems to ISO 20022-compliant platforms without major overhauls.

‘We recognize that there will be smaller players who cannot make huge investments. So part of what we’ve done is create a translation hub that allows banks and other financial institutions to connect their existing platforms to it. It automatically converts their transactions into ISO 20022,’ he explained.

The initiative provides a quick migration path for institutions racing to meet the CBN’s compliance deadline. It also ensures continuity in transaction processing while enabling the gradual modernization of backend infrastructure.

Lawal emphasized that the ISO 20022 upgrade is not just a technical update but a strategic foundation for the next phase of innovation in payments, including real-time settlements, request-to-pay capabilities, and smarter data exchange. ‘Nigeria is already among the top three countries in the world for real-time payments by transaction volume. But if we are to build new use cases and expand digital commerce, we must modernize the payment technology we have,’ he noted.

Beyond compliance, Lawal said the ultimate goal is to future-proof Africa’s financial infrastructure, enabling seamless innovation and collaboration. ‘We may build an infrastructure that lays the foundation, but collaboration is what drives momentum and trust is what fuels the journey,’ he said.

The Director of the African Department in the International Monetary Fund (IMF), Abebe Selassie, says Sub-Saharan Africa shows resilience amid global economic headwinds.

Selassie said this during a news conference on the regional economic outlook for Sub-Saharan Africa at the 2025 Annual Meetings of the IMF and World Bank, in Washington on Thursday.

According to him, the continent has shown resilience despite a challenging global environment marked by slowing global growth, fluctuating commodity prices, and tight financing conditions.

Selassie said that, though growth remained steady, resource-dependent and conflict-affected countries still face significant hurdles with modest improvements in per capitaL incomes.

He said that global factors such as weaker external demand, divergent commodity prices and tightening financial markets continued to test the region’s economic resilience.

He said that oil prices had declined, adding that the IMF observed that the prices of copper, coffee, and gold remained relatively high, providing some cushion for exporters.

‘The external financing conditions has shown slight improvement, with Kenya and Angola recently re-entering international capital markets.

‘The Fund warns of emerging vulnerabilities, including rising debt servicing costs that threaten development spending, persistent inflation in several economies and limited fiscal space that restricts policy flexibility.

‘To strengthen resilience and unlock new growth potential, we have outlined two key policy priorities for African governments: domestic revenue mobilisation and sound debt management ‘ he said.

Selassie said that modernising tax systems, embracing digitalisation, and enhancing enforcement would be essential.

‘These reforms must also build public trust and ensure fairness, so that they are not only effective but equitable,’ he said.

He urged countries to improve transparency, strengthen public financial management and publish comprehensive public debt data to reduce borrowing costs and attract innovative financing.

‘Since 2020, the IMF has financially supported to Sub-Saharan African countries, alongside robust technical assistance aimed at improving fiscal and economic governance,’ he said.

Global headwinds continue to test Africa’s recovery and resilience – Speech by Abebe Aemro Selassie, IMF Director, African Department, during the release of the IMF’s October Regional Economic Outlook for sub-Saharan Africa at the going 2025 Annual Meetings of the Fund and World Bank.

Good morning, and good afternoon to colleagues joining us from outside the US. Thank you for being here today for the release of the IMF’s October Regional Economic Outlook for sub-Saharan Africa.

Six months ago, our assessment highlighted the region’s strong policy efforts and that growth had exceeded expectations in 2024. But we also noted a sudden realignment of global priorities and increasingly turbulent external conditions-marked by weaker demand, softer commodity prices, and tighter financial markets.

Today, these global headwinds continue to test the region’s recovery and resilience.

Sub-Saharan Africa’s economic growth is projected to hold steady at 4.1 percent in 2025, with a modest pickup expected in 2026. This reflects ongoing progress in macroeconomic stabilization and reform efforts across key economies.

Several countries-Benin, Côte d’Ivoire, Ethiopia, Rwanda, and Uganda-are among the world’s fastest-growing. However, resource-intensive, and conflict-affected countries continue to face significant challenges, with only modest gains in income per capita.

The external environment remains challenging. Global growth is slowing, and commodity prices are diverging. Oil prices are declining, while prices for cocoa, coffee, copper, and gold remain elevated.

External financing terms have improved somewhat, allowing a few countries, notably Kenya and Angola most recently, to access international capital markets.

The global trade policy and aid landscape has also deteriorated. Tariffs on exports to the United States have increased, and preferential access under the African Growth and Opportunity Act has expired. While the direct exposure is relatively modest for most countries in the region, broader trade policy uncertainty is weighing on growth.

