Category: Business Day

Tunji Alausa, the Minister of Education, has disclosed that the Federal Government through the Tertiary Education Trust Fund (TETFund) spent N220 billion sponsoring Nigerians for overseas training over a 10-year period, with 80 percent of the beneficiaries refusing to return to the country.

Alausa, who described the development as a disturbing trend that occurred before his appointment, said the government had discontinued the foreign training programme and redirected resources towards strengthening local institutions.

Speaking on Thursday at the inauguration of the RHV-ROBOMED Robotic Academy at Redeemer’s Health Village, Redemption City, Ogun State, the minister lamented that the huge investment in overseas training failed to deliver the expected benefits to Nigeria’s education system because most beneficiaries remained abroad after completing their programmes.

He explained that the development informed the government’s decision to suspend foreign training sponsorship and prioritise the establishment of specialised training centres within Nigerian universities.

‘I’ll tell you some bad statistics that happened before I got here. Over 10 years, TETFund invested N220bn in sending people abroad to go and train. And guess what? 80 percent of those people did not come back to Nigeria.

‘We said, no, we cannot continue to work on that money. But immediately, I said this foreign programme, foreign training, it was stopped. And we stopped it immediately,,’ he said.

Alausa said the government subsequently redirected resources towards developing local training capacity, establishing 28 Centres of Excellence across 23 public and five private universities.

The minister explained that investing in domestic training facilities would enable more Nigerians to acquire specialised skills while reducing the country’s dependence on foreign institutions.

He announced that the newly inaugurated robotic surgery academy at RHV would become the 29th Centre of Excellence under TETFund.

According to him, FG would provide financial support for eligible medical professionals undergoing specialist training at the academy.

‘What we are going to do is that we will make this part of the TETFund-funded Centre of Excellence.

‘Any student that is going to go will be completely funded by TETFund. I am not standing before you here to act as a politician. This is what we have to do,’ he said.

Alausa also disclosed that the Federal Government had invested over N250bn in medical education infrastructure within the last two years, including the provision of simulation laboratories and rehabilitation of facilities in more than 24 medical schools.

The minister commended Nigerian medical professionals in the diaspora for contributing to the establishment of the robotic surgery academy, urging others to explore opportunities to transfer their expertise to Nigeria.

Earlier, Adedamola Dada, the Chief Executive Officer of RHV, disclosed that the academy planned to train 400 specialists within two years.

Dada said the institution had acquired two robotic systems valued at approximately $4m, with one dedicated to surgical procedures and the other to training.

He explained that the programme would cover surgeons, nurses, biomedical engineers and other healthcare professionals to support the expansion of robotic-assisted surgery across Nigeria.

The CEO appealed to the Federal Government to provide scholarships for postgraduate medical trainees participating in the programme.

Responding, Alausa assured the institution of government support, stressing that building domestic medical capacity would provide more sustainable benefits than continued dependence on overseas training.

Nigerian football clubs are struggling to capture the financial value of players who move abroad, as private academies play an increasingly important role in developing young talent and negotiating arrangements that shape future transfer earnings.

Despite providing players with a platform to compete professionally, clubs in the Nigeria Premier Football League (NPFL) often receive little from their subsequent moves to Europe and Asia.

The problem stems from a combination of player ownership arrangements, short-term contracts, limited commercial revenue and weak transfer negotiation structures, leaving clubs poorly positioned to secure substantial fees or a share of future transfers.

Biola Kazeem, chief executive officer of Sports Derivatives and a sports media and marketing professional, said the problem reflects structural weaknesses in how NPFL clubs recruit players, develop talent and balance sporting ambitions with commercial objectives.

According to Kazeem, many players in the domestic league were developed by smaller private academies before joining professional clubs, sometimes through loan arrangements that allow the academies to retain a financial interest in their future careers.

‘The way NPFL clubs are set up, they are hardly able to incubate and develop talent,’ Kazeem told BusinessDay. ‘Most of the players that we see in the NPFL now were incubated and developed at smaller academies.

‘When NPFL clubs want those players, these smaller clubs typically insist that they are not selling the players to them but would rather loan them, so they can protect the upside when the players move abroad.’

Such arrangements can give NPFL clubs access to players without securing full ownership of their registration or the right to negotiate a subsequent transfer.

While the professional club provides competitive exposure, the academy may retain greater leverage over the player’s longer-term prospects, depending on the agreement.

