FG seeks new World Bank’s $1.5bn loans

The federal government has opened discussions with the World Bank for three new loan facilities totalling $1.5 billion, even as Nigeria’s public debt stock climbed to a record N166.79tn at the end of June 2026.

Documents obtained from the multilateral lender show that the proposed financing comprises three separate $500m facilities targeting climate resilience, social protection, and early childhood development.

The most immediate proposal is a $500m additional financing facility for the Agro-Climatic Resilience in Semi-Arid Landscapes project, known as ACReSAL.

The World Bank has set October 29, 2026, as the target date for board consideration. The borrower is the Federal Republic of Nigeria, while Balarabe Abbas Lawal’s Environment Minister ministry serves as the implementing agency.

The transaction would expand the ACReSAL project’s overall funding from $700m to $1.2bn, financed entirely through the International Development Association, the World Bank’s concessional lending arm.

According to bank records, the government requested the additional $500m to scale up operational results and strengthen the institutional arrangements required to sustain integrated landscape management.

The additional capital will fund landscape restoration, watershed rehabilitation, flood management, irrigation systems, reforestation, and related interventions. ACReSAL currently operates across 19 northern states and the Federal Capital Territory to combat land degradation, climate vulnerability, and declining agricultural yield.

The World Bank estimates that desertification affects 43 percent of Nigeria’s total land area, warning that unaddressed climate change could reduce annual gross domestic product by 2.6 per cent by 2030 and up to 6.7 per cent by 2050.

The second proposed facility involves a $500m IDA credit for the Household Prosperity and Empowerment-Social Protection Project, designated as HOPE-SP. The project remains in an earlier preparation stage, with a technical design review scheduled for October 30, 2026, and a tentative approval date set for March 16, 2027.

The HOPE-SP initiative carries an estimated total cost of $500m, comprising a $420m results-based program and an $80m investment project financing component. The program aims to establish regular social assistance for poor and vulnerable households while gradually shifting funding responsibilities to federal and state budgets through strengthened local delivery systems.

Planned interventions under HOPE-SP include targeted conditional and unconditional cash transfers, social registry updates, integration of the National Identification Number into social security databases, and administrative capacity building.

World Bank metrics highlight that Nigeria spent 0.14 percent of GDP on social safety nets in 2021, compared to a global average of 1.5 percent and a lower-middle-income peer average of 1.2 per cent.

The lender noted that household welfare has deteriorated significantly due to pandemic disruptions, inflation, natural disasters, and regional conflict, while fuel subsidy removals and exchange-rate reforms created short-term cost-of-living pressures.

The third $500m facility supports the Nigeria Early Childhood Development programme, scheduled for board consideration on March 15, 2027, following its October 30, 2026 technical review. Finance Minister Wale Edun’s ministry is listed as the borrower, while Budget and Economic Planning Minister Atiku Bagudu’s ministry will handle implementation across all 36 states and the FCT.

The early childhood program combines a $400m programme-for-results component with $100m in investment project financing from the IDA. It targets children aged zero to five with health, nutrition, early learning, childcare, and sanitation services.

The World Bank noted that 40 percent of Nigerian children under five suffer from stunting, fewer than half are developmentally on track, and only 36 percent of children aged 36 to 59 months attend organised early learning programs.

Data from the Debt Management Office reveals that total public debt grew by N14.39tn over 12 months, rising from N152.40 tn in June 2025 to N166.79tn by June 2026. This reflects a 9.44 percent year-on-year increase in local currency terms.

In US dollar terms, total public debt rose 21.35 percent, expanding from $99.66bn to $120.93bn over the same period. The variance between local and dollar growth rates stems from exchange-rate valuation effects.

The DMO applied an official conversion rate of N1,379.18/$ in June 2026, compared to N1,529.21/$ a year earlier. Consequently, dollar-denominated obligations grew at a faster percentage pace than their naira equivalents. On a quarter-on-quarter basis, total debt grew by N7.44tn, or 4.67 per cent, from N159.35tn in March 2026.

Domestic liabilities expanded by N11.04tn year-on-year from N80.55tn in June 2025, climbing 26.07 per cent in dollar terms from $52.67bn to $66.41bn. Between March and June 2026, domestic debt rose by N4.19tn. External liabilities reached $54.52bn in June 2026, up $7.54bn from $46.98bn in June 2025.

Growth within domestic obligations was heavily driven by Treasury bills. Federal Government domestic debt reached N87tn in June 2026, up 13.60 per cent from N76.59tn in June 2025. FGN bonds comprised the largest share at N64.84tn (74.53 per cent of domestic debt), including N41.47tn in conventional naira bonds, N22.11tn in securitised Ways and Means advances, and N1.27tn in domestic dollar bonds.

Outstanding Nigerian Treasury Bills recorded the sharpest expansion, jumping 52.64 per cent year-on-year from N12.76tn to N19.48tn. This increased Treasury bills’ share of domestic federal debt from 16.67 per cent to 22.39 per cent.

During the second quarter of 2026 alone, Treasury bills grew by N2.92tn. Conversely, securitised Ways and Means balances dropped by N613.34bn during the second quarter to N22.11tn, while promissory notes fell 29.81 per cent year-on-year to N1.22tn.

The proposed $1.5bn facilities would further expand Nigeria’s reliance on multilateral funding. Total debt owed to the World Bank Group stood at $20.73bn at the end of June 2026, comprising $19.12bn in IDA credits and $1.61bn in International Bank for Reconstruction and Development loans. This combined exposure increased by $1.34bn, or 6.93 per cent, from $19.39bn in June 2025.

