Pastor Jimmy Odukoya introduces new wife to congregation

Senior Pastor of The Fountain of Life Church, Ilupeju, Lagos, Jimmy Odukoya, has introduced his new wife, Mo Odukoya, to members of the congregation, days after sparking speculation about his remarriage on social media.

The introduction took place during the church’s Sunday service on November 1, 2026, where the cleric announced his decision to remarry after remaining single for years.

Odukoya’s announcement follows a social media post in which he shared a photograph of two hands wearing rings with the caption, ‘To New Beginnings.’ The post had generated speculation among his followers about a possible remarriage.

Providing further details about the marriage, Pastor Tunde Bakare of The Citadel Global Community Church, who conducted the marriage blessing in the United States, introduced the bride to the congregation.

Bakare revealed that Mo is the daughter of Reverend Theophilus and Bolaji Daniel, adding that she would henceforth be addressed as Pastor Mo Odukoya.

Jimmy Odukoya, who is also a Nollywood actor, was previously married to Kemi Odukoya, and their marriage produced children.

He became the senior pastor of The Fountain of Life Church after the death of his father, Pastor Taiwo Odukoya, who passed away on August 7, 2023.

4 ways truck drivers divert diesel from company fleet trucks

?Running a haulage or logistics business is no small task. With rising operational expenses, high maintenance costs, and fluctuating fuel prices, every drop of diesel counts. Fuel usually accounts for the single largest operating expense for heavy-duty commercial trucks.

?Many transport owners suffer huge losses not because business is slow, but because fuel is leaking out of their system through dishonest means. Fleet managers and logistics companies often record missing liters that cannot be accounted for at the end of long journeys.

?According to reports from Cartrack Fleet Management Solutions, fuel siphoning and fleet fuel diversion remain major operational challenges for haulage operators globally, draining millions in revenue when left unchecked.

?Here are four common ways dishonest drivers divert diesel from company fleet trucks:

?Direct hose siphoning from the fuel tank

?The most straightforward and widely used method is direct physical siphoning. Drivers or their accomplices wait until the truck is parked overnight at unmonitored locations, layover parks, or secluded highway stops.

?They insert a flexible rubber hose directly into the neck of the fuel tank and draw out diesel into jerry cans or storage drums. A driver can remove 20 to 50 liters in just a few minutes without leaving obvious physical damage on the truck.

?Because the driver controls the vehicle during long-distance trips, they can easily blame the heavy fuel loss on bad roads, heavy traffic jams, or poor engine performance.

?Fuel card misuse and dual pumping scheme

?Another common trick does not involve siphoning from the truck at all, but happens right at the filling station pump. When fleet companies give drivers company fuel cards or cash for refueling, some drivers collude with dishonest petrol station attendants.

?The driver authorises a full tank purchase on the company account-say 300 liters-but only pumps 250 liters into the truck. The remaining 50 liters are pumped into a third-party vehicle, a private car, or jerry cans brought by illegal fuel vendors.

?The station attendant gives the driver a genuine receipt for the full 300 liters, and both parties split the cash proceeds from the diverted portion. To the manager reviewing receipts back at the office, the transaction appears completely clean and legitimate.

?Tampering with fuel return lines and sensors

?As fleet owners invest in technology like GPS tracking and digital fuel level sensors, dishonest drivers have also adopted more subtle techniques. Drivers sometimes modify or loosen the fuel return line that carries excess diesel from the engine back to the tank.

?By attaching a small side valve or T-connector to the return line, fuel slowly bleeds out into a hidden container while the truck is actively running on the road. Because the diesel is diverted while the engine is running, telematics software often mistakes the loss for normal engine consumption.

?In other instances, drivers disable or short-circuit capacitive fuel sensors inside the tank or block GPS signals using jammers to create blackouts in data reporting. Once the sensor loses power or signal, the driver siphons the fuel undetected before restoring the device.

?Fake mileage claims and route manipulation

?Drivers also cover up diesel diversion by intentionally manipulating their travel distance or engine idle time. A driver might take unauthorized detours to offload diverted diesel to local black-market buyers.

?To justify why the fuel level is low, the driver claims they encountered major road diversions, long traffic standstills, or engine idling during overnight stops. Some drivers even tamper with the odometer to show higher mileage than the vehicle actually covered.