Kazeem said the pattern had persisted for about a decade, making it difficult for clubs to build sustainable revenue streams through player trading.

‘Player sales are one of the key components of how clubs make money. NPFL clubs do not make money from television, and they barely make money from commercial partnerships. Player sales therefore become very important for them to operate as sustainable businesses,’ he said.

He argued that clubs must invest more deliberately in youth development if they want to benefit from the international market for Nigerian talent.

‘If they do not invest in incubating and developing talent, they will not produce players who are sellable,’ he added.

Winning matches versus building commercial value

Beyond academy arrangements, Kazeem identified the emphasis on immediate sporting results as another obstacle to the commercial development of NPFL clubs.

Club administrators, he said, often prioritise league positions and qualification for continental competitions, sometimes at the expense of sustained investment in youth development and player trading.

General managers and executives are frequently judged by their teams’ results, he argued, rather than their ability to develop valuable players and generate revenue from transfers.

‘Most NPFL clubs do not optimise for commercial returns. Most of them optimise for results,’ Kazeem said.

The pursuit of immediate success can encourage clubs to accept loan arrangements or transfer terms that help strengthen their squads but offer limited long-term financial benefits.

That approach can become costly when a player later moves abroad, and the Nigerian club that helped him gain professional experience has little or no contractual entitlement to the transfer proceeds.

Kazeem questioned whether qualifying for continental competitions should always be treated as the clearest measure of progress, particularly when Nigerian clubs struggle to advance beyond the early rounds.

‘If you are able to develop a player and sell him to Europe for $5 million, is that not a clearer sign of success and progress than qualifying for the CAF Confederation Cup, where you are going to get knocked out because you do not have quality across your team?’ he asked.

His argument is that developing and selling players can provide a more sustainable business model than relying on sporting results alone, although clubs must still balance transfer income against the costs of building competitive teams.

Commercial expertise needed in transfer negotiations

Kazeem also questioned the level of commercial expertise involved in negotiating player contracts and transfer agreements.

In more established football markets, clubs may draw on lawyers, agents and specialist advisers to assess contracts, negotiate transfer fees and protect their financial interests. Kazeem argued that some Nigerian negotiations are instead dominated by administrators whose primary focus is sporting performance.

‘Sports has two sides to it: the sporting side and the commercial side. Where you over-index on the sporting side, you are bound to lose sight of commercial opportunities,’ he said.

Stronger commercial management could help Nigerian clubs negotiate longer contracts where appropriate, include sell-on clauses and establish clear agreements with academies that develop players before they join professional teams.

These measures would not guarantee large transfer fees, but they could reduce the risk of clubs losing out when players attract international interest.

League value shapes transfer earnings

Ayodeji Adegbenro, chief executive officer of Stars Builders Academy, said the financial returns Nigerian clubs receive from overseas transfers are closely linked to the overall value of the domestic football ecosystem.

‘The reason Nigerian clubs don’t get paid a lot of money from transfers is the value of our entire league,’ he said.

Adegbenro explained that relatively low player salaries in the NPFL, compared with those available in some foreign leagues, can make overseas offers attractive even when they come from clubs outside Europe’s leading competitions.

‘A player who earns N1.1 million monthly in the NPFL earns less than $1,000 when converted to US dollars. Then a club from Tanzania can come and say, ‘Come and play for Azam, we’ll pay you $5,000 a month,” he said.

The comparison illustrates how differences in clubs’ financial capacity can influence recruitment and players’ decisions. However, salary levels alone do not determine transfer valuations, which also depend on factors such as a player’s age, performance, contract duration, position, demand and the selling club’s bargaining power.

Adegbenro also identified short contracts and loan arrangements as constraints on clubs’ ability to earn transfer income.

‘Most of the time, NPFL clubs don’t even own the players. Maybe the player is on loan or on a one-year contract. By the time the contract ends, the player is a free agent, so the club doesn’t earn anything,’ he said.

How transfer fees are shared

Transfer proceeds may be distributed among clubs and other parties according to the terms of the transaction. An academy that developed a player, for example, may have negotiated a sell-on clause or another contractual entitlement when the player joined a professional club.

Adegbenro illustrated the financial implications with a hypothetical transfer worth pound 100,000.

If an agent were entitled to a 10 per cent commission, that payment would amount to pound 10,000, leaving pound 90,000 before other contractual obligations. If another club were entitled to 20 per cent of the transfer proceeds, the amount retained by the selling club would depend on the agreement’s wording and how the commission and other payments were calculated.