The World Bank Group accounts for 38 per cent of Nigeria’s total $54.52bn external debt, with the IDA acting as the single largest individual external creditor at 35 per cent of the total portfolio. World Bank obligations also represent 84 per cent of Nigeria’s $24.76bn overall multilateral debt stock.

The creditor mix has shifted over the past year. Multilateral institutions held 49.36 per cent of external debt in June 2025 compared to 45.42 per cent in June 2026, despite nominal increases. This shift reflects faster growth in commercial borrowing, where Eurobond liabilities rose from $17.32bn to $18.55bn, alongside new syndicated loans.

The expanding debt stock has drawn political criticism. Former Vice-President Atiku Abubakar called for a full reconciliation of public debt, including new borrowings, Treasury bills, and debt-service charges.

Speaking through African Democratic Congress Presidential Campaign Council Strategic Communications Director Phrank Shaibu, Atiku urged the President Bola Tinubu administration to clarify the breakdown between reclassified older debt, exchange-rate adjustments, and newly contracted loans. He also questioned rising debt-servicing costs, arguing that fiscal allocations for development and public services were being constrained.

Defending multilateral borrowing, Lagos-based economist Adewale Abimbola noted that World Bank facilities carry concessionary interest rates below commercial market levels alongside longer repayment tenors. ‘If it’s concessionary and tied to viable projects with medium-term revenue prospects, I don’t think it’s a bad idea,’ Abimbola said. ‘Borrowing isn’t bad; what matters is utilisation.’ He emphasised that the economic return depends entirely on effective project execution to support long-term revenue growth and public service delivery.

President of Trkiye makes phone call to President Ilham Aliyev

In the evening of September 27, President of the Republic of Trkiye Recep Tayyip Erdogan made a phone call to President of the Republic of Azerbaijan Ilham Aliyev.

The President of Trkiye respectfully commemorated the memory of the martyrs on the occasion of Remembrance Day in Azerbaijan.

The head of state expressed his gratitude to the President of Trkiye for the phone call.

Nigeria cannot achieve $1tn economy with current budget size, budget minister says

Nigeria cannot achieve its ambition of becoming a $1 trillion economy without significantly expanding its national budget, Atiku Bagudu, minister of Budget and Economic Planning, has said.

Bagudu said Nigeria’s budget remained one of the smallest among the world’s 10 most populous countries, raising questions about how the country could finance the infrastructure, human capital and other investments required to achieve the target within the next four years.

He made the submission in Abuja at the 2026 Capacity-Building Workshop of the Senate Press Corps, organised with the theme, ‘Leveraging Legislative Oversight and Media Collaboration to Safeguard the National Budget from Unlawful Insertions.’

According to the minister, the starting point of the national budget conversation should not simply be how much money the government currently has, but how much is required to achieve its development objectives.

His comments come at a time when the National Assembly is expecting both the Medium-Term Expenditure Framework (MTEF) and Fiscal Strategy Paper (FSP), Nigeria’s statutory multi-year economic blueprint that sets macro-fiscal projections, revenue targets, and spending limits before the presentation of the annual national budget.

‘Perhaps the starting point for this discussion should be: What should the national budget be? Because without starting from there, maybe we will not reach the right conclusion,’ Bagudu said.

He said Nigeria’s budgetary limitations were particularly significant when compared with other populous countries.

‘I don’t have one definitive answer, but I would say that of the 10 most populous countries in the world, Nigeria has the smallest national budget,’ he said.

Bagudu said the issue was particularly important in view of the Federal Government’s ambition under President Bola Tinubu’s Renewed Hope Agenda and the long-term Agenda 2050.

He asked how Nigeria could grow into a $1 trillion economy within the next four years while ensuring that the benefits of such growth were widely shared.

‘How can we, as a step towards that wider dream, generate a $1 trillion economy in the next four years? And not just a $1 trillion economy, but a $1 trillion economy that includes everyone?’ he asked.

The minister cautioned against a budgeting approach that simply limits government’s ambitions to its current revenue position.

Using the analogy of making clothes according to one’s present size, Bagudu said such an approach could prevent Nigeria from creating the fiscal capacity required for future growth.

‘If I decide to cut my coat according to my size, then I should remain in the same shape. Maybe I will not even have the spare capacity to sew a cloth for another person,’ he said.

He consequently urged the media to help drive a wider national conversation around revenue mobilisation and the appropriate size of the national budget.

‘Should we continue with a budget that gives our populace one of the smallest budgets among comparable countries? Or should we imagine how we can mobilise more resources?’ Bagudu asked.

Bagudu pointed to Brazil as an example of the disparity in fiscal capacity between Nigeria and another large federal country.

He said Brazil’s 2025 budget was at least 25 times larger than Nigeria’s, raising questions about whether Nigeria could expect similar development outcomes with significantly fewer resources.

‘But Brazil’s 2025 budget is at least 25 times the size of Nigeria’s budget. So do I expect to achieve the same outcomes as Brazil? Is it that these needs do not exist in Nigeria? I believe they do,’ he said.

The minister also defended the constitutional role of the National Assembly in the appropriation process, saying legislative participation in budget-making should not automatically be regarded as improper.

‘We chose constitutional democracy, and under constitutional democracy, the National Assembly has a critical role,’ he said.

Bagudu said some projects that might appear unnecessary to observers in Abuja could represent genuine needs identified by lawmakers from their constituencies.

