Category: Business Day

The Abia State Government has announced plans to host the 2026 edition of AfrICANDO, the United States of America-Africa Trade and Investment Conference and Expo, scheduled for November 17 to 19, 2026, at the International Conference Centre, Umuahia.

The event, which will bring together government officials, business leaders, investors, policymakers, development institutions and other stakeholders from the United States and Africa, is expected to provide Abia with an international platform to present its investment opportunities and position itself as an emerging destination for trade, innovation and industrial development.

AfrICANDO 2026 is being hosted by the Abia State Government and co-organised by the Foundation for Democracy in Africa (FDA) and the Abia Global Chamber of Commerce.

According to Ferdinand Ekeoma, Special Adviser to the Abia State Governor on Media and Publicity, the conference, which returns to the African continent, is themed ‘Deepening U.S.-Africa Commercial Ties in the Era of AfCFTA.

‘It is designed to strengthen commercial cooperation, promote cross-border trade and investment, and explore opportunities arising from the African Continental Free Trade Area (AfCFTA).

He said that the conference will provide a unique opportunity for Abia State to showcase its economic potential to the international community, establish strategic partnerships and attract investors to its productive sectors.

AfrICANDO 2026, according to Ekeoma, will feature plenary sessions, policy forums, sector-specific workshops, business-to-business matchmaking, exhibitions and the Medal of Glory Awards (MOGA) Gala Dinner.

He said that the activities are expected to facilitate meaningful engagement among public and private-sector stakeholders while encouraging partnerships capable of generating sustainable economic benefits.

Key sectors to be featured include agriculture, consumer goods, energy, financial services, healthcare, manufacturing, transportation and logistics, academic science and technology, and artificial intelligence. Participants will explore practical ways to accelerate the implementation of AfCFTA, expand U.S.-Africa trade and investment, improve the export readiness of small and medium-sized enterprises (SMEs), and promote innovation, manufacturing and the creative industry.

The conference is also expected to provide opportunities for entrepreneurs and business owners to identify new markets, connect with potential investors, gain insights into international trade regulations and establish commercial relationships with counterparts in the United States and other African countries.

SMEs and civil society organisations will have opportunities to build business linkages and partnerships with U.S. companies, thereby contributing to the expansion of trade, investment and cultural relations between both regions.

It is important to add that beyond the conference sessions, the event is expected to create opportunities for investors and business leaders to assess the state’s economic environment, engage relevant stakeholders and explore possible areas of collaboration.

The event will also offer sponsorship, advertising and exhibition opportunities for businesses, corporate organisations and development institutions seeking visibility among government officials, investors and industry leaders from Africa and the United States.

With its emphasis on trade facilitation, investment promotion and international partnerships, AfrICANDO 2026 is expected to strengthen Abia State’s engagement with the global business community and create opportunities for local enterprises to access wider markets.

Ekeoma noted that the hosting of the conference aligns with the broader objective of positioning Abia, as a competitive destination for business, investment and industrial growth, while showcasing the state’s capacity to host international engagements.

As preparations gather momentum, the three-day conference is expected to place Umuahia at the centre of conversations on U.S.-Africa commercial relations and provide a platform for Abia State to demonstrate its economic strengths, connect local businesses with international opportunities and deepen its participation in the expanding African and global marketplace, Ekeoma stated.

Nigeria’s content creative industry is fast becoming an economic driver as creatives develop content that combines business objectives with authentic audience engagement.

To strengthen this shift, Insight Redefini, in partnership with Woof Studios Africa, hosted YouTube PluggedIN 2026, a platform where brands and creators shared insights on exploring opportunities for more meaningful collaboration through brand-funded content on YouTube.

The event, with the theme ‘Beyond the Placement: Rethinking How Brands Work with Creators,’ examined how brands, agencies and creators can move beyond conventional advertising placements to develop content that combines business objectives with authentic audience engagement.