?By inflating the distance traveled or exaggerating idle hours, the driver creates a convincing excuse for why the truck consumed far more diesel than expected on a standard route.

?How fleet owners can protect their fuel

?Stopping fuel diversion requires a combination of physical hardware and digital monitoring. Installing heavy-duty anti-siphon neck inserts prevents hoses from entering the tank. Adding locking fuel caps further secures the tank entry points.

?On the technology side, pairing GPS tracking with real-time digital fuel level sensors allows fleet managers to receive instant alerts whenever tank levels drop suddenly. Restricting fuel card usage with PIN verification, location limits, and strict daily volume caps also prevents pump collusion.

?By regularly comparing mileage against actual fuel consumption, logistics companies can eliminate hidden losses and protect their bottom line.

Caleb British School emerges national champion at Zenith Bank’s young innovators’ challenge

Caleb British International School (CBIS), Abijo, Lagos, has emerged national champion at the Zenith Bank Future Innovators Challenge Zecathon 6.0.

Represented by a quartet of senior secondary students – Deborah Iweha, Makayla Inyere, Fife Alonge, and Okeke Janelle, the winning team, carted home the grand prize of Five Million Naira (N5,000,000) for their groundbreaking project, ReLearn.

ReLearn actively bridges educational gaps by allowing children in underserved communities to access quality learning materials at a fraction of the market price.

Instead of allowing old textbooks to sit idle in homes after an academic session, the ReLearn platform seamlessly redistributes them to students in need.

The Future Innovators Challenge is Zenith Bank’s innovation contest dedicated to senior secondary schools, organised in partnership with Beyond Limits as part of the broader Zecathon 6.0 2026 innovation programme.

The programme provides African students early exposure to technology, teamwork, and problem-solving, offering a combined N10 million prize pool for the top three schools.

With the N5,000,000 prize money, the CBIS team plans to scale the ReLearn

platform beyond Caleb group of schools to provide more textbooks for *indegent* Nigerian students.

‘This national success is a firm validation of our huge investment in modern, state-of-the-art ICT learning hubs, tech innovation labs, and world-class audiovisual laboratories,’ Oladega Adebogun, the director of the Caleb Group of Schools, stated.

He described the CBIS team as worthy ambassadors of the Caleb brand, which prioritises excellent academic performance with high moral standards.

Adebogun added that the feat is no surprise, as the Caleb Group of Schools-spanning Lekki, Magodo, and the Lagos Mainland has consistently established itself as a citadel of academic excellence and a nurturing ground for future entrepreneurs.

‘The platform helps families save money and ensures no child goes to school without the right set of books,’ Deborah Iweha, one of the CBIS team members stated.

According to her, the ReLearn project directly aligns with three United Nations Sustainable Development Goals (SDGs): Quality Education (SDG 4), Reduced Inequalities (SDG 10), and Responsible Consumption (SDG 12).

Mwinyi’s South Korea visit opens door to Zanzibar power deal, billions in investment and railway revival

Unguja. Zanzibar President Dr Hussein Ali Mwinyi’s four-day working visit to South Korea has been described as successful, with key outcomes including an agreement to explore a lasting solution to the islands’ electricity challenges.

Others are the prospects for billions of shillings in investment in strategic projects and the official handover of the hosting rights for the 2027 International Island Tourism Policy Forum (ITOP).

The tour began on October 27, 2026, when Dr Mwinyi, accompanied by First Lady Mariam Mwinyi and his delegation, arrived in South Korea.

Tanzania’s Ambassador to the country, Mr Noel Kaganda, received them for a visit that concluded on Friday, October 30, 2026, in Seoul.

Opening doors to the blue economy and technology

On October 27, Dr Mwinyi began his engagements in the industrial city of Yeosu, where he met the city’s Mayor, Seo Young-hak.

During the meeting, he said Zanzibar wanted to strengthen cooperation with South Korea, particularly in tourism, the blue economy, renewable energy, industrial development, technology and education.

‘Zanzibar wants to benefit from Korea’s experience in modern fishing, aquaculture, cold-storage systems and seaweed processing to add value to the crop and increase the incomes of farmers and fishermen,’ he said.

While in Yeosu, President Mwinyi visited POSCO Gwangyang Steel Company to learn about environmentally sustainable industrial production technologies.

He also visited K-Food Goheung-gun, a company involved in producing and processing seaweed products, a crop on which many farmers in Zanzibar depend. He also participated in the World Island Exhibition 2026.

