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Police Arrest 6; Recover Firearms, Stolen Cash In Yobe

The Yobe State Police Command has arrested six suspects in separate operations and recovered three locally fabricated firearms, four rounds of fabricated AK-47 ammunition and N1.08 million suspected to have been stolen.

The command’s spokesman, ASP Yusuf Adamu Aliyu, disclosed this in a statement issued to journalists in Damaturu.

He said operatives of the Violent Crime Response Unit (VCRU), Damaturu, in collaboration with local vigilantes, arrested three suspects at Alagarno village, Damaturu Local Government Area, on September 6.

The suspects were identified as Auwal Umar, 22; Ibrahim Abdullahi, 25; and Aminu Bello, 23.

According to the statement, the suspects were arrested in possession of three locally fabricated firearms and four rounds of fabricated AK-47 ammunition.

Aliyu said investigation was ongoing to determine the source of the firearms, the circumstances surrounding their possession and those involved in their fabrication.

In a separate incident, the police arrested three suspects in Babangida, Tarmuwa Local Government Area, after they allegedly attempted to break into a shop.

The suspects, identified as Baida Musa, 20; Muhammad Ali, 18; and Usman Adamu, 18, were arrested on September 6 following a distress call by the shop owner, Buba Alhaji Bello.

The police said preliminary investigation revealed that the complainant had earlier reported that his shop was burgled on August 26, with N700,000 cash and provisions, including drinks, allegedly stolen.

It said the suspects confessed during interrogation to the earlier incident and disclosed that the latest attempt was their third attempt to break into the same shop.

The suspects also allegedly confessed to breaking into the shop about four months earlier and stealing provisions.

Port of Colombo among Global Top 20: What comes next?

The ports and shipping industry was delighted to learn that the Port of Colombo (POC) has entered the elite ranks of the world’s Top 20 container ports. This is a historic achievement that all stakeholders in the maritime sector should celebrate with pride. This milestone did not occur by chance. It is the result of port reforms initiated in 1996, followed by decades of investment in capacity enhancement, infrastructure development, and operational modernisation. Continuous improvements across the four critical pillars of port performance, namely people, processes, equipment, and technology, have collectively transformed Colombo into one of the leading maritime gateways in the region.

While we should rightly celebrate this accomplishment, we cannot afford to become complacent. Reaching the Top 20 is not the destination; it is the beginning of a more demanding journey. Much like an athlete who achieves a global ranking or a personal best performance, even greater effort is required to sustain success and reach new heights.

I believe innovative design thinking and purposeful self-disruption will be crucial if Colombo is to remain competitive and fulfil its aspiration of becoming the most attractive maritime hub in the Indian Ocean.

Enhance Colombo’s unique identity

It is time for the Port of Colombo to clearly define the unique characteristics by which it wants to be recognised globally. We should not seek to imitate our competitors. Instead, we should aim to create our own distinct identity and strive to outperform them through innovation and excellence.

This is where Design Thinking becomes essential. We must leverage our knowledge, expertise, and experience to transform ideas that others may view as ambitious, or even unrealistic, into practical and sustainable realities. Ultimately, our success will depend on our ability to create, communicate, and consistently deliver distinctive value propositions to our trading partners.

To achieve this, we must maintain a deep understanding of customer needs, evolving industry trends, and the implications of geopolitical and socioeconomic developments across global supply chains. Disruptions occurring anywhere in the world can quickly impact port operations. Our ability to anticipate these changes, assess their implications, and implement innovative mitigation strategies will determine how effectively we navigate future challenges and capitalise on emerging opportunities.

Proven record of resilience

The Port of Colombo has repeatedly demonstrated its resilience.

From operating during the difficult years of Sri Lanka’s civil conflict until 2009, to overcoming the unprecedented challenges of the COVID-19 pandemic and the subsequent economic crisis, the Sri Lanka Ports Authority (SLPA), private terminal operators, and other stakeholders have consistently risen to the occasion. In fact, during the pandemic, Colombo remained operational without interruption despite facing extraordinary pressure from inflated cargo volumes and severe physical capacity constraints. Few ports globally managed to maintain such continuity while confronting similar operational challenges.

More recently, disruptions in Red Sea shipping routes, which began in late 2023, have reinforced Colombo’s strategic importance. As vessel operators sought alternative routing options, Colombo naturally emerged as a preferred transshipment hub. This situation brings back memories of the late 1980s, when major East-West shipping services turned around in Colombo and an extensive feeder network connected regional ports, including those in the Gulf. While today’s market dynamics are very different, there are parallels. The current disruptions once again present Colombo with opportunities that can be leveraged through strategic thinking and proactive planning.

Those who take the time to carefully analyse these developments may discover significant opportunities hidden within the challenges.