He cited cases where communities lacked basic amenities, including access to water, saying such realities could explain why particular interventions found their way into appropriation bills.

‘So you see something in the budget, and because it is not a priority in your own area, you wonder why it is in the budget.

‘But to that member of the House of Representatives or Senate who was elected from that community, it represents what their constituents consider a priority,’ Bagudu said.

He also recalled the controversy over the provision of freezers in an earlier budget, explaining that the equipment was intended for women in fishing communities who lacked facilities to preserve their catch.

‘The women there needed freezers because they did not have a way of preserving their fish,’ he said.

Addressing allegations of unlawful insertions into the national budget, Bagudu said it was necessary to distinguish between legitimate amendments by lawmakers and genuinely irregular provisions.

He acknowledged that the complexity of the budget process, which involves several institutions and individuals, could create room for mistakes.

‘We are dealing with processes, human beings and human errors. Therefore, vigilance is important. The media and legislative oversight should continue to be vigilant,’ he said.

Bagudu, however, urged stakeholders to balance the demand for transparency with legitimate national security considerations.

He argued that full disclosure of certain government policies or expenditures could compromise strategic objectives, particularly in security operations.

‘I may be fighting a war in the area of security, but how much of my security policy should I make public? Not because I am doing something wrong, but because there are legitimate strategic considerations,’ he said.

The minister also challenged the conventional assumption that capital expenditure was automatically more important than recurrent spending.

Using security personnel as an example, he questioned the consequences of failing to fund the personnel responsible for protecting the country.

‘If I am fighting a war and I don’t pay security personnel, what happens? So which one is more important?’ he asked.

He said the quality of government spending should ultimately be measured by what it delivers to citizens rather than merely by whether an allocation was classified as recurrent or capital expenditure.

‘The conversation should be about what we are trying to achieve, what resources are required to achieve it, how we mobilise those resources, and how we maintain public confidence while ensuring accountability and transparency,’ Bagudu said.

Godswill Akpabio, president of the Senate, called for stronger collaboration between the National Assembly, the media and civil society organisations to improve scrutiny of the national budget.

Represented by Yemi Adaramodu, chairman of the Senate Committee on Media and Public Affairs, Akpabio urged journalists covering the legislature to deepen their understanding of parliamentary procedures to improve the quality and accuracy of budget reporting.

Adaramodu, who served as chief host of the workshop, said the media remained an important accountability mechanism in monitoring budget implementation.

He urged journalists to investigate public expenditure, expose waste and ensure that reports on budgetary provisions reflected the circumstances surrounding the projects and programmes involved.

Taiye Odewale, Chairman of the Senate Press Corps, said the controversy surrounding an alleged N1.3 billion provision for a purported Presidential Foreign Intervention Promotion Council demonstrated the need for stronger scrutiny of budget documents.

Odewale said investigations by the Senate Press Corps showed that the controversial provision was not part of the N9.853 trillion added by the National Assembly to the N58.47 trillion executive proposal, which brought the 2026 Appropriation Act to N68.32 trillion.

He said the controversy reinforced the need for closer cooperation between journalists and legislative oversight bodies in scrutinising appropriation documents.

According to him, the workshop was also designed to expose journalists to emerging tools, including artificial intelligence, that could assist in examining complex budget documents.

Representing Auwal Rafsanjani, Executive Director of the Civil Society Legislative and Advocacy Centre, Ebu Emmanuel said every budget provision should be justified, properly costed, measurable and linked to identifiable beneficiaries.

He cited findings attributed to the Independent Corrupt Practices and Other Related Offences Commission that 4,508 inserted or padded projects valued at N434.5 billion, as well as 66 duplicated projects worth N6.43 billion, were identified in the 2022 budget.

Emmanuel urged lawmakers to interrogate proposed projects by examining their locations, beneficiaries, costs, purposes and expected outcomes before approving them.

Vahyala Kwaga, country director of BudgIT, representing the organisation’s Director, Oluseun Onigbinde, said public discussion of the budget often focused more on allocations than on the outcomes expected from them.

He identified delayed submission of the Medium-Term Expenditure Framework and Fiscal Strategy Paper as a recurring concern and proposed that the budget should be submitted to the National Assembly at least 90 days before the end of the financial year.

Why we will always love Dolly Parton

WHEN Dolly Parton, American singer-songwriter, actress, businesswoman, and philanthropist recently passed away at the age of 80, US President Donald J. Trump ordered flags at half-mast. the British Royal Family not only sent tributes, but her iconic Nine to Five Song was played at the Changing of the Guard at Buckingham Palace. There is even a move to have the Nashville, Tennessee Airport named after her. Tributes poured from all over-world leaders, celebrities, and those who simply loved her music.

Why did someone who was born into a large, impoverished family in a one-room cabin in rural East Tennessee touch so many lives?

In an article in Inc.com, Mark Berman says that in over six decades, ‘Parton transformed her songwriting and performing talents into a global entertainment career. She became one of the best-selling artists in music history, wrote songs that became standards, starred in major films including 9 to 5 and Steel Magnolias, and built a brand that is beloved and instantly recognizable.’

For someone who according to Agence France Presse, ‘sang her first songs to chickens outside the cabin,’ her work ethic was astonishing. She launched publishing and music production companies, a radio station and restaurants. She even wrote a best-selling novel with co-author James Patterson. She connected with the younger generation through her Instagram page which, with 8.6 million followers, became an online phenomenon. At age 75, she unveiled a new fragrance called ‘Dolly.’

