Category: Business Day

Persons living with disabilities and elderly voters participated in the Osun State governorship election at Atile AUD Polling Unit in Ikire, Irewole Local Government Area, as voting got underway on Saturday.

Akano Tope, the Head of Persons with Disabilities in Irewole Local Government, said the participation of persons with disabilities demonstrated that the electoral process was accommodating different categories of voters.

‘Voting represents us well. All people with disabilities have cast their votes, and the elderly are being considered next,’ Akano said.

At Atile AUD Polling Unit, Polling Code 003, Registration Area 09, elderly voters were provided with seats while waiting to participate in the electoral process. As of 8:55 a.m., several elderly voters were seated within the polling area, while other voters queued for accreditation and voting.

However, heated arguments broke out between some party agents and security personnel over access to the polling booths.

The disagreement reportedly followed attempts by some agents to move closer to the voting area, which security operatives resisted to enforce restrictions around the booths.

Despite the disagreement, voting continued at the polling unit, with voters taking their turns to complete the accreditation and voting process while security personnel remained on ground to maintain order.

The All Progressives Congress (APC) deputy governorship candidate in the ongoing Osun State governorship election, Kayode Adereti, has described the voter turnout as impressive, while commending the security arrangements and smooth operation of the Bimodal Voter Accreditation System (BVAS).

Adereti, who spoke after voting at Ward 11, Unit 3, Ilare in Ife Central.

According to him, the electoral process has been peaceful, with voters turning out in large numbers to exercise their civic responsibility.

He also expressed satisfaction with the performance of the BVAS machines, saying the accreditation process was progressing smoothly and that voters appeared satisfied with the conduct of the election.

‘The turnout is impressive and the security is perfect. The BVAS is working well, and everyone is happy here,’ Adereti said.

The APC deputy governorship candidate urged eligible voters who were yet to cast their ballots to come out and participate in the election, stressing that the future of the state depended on the active participation of its citizens.

‘I urge the people of Osun State to come out and vote. We are ready, and the people are ready to make Osun a better place,’ he said.

Adereti further appealed to voters to remain peaceful and orderly throughout the electoral process, urging political parties and their supporters to respect the rules and allow the people to freely choose their next governor.

The election is being conducted across the 30 local government areas of the state amid heightened security and keen political interest.

The APC candidate’s assessment comes against the backdrop of pre-election concerns over possible violence, intimidation and disruption, with stakeholders calling on voters and political actors to maintain peace as voting and the subsequent collation of results continue.

Ademola Adeleke, Osun State Governor and Accord Party candidate, has cast his ballot as voting gets underway in the 2026 governorship election across the state.

Adeleke voted at his polling unit in Ede North Local Government Area, where he exercised his franchise alongside other eligible voters. His participation came as voters turned out across the state to elect the governor who will lead Osun for the next four years.

The election is being conducted by the Independent National Electoral Commission (INEC) across the state’s 30 local government areas.

Reports from several polling units indicate that voters and electoral officials arrived early, with accreditation and voting commencing in different locations.

Adeleke, who is seeking re-election, is contesting under the Accord Party against several candidates, including the All Progressives Congress (APC) candidate, Bola Oyebamiji, and the African Democratic Congress (ADC) candidate, Najeem Salaam.

The contest has been widely described as a keenly fought race.

The governor’s voting marks an important moment in a closely watched election, with attention focused on voter turnout, the conduct of polling officials and the overall credibility of the process.

Earlier, President Bola Tinubu urged INEC and security agencies to ensure that the election is peaceful, transparent and credible.

Security personnel have also been deployed across the state as authorities seek to prevent disruptions during the exercise.

The outcome of the election is expected to have significance beyond Osun, as the poll is being closely watched ahead of Nigeria’s 2027 general elections.

Voting continues across Osun State as voters await the results from the various polling units.

West Africa is no longer in a phase of energy potential. We are in a phase of energy system construction. For decades, the conversation about West Africa’s energy future has centred on what the region possesses: oil and gas reserves, significant renewable energy potential, growing electricity demand, a young and rapidly urbanising population, and strategic access to international markets. But resources alone do not create prosperity.

The question before us now is whether West Africa can build the market architecture capable of converting those resources into sustained economic value, deeper regional trade, greater investment and, most importantly, better lives for our people. And I want to suggest a clear answer: We can – but only if we think in systems, not projects. Individual refineries matter. Pipelines matter. Power plants matter.