Transforming future through design thinking

If Colombo is to emerge as the premier maritime hub in the Indian Ocean, geographic advantage alone, combined with conventional thinking, will not be sufficient to achieve and sustain market leadership. In 2025, the subcontinent market comprised approximately 28.5 million physical TEUs, of which POC served only around 3.5 million TEUs, excluding double counting. Nearly 87% of the market is currently being captured by competing ports across the region, highlighting the need for differentiation beyond geographic advantage.

While technology plays a critical role in transformation, it is not a solution in itself. Sustainable value is created only when technology adoption is paired with a fundamental redesign of operating models, processes, and ways of working. Otherwise, organisations risk simply digitising existing inefficiencies and scaling them across the enterprise. Design thinking offers a more holistic approach by aligning people, processes, equipment, and technology in a manner that enhances service delivery and creates sustainable economic value for all stakeholders.

The Port of Colombo has embarked on an ambitious capacity expansion program through public-private partnership (PPP) developments along its western and northern boundaries. While this investment in infrastructure is both necessary and commendable, physical expansion alone will not secure long-term competitiveness. Sustained success will depend equally on improvements in overall operational efficiency, commercial competitiveness, governance effectiveness, and collaboration across the broader port ecosystem.

Capacity is more than physical infrastructure

Port capacity has two dimensions: physical capacity and revenue throughput capacity.

Physical capacity is finite and constrained by available land and infrastructure. Revenue throughput capacity, however, depends on operational excellence, commercial strategy, and the ability to maximise the utilisation of available resources.

Optimising revenue throughput is neither simple nor automatic. It requires disciplined execution and close collaboration among all parties involved in the port ecosystem.

A good example is SAGT

When SAGT commenced operations, its design throughput was approximately 1.1 million TEUs, reflecting the prevailing assumptions and physical constraints at the time. Recognising that infrastructure alone does not determine performance, the team identified substantial opportunities to improve productivity, optimise resource utilisation, and unlock latent capacity within the existing terminal footprint.

A comprehensive operating model was developed to identify improvement opportunities across the organisation. Technology was selectively deployed to automate critical functions, enhance productivity, and optimise resource utilisation. At the same time, employees were trained and upskilled, processes were redesigned, and operational discipline was strengthened to ensure consistent execution and sustained adherence to new operational standards. The result was a substantial increase in productivity. Vessel turnaround times improved, creating additional berth availability. Faster cargo evacuation reduced dwell times and increased yard efficiency. Through these improvements, throughput increased to approximately 2.1 million TEUs, nearly 190% of the original design capacity.

This serves as a compelling example of how technology, when combined with process improvement and workforce development, can unlock the full potential of existing resources, generating additional revenue, driving volume growth, enhancing connectivity, and increasing berth capacity.

Addressing the ITT Challenge

One of the most pressing challenges today is the growing strain on Inter-Terminal Trucking (ITT).

Current demand patterns have resulted in highly congested yards across the port, making service delivery increasingly difficult. ITT has been among the most affected areas.

Importantly, the ITT challenge is not a technology problem alone. The assumption that software can independently resolve the issue is misguided. While advanced software and AI can improve truck utilisation, enhance planning, and provide end-to-end visibility, they cannot, by themselves, eliminate the inefficiencies embedded within the physical conveyance process. Sustainable improvements will require a holistic transformation encompassing processes, operating practices, governance, and stakeholder behaviour, supported by a Port of Colombo specific ITT operating model that reflects the unique resource constraints and operational realities of each terminal. To address the current situation effectively, SLPA must take the leadership role in bringing together all stakeholders to develop a modern operating model for ITT.

The process worked relatively smoothly when only JCT and SAGT were involved. At that time, connectivity was essentially a two-terminal operation with limited complexity. However, the introduction of additional deep-water terminals transformed what was once a straightforward two-way process into a complex five-way network.

What was once a relatively straightforward connection has evolved into a complex and highly interconnected operational ecosystem. Consequently, addressing this challenge requires a fundamentally different approach. Rather than pursuing a one-size-fits-all solution, emphasis should be placed on identifying the root causes that impede effective inter-terminal connectivity and implementing targeted interventions. Given the distinct constraints, resource limitations, and operational realities of each terminal, solutions must be tailored accordingly to achieve sustainable and measurable outcomes.

There may also be opportunities to create new commercial service offerings around enhanced terminal connectivity, transforming an operational challenge into a competitive advantage.

Strengthening regulatory oversight

In my view, stronger regulatory leadership is required in this area.

By statute, SLPA functions as both port authority and regulator, with responsibility for ensuring service fulfilment throughout the Port of Colombo.

The significant number of missed connections experienced in 2022, particularly those affecting a key market segment, demonstrated the far-reaching consequences of operational failures. The resulting dissatisfaction among trade stakeholders was severe, undermining confidence in the port’s reliability and generating considerable concern across the industry. At its peak, some industry groups even called on shipping lines to avoid routing cargo through Colombo, highlighting the reputational and commercial risks associated with persistent connectivity failures.