Electricity agreement and renewable energy

On October 28, at the Sono Hotel in Yeosu, Dr Mwinyi held a meeting with leaders of WongWang Electric Power Corporation (WG Corporation), during which he said the government had prioritised finding a lasting solution to Zanzibar’s electricity challenges.

‘Zanzibar still relies on electricity from Tanzania Mainland and continues to face supply shortages. The government is therefore strengthening efforts to increase local power generation and reduce that dependence,’ he said.

During the discussions, the two sides explored possible cooperation in renewable energy generation, mini-grid systems and energy storage solutions suitable for small islands.

Dr Mwinyi said the company had expressed readiness to send a team of experts to Zanzibar to assess its technical requirements once the necessary legal procedures had been completed.

Zanzibar handed ITOP 2027 hosting rights

From Yeosu, President Mwinyi travelled to Jeju Island to participate in the 27th International Island Tourism Policy Forum (ITOP Forum 2026).

Speaking at the ITOP leaders’ roundtable at Jeju Stone Park, which brought together leaders from 12 member territories and representatives of UN Tourism, Dr Mwinyi said the forum should serve as a platform for generating practical interventions and tangible benefits for island communities.

‘Zanzibar’s goal is not simply to increase tourist numbers, but to ensure the sector delivers lasting benefits, supports local businesses and protects our natural and cultural heritage,’ he said.

His position was followed by the official handover of the ITOP flag on October 29 by Jeju Governor Wi Seong-gon, symbolising Zanzibar’s selection to host the 28th edition of the forum in 2027.

The handover allows Zanzibar to bring together tourism leaders and stakeholders from across the world while showcasing its attractions internationally.

Dr Mwinyi also met Governor Wi and proposed establishing sister-city cooperation between Zanzibar and Jeju.

‘Zanzibar can learn from Jeju in managing tourism attractions, promoting ecotourism and using solar and wind energy, which contribute approximately 30 percent of the island’s electricity supply,’ he said.

Governor Wi pledged to initiate discussions between experts immediately.

Billions in investment projects and Zanzibar railway revival

During investment meetings in Seoul, Dr Mwinyi held discussions with leaders of five major institutions and companies: K-FINCO, HEERIM, Sejong Plant, SAMOO C.M. Architects and Engineers and Sung Shin Rolling Stock Technology Ltd (SSRST).

The discussions focused on attracting South Korean companies to invest in Zanzibar’s priority projects, including ports, maritime transport, roads, urban infrastructure, renewable energy, tourism and industries.

Among the proposed projects, HEERIM announced that it had already prepared a development plan for the Zanzibar International Conference and Exhibition Centre (MICE).

SAMOO C.M. outlined its capacity to participate in constructing Binguni Referral Hospital, which Dr Mwinyi said would provide healthcare services and training, require modern medical equipment, and advanced hospital systems.

Sejong Plant expressed interest in participating in clean water supply and wastewater treatment projects, importing fish products from Zanzibar and investing in cold-storage facilities.

Sung Shin Rolling Stock Technology expressed interest in cooperating with the government to revive passenger and tourist railway services in Zanzibar.

President Mwinyi welcomed South Korean investors to explore opportunities in Zanzibar, particularly in the blue economy, ports, agro-processing industries and access to the East African Community and African Continental Free Trade Area (AfCFTA) markets. He also urged them to partner with local businesspeople.

Analysts assess the visit

Commenting on the visit, international diplomacy and economic analyst Haji Salum said South Korea was an appropriate partner for Zanzibar.

‘This was not an ordinary political visit. South Korea has transformed itself from a poor country into a technology-driven economy in just 40 years by exploiting its maritime and industrial potential. Zanzibar is seeking to emulate that model. The electricity discussions with WG Corporation and the visit to POSCO demonstrate the government’s determination to reduce dependence on Mainland power,’ he said.

Tourism and blue economy analyst Ms Asmaa Saidi described Zanzibar’s selection to host ITOP 2027 as a major achievement.

‘ITOP has 12 members, including Bali, Hawaii, Phuket and Jeju. Zanzibar hosting the forum in 2027 means the island will receive international exposure as a sustainable tourism destination,’ she said.