Transmission lines matter. Storage facilities matter. But their true economic value emerges when they become components of an integrated market. That is the opportunity before us.

THE US$3 TRILLION MARKET OPPORTUNITY

I propose a simple but ambitious framing: By 2035, West Africa should aim to generate at least US$3 trillion in cumulative energy market transaction value. Not as a fundraising target. Not as a valuation exercise. But as a measure of market depth, liquidity, integration and economic activity.

A large energy market is not defined merely by the amount of oil, gas or electricity it produces. It is defined by how efficiently energy can move from where it is produced to where it is needed; how easily buyers and sellers can transact; how reliably infrastructure can be accessed; how effectively capital can be mobilised; and how confidently investors can operate across borders.

Today, we can already see the imbalance. Regional refined-product demand has grown from approximately 370,000 barrels per day in 2000 to nearly one million barrels per day today. Yet only a handful of countries have meaningful refining capacity.

Similarly, only a relatively small proportion of electricity is traded across borders despite thousands of kilometres of interconnection infrastructure and the existence of regional power-market institutions. Put together, these realities tell one story: The physical system is ahead of the commercial system.

We have infrastructure corridors, but insufficiently integrated markets. We have energy resources, but fragmented systems for monetising them. We have demand, but not enough mechanisms for efficiently matching supply with that demand across borders. That is the gap we must close. And closing it could unlock an entirely different economic trajectory for West Africa.

THE MARKET ARCHITECTURE: HUBS, NODES AND SPOKES

We should stop thinking of West Africa as a collection of fragmented national energy systems. We should begin thinking of it as a single integrated energy market with distributed infrastructure.

I propose a Hub-Node-Spoke model. Lagos can serve as an Atlantic liquidity and refining hub. Abidjan can function as a western commercial and logistics hub. Ghana can provide an important central balancing and storage node. Senegal can serve as a north-western gateway node.

From these anchors, we build spokes into the wider region – connecting producers, refineries, storage facilities, power markets, industrial centres, ports and consumers. This is not theoretical.

It reflects existing trade flows, infrastructure corridors, population centres and emerging refining and power assets. The Abidjan-Lagos corridor alone provides a natural backbone for deeper integration across some of the region’s most economically significant markets.

Our task is to convert geography into a functioning market system. That means making it easier for energy to cross borders, easier for capital to follow energy, easier for businesses to operate across jurisdictions, and easier for consumers and industries to access reliable and competitively priced energy. The objective is not to eliminate national energy systems; it is to make them interoperable.

REGULATORY INTEGRATION: THE WARF PASSPORT

No market of this scale can function effectively with fragmented regulation. But harmonisation does not mean uniformity; it means interoperability. I therefore propose a WARF Regulatory Passport System.

Under such a framework, if a company, trader or infrastructure operator is licensed and compliant in one WARF jurisdiction, that certification should be progressively recognised across participating jurisdictions, subject to agreed standards and safeguards.

This would be supported by common product specifications, shared data standards, model energy contracts, transparent infrastructure-access rules and a regional dispute-resolution framework.

The principle is simple: Regulate nationally. Transact regionally. This approach would reduce duplication, shorten transaction times, improve regulatory certainty and lower the cost of doing business across borders. It would also send an important signal to international investors. A fragmented regulatory environment increases risk. An interoperable regulatory environment creates scale. And scale is precisely what West Africa needs if it is to compete successfully for global energy capital.

SETTLEMENT, CAPITAL AND THE US$3 BILLION FACILITY

Physical integration, however, is not enough. We must also solve the question of how value moves. Energy markets depend on payments, credit, liquidity, guarantees, trade finance and risk management. If an energy transaction can cross a border in hours but the associated payment takes days, requires multiple intermediaries and exposes participants to unnecessary currency and settlement risks, then the market remains inefficient. West Africa already has important foundations.

ECOWAS is advancing monetary convergence towards the ECO, the region’s proposed single currency. The Pan-African Payment and Settlement System, PAPSS, is providing an important continental payment and settlement rail. So we should not reinvent the system.We should connect to what already exists. I propose a West African energy market liquidity and infrastructure facility of approximately US$3 billion equivalent, structured initially with a Naira anchor but designed from inception to be PAPSS-settled, multi-currency in operation and compatible with an eventual ECO transition.