Fortunately, the situation was resolved through timely intervention by the government, SLPA, industry stakeholders, and strategic investments by SAGT, including dedicated ITT resources and specialised operating teams. Had the issue not been addressed effectively, Colombo could have faced the loss of one of its most important hinterland markets and a corresponding reduction in shipping services.

These incidents highlight the need for proactive oversight, continuous monitoring, and coordinated intervention whenever service standards are threatened. Since private terminals operate under concessions granted by SLPA, the authority has both the responsibility and the mandate to ensure alignment with broader port performance objectives.

Unlocking potential of ECT

Port developments are typically supported by detailed operational, commercial, financial, and engineering assessments before approvals are granted. I am confident that the relevant evaluations were carried out during the approval process for ECT. However, as with any large-scale project, assumptions and market conditions can change. There is merit in reviewing and validating existing operational, commercial, and financial plans against current realities. Where necessary, plans should be refined to ensure alignment with present market conditions and future strategic objectives.

In my opinion, ECT’s full operationalisation need not be a prolonged process. Various options exist to accelerate progress, provided there is clarity of purpose and disciplined execution.

Rethinking future of SLPA

Perhaps the most important discussion concerns the future structure and management of SLPA itself.

I firmly believe that the Port of Colombo’s most valuable asset remains its people. Across virtually every aspect of port management and operations, SLPA possesses a wealth of institutional knowledge and technical expertise. Unfortunately, this talent is not always utilised to its fullest potential.

Many organisational structures and management practices established decades ago are no longer fully aligned with the realities of modern global commerce. The maritime industry has evolved significantly and requires greater agility, commercial orientation, and responsiveness.

As Sri Lanka’s most important economic gateway, the Port of Colombo should be empowered to operate with greater commercial flexibility while maintaining appropriate accountability and governance standards. New anti-corruption and governance frameworks apply equally to both public and private organisations. Therefore, the distinction between State-owned and private-sector management philosophies is becoming increasingly less relevant.

The SLPA Act remains a remarkably progressive piece of legislation. It provides the authority with the tools necessary to make dynamic decisions, optimise economic returns, and create a resilient, high-performing organisation. If supported by a high-performance culture and modern management practices, SLPA has every opportunity to become not only the leading State-owned enterprise in Sri Lanka but also a global benchmark for port governance and performance.

Strengthening partnerships with shipping lines

Shipping lines have been the foundation of Colombo’s success for many decades.

The trust they have placed in the Port of Colombo must be reciprocated through the delivery of world-class services that provide genuine value for money. Port stakeholders must engage closely with shipping lines to understand their evolving requirements and tailor services accordingly.

At the same time, shipping lines must recognise that sustainable throughput growth can only be achieved through disciplined cargo flows, timely evacuation, efficient connectivity, and adherence to agreed operating frameworks. Consistency and compliance are essential. When exceptions become routine, service reliability inevitably deteriorates.

Terminal operators must also align their individual commercial objectives with the overall interests of the port ecosystem. Isolated decision-making rarely succeeds in a complex hub environment where multiple stakeholders are interdependent.

Likewise, shipping lines should consider the long-term implications of commercial practices that prioritise short-term cost reductions at the expense of operational efficiency, service quality, or ESG objectives.

Ultimately, the Port of Colombo and its customers must view each other as strategic partners in the global supply chain. Success can only be achieved through collaboration, mutual accountability, and a shared commitment to excellence.

Conclusion

The Port of Colombo’s entry into the global Top 20 is a landmark achievement and a testament to decades of investment, innovation, and resilience. Yet sustaining and improving upon this success will require a new level of ambition. Future progress will depend not only on expanding infrastructure but also on reimagining operating models, strengthening governance, fostering innovation, improving stakeholder collaboration, and embracing a culture of continuous improvement.

The opportunity before us is far greater than maintaining a ranking. It is to establish Colombo as the most agile, innovative, reliable, and customer-centric maritime hub in the Indian Ocean. If we have the courage to challenge conventional thinking and the discipline to execute effectively, there is no reason why Colombo cannot emerge as one of the world’s most respected maritime success stories.

Let me conclude with a thought from the Dhammapada: ‘We are what we think. All that we are – arises with our thoughts.’ Let us think boldly, innovate sustainably, and collaborate deeply, to elevate POC to its true potential.

Ogun 2027: PDP flags off Adebutu campaign, promises liberation, better governance

Thousands of supporters of the Peoples Democratic Party (PDP) and indigenes of Ogun State thronged the Ake Palace Pavilion in Abeokuta on Wednesday as the party officially flagged off its campaign for the 2027 governorship election.