Speaking at the event, Babatunde Olaifa, Group CEO of Insight Redefini, said that the growth of the creator economy depends on meaningful collaboration among brands and creators.

Olaifa said that no single stakeholder could build the ecosystem alone, highlighting the importance of combining their respective strengths to transform creative ideas into valuable content.

Building on a 2025 pilot, this year’s edition expanded the conversation to more brands, with a focus on small-group discussions and one-to-one engagements designed to connect brands with creators and move promising ideas towards campaign briefs, partnerships and funded content.

Adetutu Laditan, founder and Creative Director of Woof Studios Africa, said the growing ambitions of Nigerian creators and the need to address the business and production complexities involved in turning creative ideas into content that can be funded, produced and distributed to wider audiences.

Discussions throughout the event centred on three priorities: involving creators earlier in the creative process, ensuring brand-funded content remains relevant and authentic to audiences, and translating conversations into tangible partnerships, content opportunities and measurable outcomes.

A key highlight was a brand panel moderated by Esosa Osagiede, Group Creative Director at Insight Redefini, which explored what brands look for when selecting creators for partnerships.

Panellists, including brand managers from established Nigerian brands, identified brand fit and genuine audience influence as critical considerations. They stressed that follower counts and views alone do not necessarily reflect a creator’s ability to connect with audiences or influence their perceptions and behaviour.

One of the panellists, Media and Consumer Experience Manager of Mondelez International, Bolaji Popoola, noted that a shared understanding of objectives, audiences and creative direction is essential to building effective partnerships.

Prominent Nigerian creators, including Kiekie, Taoma, Aproko Doctor and Ify’s Kitchen, also shared perspectives on collaborating with brands through content that reflects their creative identities while meeting commercial objectives.

Babatunde Shobanjo, Chief Operating Officer of Insight Redefini, described the initiative as a positive development for the media and marketing communications industry, pointing to the value of creating platforms where brands and creators can explore new ways of working together.

Their emphasis on collaboration reflects Insight Redefini’s integrated approach to marketing communications. Earlier in 2026, agencies within its ecosystem, working with global partners, won a Gold Lion at the Cannes Lions International Festival of Creativity in the Creator Collaboration category for Vaseline’s The Real Nigerian Prince campaign.

The event comes amid growing interest in digital video and creator-led content as platforms for brands to connect with audiences. YouTube previously reported that watch time in Nigeria grew by more than 50 per cent year on year in 2025, with the platform reaching more than 30 million adults in the country each month.

The National Democratic Congress (NDC) will on Monday, October 26, inaugurate its National Campaign Council, present Certificates of Return to its candidates and commission a newly acquired national secretariat in Abuja.

The party disclosed this in a statement issued on Sunday by its National Publicity Secretary, Osa Director, Esq., outlining a three-part programme of activities scheduled to hold across the Federal Capital Territory.

The day’s activities will begin with a meeting of the party’s National Executive Committee (NEC) at 10 am at the JD Vance Centre, opposite A-Class Park, Kashim Ibrahim Way, Maitama, Abuja.

The party said attendance at the meeting would be strictly by invitation and limited to NEC members.

At 2 pm, the NDC will commission its newly acquired national secretariat in Jabi, Abuja, before proceeding to the inauguration of its National Campaign Council (NCC) at 5 pm.

The campaign council’s inauguration will be followed by the presentation of Certificates of Return to the party’s candidates and a dinner.

According to the statement, attendance at the NCC inauguration will be restricted to members of the National Working Committee (NWC), the party’s presidential candidate and running mate, governorship candidates and National Assembly candidates.

The packed schedule places the party’s executive meeting, secretariat commissioning and campaign council inauguration on the same day, bringing its leadership and candidates together for a series of activities in the capital.

The statement reaffirmed the party’s appreciation for the support and loyalty of its members nationwide, restating its slogan, ‘Together, we can make a New Nigeria Possible.’