The purpose is not currency dominance; it is transaction efficiency. Buyers, sellers, traders, utilities and infrastructure developers across West Africa should not have to route energy payments unnecessarily through external financial centres or face avoidable friction simply to participate in regional trade. We should build a system in which African energy trades can increasingly be cleared in Africa, settled in Africa and scaled in Africa. This facility could also help to address one of the region’s most persistent challenges: the shortage of affordable, appropriately structured capital for energy infrastructure and cross-border trade. If we want regional energy integration, we need regional financial architecture capable of supporting it.

This was the principal reason we supported the African Petroleum Producers Organization in the creation of the Africa Energy Bank (AEB) through the development of the Establishment Agreement the Charter and the Headquarters as well as fund raising initiatives across its Member States in 2022.

Thus, when the Federal Republic of Nigeria mandated us -RHG Advisory- to lead manage the AEB Headquarters bidding process, we put our finest team and best foot forward to prepare the winning bid. Happily Abuja ,Nigeria won the competitive bid to host the headquarters of the $5Billion Bank by a wide margin ahead of Algeria, Ghana, Benin, South Africa and Ivory Coast who fought very fairly for the hosting right and privilege.

TALENT: WASF AND ATEM AS MARKET INFRASTRUCTURE

Markets do not run on infrastructure alone; they run on people. We must therefore treat WASF and ATEM not simply as training programmes, but as market infrastructure. West Africa needs a new generation of regulators, commodity traders, energy financiers, benchmark specialists, infrastructure engineers, market operators, data scientists and risk analysts who understand the region’s energy systems and can operate confidently within an integrated market.

Training cannot happen at the margins of market development; it must happen alongside it. We need professionals who understand not only how to build a refinery, pipeline, power plant or transmission line, but also how to structure the commercial agreements that make those assets bankable. We need people who understand pricing, hedging, risk allocation, settlement, infrastructure access, data and regional regulation. And they must be trained inside the system they are building – not outside it. This is how we ensure that the market is not only built in Africa, but run by Africa.

ENERGY POVERTY: THE REAL PERFORMANCE METRIC

But there is an even more important test. A US$3 trillion energy market that does not reduce energy poverty is not a success. It is imbalance. Our ambition must therefore be measured not only in transaction value, barrels, megawatts or investment dollars, but in the outcomes experienced by households and businesses.

We should measure access, affordability, reliability, clean cooking, and productive energy use. Because energy is not simply a commodity. It is the foundation of industrialisation. It powers agriculture. It enables SMEs to grow. It supports digital economies. It improves healthcare and education. And it determines, in very practical ways, the quality of life available to millions of African households.

Every pipeline, refinery, interconnector, power plant or storage facility must therefore answer one fundamental question: Does it increase productive energy access for people and businesses? If the answer is no, then we should question whether we are creating development or merely creating infrastructure. The ultimate purpose of an integrated energy market is not the market itself; it is the economic transformation that the market makes possible.

BUILD WHILE WE HARMONISE

Let me close with what I believe is the most important principle. We do not have the luxury of sequential reform. We cannot wait for every regulation to be perfect before building infrastructure.

We cannot wait for every infrastructure project to be completed before developing the market. And we cannot wait for the market to mature before investing in the people who will operate it. We must design while building, finance while regulating, train while trading, and integrate while expanding. The world will not wait for West Africa to resolve every internal coordination challenge.

The global energy system is already moving. Capital is already shifting. Supply chains are already being restructured. New refining capacity is changing regional trade patterns. Renewable technologies are changing the economics of electricity. Gas markets are evolving. And competition for energy investment is intensifying. So the question is not whether West Africa will eventually integrate; the question is whether we will integrate fast enough to shape our own market outcomes.

A MARKET THAT BELONGS TO THE REGION

Distinguished colleagues, we are not here to manage fragmentation; we are here to end it. We are not here to optimise small systems operating in isolation; we are here to build a large one.

A West African energy market with liquidity. With common standards. With interoperable regulation. With efficient settlement. With world-class infrastructure. With skilled African professionals.

And with the ambition to reach US$3 trillion in cumulative transaction value by 2035.This is not simply an energy-sector ambition; it is an economic-development ambition. A deeper energy market can support manufacturing. It can strengthen agriculture. It can expand trade. It can create new financial markets. It can improve the competitiveness of African businesses. And it can give West Africa a stronger voice in the global energy system.