As early as 10 am, party faithful dressed in PDP colours began arriving at the venue, singing solidarity songs and waving flags and banners bearing the images of the party’s governorship candidate, Ladi Adebutu, and his deputy, ‘Yemi Showunmi-Kolapo.

Another jubilant crowd of residents, grassroots members, and party loyalists had earlier gathered at the PDP Secretariat in the state capital to welcome Adebutu, Showunmi-Kolapo, Senator Iyabo Obasanjo, and other party leaders to the political event.

The supporters later accompanied the governorship candidate’s convoy to the venue, waving and cheering as the procession moved through the streets.

The route from the PDP Secretariat to the stadium was brought to a standstill as the campaign train and its mammoth crowd filled the roads, with the overflow of supporters competing for space with motorists.

Street traders and passersby waved at the procession, while security operatives struggled to control the entry points as the crowd continued to swell.

The candidates and their supporters also defied a heavy downpour during the procession, dancing to loud music and solidarity songs.

The flag-off marked the commencement of the PDP’s statewide campaign ahead of the 2027 general elections as the party mobilises its structures and supporters for the poll.

Speaking at the venue, Adebutu, in a speech titled **’A Call to Liberation,’** urged supporters and indigenes to vote out the All Progressives Congress (APC), promising to deliver quality governance if elected.

Adebutu said the people of Ogun State must end what he described as an era of non-performance, corruption and misgovernance by voting for the PDP for liberation.

His remarks elicited loud cheers from the crowd.

He urged residents and party supporters to turn out en masse to vote for the PDP on February 6, 2027, stand by their votes and resist intimidation.

The candidate promised to formulate policies that would enable residents to benefit from the dividends of democracy, highlighting a resilient economy and a corruption-free work environment among his areas of focus.

Adebutu listed seven key areas of his agenda for the people, including increased security, restoration of local government autonomy, regional development, physical planning and transportation, rural and urban development, agricultural and economic development, and the development of women, youth and sports.

He also promised to enhance education, healthcare and social services.

The PDP candidate assured the people that their livelihoods would not be frustrated because of their political affiliations.

‘Immediately after we are voted in, workers and pensioners will get their entitlements. We will stop the double taxation currently choking our market women and other traders. We will never surrender our heritage to those who will destroy it,’ he said.

On her part, the deputy governorship candidate, ‘Yemi Showunmi-Kolapo, assured the people of Ogun of quality leadership, expressing happiness that supporters and residents had defied the rain to stand by her and Adebutu.

She said the people of the state would bid poverty and maladministration farewell once the PDP takes over under Adebutu’s administration.

Showunmi-Kolapo argued that it was Adebutu’s turn to govern Ogun State.

‘I want to assure you all that in Ogun State, there is freedom; relief is here. (ITURA DE). The last time we flagged off the National Assembly campaign, it rained, and we moved in the rain.

‘Today as well, we are flagging off our governorship campaign; it rained, and we moved in it. Don’t let them deceive you; we will gather like this during the inauguration of Hon. Ladi Adebutu as governor. Egba people, stand by your own.

Former governors Ibikunle Amosun and Osoba Gbenga Daniel have governed Ogun, among others. The Adebutu family has supported and empowered the people of Ogun State. We want to tell the governor (Dapo Abiodun) that he should release the governorship seat, it’s Adebutu’s turn,’ she said.

The Ogun PDP Chairman, Abayomi Tella, also called on the electorate to vote for Adebutu, saying the overwhelming support shown at the rally would be reciprocated with basic social amenities and good governance.

Addressing the crowd, Tella said, ‘Ladi Adebutu stood by us. That is why we will not allow an Ekiti man to come and rule our state. We don’t know whether he is a Lagos man, or Ekiti, but we won’t allow strangers to govern Ogun. Ogun people, let us use the Osun model. Stand by your votes.’

Other party leaders used the occasion to unveil key campaign messages and rally voters behind the party’s candidates across Ogun State.

Residents and supporters also pledged their loyalty to the PDP and assured the party of their votes in the election.

The crowd continued to swell at the pavilion, filling the venue beyond capacity despite the rain.

‘We will vote and stand by our votes for PDP,’ many of the supporters said.

They described the rain as a ‘rain of blessings’, saying it had ushered good tidings to the state.

An indigene who simply identified himself as Bode said the supporters would remain with the PDP regardless of the weather.

‘Even if it rains fire, we will stand with the PDP, Adebutu and Iya Sunnah. Our votes must count this time around, and we will rejoice in the end,’ he said.

TRINIDAD-POLITICS-Prime MInister Persad-Bissessar hoping to meet with Venezuela’s acting President this month

Trinidad and Tobago’s Prime Minister Kamla Persad-Bissessar who Wednesday said she expects to meet with Venezuela’s acting President Delcy Rodríguez later this month has expressed her ‘love ‘ for the South American leader.