The example is illustrative rather than a fixed formula for transfer transactions. Agent commissions, sell-on payments and other deductions depend on the relevant contracts and applicable rules; they should not be assumed to apply automatically to every deal.

For Nigerian clubs, the lesson is the importance of establishing contractual rights before a player attracts overseas interest. Where an academy has contributed to a player’s development, the professional club and academy need clear terms on ownership, future transfers and any agreed share of proceeds.

Private academies fill a development gap

Adegbenro described independent academies as an important part of Nigeria’s football development system, arguing that many professional and lower-division clubs rely on them to identify, train and prepare young players.

‘The role of independent academies is actually very important in the ecosystem because they are everywhere. They are the ones who scout these players, train them and develop them,’ he said.

Where clubs lack established youth teams, academies can shoulder much of the early work of scouting and player development. Their contribution may give them a basis to negotiate future financial benefits when a player progresses to professional football.

Adegbenro likened the relationship between smaller academies and larger professional clubs to ‘the big fish taking from the small fish’, pointing to the imbalance in bargaining power between organisations with different resources.

What FIFA’s solidarity mechanism means for Nigerian clubs

FIFA’s solidarity mechanism provides a separate route through which eligible training clubs can receive a share of qualifying international transfer compensation. Under the existing Regulations on the Status and Transfer of Players (RSTP), 5 percent of relevant transfer compensation is set aside for clubs involved in a player’s training and development, subject to the regulations’ conditions.

The allocation depends on the player’s registration history during the eligible training years, generally covering the calendar years of the player’s 12th to 23rd birthdays. It is not an automatic 5 per cent payment to every club that has featured a player, nor is the solidarity contribution a mandatory share for the player.

An NPFL club or private academy may qualify for a portion of the solidarity contribution if it meets the applicable requirements. The amount depends on the player’s registration history and the relevant rules, rather than simply the number of seasons the club fielded him.

A separate provision on player participation in transfer fees appears in FIFA’s revised RSTP, approved in 2026 and scheduled to take effect on 1 January 2027. Under Article 21bis, a mandatory 5 percent share of fixed transfer compensation is provided for certain players earning less than pound 150,000 in annual fixed remuneration in the context of permanent international transfers. The new provision is subject to its effective-date and transitional rules and should not be confused with the existing solidarity mechanism for training clubs.

This means that for Nigerian clubs seeking to improve their financial position, the priority is to strengthen youth-development structures, manage player contracts more effectively, maintain accurate registration records and bring greater commercial expertise into transfer negotiations.

The wider challenge for the domestic game is to ensure that clubs and academies investing in Nigerian talent can turn that investment into sustainable income when players secure opportunities abroad. Without stronger commercial structures, the NPFL risks continuing to develop players whose biggest financial rewards accrue elsewhere.

Sporting Lagos offers a different model

Kazeem cited Sporting Lagos as an example of a club seeking to combine competitive ambitions with investment in youth development.

He said the club’s focus on developing players illustrated the potential for Nigerian teams to build value through their own systems rather than relying heavily on recruitment from external academies.

For such a model to deliver lasting financial benefits, clubs need to document their role in a player’s development, secure appropriate contractual rights and negotiate clear terms governing future transfers.

The wider challenge is to persuade NPFL clubs to view youth development as a commercial investment as well as a sporting responsibility. Developing players can strengthen a squad, but it can also create assets that generate income through transfers when the contractual arrangements support that outcome.

Guinness Nigeria Plc has reported N40.69 billion in profit after tax in the nine months ended September 2026 and proposed an interim dividend of N7, BusinessDay analysis shows.

The brewer’s unaudited financial statements filed with the Nigerian Exchange Group show that profit after tax rose 53.1 percent to N40.69 billion in the nine months to September 2026, from N26.59 billion in the corresponding period of 2025.

The company declared an interim dividend of N7.00 per share, totaling about N15.33 billion, on October 21, 2026.

The dividend is payable to shareholders whose names appear on the register as of October 30, with electronic payments scheduled for November 13.

The proposed payout reflects Guinness Nigeria’s return to stronger profitability after a period when elevated financing costs and foreign exchange pressures weighed on earnings across the manufacturing sector.