Nigeria stands at a defining moment in its national journey – a moment that demands clarity of thought, institutional sobriety, and a willingness to confront uncomfortable truths about how nations truly grow. For decades, we have been conditioned to believe that leadership change is the panacea for all national ailments. Every election cycle becomes a referendum on personalities rather than policies, and every transition ushers in a fresh wave of disruption, resetting the national compass before any reform has had the chance to mature. In my June 2026 column, I argued that Nigeria’s real challenge is not the frequency of leadership turnover but the fragility of the systems that underpin governance. Today, unfolding economic indicators reinforce that argument with unmistakable force: continuity in governance is no longer a political preference; it is an economic imperative.

Nigeria’s reform trajectory is beginning to attract the kind of global confidence that only stability can sustain. This is not a matter of partisan sentiment; it is a matter of managerial logic, institutional discipline, and economic realism. Nations that have successfully transformed their economies did not do so by constantly changing direction. They did so by staying the course long enough for reforms to take root, stabilise, and deliver prosperity.

Signals of confidence are emerging – And they are not accidental

In recent months, Nigeria has witnessed a series of developments that speak unmistakably to rising international confidence. Morgan Stanley’s decision to enter the Nigerian market is not a casual gesture; global financial institutions of that calibre move only when they detect credible policy direction and macroeconomic stabilisation. Similarly, Opay’s ambition to list on a major U.S. stock exchange signals that Nigerian-rooted digital enterprises are maturing into globally compliant, investor-ready corporations. These developments are complemented by the steady growth of both net and gross foreign reserves, as well as the increasing flow of foreign currency toward the country.

These signals are not accidental. They are the early fruits of structural reforms that require discipline, patience, and – above all – continuity to mature into broad-based national prosperity. They indicate that Nigeria is beginning to regain the trust of international markets, and that the reforms currently underway are being interpreted as credible, coherent, and worthy of long-term engagement.

For a nation that has long struggled with policy inconsistency, this moment is significant. It suggests that Nigeria is finally entering a phase where reform outcomes are becoming visible, where investor sentiment is shifting, and where the global community is beginning to recognise the country’s potential for sustained economic transformation.

Reforms are systems, not events

From the vantage point of an exemplary Chartered Manager, the logic is straightforward: structural reforms do not deliver prosperity overnight. They deliver stability first, then confidence, then investment, and finally broad economic benefit. This sequence is universal. It is the same path travelled by nations that have successfully transitioned from volatility to stability, and from stability to prosperity.

Nigeria is now in the most delicate phase of this cycle – the stabilisation phase. This is the period when markets quietly test policy credibility, investors watch for consistency, institutions adjust to new frameworks, citizens endure short-term discomfort, and long-term dividends begin to form beneath the surface. It is a phase that demands patience, discipline, and a refusal to succumb to the temptation of abrupt political resets.

To interrupt this moment with political discontinuity would be to uproot crops at the very point they begin to germinate. It would send a signal to investors that Nigeria remains trapped in its old cycle of disruption, where reforms are abandoned before they mature and where every new administration begins from scratch. Such a reset would not merely slow progress; it would reverse it.

Continuity is the bridge between reform and prosperity

The argument for continuity is not partisan; it is managerial. Nations that have successfully transformed their economies – from Singapore to South Korea – did so through policy consistency rather than constant political experimentation. Continuity offers what every reforming economy needs: predictability for investors, institutional learning that cannot occur under perpetual resets, and the maturation of policies long enough to reach their intended equilibrium.

Predictability is the most valuable currency in global investment. Investors do not simply seek favourable conditions; they seek conditions that will remain stable long enough for their investments to yield returns. Continuity provides that assurance. It signals that a nation is committed to its reform path, that it understands the importance of institutional memory, and that it is willing to prioritise long-term prosperity over short-term political theatrics.