The opportunity is clear. The resources are available. The infrastructure is emerging. The payment systems are developing. The institutions are forming. The talent can be built. What remains is execution. And execution requires a different mindset. We must move from projects to systems. From national silos to regional markets.

From resources to value chains. From infrastructure to infrastructure-plus-commerce. And from fragmented opportunity to integrated scale. If we do this, West Africa will not simply become a larger consumer of energy; it can become one of the world’s most important integrated energy markets – a market capable of mobilising capital, supporting industrialisation, creating jobs, reducing energy poverty and retaining a greater share of the value generated by its own resources.

That is the opportunity before us. And that is the responsibility of our generation. Let us build the market. Let us build the institutions. Let us build the infrastructure. Let us build the talent. And, above all, let us build a West African energy system that converts the region’s extraordinary resources into extraordinary opportunity for its people.

The time for potential is over. The time for construction is now.

Liverpool’s owners, Fenway Sports Group (FSG), have completed the sale of a 30 percent stake in the Premier League champions to a consortium featuring Amazon founder Jeff Bezos, Facebook co-founder Eduardo Saverin and British-Indian businessman Amit Bhatia.

The deal, reportedly worth about £1.65 billion, values Liverpool at approximately £5.5 billion and represents one of the biggest minority investments in English football.

FSG confirmed it had reached a ‘definitive agreement’ with 1892 Holdings for the strategic minority investment.

Bhatia, who led negotiations with FSG, will become Liverpool’s vice-chairman and join an expanded board, subject to regulatory approval.

Bezos-backed investment

The consortium is led by Bhatia, son-in-law of Indian steel billionaire Lakshmi Mittal and former co-owner of Queens Park Rangers.

Its financial backing includes the Mittal Family Trust; K5 Sports, where Bezos is the lead investor; and EE Capital, the family office of Elaine and Eduardo Saverin.

Bezos, one of the world’s wealthiest individuals, has an estimated fortune of about $272 billion, according to Forbes. The Liverpool investment is his first major move into football club ownership.

The Amazon founder has previously explored potential investments in NFL franchises, including the Washington Commanders and Seattle Seahawks, but did not complete either deal.

Saverin, meanwhile, is estimated to be worth about $33 billion.

Despite the high-profile investors, FSG will retain majority ownership and operational control of Liverpool.

No immediate change to Liverpool operations

The investment remains subject to regulatory approval, with the process potentially taking up to 90 days.

The transaction will not affect Liverpool’s transfer budget or recruitment strategy, while there will be no immediate changes to the club’s day-to-day management.

FSG President Mike Gordon said the consortium shared the ownership group’s long-term vision for Liverpool.

‘Liverpool has always been built by thinking beyond one season and making decisions with the club’s long-term interests in mind,’ Gordon said.

‘That approach continues to attract interest from respected investors and business leaders around the world.’

He added that Bhatia and the consortium demonstrated an appreciation for Liverpool’s identity and ambitions.

Potential route to majority ownership

The investment could eventually lead to a larger ownership change.

According to reports, 1892 Holdings has an option to become Liverpool’s majority shareholder within the next 12 months at a valuation of around $8 billion.

For now, however, FSG remains firmly in control of the club after completing the minority transaction.

The consortium said its investment would support Liverpool’s long-term ambitions by bringing together expertise from global business, technology and investment.

Liverpool’s growing global value

The deal underlines the soaring financial value of elite football clubs, with Liverpool increasingly positioned among the world’s most valuable sporting properties.

Liverpool have won 20 English league titles, most recently in 2025, and remain one of the most commercially powerful clubs in global football.

The club was valued at approximately $6 billion in CNBC’s 2026 global soccer team valuations, ranking among the world’s most valuable football teams.

Bezos’ involvement adds another layer to Liverpool’s growing appeal to global investors, as technology billionaires and institutional investors increasingly view elite football clubs as long-term sports and entertainment assets.

President Bola Tinubu has urged Nigerians in the diaspora to channel capital into critical sectors and organise professionally governed investment clubs, sector funds, co-investment vehicles and venture networks, beyond sending money back home.

He gave this charge while declaring open the three-day Nigeria Diaspora Economic Conference (NIDEC) 2026, currently being held at the Apollo Convention Centre in Toronto, Canada.