Revenue rose 20.4 percent to N403.33 billion from N335.07 billion a year earlier, reflecting improved sales performance during the period. However, the cost of sales increased 20.3 percent to N251.95 billion from N209.35 billion, leaving gross profit up 20.4 percent at N151.38 billion.

The company’s operating profit increased 23.4 percent to N64.98 billion from N52.64 billion, supported by higher gross profit despite rising administrative, marketing, and distribution expenses.

Marketing and distribution expenses increased 18.4 percent to N62.91 billion from N53.15 billion, while administrative expenses rose 19.4 percent to N24.12 billion from N20.21 billion.

The increase in operating expenses underscores the cost pressures facing consumer goods manufacturers, even as higher sales and improved operating performance supported earnings growth.

A significant improvement came from financing costs. Finance expenses fell 61.9 percent to N5.83 billion in the nine months to September 2026 from N15.30 billion in the corresponding period of 2025.

Finance income, however, increased slightly to N2.51 billion from N2.35 billion.

The combination of stronger operating earnings and lower finance expenses helped lift profit before tax by 55.3 percent to N61.65 billion from N39.69 billion.

Earnings per share increased to 1,858 kobo from 1,214 kobo, according to the company’s results.

Guinness Nigeria’s performance also strengthened its balance sheet. Total assets rose to N271.51 billion at September 30, 2026, from N245.18 billion at the end of December 2025, while shareholders’ equity increased to N64.30 billion from N43.32 billion.

Retained earnings moved into positive territory at N15.76 billion, compared with a deficit of N5.22 billion at the end of 2025, reflecting the company’s improved profitability after accounting for dividends declared during the period.

However, cash and cash equivalents declined to N1.40 billion from N6.97 billion at the end of December 2025. The company also reported a bank overdraft of N2.80 billion, up from N523.54 million.

Inventories increased to N65.65 billion from N45.82 billion, while trade and other receivables rose to N42.26 billion from N38.35 billion.

The company generated N51.56 billion in cash from operating activities during the nine months, down from N62.00 billion a year earlier. Capital expenditure on property, plant, and equipment and intangible assets amounted to N28.16 billion.

During the nine months, the company declared dividends of N19.71 billion and paid N19.27 billion, compared with N972.41 million in the corresponding period of 2025

Commenting on the results, Fabian Ajogwu, SAN, Chairman of the Board, said, ‘These results reflect the progress Guinness Nigeria is making in strengthening its financial performance and building a more resilient business.

‘The continued growth in revenue and profitability, alongside our disciplined approach to financial management, provides a solid foundation for the next phase of our journey. Our commitment remains to provide strong governance, support sustainable business growth, and deliver enduring value to our shareholders.’

Girish Sharma, managing director and chief executive officer of Guinness Nigeria Plc, added: ‘Our nine-month performance reflects the progress we are making in strengthening the business and improving profitability.

‘Revenue growth, higher operating earnings, and a significant reduction in finance costs have contributed to a stronger bottom line. While the operating environment remains dynamic, we remain focused on disciplined execution, operational efficiency, and delivering sustainable value for our consumers, customers, and shareholders.’

Kano State Governor Abba Kabir Yusuf has called on the Federal Government to expand investment in road infrastructure across the state, advocating concrete pavements for suitable projects to withstand heavy traffic and reduce frequent repairs.

Governor Yusuf made the appeal while representing President Bola Tinubu at the commissioning of Section III of the Abuja-Kaduna-Zaria-Kano Expressway, as he also commissioned the Nasarawa Hospital Road and Racecourse Road projects in Kano metropolis.

The governor said additional federal road projects, alongside improvements to the state’s urban road network, were necessary to ease transportation difficulties, improve connectivity and support Kano’s commercial activities.

He advocated greater consideration of concrete pavement technology for appropriate road projects, noting the need for durable infrastructure capable of delivering long-term value.

According to him, Kano’s position as a major commercial hub requires efficient road networks to facilitate the movement of goods and passengers within the state and to neighbouring areas.

Yusuf also emphasised the need to develop major bypasses and other strategic roads to ease congestion and reduce pressure on heavily used routes.

The governor said improved road infrastructure would strengthen economic activities by making transportation easier for traders, businesses, commuters and other road users.

The commissioning of the Nasarawa Hospital Road and Racecourse Road projects is part of the Kano State Government’s efforts to improve urban infrastructure and accessibility within the state capital.