Continuity also strengthens national resilience. Rising reserves enable the country to absorb external shocks, stabilise the currency, and maintain macroeconomic balance. As reforms mature, they begin to deliver human-level impact: stabilised markets translate into improved purchasing power, increased employment opportunities, and money flowing into household pockets. These are the outcomes that matter most to ordinary Nigerians, and they are the outcomes that continuity makes possible.

Nigeria’s current reform cycle has reached a point where disruption would not merely slow progress – it would reverse it. The nation must recognise that it is standing at a crossroads, and that the decisions made now will determine whether the country continues on its path toward stability or returns to the familiar cycle of volatility.

The evidence is emerging: Nigeria is stabilising

The signals are clear: international financial institutions are re-engaging, Nigerian companies are scaling into global markets, foreign-exchange reserves are strengthening, investor sentiment is improving, and regulatory systems are becoming more predictable. Taken together, these developments reinforce the thesis I advanced months ago – that Nigeria does not need another abrupt leadership reset, but rather the continuity required for reforms to mature into genuine, broad-based prosperity.

These developments also suggest that Nigeria is beginning to build the institutional credibility that has long eluded it. For decades, the nation has struggled to convince investors that it is capable of sustaining reform momentum. Today, however, the evidence suggests that Nigeria is finally beginning to break that cycle. The reforms currently underway are being interpreted as credible, coherent, and worthy of long-term engagement.

A nation must choose between perpetual planting and eventual harvest

Nigeria has spent decades planting – new leaders, new slogans, new promises – but it has rarely allowed reforms to mature long enough for harvest. The current administration’s structural reforms, though imperfect, are beginning to attract the kind of global confidence that only stability can sustain. The choice before the nation is therefore stark: return to the familiar cycle of disruption, where every election resets the national compass, or embrace continuity so reforms can stabilise the economy, strengthen institutions, and translate into real prosperity for ordinary Nigerians.

Continuity is not stagnation; it is the disciplined patience required for national transformation. It is the recognition that reforms must be allowed to mature, that institutions must be allowed to learn, and that policies must be allowed to reach their intended equilibrium. Nigeria must now decide whether it will remain a nation of perpetual planting or finally become one that stays the course long enough to reap what it has sown.

Conclusion: The courage to stay the course

Nigeria’s future hinges on its willingness to embrace continuity as a strategic national choice. The reforms currently underway are beginning to yield visible dividends, and the global community is responding with renewed confidence. To abandon this trajectory now would be to squander the progress made, undermine investor trust, and return the nation to its old cycle of volatility.

Continuity is not a political slogan; it is an economic strategy. It is the bridge between reform and prosperity, between potential and performance, between aspiration and achievement. Nigeria must stay the course – not because continuity is convenient, but because it is necessary. The nation stands at a defining moment. It must choose wisely.

The Institute of Strategic Management Nigeria (Chartered) (ISMNC) in Rivers State is set to build itself into a legacy that members will proudly serve today and future generations will proudly inherit.

Patterson Ogon, the newly inaugurated chairman of the Rivers State Chapter, set the agenda for the new executive committee during a strategic meeting in Port Harcourt, the Rivers State capital.

The meeting served as an inaugural meeting, swearing-in ceremony and handover of administrative affairs of the institute.

ISMNC is a non-governmental, non-profit, independent professional, learning and research organisation with an extensive range of courses in Strategic Management, Leadership, Entrepreneurship, Governance, and Digital Innovation that sets the pace for executive training and professional development.

Founded in 2003, and chartered in 2023, the Institute of Strategic Management of Nigeria (Chartered) has been described as Africa’s premier institute for strategy crafting.

It has a mission to advance and promote knowledge and skills in the practice of strategic management, strategic leadership, strategic entrepreneurship, and governance through research, publications, education, training, certification, induction and regulation of students and members.

Its vision is to be a world-class professional body, a pan-African best reference in strategic management, and a key player in positioning Nigeria and Africa for leadership in the global society.