In 1986, Parton partnered to transform the existing Silver Dollar Theme Park in Pigeon Forge Tennessee into Dollywood. It became, according to Berman, ‘an entertainment destination built around Dolly’s Appalachian roots, storytelling, and personality.’

As communicators, we can learn much from her if we want to build legacy companies and brands. This he shares with us in Berman’s article The Incredible Business Strategy that made Dolly Parton an American Icon.

Create a brand people believe in and let it grow over time

‘Parton’s songwriting was the foundation of her business empire,’ says Berman. ‘She didn’t’ simply perform songs. She understood the value of her creative work, and found ways to extend its life.’

But’ she never treated music as her finish line. She treated it as the beginning, and she used it as a springboard into multiple business endeavors, continually expanding her creative assets into movies, television, publishing, merchandise, live entertainment, and other ventures.’

That, he adds, is entrepreneurial thinking: ‘Create something valuable, retain ownership when possible, and understand that its value can grow over time.’

Know your audience

Another lesson from her career? Simply know your customer. Parton understood what people wanted from Dolly Parton.

‘They wanted the songs. They wanted the humor. They wanted the glamour,’ says Berman. ‘They wanted the smiles, the love, the warmth. They wanted to believe that the woman behind the enormous hair and rhinestones was still connected to the little girl from Tennessee.’

She remained relevant across generations because she was willing to evolve, abandoning her core identity that made her successful in the first place.

The lesson for communicators and building a legacy brand: ‘Be willing to evolve, but don’t lose sight of what you are.’

Be authentic

Before ‘personal branding’ became a business buzzword, authenticity was perhaps her greatest asset. ‘She turned her humble beginnings, distinctive appearance, humor music, and Appalachian heritage into her brand so naturally and effortlessly.’

Despite her amazing success, Dolly remained incredibly humble. She earned a Kennedy Center award, one of the highest art accolades in 2006, and was inducted into the Rock and Roll Hall of Fame in November 2022, after initially turning it down.

In 2021, she revealed she had declined the Presidential Medal of Freedom, saying she did not want to travel to Washington during the Covid pandemic. Michael Mathes of Agence France Presse quotes her as saying to NBC, ‘It’s nice but I’m not sure that I even deserve it. But it’s a nice compliment for people to think that I might deserve it.’

This is so refreshing at a time when narcissism reigns.

Family always came first

As the fourth of 12 children, Dolly always remained close to her family. In 1971, she released the spare and gorgeous Coat of Many Colors, a Bible-themed track about her mother overcoming poverty.

Her nephew was in charge of her security, and her cousin Richie Owens collaborated with her, and helped her produce multiple albums. While she did not have children of her own, she remained close to her siblings, nieces and nephews, and grandkids, whom she encouraged to follow their dreams.

She was loyally married for almost 60 years to Carl Dean, who she nursed during his last days.

Her funeral was intimate, including family and close friends, because ‘she wanted it that way.’

Big hair, big music, big heart

Most remarkably, Dolly always gave back without much fanfare. In 1995, she launched her Imagination Library in her home country of Tennessee, inspired by her father’s inability to read or write. The program began by providing free books to young children and eventually expanded internationally, says Berman.

The Dollywood Foundation also launched educational initiatives in her hometown. One offered $500 to students who graduated high school, helping reduce dropout rates among participating classes.

‘Parton used the success she created to create opportunities for other people too. That is something one can learn about legacy building: Success can be measured by more than the size of a company’s bottom line, says Berman.

With her authenticity, Dolly Parton ‘turned her humble beginnings, distinctive appearance, humor, music, and Appalachian heritage into her brand’. It is about kindness, relatability, and personifying good.

Dolly Parton did that over six decades. And ‘her business legacy-and cultural legacy-will always be celebrated and never forgotten.’

PR Matters is a roundtable column by members of the local chapter of the United Kingdom-based International Public Relations Association (IPRA), the world’s premier association for senior professionals around the world. Millie Dizon, the Senior Vice President for Marketing and Communications of SM, is the former local chair.

We are devoting a special column each month to answer the reader’s questions about public relations. Please send your comments and questions to askipraphil@gmail.com.

For more insights and updates on public relations, follow PR Matters by IPRA Philippines on Tiktok, Youtube, Instagram and Facebook.

City Hall reports flooding on several streets

The Bangkok Metropolitan Administration reported flood levels from 16 centimetres to 47cm deep on several streets on Monday morning.

According to the BMA’s Drainage and Sewerage Department, flood levels were:

47.5cm on Pattanakan Road (intersection with Srinagarindra Road) in Suan Luang district

45.1cm on Lat Phrao 122 Road (Chaleena Princess Hotel) in Wang Thonglang district

39.5cm on Soi Senanikhom Road in Chatuchak district

38.7cm on Nawamin Road (Santi Asok) in Bung Kum district

37.7cm on Ngam Wong Wan Road (Pongpet intersection) in Laksi district

26.7cm on Ngam Wong Wan Road (Soi Chinakhet Alley) in Laksi district

19.1cm on Phahon Yothin 60/1 Road in Sai Mai district

15.7cm on Ramkhamhaeng 43/1 Road in Wang Thonglang district

The BMA said the sky became clear and rainwater amounted to only 46 millimetres late Sunday night.

The Meteorological Department predicted isolated heavy rain in the western and lower parts of the North, the western part of the Central Plains and the East as the low-pressure cell already reached the Gulf of Martaban in Myanmar.