However, she cautioned that the challenge would be ensuring that the MICE centre and Binguni Hospital projects discussed with HEERIM and SAMOO were implemented on schedule so that visiting delegates could see tangible progress in 2027.

Energy and infrastructure analyst, Mr Haroub Mohamed, said the proposed railway and electricity projects were fundamental to Zanzibar’s development.

‘Zanzibar cannot attract industries and high-end tourism if electricity supply remains unreliable and transport depends entirely on roads. If Korean companies invest in solar and wind-powered mini-grids alongside a tourist railway, production costs could fall, and employment opportunities for young people could increase. This is truly a visit aligned with the 2050 vision,’ he said.

Citizens call for swift implementation

Fisherman and seaweed farmer from Paje, Mr Ali Juma, said he was optimistic about the prospects for cooperation in seaweed processing.

‘We cultivate seaweed, but the market does not give it sufficient value. If the President went to Korea and saw how seaweed is processed into food and cosmetics, he should bring a processing plant to Zanzibar. We want better prices for our produce,’ said Mr Juma.

Tourism entrepreneur from Forodhani, Ms Mwanaisha Khamis, welcomed Zanzibar’s selection to host ITOP 2027, but called for improvements in basic infrastructure.

‘ITOP 2027 is a major opportunity for small hotel operators like us. However, if tourists arrive in 2027 and find there is no water and electricity keeps going off, we will be embarrassed. These Korean agreements on water and electricity must be implemented quickly, not remain on paper,’ said Ms Khamis.

Rainbow Coalition has come to stay in Imo, says Anyanwu

National Secretary of the Peoples Democratic Party (PDP), Senator Samuel Nnaemeka Anyanwu, has called on residents of Imo, to join the Rainbow Coalition, describing the platform as a political movement aimed at changing the state’s political direction ahead of future elections.

He made the call at the weekend while addressing residents of Ikeduru Local Government Area during a reception organised for the Imo East Senatorial candidate, Prince Eze Madumere.

Anyanwu said the Rainbow coalition, which he coordinates in Imo, brought together the PDP and other political stakeholders across party lines, including members of the All Progressives Congress (APC), to pool their political structures towards what he described as rescuing the state from an unproductive administration.

According to him, the coalition was established to provide a common platform for stakeholders seeking political change and improved governance in Imo State.

‘Rainbow Coalition has come to stay in Imo State. There is nothing anyone can do. Those causing disaffection and fanning the ember of discord do that at their detriment. For us in PDP, the aim is not to cause political disharmony, or heighten tension in Imo State,’ he said.

Anyanwu said the coalition was committed to addressing what he described as selfishness, greed and insensitivity in the administration of the state, which he alleged had caused hardship for residents.

He commended former Governor Rochas Okorocha for embracing the coalition, stressing that the task of addressing the state’s challenges required the collective efforts of political stakeholders and residents.

The PDP national secretary also claimed that the coalition was attracting increasing interest from people across different political parties, adding that its leadership was making efforts to manage the growing number of prospective members.

‘Imo people are desperate to join the Rainbow Coalition, and the number of people interested to join the coalition are from different political parties. The number is increasing on daily basis and we are tactically managing the surge,’ he said.

He described the development as an indication of growing public interest in the coalition, claiming that many residents were seeking an alternative to the current administration.

Anyanwu further pledged that the coalition would oppose actions capable of undermining the progress of the state, while calling on political stakeholders to work towards addressing insecurity, hardship and governance challenges.

‘We are prepared to stop any individual or group of persons working against the progress of Imo people or deliberately causing chaos, or hardship in the state under the guise of governance,’ he said.

He urged residents to participate actively in the political process and demand accountability, justice, and improved governance in the state.

Multi-million-dollar deal ends nine-year wage impasse at power company in Trinidad

About 150 workers at PowerGen, the largest independent power producer in Trinidad and Tobago, are expected to receive outstanding wage payments by December 15, following a TT$66.1 million (US$9.8 million) settlement between the company and the Oilfields Workers’ Trade Union (OWTU), ending nine and a half years of unresolved negotiations.

Public Utilities Minister Barry Padarath announced the agreement in Parliament late Friday, saying it covers the 2016-2017 and 2018-2020 bargaining periods and provides for a cumulative wage increase of nine per cent over five years.

The increases are structured at 0.5 per cent, three per cent, one per cent, 1.5 per cent and three per cent, with the approximately 150 eligible workers scheduled to receive their outstanding payments before Christmas.