In October last year, the Venezuelan National Assembly declared Persad-Bissessar, persona non grata, banning her from entering the country. Caracas had accused her of supporting United States military aggression against the Bolivarian Republic that led to the removal of President Nicolas Maduro form office. He along with his wife are now in a United States jail on several charges including illegal drug smuggling,

Prime Minister Persad-Bissessar, a Senior Counsel who attended the ceremonial opening of the new law term here on Wednesday, told reporters that the meeting with Rodriquez could most likely take place in New York during the United Nations General Assembly (UNGA) slated for September 22-26.

Last week, Foreign Affairs Minister Sean Sobers led a delegation to Caracas and Persad-Bissessar was asked by reporters if she was hopeful that may bridge the relationship between the two countries at this present time given that she is still persona non grata and that could hamper a meeting with Rodriguez.

‘I will meet with anyone who wishes to meet me,’ she said, adding that Venezuela and Trinidad and Tobago have enjoyed a close relationship and that members of her own family are Venezuelan nationals.

‘Trinidad and Tobago and Venezuela, we have very very close ties so whatever has to be done we will do in the best interest of Trinidad and Tobago and Venezuela,’ she said, noting that her message to the acring Venezuelan leader now is ‘I love her, I look forward to meeting her and in fact I think we’re hoping to meet …when we go up to the UN.

‘Yes, I think there is a plan that we will both meet at the end of September,’ she said, informing reporters that ‘there is a plan. If it doesn’t happen, I’ll let you know, but that is a plan.

‘Minister Sobers is working on it. If it works out, it happens. If it doesn’t work out, I’ll let you know,’ she said, adding that she also remains optimistic that natural gas from Venezuela could soon be coming across to Trinidad and Tobago.

‘I have absolutely no doubt that gas from Venezuela will come to Trinidad and Tobago.It is the only channel, the only place it can pass. We are seven miles away and it will come. We have already signed agreements with BP.

‘We hope to conclude agreements with Shell and …many other companies. I have absolutely no doubt that in the next year we will see natural gas coming to Trinidad and Tobago, and part of it has to do with rapprochement with Venezuela.

‘We are neighbours, well we’re in fact family, as I just shared with you,’ she added.

Last week, Trinidad and Tobago and Venezuela said they had agreed on a roadmap to deepen cooperation in trade, energy, agriculture, environmental protection, culture and collective security.

The agreement follows a meeting between Sobers, and his Venezuelan counterpart and in the joint statement the two governments said the visit marks ‘a new chapter’ in diplomatic relations between the neighbouring countries.

The working agenda is intended to facilitate what the governments described as ‘a new era’ in relations, and that the agenda will serve as a roadmap for increased cooperation in several priority areas.

Bawumia, Tamale Mourn Ambariyya Leader

The death has been reported of Sheikh Saeed Abubakari, a towering Islamic scholar in Tamale, which sad incident occurred last Monday at the 37 Military Hospital where he was on admission.

The deceased, fondly called Afa Seidu in Tamale, was the leader of the Ambariyya Sunni Community in the Northern Regional capital.

His passing has sent shock waves among the Islamic community in Tamale.

The flagbearer of the New Patriotic Party (NPP), Dr. Mahamudu Bawumia, in a reaction following the announcement of the death, posted on social media that ‘I received the sad news of the passing of Sheikh Saeed Abubakari, the leader of the Ambariyya Sunni Community in Tamale.

‘Sheikh Saeed Abubakari was a towering figure in Islamic scholarship in Ghana. He devoted his life to teaching, preaching, and providing moral guidance to the Ambariyya community.

‘An erudite scholar in the Islamic sciences, he championed the pursuit of knowledge and, led the transformation of the Ambariyya Institute into a centre of excellence.

‘I send my sincere condolences to the family of Sheikh Saeed Abubakari and the Ambariyya community. May Allah grant him jannah.’

The new homework: Teaching children to question AI answers

Artificial intelligence (AI) is moving into children’s schoolwork faster than many education systems can adapt, shifting the challenge from access to information toward judging whether machine-generated answers can be trusted.

Students now use generative AI to explain difficult concepts, develop essay ideas, check drafts, solve problems and prepare presentations, making chatbots another potential layer of everyday learning.

The arising challenge, according to pundits, is that the same systems can produce convincing but false information, fabricate sources and generate manipulated images, leaving children to distinguish useful assistance from answers that only sound correct.

Kaspersky’s observations show that children’s interest in AI tools continues to grow ‘as these technologies become more accessible and integrated into everyday learning.’

‘In fact, AI is likely to become as commonly part of their studies as search engines, online dictionaries and educational videos.’