PNP to acquire more motorcycles

THE National Police (PNP) on Sunday said that it is enhancing its mobility capabilities with the acquisition and deployment of additional motorcycle units.

In a statement, the PNP chief, Gen. Jose Melencio Nartatez Jr., said the move aims to cut response time to emergency calls and crime incidents across the country aside from improving frontline services, particularly in areas where police personnel need faster access to communities during emergencies.

‘Gone are the days when policemen are being portrayed in movies as always the last to arrive in an emergency situation. The prevailing mindset now is pro-active, quick response and crime solution efficiency. And when it comes to crime prevention and quick response, a sufficient and appropriate number of mobility assets really matter,’ he added.

And when it comes to crime prevention and quick response, a sufficient and appropriate number of mobility assets really matter, Nartatez added.

He emphasized that the PNP is expanding the deployment of motorcycles in regions where terrain and distance often affect response operations, noting that far-flung police offices are among the priority recipients of future acquisitions.

He also emphasized the practicality of motorcycles as back-up mobility assets in urban areas with daily traffic woes and narrow alleys.

The procurement will come with motorcycle-riding training programs for police personnel.

A total of P2 billion has been allocated under the PNP Capability Enhancement Program, which supports the procurement of mobility assets and other operational requirements of the police force.

The PNP chief noted that while the organization continues to benefit from support provided by other government agencies, the acquisition of operational assets remains a key component of the PNP’s modernization and resource program.

BAESAI Mindanao signed MOU to strengthen partnership with academic and industry partners, held strategic planning sessions

The Business Administration Educators and Students Association, Inc. (BAESAI) Mindanao Chapter strengthened its partnership with the National Executive Board through an MOU signing and strategic planning session held in Cagayan de Oro City, Misamis Oriental today 25 Sept. 2026.

The activity focused on planning priority programs, strengthening partnerships, and identifying strategic actions for business educators, students, scholars, and industry partners in Mindanao.

Representing the BAESAI National Executive Board were Prof. Juan Fajardo, Chairman; Prof. Les Ferriols, Vice President for Finance; and Dr. Julio O. Castillo Jr., President.

The BAESAI Mindanao Chapter was represented by Dr. Kharen Jane S. Ungab, Chair; Dr. Mark R. Nambatac, President; and Prof. Joan T. Batahoy, Vice President.

The Memorandum of Understanding (MOU) reinforces the commitment of both national and regional leaders to develop relevant academic programs, professional activities, research collaboration, and industry linkages across Mindanao.

Through the strategic planning session, the group also discussed priority activities, partnerships, capacity-building initiatives, conferences, seminars, and other programs that can further connect these educational institutions.

BAESAI Mindanao aims to bring more meaningful opportunities and programs closer to educators and students while strengthening academe-industry collaboration.

The Mindanao Inaugural Conference is scheduled on December 4, 2026 at Tagolonan Community College Conference Hall. The event is entitled, ‘Business Education to Workplace Readiness’.

Awosika urges founders to build boards that challenge decisions, drive growth

Ibukun Awosika, former chairman of First Bank of Nigeria, has urged entrepreneurs to establish boards based on the needs of their businesses rather than the size of their revenues or headcount, saying effective governance can help companies overcome founder dependence and attract investors.

Speaking during a fireside chat at the Building Beyond You Conference on Friday, she said founders should begin by determining what they want a board to achieve and then identify individuals with the expertise to support those objectives.

She said there is no universal revenue threshold at which a business requires a board, as the appropriate timing depends on the nature and stage of the company.

‘When you start building something that has some level of substance, you would realise that there’s a lot of value that you get from thinking beyond yourself,’ Awosika said.

She said founders could initially establish an informal accountability group of two or three trusted people who can challenge their decisions before transitioning to a formal board as the business develops.

‘If you start your business with some substance, the best thing to do will be to set up a board from day one,’ she said, noting that a board could comprise three, five or seven members depending on the company’s needs.

According to her, the key is not the number of directors but whether the board provides independent perspectives, expertise and accountability.

‘What is key is that you want to set up a body that you are accountable to, people that have some knowledge and information that can add value to the process of building the business, and people that can challenge your one-man power and your actions that can undermine the business,’ she said.

Awosika said founders of incorporated businesses should also recognise that the company is a legal entity separate from themselves, making a properly constituted board important to protecting the interests of the institution.

She said good governance could also improve a company’s ability to attract investors and customers.

Build boards around skills, not relationships

Awosika advised founders against filling board seats with family members, friends, religious leaders or investors simply because they expect positions.

‘Anybody can expect anything, but it’s your responsibility to do what is right for the institution,’ she said.

She recommended that founders first conduct a needs assessment to identify the skills and expertise required by the company, followed by an audit of the existing board to identify gaps.

Awosika said she applies the approach when she takes on board chairmanships, describing it as a ‘board audit’.

‘You first do a needs audit. What does the company need? When you do the needs audit and you determine what the company needs, and then you do a board audit, you determine what are the talents at the table, what is missing,’ she said.

She said the resulting skills gaps should determine the profiles of candidates considered for board appointments.

‘It is skills that meet the needs of the company that you fill a board with,’ Awosika said.

She recalled serving as chair of an international company where financial institutions that were shareholders had nominated several finance professionals to the board.

Although the board had strong members, its expertise was heavily concentrated in finance, leaving gaps in other areas needed by the business.