The projects are expected to ease movement for residents and motorists, improve access to important locations and support commercial activities along the affected routes.

Yusuf called for sustained cooperation between the Federal Government and Kano State to ensure that critical road projects receive adequate attention.

Concrete roads can offer durability under heavy traffic when properly designed and constructed, although their performance depends on construction standards, drainage and maintenance.

The governor said continued investment in strategic highways and urban roads would improve connectivity and support economic development across Kano State.

MTN Nigeria has launched Y’ello Y’Fi, an enterprise Wi-Fi and analytics solution designed to help small and medium-sized enterprises (SMEs) track customer behaviour, improve engagement, and manage network usage.

The platform combines internet connectivity with customer analytics, branded Wi-Fi login pages, promotional campaign tools, and network management features, enabling businesses to gather customer insights and use them to inform marketing decisions.

According to MTN Nigeria in a statement, Y’ello Y’Fi allows businesses to capture customer information through customised login pages, manage connected devices, run promotions, and personalise Wi-Fi landing pages to reflect their brands.

The solution also provides real-time insights into customer usage patterns and preferences, which businesses can use to refine marketing strategies and improve customer relationships.

Lynda Saint-Nwafor, chief enterprise business officer at MTN Nigeria, said businesses need digital tools beyond connectivity to compete and grow.

‘Small businesses need more than connectivity to compete and grow. They need tools that help them understand their customers, improve engagement, and make smarter decisions,’ she said.

The platform also offers device, user, and bandwidth management capabilities, allowing businesses to separate employee and guest access, monitor network traffic, and improve security.

Y’ello Y’Fi is available on MTN’s 5G Tozed X25 and X100 broadband routers. Existing customers can add the analytics solution to their current service, while new subscribers can purchase packages comprising a compatible router, dedicated data, and access to the platform.

MTN did not disclose subscription prices, expected customer numbers, or revenue projections for the service.

The launch expands the telecommunications operator’s enterprise digital services as businesses increasingly adopt technology to manage operations and engage customers.

For SMEs, the platform could provide additional information for marketing and service delivery. However, its commercial impact will depend on adoption, affordability, and businesses’ ability to translate customer insights into measurable results.

MTN said the solution forms part of its commitment to providing digital tools that support SME growth, operational efficiency, and customer engagement.

Every so often, a flyer appears on social media appealing for help for someone with kidney failure. There is a photograph, a short account of the patient’s suffering, a bank account number and a plea for money. We share it, donate what we can and pray. Then another flyer appears. And another.

The flyers raise a question we rarely ask: why do so many families end up pleading with strangers to keep a loved one alive, and what could we have done before they reached that point?

As a doctor, I have seen very young people with end-stage kidney disease. They should be looking forward to years of productive living. Instead, they face lifelong medication and regular dialysis. What I see in my practice is not national data, but it has convinced me that awareness is our most underused tool.

A disease that hides

Chronic kidney disease (CKD) is the gradual loss of the kidneys’ ability to filter waste and excess fluid from the blood. These two bean-shaped organs also help control blood pressure and balance the body’s salts. When they fail, the effects reach the whole body. According to estimates, about 25 million Nigerians may be living with CKD, with the burden greatly impacting young and middle-aged adults.

Its most dangerous feature is silence. A person can feel well while damage builds. By the time swollen feet or face, persistent tiredness, foamy urine or changes in urination appear, much of the kidneys’ function may already be lost. Yet the absence of symptoms does not mean the kidneys are healthy, which is why so many patients reach hospital late.

Nor is CKD only a disease of old age. Young adults, teenagers and even children can develop it.

What speeds up kidney damage?

Some causes are inherited or unavoidable. But many of the factors that accelerate damage are common, and some are within our control.

High blood pressure. Persistently high pressure damages the tiny blood vessels in the kidneys, and kidney disease in turn raises blood pressure, creating a vicious cycle. Many Nigerians, including young adults, have hypertension and do not know it.

Diabetes. Excess sugar in the blood injures the kidneys’ delicate filters over time. The longer it stays poorly controlled, the greater the risk.

Painkillers and other medicines. Prolonged or frequent use of some over-the-counter painkillers, especially without medical supervision, can harm the kidneys.

Unregulated herbal preparations. Concoctions of unknown ingredients and dosage may be toxic to the kidneys. ‘Natural’ does not mean ‘safe.’