Ogon, who is the Director of Planning, Research and Statistics, Niger Delta Development Commission (NDDC) was elected as the chairman of the Rivers State Chapter on July 23, 2026 at the Annual General Meeting of the institute in Lagos.

Strategic management is about employing a strategic framework to achieve both short-term and long-term business objectives consistently and efficiently.

While it may look easy on the surface, the actual execution of strategic management can easily result in confusion, particularly when businesses become large and complex.

The Brighton School of Business and Management, says that strategic management is where the resources available to an organisation are brought together.

The resources which include operations, marketing, research and development and other organisational functions are all analysed to best determine how they can be used to reach business goals.

Through strategic management, all company staff are made to have a clear understanding of what their roles will be for the goals of the organisation to be achieved.

And, Ogon is determined to build on the foundations laid by previous administrations and strengthen the institute’s contribution to professional development and strategic leadership within his two-year tenure.

He assured that his administration would position the chapter as a platform for professional excellence, strategic thinking, ethical leadership, intellectual development, collaboration and measurable impact, stressing that membership must provide meaningful opportunities for learning, contribution, networking, mentorship and professional growth.

‘Distinguished colleagues, leadership of a professional body is not simply about occupying an office; it is about accepting responsibility for people, institutions and the future.

‘ISMNC brings together professionals from diverse disciplines, sectors and areas of expertise. This diversity is one of our greatest strengths, and we must create an environment where knowledge is shared, ideas are exchanged, professionals collaborate and expertise is translated into meaningful value,’ he stated.

Declaring that strategy must translate into practical outcomes, Ogon pledged to ensure that every programme and initiative undertaken by the chapter has clear objectives, creates demonstrable value and delivers measurable results through a culture of planning, implementation, evaluation and continuous improvement.

He identified continuous professional development as a major priority, noting that technological advancement, artificial intelligence, changing economic realities and evolving leadership expectations were reshaping the professional environment and requiring members to remain relevant and adaptable.

To address these emerging challenges, Ogon promised to promote seminars, workshops, knowledge-sharing and intellectual engagements while strengthening mentorship and intergenerational learning by combining the experience of established professionals with the fresh perspectives, technological awareness and innovative ideas of younger members.

He said: ‘The professional environment is changing rapidly. Technology, artificial intelligence, economic realities and changing leadership expectations are reshaping the workplace.

‘As a professional Institute, we must remain relevant. We will encourage continuous professional development, knowledge-sharing, seminars, workshops and intellectual engagements that equip our members to respond effectively to emerging challenges.

‘We will also strengthen mentorship and intergenerational learning. Our experienced professionals have valuable knowledge to transfer, while our younger professionals bring fresh perspectives, technology awareness and innovation.

When these strengths come together, the Institute becomes stronger.’

On collaboration and member engagement, he called for stronger relationships among members, state chapters, regional structures and the national leadership, urging members to contribute their ideas, expertise and professional opportunities to advance the Institute’s collective interests.

He also pledged to uphold transparency, accountability and professional ethics by operating within the institute’s established framework, maintaining responsible communication with national structures and ensuring that resources entrusted to the chapter were managed prudently in the interests of its members.

‘We also intend to strengthen collaboration among members, state chapters, regional structures and the National leadership.

We must move beyond simply attending meetings to actively participating in the development of the Institute.

‘If you have an idea, bring it forward. If you have expertise, share it. If you have an opportunity that can benefit the Institute, make it available. The strength of this chapter will ultimately depend on the collective commitment of its members,’ he said.

Ogon emphasised that the institute must remain greater than any individual office holder, and urged members of his executive to serve with humility, integrity and accountability while preserving existing achievements, improving areas requiring attention and creating new opportunities for institutional growth.

He pledged good governance, transparency, accountability and professional ethics as essential parts of his administration.

Ogon declared: ‘As we assume office, we recognise that good governance, transparency, accountability and professional ethics are essential.