The projected sharp decline in foreign aid leaves several lower-income and fragile economies particularly exposed. Affected governments have sought to reallocate budgetary resources but with limited fiscal space, they have limited room for maneuver.

It is encouraging to see the region showing remarkable resilience.

Although this will continue to be tested in the coming months. Pressure points include:

Rising debt service costs, which are crowding out development spending,

A shift toward domestic financing that is deepening the sovereign-bank nexus,

Inflation that has eased at the regional level but remains in double digits in about one-fifth of the region, and

External buffers that are under pressure and need to be rebuilt.

Against this difficult backdrop, our October 2025 Regional Economic Outlook highlights two broad policy priorities.

First, domestic revenue mobilization:

There is significant potential for countries in the region to raise revenues through comprehensive tax policy reforms and improved tax administration. This includes modernizing tax systems through digitalization, streamlining inefficient tax expenditures, and strengthening enforcement via targeted compliance strategies.

However, these efforts must go beyond technical adjustments.

It will be essential to build public trust in tax institutions, strengthen institutional capacity, and conduct careful impact assessments-including distributional analysis-to ensure that reforms are both effective and equitable.

Second, debt management:

Enhancing debt transparency and strengthening public financial management can help reduce borrowing costs and unlock innovative financing. Publishing comprehensive debt data and reinforcing budget oversight are key steps forward.

These priorities are critical for building resilience and supporting inclusive, sustainable growth across sub-Saharan Africa.

The IMF remains committed to supporting the region. Since 2020, we have disbursed nearly $69 billion, including about $4 billion so far this year. Our capacity development efforts also remain substantial, with sub-Saharan Africa as the largest recipient.

Thank you for your attention. I am now happy to answer your questions.

Tamrose Limited, a Nigerian oil and gas marine services company, has fully repaid a $10 million loan obtained from the Nigerian Content Intervention Fund (NCI Fund), marking a major milestone in its six-year growth trajectory that saw the company triple its fleet and consolidate its position as a key indigenous player in the sector.

The NCI Fund, managed by the Nigerian Content Development and Monitoring Board (NCDMB), confirmed that Tamrose completed its final repayment instalment on September 30, 2025, without missing a single payment. The loan, accessed in 2019, was designed to support capacity expansion among Nigerian-owned service providers in the oil and gas value chain.

At the time of the loan disbursement, Tamrose operated only four security patrol vessels. With the support of the NCI Fund, the company expanded aggressively, growing its fleet by 200 percent to 15 vessels, including 10 security patrol vessels and five platform supply vessels, now serving major international oil companies and indigenous operators across Nigeria’s offshore and onshore fields.

‘The repayment milestone reflects both the rigorous standards applied by NCDMB in selecting beneficiaries and the impact of its interventions in building real capacity among indigenous operators,’ said Tamrose executive chairman, Ambrose Ovbiebo, in a statement announcing the completion of the loan. ‘For Tamrose, this marks a defining moment in our growth journey and reinforces our role as a proud flag bearer of the NCDMB legacy.’

In a letter addressed to Felix Ogbe, executive secretary of the NCDMB, Ovbiebo expressed appreciation for the Board’s unwavering support of indigenous companies and reaffirmed Tamrose’s commitment to deepening local participation in Nigeria’s marine logistics and security segment.

Ovbiebo noted that the loan not only enabled fleet expansion but also facilitated human capital development through crew training, technical certification, and the establishment of a maintenance support hub in Port Harcourt. ‘Our success story is proof that the NCI Fund works. It shows that with disciplined execution, indigenous companies can compete sustainably and deliver value in the oil and gas ecosystem,’ he said.

The NCI Fund was established as a low-interest financing mechanism to support Nigerian service providers, manufacturers, and asset owners under the Nigerian Oil and Gas Industry Content Development (NOGICD) Act. Managed in partnership with the Bank of Industry (BoI), the fund offers credit to qualified local companies to promote participation in upstream and midstream activities, reduce capital flight, and foster technology transfer.

Since its inception, the fund has supported dozens of indigenous firms across fabrication, engineering, and marine logistics segments. Tamrose’s complete repayment marks one of the fund’s most successful case studies to date, demonstrating both financial prudence and tangible capacity outcomes.

In recognition of this achievement, Tamrose has proposed to host a celebration event at the NCDMB Conference Hall in Yenagoa, Bayelsa State, on November 13, 2025. The event will be attended by senior government officials, industry regulators, international oil companies (IOCs), and representatives from indigenous service providers.