‘That is your mandate as a founder or as the CEO of an organisation: to build for your organisation a board that meets its needs, so you can get the right value from your board,’ she said.

She also advised entrepreneurs and directors to understand their fiduciary responsibilities and the legal obligations attached to board positions.

‘For every fiduciary responsibility you have on the board of an organisation, you can go to jail for it,’ Awosika said.

She encouraged entrepreneurs interested in building effective boards to engage with the Institute of Directors of Nigeria and pursue governance training.

According to her, governance should not be treated as a formality or an exercise in approving management decisions.

‘Entrepreneurs go into bubbles because we’re consumed by our own vision, and sometimes we don’t see the gaps. You need the alternate voices that a board represents to help you see beyond yourself and make the right decision,’ she said.

Awosika noted that even one piece of information brought by an independent director could prevent a company from making a damaging decision.

‘Organisations that want to grow are organisations that respect structure and respect governance, and boards help you to build governance within institutions,’ she said.

Echoing her sentiments, Tara Fela-Durotoye, founder of House of Tara and convener of the conference, said that succession should not be reserved for founders or CEOs but must be integrated across all levels of an organisation, from admin managers to CFOs.

According to her, being ‘irreplaceable’ is a failure of leadership. Leaders, she said, should aim to be replaceable by empowering their teams to function independently.

Super agri-profit investors: Central Bank has no medicine for greed

A disturbing audio clip has been circulating widely on various social media platforms in Sri Lanka. In the recording, an over-bearing and aggressive male speaker is heard talking to a lady purported to be a Central Bank of Sri Lanka (CBSL) officer.

The man launches a bitter attack on the Central Bank, accusing it of destroying his family’s livelihood. He loudly blames the bank for throwing his wife and children onto the street by cutting off a regular, lucrative monthly income. This income, he explains, had been flowing continuously from a profit-sharing investment in a modern agricultural project. The disruption occurred because the bank accounts of the agricultural business were abruptly frozen.

The lady officer responds with exemplary politeness, calmly explaining that the freezing of the accounts was not an arbitrary action by the Central Bank, but a legal directive issued by the courts. She gently reminds him that the bank has no power to override it now without going back to the courts.

War hero’s threat

Instead of accepting this institutional reality, the caller becomes increasingly infuriated by her repeated, identical explanations. He grows angry and dramatically reminds her of his past sacrifices. He boasts that he was a war hero-one of the brave individuals who saved Sri Lanka from brutal terrorist attacks while Central Bank officials were allegedly sleeping safely in their offices. He goes so far as to threaten the institution, warning that he could easily mobilise his fellow war heroes to march upon the Central Bank, surround the premises, and physically block the exit of all staff members from the building.

The lady officer maintains her professional composure, politely reiterating that her hands are tied due to the prevailing court order. This triggers an even more explosive response. The caller descends into a barrage of words targeting the top bank management, painting them as insensitive bureaucrats oblivious to the predicament of the people. The audio clip cuts off at that intense moment, leaving listeners with a stark example of growing public anger, deep misunderstanding, and emotional manipulation.

CBSL too was a victim

The caller’s aggressive rhetoric explicitly referenced Sri Lanka’s devastating thirty-year conflict with the Liberation Tigers of Tamil Eelam (LTTE), who fought an armed campaign to establish a separate State in the north and east of the island. While the caller claimed that Central Bank officials were merely sleeping during the conflict, the historical reality is that the bank itself was a tragic victim of that very war.

In January 1996, the bank premises in Colombo were hit by a heinous and devastating terrorist attack. A lorry packed with powerful explosives tried to force its way into the building. It was stopped only because of a sturdy iron barrier that prevented the vehicle from being driven directly onto the porch of the main building. The resulting explosion was massive, killing 41 dedicated bank officers and injuring over 1,200 employees. Many staff members were permanently blinded or disabled, yet the institution resumed operations almost immediately to keep the national economy alive.

A CBSL public warning notice about shady investment schemes

War behind frontlines

Furthermore, the self-proclaimed war hero in the audio clip seems completely unaware that when the military conflict reached its most intense phase in 2008, a second, equally critical war was being fought directly behind the frontlines. While soldiers were fighting bravely in the field, the Central Bank was fighting a silent, desperate battle to manage the nation’s collapsing finances.

If the Central Bank had failed in that financial war, the armed forces would have lost the conflict on the ground without firing a single shot. The challenge at the time was securing the massive amounts of foreign exchange required by the military forces to purchase vital weaponry from overseas suppliers.

These suppliers had agreed to supply the necessary military equipment, but strictly on a short-term, three-month suppliers’ credit facility. The defence authorities placed their orders and requested the State-owned Bank of Ceylon (BOC) to open the necessary Letters of Credit (LCs). When these LCs matured after ninety days, the Bank of Ceylon was legally obligated to honour the payments in foreign currency.

Unseen war by CB

However, Sri Lanka’s foreign exchange reserves had run critically low, creating a terrifying national security crisis. The Central Bank was tasked with finding the money to save the military effort from immediate collapse. The Governor at the time, Ajith Nivard Cabraal, had to deploy desperate measures to secure foreign exchange and meet these heavy international obligations. This included sending several official teams to various countries across the globe to solicit urgent financial support and investment from the Sri Lankan diaspora.

It was a time of absolute desperation behind closed doors. Had the Central Bank failed to provide the necessary foreign exchange during those critical months, the flow of essential weapons, ammunition, and spare parts to the armed forces would have completely dried up. Sri Lankan soldiers on the frontlines would have been left as sitting ducks for devastating terrorist attacks.