‘We will operate within the established framework of the Institute, communicate responsibly with the relevant national structures and ensure that resources entrusted to us are managed in the best interest of the chapter and its members.

Our institution must always be greater than any individual office holder.’

Continuing, he stated: ‘Distinguished colleagues, the world around us is changing rapidly. Technology is transforming industries, artificial intelligence is reshaping professional practice, and leadership expectations are becoming increasingly demanding. In such an environment, strategic thinking is not an option; it is an imperative.

‘today marks the beginning of a new chapter for ISMNC Rivers State. As chairman, I make this commitment: We will lead with purpose. We will serve with integrity. We will promote knowledge. We will develop people. We will encourage collaboration. We will pursue measurable results. And we will place the interests of the Institute above personal interests. I invite every member to join us in this journey.

‘Let us build an ISMNC Rivers State Chapter that reflects the competence of its members, the excellence of its professionals and the strategic value of the Institute.

‘Let us build an institution that we will be proud to serve today and that future generations will be proud to inherit.’

Ogon expressed appreciation to the outgoing leadership for their service and contribution to the development of the chapter and acknowledged their achievements.

He also appreciated the National President and Chairman-in-Council, the Registrar/CEO, the Governing Board, Board of Fellows, National Executive Council, committee chairmen, state chapter chairmen, distinguished members and all our guests for honouring the occasion.

Inaugurating the Rivers State Chapter, Ndudi Alex Enebeli, National President and Chairman-in-Council of ISMNC, welcomed the leadership transition, describing the chapter as particularly significant to him and emphasizing that incoming executives must build on the achievements and foundations established by their predecessors.

Enebeli expressed concern over growing apathy among members of professional bodies in Rivers State and challenged the new executive to develop effective strategies to re-engage members and encourage greater participation in the Institute’s activities.

He urged members to embrace the Institute as a platform for continuous learning and professional development rather than participating only when individual programmes offered an immediate personal benefit, encouraging them to take advantage of its capacity-building opportunities to improve themselves and contribute more effectively to society.

Identifying communication, cooperation and collaboration as three essential elements of successful leadership and teamwork, he commended the outgoing executive for its contributions, urged its members to mentor and support the new leadership, and encouraged the chapter to harness its members’ expertise to strengthen professional development outcomes.

Enebeli also expressed satisfaction with the Rivers State Chapter’s contribution to the Institute’s national leadership, noting that it had produced the national president and had been recognised as the Institute’s best-performing chapter in successive periods.

Nathan Excellence, the immediate past chairman of the chapter, thanked his executive committee for its support during approximately two years in office, declaring that the administration was handing over a more structured institute with improved capacity to deliver while expressing confidence that the new executive would build on the foundation laid by its predecessor.

Gunmen again struck in Kwara State to abduct a middle-aged man, Bamidele Matthew and his secondary school son, IbukunOluwa Bamidele.

According to one of the family members, Bamidele AKA Photo was on the farm with two of his children.

The source said: ‘Three of them were working on their farm at Idofin when the kidnappers kidnapped them; one of them escaped.’

He added that the son, who had just finished his secondary education, was on the farm, helping his father on the ill-fated day.

‘They were kidnapped on their farm where they were working; the kidnappers were not on a bike but stormed their farm where they were working,’ he informed.

He added that: ‘The kidnappers have telephoned the family, demanding a N20 million ransom.’

The daring kidnappers, according to the investigation, pounced on their victims at their farm between Odo-owa and Idofin, Kwara South senatorial area of Kwara State.

However, the family and the entire community have launched pleas to the state government and security agents for assistance that would ensure the release of the father and son.

‘We appeal to the Kwara State Government, the Nigerian Government, security agencies and the world at large to come to our rescue,’ they pleaded.

They have also, printed fliers bearing the pictures of the Bamideles, urging members of the public for help on who to contact on sighting them.