Padarath said the agreement followed intensive discussions between PowerGen and the OWTU, bringing an end to negotiations that remained unresolved under the former People’s National Movement (PNM) administration.

He said the Government had committed to addressing outstanding industrial matters during its tenure, rather than promising that all disputes would be settled immediately upon taking office.

‘Mr Speaker, PowerGen and the Oilfield Workers’ Trade Union (OWTU) have reached a historic 66.1 million wage settlement, bringing closure to nine and a half years of outstanding wage negotiations,’ he told Parliament.

The minister also pointed to the potential for further progress at the company, saying the agreement could create momentum for resolving outstanding compensation matters involving another 87 employees.

Those matters concern 26 employees represented by the Senior Staff Association and 61 professional staff members.

Padarath welcomed the fact that the dispute had been resolved through direct negotiations rather than a ruling by the Industrial Court.

He described the agreement as a demonstration of the value of dialogue between employers and trade unions, and commended PowerGen management, staff and OWTU representatives for negotiating in good faith.

PowerGen, which was established in 1994 after the partial divestment of the generation assets of the Trinidad and Tobago Electricity Commission, supplies bulk electricity to the national grid, operating major power plants including facilities at Point Lisas and Penal.

Minister Padarath also recalled that more than 136 wage negotiations were settled between 2010 and 2015 under the previous People’s Partnership administration, saying the record demonstrated its commitment to addressing public-sector industrial matters.

Low awareness fuelling poor health insurance uptake in Nigeria – Expert

An occupational health physician, Dr. Daniel Onyetulem, has blamed low awareness and out-of-pocket payment culture for the poor uptake of health insurance in Nigeria, despite the availability of low-cost plans.

Onyetulem, who works with Stevenson Holistic Care Foundation, disclosed this in an interview on the sidelines of a global conference.

Onyetulem said the Foundation, which is in consultative status with the United Nations ECOSOC, United Nations Environment Programme and the United Nations Framework on Climate Action, as well as IPBES, works in five thematic areas: healthcare, gender, climate, renewable energy and agriculture.

He said the organization recently ventured into agriculture in partnership with an organisation in Ireland to provide digital solutions for cattle rustling and grazing. The solution, he explained, helps to track cattle location, monitor grazing patterns, detect when they are ready for mating and monitor their health status.

On health, Onyetulem said the major objective aligns with Universal Health Coverage – making quality and affordable healthcare accessible to all.

To achieve that, he founded Synergy WellCare Medicaid Limited, a Health Maintenance Organization accredited by the National Health Insurance Authority (NHIA), which provides prepaid health plans in Nigeria.

According to him, the biggest challenges to health insurance enrollment in Nigeria are lack of awareness and affordability.

He cited a project funded by USAID two years ago in the Federal Capital Territory, FCT.

‘USAID had invested so much in infrastructure, capacity building and hospital equipment in Nigeria, but realised people were still not going to the hospital. The question was why? They realised it was because of out-of-pocket payment,’ he said.

He said USAID consequently gave a grant to his NGO to create awareness and drive enrolment into the FCT Health Insurance Scheme, focusing on the informal sector, which was used as a case study.

‘Awareness is one of the major problems and then affordability is the next one,’ he said.

Onyetulem said part of his reason for attending the conference, which will move to Turkey ahead of COP, is to seek partnerships to key into the global target of reaching 150 million people worldwide with affordable and quality healthcare, with a focus on extending benefits to Africa and Nigeria.

He called on the Federal Government to strengthen health policymaking, enforce informal sector enrolment, and subsidize premiums for citizens.

He referenced the Thailand model where every child born is automatically entitled to free health insurance, while others can enroll by paying the equivalent of 20 Baht.

‘We need something like that in our country,’ he said.

He urged Nigerians to take advantage of existing schemes, noting that many do not know that with less than N50,000, they can purchase a health insurance plan that covers basic healthcare needs for one year.

He added that the government already provides free healthcare for vulnerable groups, including pregnant women, children under five, the elderly and persons with disabilities.

On lessons from the conference, he said the exchange of ideas in a multilateral setting was valuable and would be stepped down in Nigeria to improve existing systems.

‘I would love to be remembered for the lives I have touched and for bringing hope to the hopeless,’ he added.