Therefore, the ultimate victory in the war was never the result of a single group or a single man’s efforts. There were thousands of unsung heroes working tirelessly behind the scenes in the financial sector, ensuring that the visible heroes fighting on the ground had the tools to win.

Strange profit-sharing

The underlying issue that triggered the viral phone call is an investment scheme that has trapped thousands of citizens across the country. In recent years, a group of crafty entrepreneurs launched various agricultural investment projects, acquiring lands in outstations to cultivate fast-growing, high-yield short-term crops, such as pineapples.

They heavily promoted these projects through sophisticated marketing campaigns, offering an irresistible ‘profit-sharing’ investment opportunity to the public. These entrepreneurs promised astronomical returns, often guaranteeing a profit-sharing rate of around 40% per annum. To make the trap even more appealing, they paid these super profits into the bank accounts of investors on a strict monthly basis from the very first day of investment. Crucially, this meant that profit shares were being distributed to investors long before the crops were even grown, let alone harvested or sold in the market.

Irresistible temptation

During a period when formal commercial banks were offering standard fixed deposit rates of around 8%, and risk-free Government securities were yielding roughly 9%, an investment offering a guaranteed 40% annual return was bound to be an irresistible temptation.

From a purely human perspective, ordinary citizens who opted for this scheme cannot be entirely blamed for wanting to improve their financial position. However, their critical error lay in their total failure to ask basic, logical questions about how these businesses could possibly sustain such high returns. The normal rate of return in agricultural ventures is notoriously low, due to uncontrollable natural or sometimes man-made hazards. Then, how could anyone guarantee a high fixed return amidst them?

Robbing Peter to pay Paul

More importantly, it boiled down to paying profits before a single crop had been harvested. The answer is simple and mathematically absolute: the early investors were not being paid from genuine agricultural revenue, but from the cash inflows brought in by subsequent waves of new investors. This is the classic, textbook definition of a fraudulent pyramid or Ponzi scheme.

So long as there was a continuous, growing influx of new people handing over their savings, the operators could use that fresh inflow to pay the promised monthly ‘profits’ to the earlier participants. However, the moment the pool inevitably began to dry up, the entire structure was destined to collapse under its own weight. The income flow to the investors would have stopped completely on its own, even without a formal court order to freeze the company’s bank accounts.

The Central Bank has issued continuous public warnings about the extreme dangers of these pyramid schemes, but it appears the message has failed to reach the wider public. The ultimate cause of this failure is clear: a wave of intense financial greed has completely overcome the public’s basic ability to assess everyday investment risks.

Dropping guard amid economic hardships

This raises a profound socio-economic question: why are people so easily driven by blatant greed in a country that proudly boasts an official adult literacy rate of around 90%? The blame must be placed squarely on the country’s rapidly declining economic conditions.

When a nation passes through a severe, unprecedented economic crisis, the daily cost of living skyrockets while real household incomes remain completely stagnant or decline. As regular economic opportunities shrink and businesses close, individuals find themselves under intense financial pressure.

Furthermore, citizens at all income levels are burdened by heavy direct and indirect taxes, as a desperate Government tries to increase its State revenue by any means. The cost of daily essentials increases even further due to the sharp collapse of the exchange rate.

Super profit offers

All these harsh economic hazards combine to create an environment of desperation, driving ordinary people to take wild, irrational risks on super-profit offers just to keep their heads above water. This historical pattern is visible in every country that has experienced a sudden surge in fraudulent pyramid schemes during times of financial distress.

The situation perfectly mirrors a popular Sinhala saying: ‘A hungry dog does not care about the crushing attack on its head coming from a club from above, when it is offered a juicy bone from below.’ In exactly the same manner, deteriorating economic conditions and the daily struggle for survival force individuals to completely abandon their normal guard, ignore obvious warning signs, and blindly chase unrealistic financial rewards. People who are unable to assess the risks faced by them are really poor people, irrespective of their educational levels, professional positions or social statuses.

Risk-blindness

Accordingly, history shows that it is very often individuals with high incomes, better education, and prominent social status who fail most spectacularly to assess these basic financial risks. They allow greed and overconfidence to blind their analytical faculties.

When a society becomes abundant with intellectually vulnerable, risk-blind individuals, crafty financial schemers and fraudulent entrepreneurs will always succeed in exploiting them. The Central Bank can enforce regulations and freeze fraudulent accounts through the courts, but it possesses no medicine that can cure inherent human greed. The responsibility for financial survival ultimately rests with the individual citizen.

Preventive justice

It must be explicitly understood that the recent freezing of bank accounts was executed by the courts strictly as a vital, precautionary measure.

The rationale behind this judicial intervention is preventative justice. If a business operating as a suspected pyramid scheme is allowed to carry on its operations without restriction, it will inevitably draw in fresh layers of unsuspecting citizens, creating an ever-expanding pool of financial victims.

The clear desire and duty of the court have been to protect these vulnerable members of the public from falling into a laid-down trap. This freezing order is by no means a permanent condemnation; it is an interim legal pause. Once the formal court case is fully concluded, the judicial system will readily permit the business to resume its operations, provided it is conclusively proved that the enterprise is a legitimate commercial entity and not a fraudulent pyramid structure.