The first-ever conference of its kind has the theme: ‘Thrive Abroad, Invest in Nigeria,’ organised by Hon. Abike Dabiri-Erewa, chairman/ CEO, Nigerians in Diaspora Commission (NiDCOM), with her team. The conference aims to deepen engagement with the Nigerian diaspora by harnessing the expertise of the community for national development and accelerated growth.

The conference was in collaboration with major national and international stakeholders, investors, business moguls, Nigeria diaspora, and government officials to strategise on strengthening economic ties between Nigeria and its diaspora, hoping for more investment opportunities.

Tinubu was represented by Hon. Femi Gbajabiamila, chief of staff, who described Nigerians in the diaspora as living proof that the Nigerian spirit can compete with the best in the world.

He said the economic power earns the diaspora a seat and a voice at the conversation table, pointing to diaspora voting as one of the issues that could be influenced once that economic power is established.

‘Nigeria sees you. Nigeria values you. Nigeria needs you,’ he said.

He also noted that while economic growth, political stability and security remain the primary factors guiding where investors put their money, Nigeria’s indicators point to a country in genuine recovery.

He cited real GDP growth of 3.89 per cent in the first quarter of 2026, manufacturing expansion of 3.29 per cent, inflation easing to 15.91 per cent, and foreign reserves closing 2025 at 45.4 billion US dollars.

Tinubu stressed that the International Monetary Fund has projected Nigeria’s economy to grow by 4.1 per cent in 2026, and credited the reforms of the past three years with improving the country’s macroeconomic outcomes and resilience.

He affirmed that the World Bank had similarly acknowledged meaningful progress in restoring macroeconomic stability, strengthening Nigeria’s external and fiscal position, and sustaining growth.

On the domestic front, he pointed to a new tax architecture designed to simplify compliance and ease the burden on low-income earners and small businesses, and revealed that the Bank of Industry recorded its highest annual financing volume in 2025, disbursing 636 billion naira to businesses across the country.

Also, he noted the federal government continues to invest in roads, rail, ports, power, digital connectivity, healthcare, housing and agricultural value chains.

In addition, remittances, though invaluable in sustaining millions of Nigerian households through school fees, medical bills and small businesses, must now become the floor of diaspora engagement rather than its ceiling.

However, he acknowledged that the government owed the diaspora predictable rules, transparent project pipelines, efficient consular services and stronger protection from fraud, noting that instruments such as the Non-Resident Nigerian Ordinary Account, the Non-Resident Nigerian Investment Account and the Non-Resident Bank Verification Number were set up to ease diaspora participation in the Nigerian financial system.

He noted the frustrations many diasporans face abroad, describing an invisible ceiling that limits how far Nigerians can rise in foreign systems no matter their talent, but insisted that no such ceiling exists for those who choose to invest at home, where the sky is the limit.D abiri-Erewa equally urged Nigerians abroad to see Nigeria not only as home, but also as a destination for investment.

Speaking in the same vein, Olajumoke Oduwole, Minister of Industry, Trade and Investment, while making a case for direct investment, said that focus must shift from conversations to actual investment,t and the best time for investment is now.

The Osun State chapter of the All Progressives Congress (APC) has cautioned members and supporters of the Accord Party against circulating what it described as false and AI-generated results of the governorship election.

In a statement issued on Saturday and signed by Kola Olabisi, Osun APC Director of Media and Information, the party accused Accord Party members and supporters of allegedly assuming the role of the Independent National Electoral Commission (INEC) by declaring what it described as fake results from various wards across the state.

Olabisi said INEC was the only body constitutionally empowered to conduct and declare the election results, adding that results released from other sources could be regarded as illegal.

He said, ‘is a statement of fact that INEC is the only corporate body constitutionally empowered to conduct and duly declare the results of the election which translates to the fact that election results from other sources from the national election umpire could be described as an illegality.

‘The members of the public should therefore keep watch of the misinformation about the governorship results as such is capable of plunging the state into avoidable crisis.

‘It is equally important for the police to urgently delve into the matter in order to make some of those publishing the falsehoods through the social media scapegoats.

‘A keen watcher of the development would agree with the observation and conclusion that the publication of the false election results by the Accord Party members and supporters was a prearranged and co-ordinated exercise by the handlers of the Accord Party in the state to cause confusion.