Late diagnosis and untreated conditions. Ignoring early warning signs, or stopping blood pressure and diabetes drugs because ‘I feel fine,’ lets damage progress unchecked.

Family history. A close relative with kidney disease raises your risk.

Still, it would be wrong to blame every case on lifestyle or misuse. Some people develop CKD despite sensible precautions. The aim is not to assign blame but to reduce risk wherever we can.

When prevention fails

CKD does not always progress to kidney failure, and early care can slow it in many patients. But when it does progress, the costs can overwhelm a family. Dialysis, which does the kidneys’ filtering work, is rarely a one-off expense. Most patients need several sessions every week, indefinitely, unless they receive a transplant. Media reports put the cost at tens of thousands of naira per session, before medicines, laboratory tests and transport. Public hospitals may charge less, but not all have dialysis units, and those that do can be distant or overstretched. A transplant is costlier still and requires lifelong medication.

So, families sell property, drain savings and borrow, and caregivers leave jobs to nurse a relative. The flyer is where this private struggle becomes public.

What can we do?

Get checked. Everyone should have their blood pressure measured regularly. Anyone with hypertension, diabetes or a family history of kidney disease should ask a health professional about simple blood and urine tests, which can reveal damage before symptoms do. Not everyone needs frequent kidney tests, but people at risk should not wait for symptoms.

Treat existing conditions properly. Take prescribed medication consistently, even when you feel well. Some blood pressure and diabetes drugs actually protect the kidneys.

Be careful what you swallow. Avoid self-medicating with painkillers, and speak to a doctor or pharmacist before using herbal remedies.

Live healthier. Eat less salt, keep a healthy weight, stay active, avoid tobacco and limit alcohol.

But individual effort is not enough. A health system must support it: public awareness campaigns, screening and continuous care for hypertension and diabetes at primary health centres, and better national data on kidney disease. Where prevention comes too late, patients need financial protection. The government has announced subsidised dialysis at some federal hospitals. The question is whether it is reaching patients in practice, and whether it is enough. Prevention and protection are complementary responsibilities, not competing ones.

The next time a flyer appears on our phones, let us respond with compassion. But let us also ask a different question: what can I do today to protect my own kidneys and those of the people I love? Check your blood pressure. Share this message as readily as you share a flyer.

The Civil Defence, Correctional, Fire and Immigration Services Board (CDCFIB) will reopen its recruitment portal from October 28 to November 13, 2026, to allow candidates who have progressed to the oral interview stage to confirm their recruitment status and obtain codes for mandatory drug screening.

The Board said the exercise continues the ongoing recruitment process and not a fresh recruitment exercise, warning eligible candidates to follow the official procedures and avoid individuals demanding money to facilitate their screening or appointments.

Abdulmalik Jibril, Secretary to the Board, disclosed this during its second meeting for the year, explaining that the reopening would allow candidates who had completed the medical examination, oral interview and other required stages to access information on their recruitment status and obtain the necessary codes for drug testing.

According to Jibril, candidates who have reached the oral interview stage are expected to log on to the official CDCFIB recruitment portal within the stipulated period to confirm their status and obtain the codes required to undergo the mandatory screening.

He explained that the drug test forms part of the final stages of the recruitment exercise, with successful candidates required to complete the screening before collecting their appointment letters.

The exercise is part of the Federal Government’s plan to recruit 30,000 personnel into the country’s four paramilitary services as the first phase of a target to recruit 120,000 personnel.

The four agencies recruiting are the Nigeria Security and Civil Defence Corps (NSCDC), Nigerian Correctional Service, Nigeria Immigration Service (NIS) and Federal Fire Service (FFS).

Jibril said candidates who qualify for the drug screening must visit the National Drug Law Enforcement Agency (NDLEA) office in their respective states to undergo the test after obtaining their screening codes through the recruitment portal.

He emphasised that the screening would be conducted free of charge, as the Federal Government would bear the cost of the exercise.

Under the arrangement, eligible candidates are expected to log on to the recruitment portal during the designated period, obtain their screening codes, report to the appropriate NDLEA offices and provide the required samples for testing.

The Board secretary warned that no candidate should be asked to pay for the drug test, stressing that the screening is a government-funded requirement and not an opportunity for individuals to demand payments from applicants.

He advised candidates who encounter demands for money during the process to report such incidents to the nearest security agency.

Jibril further disclosed that the drug test results would be made available immediately, enabling candidates who satisfy the screening requirements to proceed with the remaining stages of the recruitment process.