SRHR rallies CSOs, policymakers to address sexual, reproductive health barriers in Nigeria

The Sexual and Reproductive Health and Rights (SRHR) Movement in Nigeria has called attention to the significant gaps that persist between Nigeria’s policy commitments and the reality faced by millions of women, girls, and vulnerable populations in the country.

Lawyer, development practitioner, and coordinator of the SRHR Movement, Confidence Ezeala, said this while speaking on systemic health disparities, discriminatory laws, and shrinking global development funding as major factors jeopardising reproductive healthcare access across Nigeria.

‘Although Nigeria has progressive policy commitments – including the National Health Act, the National Gender Policy, and the Maputo Protocol – implementation and accountability remain uneven.

‘Women, young people, persons with disabilities, and conflict-affected communities face severe barriers intensified by gender inequality, harmful social norms, and anti-rights legislative pushes,’ Ezeala said.

As part of efforts to address the challenges, civil society organisation (CSO) leaders are gearing up for a major national intervention to transform the country’s Sexual and Reproductive Health and Rights (SRHR) landscape.

To sustain the momentum, the coalition is calling for strategic co-sponsorships with local development partners and the private sector, emphasising that a healthy population directly underpins economic stability.

?’A safe and empowered population is the foundation of a strong economy. We are inviting private sector leaders and partners to join us – whether through session sponsorships or showcasing solutions in our Innovation Hub – to help define the future of reproductive justice in Nigeria,’ Ezeala said.

Ezeala heads the SRHR Movement, registered as the Safe Reproductive Health and Rights Network, serving as a unifying platform for bodily autonomy in the country.

She said the second annual national SRHR conference, scheduled for November 4-5, 2026, in Abuja, aimed to address SRHR challenges in Nigeria.

Key technical tracks during the two-day Abuja summit will focus on enforcing pan-African SRHR obligations, expanding reproductive care in humanitarian settings, leveraging safety technology, and sustaining youth-led feminist movements.

Furthermore, Ezeala said that the national gathering comes at a critical juncture marked by shrinking international aid allocations for reproductive health across the Global South.

Addressing the financial outlook, she highlighted the movement’s pivot toward self-sustaining and locally led models.

The SRHR Movement, conceived in 2019 by the Lawyers Alert Justice Initiative with support from AmplifyChange, has expanded to include more than 100 civil society organisations (CSOs) across all 36 Nigerian states.

?Ezeala noted that, over the years, the network has driven grassroots mobilisation, supported the establishment of Sexual Assault Referral Centres (SARCs), and led legal advocacy targeting sexual and gender-based violence (SGBV) alongside harmful cultural practices. c

Toluwanisings: How family feud is delaying gospel singer’s final farewell

Despite the grief that greeted the sudden death of gospel singer, Olayemi Bayonile Bolaji, popularly known as Toluwanisings, and the emotional tribute night organised in his honour by fellow gospel singers, efforts to give him a final resting place remain stalled over a disagreement between his wife and extended family.

What began as an outpouring of grief has gradually turned into a public family dispute, over burial arrangements, demands for an investigation into the circumstances surrounding his death and growing reactions from members of the gospel music community.

Toluwanisings reportedly slumped at his Ibadan residence on October 14 and died shortly afterwards, leaving behind his wife, Akanbi Elizabeth, and their two daughters.

The controversy became public following disagreements between his wife and father, Muniru Adekunle Olayemi, over where the singer should be buried.

The father reportedly preferred having his son buried either in the house he built in Ibadan or beside his late mother at the family compound in Ikirun, Osun State. He claimed that his daughter-in-law preferred a conventional cemetery or church-owned burial ground, reportedly expressing discomfort with having her husband’s remains buried in their residence.

The disagreement extended beyond the choice of burial location, with a paternal family representative, Lawal Ademola, popularly known as Up Lawal, calling for the suspension of the burial pending an investigation into the circumstances surrounding the singer’s death.

He appealed to the government, security agencies and community stakeholders to ensure an impartial investigation, just as family representative reportedly threatened that the remains could be exhumed if the singer was buried in a conventional cemetery against the family’s wishes.

However, the controversy has taken another turn following fresh revelations by the singer’s maternal uncle, who challenged the paternal family’s account of his upbringing and relationship with his father.

The uncle alleged that Toluwanisings’ mother died when he was barely nine months old, after travelling to Kano to join her husband, leaving her family to take responsibility for raising him.