‘For God sake, why is it impossible for the Accord Party handlers to play politics by the rules as the INEC has been warning copiously that it wasn’t the business of anyone other than the national electoral umpire to release and declare the election results.,’ Olabisi stated.

The party said Governor Ademola Adeleke should be held responsible if there was a post-election crisis, which it alleged ‘has been stylishly promoted by the governor and his co-travellers, as findings showed that some of the disgruntled politicians of the Accord Party extraction have illegally enlisted the services of Artificial Intelligence (AI) to cause political crisis in the state with special reference to the churning out of fake election results.’

The APC urged its members and supporters to remain peaceful, continue with their businesses and avoid being distracted by what it described as activities capable of plunging the state into political crisis.

Nigerians are working harder, but that does not necessarily mean businesses are becoming more productive.

Across the country, manufacturers contend with energy costs, distributors navigate difficult logistics, retailers operate on increasingly thin margins, and small businesses manage the daily realities of expensive capital and weakening consumer purchasing power. Yet, despite all this effort, an important economic question remains: are Nigerian enterprises becoming more productive?

The Nigerian Economic Summit Group (NESG), in its Nigeria Private Sector Outlook 2026, describes productivity as one of the defining challenges facing Nigerian businesses.

The report notes that real GDP growth improved from 3.4 percent in 2024 to 3.9 percent in 2025, while inflation moderated and the exchange rate became relatively more stable. Yet these improvements have not translated sufficiently into broad-based improvements in firm-level productivity.

The reasons are familiar. High energy costs, limited access to affordable finance, infrastructure gaps, insecurity and logistics inefficiencies continue to place what NESG describes as a ‘production ceiling’ on Nigerian businesses.

These structural constraints are real, and better data will not make them disappear. Analytics cannot generate electricity, repair a highway or lower interest rates.

But this raises another question.

When capital, energy, people and infrastructure are already constrained, how effectively are Nigerian businesses allocating the resources they do have?

This is where data deserves a much bigger place in Nigeria’s productivity conversation.

Productivity Is an Allocation Problem

Productivity is not simply about working harder or producing more. It is also about getting greater value from the resources already available. For a business, those resources include capital and labour, but also inventory, delivery vehicles, salespeople, warehouse capacity, marketing budgets and management attention. The challenge is that these resources are often deployed across customers, stores, products and markets that have very different economic characteristics.

Treating them as though they are the same can be expensive. I saw this firsthand in a store-clustering project involving retail outlets in Lagos. Rather than treating the stores as one relatively homogeneous market, the analysis grouped them into four clusters based on their commercial characteristics.

One cluster – the highest tier, classified as Gold – accounted for approximately 50 percent of category volume. That finding immediately changed the commercial question. Instead of asking how the business could serve every store in the same way, the question became: should stores that contribute disproportionately to category volume receive a different service model?

For the highest-volume stores, there was an opportunity to consider direct service, concentrating distribution and commercial resources where they could generate greater value while using more cost-efficient routes to market for lower-volume outlets. No additional stores had been created. No new consumers suddenly appeared. The company did not acquire additional trucks simply because an analysis had been completed.

What changed was its visibility into the market. Data did not create more resources. It created an opportunity to allocate existing resources more intelligently. That distinction is fundamental to productivity.

The Problem With Averages

The same principle applies to growth. When businesses set growth targets, a common instinct is to look broadly across the customer base: acquire more customers, sell more products, increase marketing or push the sales organisation harder.

But customers rarely present equal growth opportunities. In another piece of analytics work, I looked at customers at a cohort level rather than treating the entire customer base as one group. Segmenting customers according to their behaviours and commercial characteristics made it possible to identify where incremental growth was more likely to come from.

Some customers represented retention opportunities. Others had the potential to increase purchase frequency. Some could expand their spending across categories. And others offered considerably less incremental opportunities. This changes the question from ‘How do we grow our customers?’ to ‘Which customers present the strongest opportunities for growth, and what specifically would cause each group to grow?’

That may sound like a subtle distinction. Economically, it is not. A naira of marketing expenditure, an hour of a salesperson’s time or a promotional discount deployed against a customer with significant headroom for growth may produce a very different return from the same resource spread indiscriminately across the entire customer base.

This is commercial productivity: not simply spending more to generate growth, but improving the precision with which resources are deployed.