He said candidates who complete the drug screening would travel to Abuja to collect their appointment letters, subject to meeting all other recruitment requirements.

The Board secretary stressed that evidence confirming candidates are free from illegal drug use would be a mandatory condition for the appointment letters.

He said the requirement was in line with the Federal Government’s directive that prospective employees must provide evidence that they are free from illegal drug use before their appointments can be finalised.

Candidates were also advised to follow the screening procedures and ensure they obtain their codes through the official portal before visiting the designated NDLEA offices.

The Board reiterated that applicants should not engage intermediaries or pay touts claiming to facilitate recruitment, drug testing or the collection of appointment letters.

Barclays, the British banking group, has made plans to cut about 5,000 jobs by the end of 2026 as it expands its use of artificial intelligence (AI) and technology to streamline operations and reduce costs.

The planned reduction represents approximately five percent of the bank’s global workforce, which stood at around 93,000 employees at the end of 2025. About 1,000 positions have already been eliminated, with a further 4,000 expected to go by the end of the year, according to the bank.

The cuts form part of a broader cost-reduction programme focused largely on Barclays’ UK retail banking operations, although its investment banking business will also be affected.

Some back-office functions supporting its UK operations are based in India, where a significant proportion of the job losses is expected to occur.

Barclays said about 60 percent of the planned reductions would affect support functions, including technology roles such as software developers, as AI increases employee productivity.

The development highlights how financial institutions are using automation and AI to improve operational efficiency, while raising questions about the technology’s implications for employment across the banking industry.

AI investment shapes workforce strategy

C.S. Venkatakrishnan, Barclays’ chief executive officer said the efficiency gains reflected years of investment in technology, infrastructure modernisation and simpler business processes.

He described AI as an important component of the bank’s strategy but cautioned against treating it as the sole driver of the restructuring.

The bank has been implementing a three-year programme to improve performance, simplify its operations and strengthen its technology infrastructure.

Venkatakrishnan said the bank intended to deploy AI at scale, adding that modern infrastructure was necessary to realise the technology’s full benefits.

The comments suggest that the job reductions are linked to a broader transformation programme involving technology upgrades, organisational restructuring and automation, rather than AI adoption alone.

Barclays expects its efficiency measures to generate more than £1.1 billion in additional savings in 2027.

Profit rises as bank reduces costs

The announcement came as Barclays reported a pre-tax profit of approximately £2.3 billion for the third quarter of 2026, up from about £2.1 billion in the corresponding period of 2025.

However, the bank’s quarterly income fell short of analysts’ expectations, despite stronger performance in some business segments.

Barclays also announced a further £500 million in shareholder distributions, taking the total returned to investors through dividends and share buybacks since January to approximately £2.8 billion.

The combination of workforce reductions, technology investment and shareholder payouts shows the bank’s focus on improving returns while managing its cost base.

Banking industry faces AI-driven restructuring

Barclays’ plans reflect a wider debate across the financial services industry about how AI could change staffing requirements, particularly in administrative, operational and technical functions.

Standard Chartered has also outlined plans to reduce its workforce by more than 7,000 positions over four years as it expands its use of AI and restructures its operations.

For banks, automation offers opportunities to process information faster, improve productivity and reduce the cost of routine work. However, the extent to which these benefits will translate into permanent job losses remains an important question.

In Barclays’ case, executives have linked the cuts to technology-led efficiency improvements, but have not attributed every planned job reduction directly to AI.

The bank’s restructuring illustrates both the growing role of AI in corporate cost management and the difficulty of separating the technology’s effects from wider organisational changes.

As financial institutions continue investing in AI, employees in support functions and technology teams may face increasing pressure to adapt to changing responsibilities and new operating models.

The federal government has begun reorienting Nigeria’s education system toward skills in artificial intelligence (AI), cybersecurity, cloud computing, networking and data analytics, in a bid to produce graduates who can fit into a fast-changing labour market.

Tunji Alausa, minister of education, said the reforms are designed to narrow the gap between what is taught in classrooms and what employers need, and to equip young Nigerians for jobs, innovation and entrepreneurship.

The minister disclosed this on Wednesday while delivering the keynote address at the Cisco Networking Academy Instructor Safari Conference for English West and Central Africa, themed ‘Navigating the Future of Skills Development for the Nigerian Economy.’