He claimed that the singer’s father was largely absent from his life between 1992 and 2007, when the maternal grandmother who reportedly raised him died. He also challenged claims that the father financed the singer’s education, asking anyone who contributed to his schooling to provide evidence.

Recounting the singer’s early struggles, the uncle said he travelled between Osun and Ekiti to weave baskets while trying to establish himself. He particularly credited the widow with standing by her husband during difficult periods, alleging that she provided financial support when he had little or nothing.

The revelations followed a voice note by the singer’s younger brother defending their father. He maintained that their father made financial contributions towards Toluwanisings’ education and alleged that members of the maternal family influenced the singer’s relationship with his paternal relatives.

He also recalled a disagreement involving their grandmother, who reportedly requested a goat for Sallah celebrations, which the singer allegedly declined to provide, citing his Christian faith.

Meanwhile, fellow gospel artistes gathered for a tribute night on October 27 at Hall of Grace, Jogor Centre, Ibadan, to celebrate the late singer’s life and ministry.

Among those present were Adeyinka Alaseyori, Bukola Akinade, popularly known as Senwele Jesu, Esther Igbekele, Laolu Gbenjo, Bidemi Olaoba, Peterson Okopi, Sarah Apekeola, Akintayo Akinwande, Dare Justified and Woli Agba.

Speaking on behalf of fellow artistes, Laolu Gbenjo appealed for an end to the disagreement, urging the family to resolve its differences and allow their late colleague to rest in peace. He also cautioned against a situation similar to the controversy surrounding late singer Mohbad.

Adeyinka Alaseyori encouraged the widow to remain strong, while Esther Igbekele urged the parties to settle their differences, expressing hope that God would take control of the situation.

Shoprite’s return and the retail property lesson

Shoprite Nigeria’s plan to reopen through standalone neighbourhood stores is more than the return of a familiar supermarket brand. It points to a larger lesson: successful retail property begins with the economics of the retailer and the behaviour of the customer, not with the prestige or size of the building. The customer has not abandoned organised retail. What is changing is the type of property through which retailers reach that customer.

The basis for describing this as a return is not speculation. In a Nairametrics interview published on 24 October 2026, Adekunle Adebiyi of MBO Capital Management said three Shoprite stores had reopened after a temporary shutdown to negotiate with suppliers and address outstanding obligations. He also disclosed plans for smaller standalone neighbourhood stores. This is a phased recovery, not yet a nationwide comeback: the number, locations and opening dates of the proposed outlets have not been announced.

The neighbourhood format is not an entirely new discovery. Nigerian retailers such as Prince Ebeano, Blenco, Market Square and Justrite have expanded within or close to residential communities. Some also occupy malls, but much of their growth has come from making organised retail accessible to the everyday shopper. Blenco’s outlets along the Lekki-Ajah corridor illustrate stores positioned around growing residential catchments rather than depending on enclosed-mall traffic.

The principle extends beyond grocery retail. Domino’s Pizza, Item 7 and other food-service brands use standalone and neighbourhood-facing outlets because convenience, visibility, delivery coverage and proximity drive their businesses. A household buying bread, vegetables or provisions may similarly prefer a supermarket ten minutes from home to a larger centre requiring a longer journey.

Shoprite’s decision does not mean the Nigerian mall is dead. It means the economics of a supermarket must be separated from assumptions about property format. Not every supermarket needs a mall, just as not every mall requires a very large supermarket anchor. The correct question is whether the size, rent, service charge, power cost, access and customer base of a particular property can support the retailer’s turnover.

That financial question is central to Shoprite’s experience. At the time the Nigerian business was acquired, about 17 of its 28 stores reportedly had dollar-denominated rental obligations. As the naira weakened, those rents became increasingly expensive in local-currency terms. Adebiyi also referred to a supermarket benchmark under which rent should ordinarily remain around 8 to 10 per cent of revenue. Once occupancy costs move materially beyond what turnover can carry, even a prestigious address becomes a burden.

Rent is only part of the equation. A retailer must fund power, security, logistics, refrigeration, inventory, technology, staff and working capital. A mall adds service charges and common-area costs. A standalone outlet may avoid some charges but must provide many services independently. It is not automatically cheaper; its advantage is greater control over store size and expenditure.