Nigerian Businesses Are Already Generating Data

Nigeria is not starting from zero. Every day, businesses generate information through sales transactions, inventory movements, payments, deliveries, production lines, customer complaints, digital platforms and supply chains. The challenge is increasingly what happens after that information is generated.

Research from the International Finance Corporation and World Bank provides some useful context.

Researchers examined 3,325 microenterprises across seven African countries, including Nigeria. They found that the use of smartphones and computers for business was strongly associated with better outcomes in productivity, sales, profits and wages.

Yet fewer than 7 percent of the microenterprises surveyed used these digital technologies for business purposes, while 71 percent reported that they saw no need for them. It does not prove that technology or data alone causes productivity. Nor does it mean that Nigeria’s productivity constraints can be reduced to a technology-adoption problem. It does, however, point to an important gap between the availability of digital tools and their productive application.

The World Bank reached a related conclusion in its Nigeria Digital Economy Diagnostic, observing that Nigeria was capturing only a fraction of its digital economic potential. That gap matters because collecting information is not the same thing as using it.

A retailer may have years of point-of-sale transactions but still manage every store similarly. A distributor may know what it delivered yesterday without understanding which customers are disproportionately expensive to serve. A manufacturer may collect production records without identifying which machines, shifts or processes account for the greatest downtime.

A bank may have millions of customer transactions while still applying broad marketing strategies to customers with very different behaviours and needs.

The presence of data does not automatically create a data-driven business.

Beyond the Economics of Averages

One-size-fits-all business models become particularly costly when resources are constrained.

The ‘average customer’ may spend a certain amount, but no actual customer is necessarily that average customer. The ‘average store’ may sell a particular volume, while a relatively small group of stores could account for a disproportionate share of category sales. The ‘average product’ may appear profitable even while certain SKUs absorb working capital and warehouse capacity without generating adequate returns.

The problem with averages is that businesses do not serve averages. They serve individual customers, stores and markets whose economics can be radically different. Analytics allows businesses to see those differences.

This does not always require sophisticated or expensive technology platforms. For many businesses, the productivity journey can begin with much simpler questions:

Which 20 percent of our customers generate most of our contribution? Which products are tying up working capital without moving? Which stores justify direct distribution? Which customers have the greatest potential to increase their spending?

Which delivery routes generate the highest cost per order? Where are we repeatedly losing production hours? Which promotions generate incremental sales rather than simply discounting purchases that would have happened anyway?

These are fundamentally data questions, but they are also management questions.

The Productivity Lever Businesses Can Control

The government still has an enormous responsibility to improve electricity, transport infrastructure, security, access to finance and the broader environment in which businesses operate. Indeed, NESG’s 2026 outlook argues that these structural bottlenecks continue to suppress investment and competitiveness. But businesses cannot wait for every structural constraint to disappear before pursuing productivity.

They can ask whether every truck is being deployed where it creates the greatest economic value. Whether every naira of marketing expenditure is targeting the customers with the greatest opportunity. Whether inventory reflects actual demand. Whether sales teams are spending their time on the right accounts. Whether management decisions are being made based on averages and intuition when transaction-level evidence tells a different story.

The question for Nigerian enterprises, therefore, is not simply whether they have data. Most businesses generate some form of it already. The more consequential question is:

Does the data change how the business allocates its resources?

Nigeria’s productivity challenge will not be solved by one intervention. The country needs better infrastructure, more reliable energy, productive capital, stronger institutions and a more predictable operating environment. But within those constraints lies another opportunity. In an economy where resources are expensive, knowing precisely where to deploy them becomes a competitive advantage.

The businesses that understand which customers to pursue, which stores to prioritise, which products to back, which costs to attack and which opportunities to ignore will increasingly outperform those still applying one-size-fits-all approaches.

Data will not solve Nigeria’s productivity challenge. But it can help Nigerian businesses make considerably more productive decisions with the resources they already have.

And that may be one of the most immediately available places to start.

Umo Eno, the Governor of Akwa Ibom State, has led a delegation of State Executives and members of the airline’s Management team to a pre-delivery inspection of Ibom Air’s third Airbus A220-300 aircraft at the Airbus production facility in Mirabel, Canada, ahead of its formal delivery and reception in Akwa Ibom State.

The inspection marks another significant milestone in Ibom Air’s fleet modernisation and growth strategy and is part of the acceptance process before the aircraft enters commercial service.