The company’s guide comes as international education agencies shift their focus from whether children should encounter AI to how schools, parents and students should manage its use.

Unesco’s AI Competency Framework for Students recommends teaching children to develop human-centred attitudes, understand AI ethics, acquire technical knowledge and eventually participate in designing AI systems.

The framework places these competencies across three stages-understand, apply and create-reflecting a move toward preparing students to work with AI rather than treating the technology solely as a threat to academic integrity.

This reflects the modern-day reality that the availability of generative AI changes what it means to complete an assignment independently, particularly where a student can obtain a polished response without demonstrating how they reached it.

A child asking a chatbot to write an essay may receive a coherent answer within seconds, but the speed of producing the response can remove the research, reasoning, and writing practice that the assignment was designed to develop.

According to Kaspersky, learners need to start treating AI as an assistant that can, among other things, explain concepts, suggest arguments, identify weaknesses in a draft, or generate practice questions rather than completing schoolwork for the student.

A student using AI to solve a mathematics problem, for example, should be able to explain the method independently and reproduce the solution rather than simply transferring the chatbot’s response into an exercise book.

The same principle applies to research since a fluent AI response does not establish that its underlying information is accurate, current, or drawn from a genuine source.

‘When a child can generate an essay or receive a finished answer to a math problem in seconds, it may be tempting to submit the result without understanding it. This can save time in the moment, but it prevents the child from developing the very skills the assignment is intended to practice,’ it says.

‘Parents can agree with their children that AI may help explain a concept, suggest a structure, provide examples or ask practice questions, but it should not complete the entire task on their behalf.’

Unesco has warned that generative AI can create fabricated information and that education systems need safeguards because the technology is advancing faster than many regulatory and institutional responses.

A global Unesco survey of more than 450 schools and universities found in 2023 that fewer than 10 percent had formal guidance covering generative AI, highlighting how quickly the technology had entered education ahead of institutional rules.

In Kenya, the issue gathers particular relevance as the government’s National AI Strategy 2025-2030 identifies education among sectors where AI and digital skills are being integrated into the country’s broader technology agenda.

The strategy’s implementation roadmap also identifies limited access to devices, gaps in teacher training, and weaknesses in data privacy and security as challenges that could constrain digital education.

This means AI literacy cannot be reduced to teaching children how to write better prompts because they also need to understand the limits of the systems producing the responses.

Generative AI does not independently establish truth before producing an answer, meaning an apparently authoritative explanation can contain a wrong date, invented quotation, non-existent study or flawed reasoning.

Unicef says children are increasingly turning to AI chatbots for information, learning and creativity, while evidence on the effects of the technology on their cognitive, social and emotional development remains limited.

The privacy question becomes even more complicated when children begin using AI conversationally, as a homework prompt can easily contain private details about the student, such as their school, classmates or family.

A child asking for help with an assignment might paste an entire school document, upload a photograph of a worksheet, or include names and personal circumstances without considering the information as sensitive.

Kenya’s Data Protection Act requires parental or guardian consent before personal data relating to a child is processed and requires processing to protect and advance the child’s rights and best interests.

The Office of the Data Protection Commissioner has separately told the education sector that minors cannot provide valid consent on their own and that schools must ensure appropriate safeguards when processing children’s information.

For schools adopting AI tools, this puts data governance alongside academic considerations, requiring institutions to understand what information platforms collect, why it is processed and how long it is retained.

Unesco’s guidance, similarly, calls for privacy protection and age-appropriate approaches to the use of generative AI in education, while urging institutions to assess whether particular tools are ethically suitable.

Dangote refinery cuts debt by $570m ahead of IPO

Dangote Petroleum Refinery and Petrochemicals FZE reduced its total secured debt by $570m during the first half of the year, leveraging increased output and sales to bolster its balance sheet ahead of a landmark initial public offering (IPO).

The $20bn facility, constructed by industrialist Aliko Dangote, recorded a net profit of $1.82bn for the six months through June.

This represents a significant turnaround from the $282.1m loss recorded during the same period last year. The earnings surge was supported by higher production capacity and expanded sales, which helped mitigate global supply disruptions caused by the US-Iran war.

According to its prospectus, the company’s total secured debt dropped to $5.67bn at the end of June, down from $6.24bn at the end of last year.

Its net debt-to-ebitda ratio stood at 0.27 times at the end of the second quarter. Management expects this leverage metric to improve further as operational stabilization enhances cash flow generation.

The debt reduction arrives as the company prepares to open its IPO on Sept 14. Dangote, who holds an indirect 87.3% stake in the refinery through various entities, is seeking to raise $1.6bn by offering 4.1bn shares at 525 naira ($0.40) a piece.

Depending on investor demand and regulatory clearance from the Securities and Exchange Commission, the transaction size could expand by up to 30%, potentially raising total proceeds to $2.1bn.