The remarks were contained in a statement signed by Ikharo Attah, the minister’s special adviser on media and communications.

‘The government is shifting the focus of education from mainly academic learning to preparing learners for productive employment and business creation, as digital technology reshapes how people learn, work, communicate and create value,’ Alausa said.

He named software development, networking, cybersecurity, data analytics, cloud computing and AI as the core digital competencies Nigerian youths need, but stressed that technical expertise must be backed by critical thinking, communication, teamwork and problem-solving.

The minister said digital training institutions should be judged less by examination results than by whether their learners can build practical solutions, develop useful products, improve services and set up sustainable businesses.

To tighten the link between education and jobs, he called for stronger collaboration among schools, industry players and employers. He urged training providers to build practical projects, mentorship, internships and recognised certifications into their programmes, adding that portfolios showing learners’ real achievements would improve their chances in the job market, entrepreneurship and further study.

Alausa disclosed that digital technology is being introduced into school curricula from the primary level to lay the groundwork for advanced skills later.

He said the ministry’s reform agenda rests on six priority areas: Science, Technology, Engineering, Mathematics and Medical Sciences (STEMM); Technical and Vocational Education and Training (TVET); reducing the number of out-of-school children; girl-child education; data and digitalisation; and quality assurance. Digital skills, he added, cut across all six, supporting scientific learning, practical instruction and evidence-based planning.

The minister also called for fair access to affordable internet, digital devices and learning resources, particularly for girls, persons with disabilities, rural learners and students facing financial constraints.

Kashifu Abdullahi, director-general of the National Information Technology Development Agency (NITDA), in a related address, urged instructors to prioritise critical thinking, complex problem-solving and lifelong learning over exam success alone.

Abdullahi, himself an alumnus of the Cisco Networking Academy, said digital skills can transform career prospects and prepare Nigerians for evolving workplace demands. He also pointed to ongoing collaboration between NITDA and the ministry to embed digital literacy in school curricula and tertiary education.

Alausa assured that the ministry would sustain the reforms, deepen partnerships with industry, and widen access to quality digital skills training under President Bola Tinubu’s Renewed Hope Agenda.

In a swift precautionary measure to shield its borders from cross-border viral transmission, the Ghanaian government has escalated public health surveillance and passenger screening protocols across all international gateways nationwide.

The heightened biosecurity measures follow recently confirmed cases of Ebola Virus Disease (EVD) in Nigeria’s Federal Capital Territory (FCT) and a growing outbreak cluster in Kenya, raising regional concerns over air travel safety across West and East Africa.

Ghana’s Minister of Health, Kwabena Akandoh, confirmed the development in an official statement, emphasizing that the aggressive airport screening push is designed to prevent the importation of the pathogen, enable early case identification, and ensure rapid clinical containment.

The regional health alert intensified after Kenyan health authorities reported an index case of the rare Bundibugyo Ebola strain imported from the Democratic Republic of the Congo (DRC) earlier this month.

The outbreak in Kenya subsequently expanded to seven confirmed cases, including three healthcare personnel involved in the initial patient’s treatment.

The risk profile for West Africa escalated further when Nigerian health authorities confirmed an Ebola case in Abuja, triggering joint aviation and health surveillance interventions across Nigeria’s air corridors, including the placement of 46 high-risk contacts on a 21-day flight restriction list.

Minister Akandoh noted that while Ghana has recorded no cases of the virus, its high volume of direct air traffic with both regional hubs makes enhanced vigilance mandatory.

‘The situation in Kenya poses a significant risk to Ghana due to direct flights between the two countries and higher passenger volumes than in the DRC,’ Akandoh explained. ‘In addition, the confirmed case in Nigeria has compounded this risk because of frequent travel between the two countries. This has necessitated strengthening existing surveillance and screening measures, especially at the airport.’

To operationalize the defense strategy, the Ghanaian Ministry of Health has partnered with the Ghana Airports Company Limited, the Ghana Civil Aviation Authority, and emergency management stakeholders to streamline point-of-entry protocols.

As part of the readiness drive, multi-agency simulation drills were conducted at Kotoka International Airport in Accra and the Ghana Infectious Disease Centre to test rapid isolation and clinical referral pathways.

Furthermore, health authorities have instituted post-arrival tracking for passengers originating from high-risk corridors, updated laboratory testing protocols, and retrained frontline clinical workers across healthcare facilities on rapid symptom identification.