The aircraft is Ibom Air’s third Airbus A220-300 and the second A220 to be received under the airline’s firm order for ten Airbus A220 aircraft placed in 2021. Its addition marks a further step in Ibom Air’s commitment to expanding capacity, strengthening connectivity, and operating one of Africa’s most modern fleets.

The delegation was received by Guillaume Chevasson, Head of the A220 Program and Chief Executive Officer of Airbus Canada, during the inspection, which formed part of the formal acceptance process ahead of the aircraft’s delivery.

Speaking on the significance of the event, George Uriesi, the Chief Executive Officer of Ibom Air, said:

‘This pre-delivery inspection represents an important milestone in our fleet expansion programme and brings us one step closer to welcoming this aircraft to Nigeria. As demand for air travel continues to grow across our markets, we remain focused on investing in modern aircraft that deliver superior operational efficiency, reliability, safety, and passenger comfort.

‘The Airbus A220 continues to be the ideal aircraft for our network strategy, and we look forward to deploying this latest addition into our network in furtherance of our growth objectives.’

Commenting on the development, Umo Eno, the Governor of Akwa Ibom State, said:

‘The inspection of this aircraft reflects the State Government’s commitment to the continued growth of Ibom Air as a strategic asset for Akwa Ibom State. This investment aligns with the ARISE Agenda and our vision of establishing Akwa Ibom as a leading aviation hub, supported by world-class infrastructure and a modern airline.

We look forward to formally receiving this aircraft in Akwa Ibom State and to the economic opportunities that enhanced connectivity will create for trade, tourism, investment, and regional development.’

Speaking on the partnership with Ibom Air, Guillaume Chevasson, Head of the A220 Programme and Chief Executive Officer of Airbus Canada, noted:

‘We are honoured by Ibom Air’s trust in Airbus and the A220 Family. The A220 is the ideal aircraft for the airline’s fleet modernisation, thanks to its exceptional operational flexibility, fuel efficiency, passenger comfort, and performance across domestic and regional networks, and we look forward to supporting Ibom Air’s continued growth for many years to come.’

The aircraft also incorporates features that further support the airline’s commitment to continuous improvement in operational capability, efficiency, and customer experience.

Upon completion of the delivery processes, the aircraft will be ferried to Nigeria, where it will be officially received into the Ibom Air fleet in Akwa Ibom State before commencing commercial operations.

As organisations across Africa and the rest of the world seek to translate sustainability ambitions into business outcomes, new research from Project Management Institute (PMI) and Green Project Management, reveals a critical challenge – many are struggling to deliver measurable sustainability outcomes.

The findings, according to a statement, come at a time when the world is running out of time to achieve the Sustainable Development Goals (SDGs).

According to the United Nations Sustainable Development Goals Report 2025, only 35% of SDG targets are currently on track or making moderate progress, while nearly half are advancing too slowly, and 18% have regressed. Against this backdrop, PMI’s latest research highlights execution as challenge that receives far less attention than policy or funding debates.

The report, Executing Sustainability Strategy: When Ambition Meets Reality, surveyed nearly 1,600 professionals across 35 countries and found a significant disconnect between strategic confidence and execution readiness.

While 85% of sustainability executives believe their organisations will achieve their sustainability goals, only 43% of Project Management Office (PMO) leaders share that confidence. Among project professionals responsible for implementation, just 20% are extremely confident in their organisation’s ability to deliver.

The study also found that although 79% of respondents believe sustainability is important to long-term success, only 41% say it is fully integrated into projects and daily operations.

For Africa, where projects underpin everything from infrastructure and energy development to healthcare, mining, agriculture, and digital transformation, the findings point to a challenge that is becoming increasingly difficult to ignore.

‘Sustainability is no longer a separate conversation from business performance. Across the continent, governments and businesses have set bold targets and made significant commitments. The real challenge is delivery.

‘A strategy does not build a power station, expand broadband access, or improve water security – projects do. If sustainability is not embedded into project delivery, organisations will struggle to achieve the outcomes they are aiming for,’ says George Asamani, Managing Director, PMI Sub-Saharan Africa in the statement.

The research found that organisations most successful in delivering sustainability commitments typically share two characteristics: leadership alignment around a clear definition of success and strong organisational capability to translate sustainability priorities into project-level decisions and actions.