The offer will run for approximately a month, with allotment approvals and the final listing on the Nigerian Exchange targeted for November. To maximise retail and institutional participation, the company has engaged 55 financial intermediaries, including digital channels such as Flutterwave Technology Solutions Ltd, MTN Group Ltd’s MTN MoMo, Moniepoint, Airtel Smartcash and Bamboo.

The refinery, which currently processes 700 000 barrels of crude daily, has repositioned Nigeria from a net importer of refined petroleum products to an exporter, providing regional fuel stability during recent global market shocks.

The producer aims to double its refining capacity to 1.4m barrels per day by 2030 through a $14.3bn capital expenditure programme. However, the company clarified in the prospectus that this planned spending does not constitute an immediate capital requirement.

Why successful companies embrace innovation failures

“Success is the ability to go from failure to failure without losing your enthusiasm’ ~often attributed to Winston Churchill.

If your organisation has innovative profitable momentum, is failure often the evidence? Consider Acacia Bank, no failed financial products, nil failed experiments, with no initiatives abandoned. Contrast this with Red Oak Capital, 10 experiments, seven didn’t work, two were mediocre, but one became a major new business. Which is more innovative?

Failure is a word streaming with the tears of emotion. In business, how many times do we admit – ‘I failed’? There is an addiction to ‘looking good’ stories of success, but the daily reality is that we are often mistaken, constantly making course corrections.

Avoid failure is conventional management wisdom. But can you build a sustainable business without making some inevitable disappointing flops? Is the management problem to eliminate failure – or transform failure to being cheap, fast, intelligent and informative?

Elite performance in sport is a game of managing failure. Tennis star Novak Djokovic, at his peak, won only 48 percent of his points. Success isn’t about perfection, but about the ability to take hits, learn, and maintain a mindset, despite frequent setbacks.

Reframe

Perhaps we need to reframe failure. Is disappointment the opposite of success, or is it part of the creation process? An organisation that never fails may simply be a place that never experiments.

Innovation requires assumptions to be tested. Probability suggests some business assumptions will be wrong. Some experiments must fail. Question is not ‘Did we fail?’ but ‘What did we learn that changes what we do next?’

Success creates false confidence. A product takes off, revenues grow, and management believes that its assumptions must be correct.

Then the market shifts, forcing an organisation to confront reality. Success rewards yesterday’s thinking. Failure provokes tomorrow’s thinking.

As a value proposition, failure exists on a continuum. Big difference between Sh500,000 experiment that flopped and Sh130 million strategic mistake. Prototypes, pilots, MVP – minimal viable products and customer experiments are the way to go. Failure is simply the cost of learning. Does the smart manager ask: ‘What did this project deliver?’ or ‘What did we learn for the money we spent?’

Don’t repeat

Real failure is repeating a catastrophic error. Making a mistake once is experimentation. When things don’t work it makes sense to ask: What will we do differently because this happened? If the answer is ‘nothing’ the failure was probably wasted.

Reward well-designed experiments, disciplined risk-taking and honest reporting of bad news. A manager who admits ‘Our best guess hypothesis was wrong, and this is the evidence,’ is more valuable than one who hides the problem, until it becomes a crisis.

Enigma of success

Paradoxically, often the biggest business failures begin as successful ideas. Kodak didn’t fail because it couldn’t make film. Kodak invented digital photography, yet they sat on the innovation because they believed it would destroy their traditional products and market.

Similarly, Nokia didn’t fail because it couldn’t make phones. In 2007, Nokia had a 40 percent plus global mobile phone market share before things collapsed with the introduction of the smartphone. In Kenya, notice that many of market leaders of 20 years ago, either disappeared, or are a faint shadow of their former selves.

Many incumbent organisations struggle because the very capabilities that created their success become constraints. Sometimes what made you successful, is precisely what prevents you from adapting.

Don’t ask staff to ‘think outside the box’. Give them permission to challenge the box. There is no shortage of intelligent people in organisations, but they often suffer from the contagious ‘organisational conformity’ virus.

Staff soon pick up on ‘That’s not how we do things here.’ Predictable result is that everyone optimises the existing business, while competitors experiment with the future.

The so called ‘strategic plans’ can become beautifully designed failure machines when organisations are obsessed with predicting certainty five years ahead. A detailed plan assumes that management knows enough about the future to specify what should happen several years from now.

But constant uncertainty makes that assumption questionable. Like a leading edge tech giant, better approach is to consider strategy a learning system, rather than a ritual document that gathers dust on a shelf. Intelligent approach is set the direction, based on a hypothesis, experiment, examine the evidence and adapt, leading to the next [small bets] experiment.

Intention is not to maximise success. Real aim is to increase the rate at which the organisation discovers what works.