According to Tamrose, the celebration will ‘showcase how the NCI Fund has empowered indigenous companies while also highlighting the broader socio-economic benefits of such interventions, including job creation, human capital development, and value-chain expansion.’

The event will also serve as a case study session for stakeholders to discuss the long-term impact of local content financing schemes and explore new collaboration frameworks for sustaining growth within the Nigerian oil and gas industry. NCDMB executives are expected to deliver keynote addresses emphasizing the Board’s ongoing commitment to fostering self-reliance and competitiveness among Nigerian companies.

Industry analysts note that Tamrose’s repayment and fleet expansion signal renewed investor confidence in Nigeria’s marine logistics sub-sector, which had struggled in recent years due to funding constraints and volatility in oil prices. The company’s ability to maintain steady loan servicing amid market headwinds underscores both operational resilience and the viability of targeted development funds.

Beyond debt repayment, Tamrose’s management said it plans to reinvest profits into fleet modernisation and digital operations systems to enhance efficiency and safety. The company also intends to explore regional expansion opportunities within the Gulf of Guinea, leveraging its experience in maritime security and offshore support.

For NCDMB, the milestone reinforces its broader mandate under the NOGICD Act – to ensure that a greater proportion of oil and gas spending is retained within the Nigerian economy. The Board has recently expanded the scope of the NCI Fund to include renewable energy projects and manufacturing initiatives tied to the oil and gas value chain.

As Tamrose prepares to celebrate its repayment milestone, the company’s journey stands as an emblem of what deliberate policy, disciplined management, and patient capital can achieve when aligned toward a shared goal of industrial transformation.

The federal government, on Thursday flagged off the sensitisation activities for the commencement of the Personnel Audit and Skill Gap Analysis (PASGA) project, that targets a more efficient service delivery in the Federal Civil Service.

Esther Walson-Jack, Head of the Civil Service of the Federation (HCSF), speaking at the official commencement of the flagship reform initiative, called for cooperation from all Permanent Secretaries, Directors, the Union leaders and all staff across MDAs, by demonstrating ownership of the program.

It will be recalled that over the years, the Federal Civil Service had grappled with the challenge of fragmented and outdated personnel information, leading to inefficiencies and misalignments, and in some instances fuelling corruption in the system.

She noted however, that the reform initiative is designed to strengthen personnel data integrity, align competencies with organisational needs, and drive evidence-based human resource management across the Federal Civil Service.

‘Today’s event represents yet another major milestone in our collective journey to reposition the Civil Service as an efficient, accountable, and digitally driven institution.

‘The PASGA Project is a strategic component of the Federal Civil Service Strategy and Implementation Plan 2021-2025 (FCSSIP25), reflecting our unwavering commitment to innovation, talent optimisation, and institutional excellence, in line with President Bola Ahmed Tinubu, GCFR’s Renewed Hope Agenda.’

Watson-Jack while reflecting on the needs, said ‘data remains the backbone of effective planning, deployment, and decision-making.

‘Through PASGA, we are setting a new standard-one that is transparent, data-based, and performance-oriented.’

She assured that the ‘reform will deliver accurate personnel records, identify existing skills gaps, and support targeted training and redeployment aligned with the evolving needs of government.

She commended the Permanent Secretary, Common Services Office (CSO), and the Project Implementation Committee (PIC) for the painstaking coordination and preparatory work that have brought us to this stage.

‘Your dedication exemplifies the teamwork and shared vision required to sustain the ongoing transformation of our Civil Service.

‘Distinguished Civil Servants, this exercise is a bold statement of our readiness to build a Civil Service that is data-driven, merit-based, and future-ready’

She therefore, called on the OHCSF Cluster Consultant, Knewrow Consulting, to approach this national assignment with utmost professionalism, integrity, and technical precision.

‘The Office of the Head of the Civil Service of the Federation (OHCSF) shall remain your primary reference point as this exercise unfolds Service-wide.

‘PASGA is not merely an audit-it is a reform tool that will shape the future of our workforce by ensuring that placements, promotions, and performance management are grounded in reliable data and merit.’

Danjuma Usman, Permanent Secretary, Common Services, in his welcome address at the sensitisation event, charged the civil servant to cooperate with the relevant bodies to guarantee its success

‘Distinguished colleagues, PASGA is more than an audit, it is a reform tool and a statement of our readiness to build a Service that is data-driven, merit-based, and performance-oriented.

‘Together, we can ensure that the Federal Civil Service remains a model of efficiency, accountability, and innovation in public administration.’