Some neighbourhood supermarkets also create small retail ecosystems, remaining the anchor while pharmacies, food outlets, ATMs or other complementary operators occupy part of the property. This can broaden the offer and generate additional income without recreating a conventional mall. Whether Shoprite adopts that model remains to be seen.

Shoprite has already done the difficult work of building a retail brand in Nigeria. Its appeal cuts across income levels and shopping occasions: from the labourer stopping for the popular Shoprite bread, to the homemaker buying properly packaged lamb chops, and the nearby worker picking up fried rice and salad for lunch. Customers know it for affordability, fresh food, prepared meals and an organised shopping environment.

A smaller floor plate must therefore not become a weaker customer proposition. Shoprite should be careful about dispensing with its bakery and butchery. The earlier U-Save experiment at Maryland Mall offers a warning: its smaller, value-led format did not provide the full bakery and butchery experience and struggled to generate the same attraction. Customers may accept a smaller store without accepting a diminished version of Shoprite.

Successful standalone supermarkets retain the core departments that draw repeat visits. Their advantage comes from bringing a sufficiently complete offer closer to residential communities, not merely occupying less space. Shoprite can compete strongly in that format if each outlet preserves the features customers expect while adjusting its size, stock depth and product mix to the local catchment.

Its historic branding also remains an asset. If the prominence of Shoprite’s external signage was a deliberate marketing strategy, it worked across Nigeria. In many cities, the brand became better known than the Grade A mall housing it; people referred to the entire destination simply as Shoprite. On a trip to Abuja, I discovered that I had left my phone at Jabi Lake Mall and rushed back in an Uber. The driver did not recognise the mall’s name, and my urgency turned the confusion into a frustrating argument. The moment he asked whether I meant Shoprite, the problem was solved. Many readers will recognise the experience. Shoprite did not merely occupy space; it became the landmark by which the property was identified.

That recognition still carries value, but the experience behind the sign must remain credible. Strong signage may bring the customer once; a dependable range, fresh food, service and value will determine whether the customer returns.

The property itself must work. A neighbourhood outlet needs parking or safe short-stay access, loading facilities, dependable power, security, waste management and an efficient floor plate. Traffic counts alone are insufficient. The retailer must understand the resident population, income profile, competing stores, basket size and shopping frequency. Poor access can damage a strong location, while excessive rent can consume the benefit of good sales.

The financing difficulty reveals the difference between a successful retailer and an asset-backed borrower. Adebiyi explained that supermarkets typically lease suitable premises and invest in shelves, refrigeration and other operating equipment rather than acquire the building. Shoprite therefore operated from malls it did not own. MBO Capital reportedly found that Nigerian banks struggled to identify sufficient tangible collateral during the acquisition, even though the business generated billions of naira in revenue. The property lesson is important: a strong operating business can remain financially vulnerable when it neither owns its premises nor has an adequate asset base against which conventional lenders will advance funds.

The comparison with Walmart is useful. Walmart combines leased stores with a substantial portfolio of owned retail properties, providing greater control over configuration, redevelopment and long-term occupancy costs while strengthening its asset base. This does not mean Shoprite must become a property developer. It means its financing strategy should recognise the limitations of relying almost entirely on leased premises in a lending market that favours fixed collateral. A disciplined mix of long leases, selective ownership, landlord partnerships and funding based on operating cash flow may prove more resilient.

For developers, the opportunity is to create supermarket-ready properties in growing communities: efficient floor plates, storage and loading areas, refrigeration capacity, parking and reliable utilities. For landlords, the highest opening rent is not necessarily the best outcome. A supermarket can generate recurring traffic and support surrounding businesses. A sustainable lease may create more long-term property value than an impressive rent that eventually drives the anchor away.

None of this invalidates the mall concept. A successful mall combines comparison shopping, entertainment, dining, services and social activity in a managed environment. It offers variety and experience that a single neighbourhood store cannot reproduce. The supermarket may remain an important anchor, but the centre should not depend on one tenant to justify the entire development. Location, scale, tenant mix, service charge and customer experience must work together.

Shoprite helped define Nigeria’s modern shopping-mall era. Its proposed neighbourhood strategy signals another stage in that evolution. The lesson from Shoprite’s return is not that the mall has failed or that the neighbourhood store has won. It is that no retail format succeeds for long unless the property, the operator and the customer are economically aligned.