I have come across well-dressed young men and women operating in the car parks of supermarkets, coaxing shoppers to go for these investments. A primary ploy they employ is playing upon a deep-seated fear harboured by many in the middle class: the burden of paying high income taxes. To bypass this fear, the promoters actively encourage investors to split their large capital into smaller, separate amounts that fall comfortably below the minimum legal threshold for tax registration. It is precisely due to this tax-evasion tactic that so many desperate investors have spread their family savings across the separate names of their wives, children, elderly parents, and in-laws

Burden of proof

Under the law, the legal burden rests upon two opposing sides. It is the responsibility of the Central Bank regulators to present robust evidence in court to prove that the business model is inherently fraudulent. Conversely, the operators of the business are given a fair, transparent opportunity to present acceptable evidence demonstrating that their enterprise functions on legitimate agricultural profits rather than subsequent investor capital.

At this stage, the matter rests entirely in the hands of the courts of law to weigh the evidence and deliver an impartial judgment. If the judicial system finds that the enterprise is not a pyramid scheme, as claimed by the Central Bank, the legal restrictions will be dismantled, and the investors can rightfully continue to receive their high monthly profit returns.

Courts may listen

Furthermore, the legal framework is not entirely insensitive to the practicalities of ongoing physical operations. If the freezing of the bank accounts has directly disrupted the maintenance of already established agricultural cultivations due to a sudden lack of working capital, the operators are not completely helpless.

The business always retains the right to plead its case before the courts, formally requesting the structured withdrawal of essential funds from the frozen accounts to meet operational costs, such as paying field labourers or buying fertiliser. Historically, the courts of law have proven highly sensitive to these practical realities, frequently making suitable and fair allowances to ensure essential, ongoing agricultural expenses are met while the broader legal issue is being litigated.

Weakness in CBSL communications

While the legal process runs its course, the immediate plight of the current investors remains undeniably pathetic. However, the reality of the situation reveals that the Central Bank’s repeated warnings and educational messages have simply not gone into their heads sufficiently.

This disconnection points to a major, undeniable weakness in the Central Bank’s contemporary public communication strategy. Relying heavily on dry, macro-level marketing, formal press releases, and complex technical jargon has failed to shield ordinary citizens from financial sharks. If the Central Bank hopes to win this battle, it must completely overhaul its approach and adopt equally aggressive, modern, and effective communication methods to spread its messages widely.

Need for change

First, the monetary authority must heavily leverage social media platforms, utilising engaging, simple visual formats and short video content that can go viral just as quickly as the deceptive claims of the fraudulent entrepreneurs.

Second, the bank should implement localised visual anchors by placing prominent, bold billboards at supermarkets or shops and street junctions. These billboards must serve as a stark, everyday reminder to the gullible public that accepting unrealistic, ultra-high profit offers will lead to an inevitable and devastating financial loss.

Advice to CBSL: fight fire with fire

This localised approach is crucial because it directly counters the exact methods used by the promoters of these fraudulent schemes. The operators of pyramid ventures do not market their products through legal media; they operate directly on the ground.

I have come across well-dressed young men and women operating in the car parks of supermarkets, coaxing shoppers to go for these investments. A primary ploy they employ is playing upon a deep-seated fear harboured by many in the middle class: the burden of paying high income taxes.

To bypass this fear, the promoters actively encourage investors to split their large capital into smaller, separate amounts that fall comfortably below the minimum legal threshold for tax registration. It is precisely due to this tax-evasion tactic that so many desperate investors have spread their family savings across the separate names of their wives, children, elderly parents, and in-laws.

To successfully counter these crafty, micro-targeted tactics, the Central Bank must fight fire with fire and adopt similar information-disseminating strategies on the ground. I suggest they mobilise advanced-level economics students to act as public awareness ambassadors. They can do the counterpropaganda in car parks or by visiting houses.

Without such innovative propaganda tactics, people will fall into the traps laid by schemers, and the Central Bank will continue to get blamed for doing its duty properly after the event.

Soldiers help clear baggage backlog at airport amid flooding

Soldiers were deployed to speed up the handling of gridlocked luggage at Suvarnabhumi airport in Samut Prakan province on Monday after city-wide flooding prevented many ground staff reporting for work, causing hours-long flight delays over the weekend.

Officials were also registering passengers who could not wait at the airport and arranging for their luggage to be delivered to their accommodation.

Defence Minister Lt Gen Adul Boonthamcharoen told reporters at Government House on Monday morning that he had been informed of the staff shortage at the airport. He would inspect the situation himself and assign defence personnel to assist with ground operations.

Luggage chaos has built up at the airport, in Samut Prakan province on Bangkok’s outskirts, since Saturday, when widespread flooding in Bangkok prompted the declaration of a citywide disaster zone.

The severe flooding in many areas has made it impossible for many ground crew members employed by Thai Airways International Plc (THAI) to travel to work.

Tourism and Sports Minister Surasak Phancharoenworakul said late Sunday night that both domestic and international passengers were affected, with some waiting four to six hours for their baggage.

Thai Airways, which is responsible for baggage-handling, was now being assisted by air force personnel and THAI employees in other offices were also being reassigned to assist with baggage handling, Mr Surasak said.

He suggested the company create a quick response (QR) code system for baggage-delivery registration.

The Deputy Minister of Transport, Siripong Angkasakulkiat, said it would take about three days for bags to be delivered after registration. He also confirmed that Thai Airways must take full responsibility for all costs and damages incurred.

Airports of Thailand (AOT) would also impose penalties on THAI if the delays were found to have been caused by breaches of conditions or regulations, Mr Siripong added.