Does one ask: ‘How do we make sure this succeeds?’ or inquire ‘What is the cheapest, fastest and smartest way to discover whether this will work?’

Ecobank backs young innovators in push to turn ideas into income

Nigeria’s young people have no shortage of ideas, creativity and entrepreneurial ambition, but turning those ideas into sustainable businesses remains a major challenge.

Ecobank Nigeria is seeking to bridge part of that gap through InnovateX 2026, its flagship youth innovation challenge, which is offering young Nigerians funding, mentorship, business development support and access to industry experts.

The initiative, powered by Blaze by Ecobank in partnership with Verve, is targeted at students, innovators, entrepreneurs and creatives aged 16 to 25. It seeks to identify and support young Nigerians developing solutions across inclusive finance and the creative economy.

With N20 million in prizes, the programme goes beyond financial rewards by providing participants with an intensive innovation journey designed to help them develop and showcase their ideas.

Participants will take part in hybrid bootcamps, expert-led workshops, mentorship sessions and networking opportunities before a grand finale pitch competition where finalists will present their ideas to a panel of industry leaders and investors.

The competition is open to young Nigerians working on innovative projects spanning technology, engineering, science, product design, content creation, digital media, entertainment, fashion and other creative disciplines.

For Victor Yalokwu, Head, Products and Analytics, Ecobank Nigeria, the initiative is aimed at helping young Nigerians convert their creativity and entrepreneurial energy into solutions and sustainable businesses.

‘Nigeria is blessed with an abundance of young talent, creativity, and entrepreneurial energy. Through InnovateX, we are providing a platform for young people to transform bold ideas into impactful solutions and sustainable businesses,’ Yalokwu said.

He encouraged students, innovators, technology enthusiasts, creators and entrepreneurs across the country to use the opportunity to develop their ambitions.

‘The future belongs to young people who are willing to innovate, solve problems, and create value,’ he said, adding that InnovateX was designed to provide participants with the knowledge, mentorship, exposure and resources required to compete in an increasingly technology-driven economy.

The emphasis on support beyond prize money reflects one of the central challenges facing young entrepreneurs: developing an idea is only the beginning. Building a viable business requires knowledge of markets, product development, financial management, business strategy and access to networks that can help an emerging enterprise grow.

Yalokwu said InnovateX was therefore not simply about rewarding great ideas, but also about building confidence, nurturing talent and connecting young people to opportunities that could support their personal and professional development.

‘Whether you are developing a tech solution, building a creative brand, or working on an innovation that can improve lives, InnovateX provides a valuable platform to showcase your potential and accelerate your journey towards success,’ he said.

The programme also sits within Ecobank’s broader youth-focused offering through Blaze by Ecobank. The Blaze Account provides young customers with access to exclusive opportunities, a uniquely designed debit card, free monthly transfers and participation in initiatives such as InnovateX.

For young innovators, the opportunity presented by the programme extends beyond the prospect of winning part of the N20 million prize pool. The bootcamps, workshops, mentorship and exposure to industry leaders and investors are intended to help participants sharpen their ideas and better understand what it takes to build sustainable ventures.

The challenge comes as technology and the creative economy continue to provide avenues for young Nigerians to develop products, services and businesses around their skills and ideas.

InnovateX 2026 is consequently positioning itself as a platform through which young Nigerians can move from conceptualising ideas to developing solutions with commercial and social value.

For Ecobank, the initiative represents an investment in identifying and nurturing young talent, while for participants, the bigger opportunity may lie in gaining the skills, networks and exposure needed to transform promising ideas into sustainable businesses.

US debt hits 100% of GDP for first time since World War II

The ratio of US federal debt to gross domestic product (GDP) is at a historically high level.

According to foreign media, the country’s government debt-to-national-income ratio has reached 100 percent for the first time since World War II.

The debt ratio exceeded 100 percent immediately after World War II before entering a steady upward trend following its lows in the 1970s and returning to the 100 percent threshold in the 2020s. In the early 1940s, government debt stood at around 40 percent of GDP, but rose above 100 percent in 1945-1946 as a result of wartime spending, reaching a historic peak.

In the post-war period, rapid economic growth and fiscal discipline gradually reduced the debt ratio, bringing it below 25 percent by the mid-1970s. The ratio remained around 30-40 percent until the 2008 global financial crisis, after which it accelerated due to stimulus measures. However, the COVID-19 pandemic that began in 2020, coupled with expanded fiscal policies, pushed the debt ratio close to 100 percent. It has remained near that level and continued to rise during the first quarter of this year.

The continued increase in US government debt remains a major source of pressure on global capital markets and Treasury bond yields. Budget deficits and rising long-term borrowing costs are increasing the US government’s debt-servicing expenses, contributing to volatility in global markets.

Markets continue to closely monitor the sustainability of US fiscal policy and ongoing discussions over the debt ceiling.