‘Please share this flyer. Every share could help bring them home,’ they urged.

The Nigerian Navy has uncovered an estimated 132,000 litres of suspected stolen crude oil in Allison community, Bonny Local Government Area of Rivers State, in an operation aimed at disrupting illegal petroleum storage and crude oil theft in the Niger Delta.

The discovery was made on Thursday by personnel of the Forward Operating Base (FOB) Bonny under Operation Delta Sentinel, following actionable intelligence, according to a statement by Abiodun Folorunsho, Director of Naval Information, on Friday.

The operation led to the discovery of 10 dugout pits containing suspected stolen crude oil, which the Navy said could have served as a storage point within the illicit petroleum supply chain.

The Navy said the site and recovered petroleum products were handled in accordance with existing regulations.

According to Navy, the operation highlights the military’s continued efforts to identify concealed petroleum stockpiles and dismantle the infrastructure supporting crude oil theft and the unauthorised movement of petroleum products across the Niger Delta.

It noted that crude oil theft and illegal refining remain major concerns for Nigeria’s petroleum industry, with illicit activities posing risks to oil production, government revenue and the security of critical petroleum infrastructure.

The Navy said it would sustain efforts to locate and dismantle illegal refining facilities while disrupting the networks responsible for crude oil theft across the region.

It also stressed the importance of intelligence-led operations in identifying hidden storage facilities and preventing stolen petroleum products from moving further through illegal supply chains.

The Navy called on community leaders, residents, traditional institutions and other stakeholders to provide security agencies with timely information on suspected crude oil theft, illegal refining, suspicious petroleum storage and the unauthorised movement of petroleum products.

According to the statement, credible information from communities could enable security agencies to respond promptly and prevent illicit activities from expanding.

The Navy further emphasised that protecting Nigeria’s critical petroleum assets requires vigilance and active cooperation between security agencies and the communities in which oil-related activities take place.

It urged residents to remain alert and support lawful efforts to safeguard national resources.

Kamene Okonjo, a professor, renowned sociologist, women’s rights advocate and mother of Ngozi Okonjo-Iweala, World Trade Organisation (WTO) Director-General, has died at the age of 96.

Okonjo, who was the matriarch of the Umu Obi Obahai Royal Family of Ogwashi-Uku Kingdom in Delta State, died on Friday, according to a statement issued on Sunday by Prince Ifeakanachukwu Emordi, palace secretary of the kingdom, on behalf of the royal family.

She was the wife of the late Obi Chukwuka Okonjo, a professor and former traditional ruler of Ogwashi-Uku, with whom she spent 66 years of marriage. She was also the mother of the kingdom’s current traditional ruler, Obi Ifechukwude Anishi Okonjo II.

The royal family described her as an accomplished scholar whose life was defined by academic excellence, service to humanity and a lifelong commitment to advancing women’s rights.

‘An internationally recognised and foremost sociologist, Professor Kamene Okonjo distinguished herself through her outstanding academic accomplishments, intellectual contributions and lifelong advocacy for women’s rights and empowerment,’ the statement said.

Despite her academic achievements and international recognition, the family said, she remained humble and compassionate.

‘She was a woman of exceptional intellect, yet possessed a rare gentleness of spirit, humility and grace that endeared her to everyone privileged to know her,’ it added.

Her influence extended beyond her academic work and royal responsibilities. The family described her as a devoted mother, grandmother and great-grandmother whose wisdom, kindness and strength helped shape generations of the Okonjo family.

Her children include Ngozi Okonjo-Iweala, the former Nigerian finance minister who became WTO director-general in 2021, as well as Dr Njideka Okonjo-Udochi, Prince Onyema Okonjo and Prince Chichi Okonjo.

The royal family said her life represented the values of scholarship, motherhood, service and the advancement of women, leaving an example for younger generations to follow.

‘While we mourn her passing, we celebrate a life exceptionally well lived,’ the statement said.

The family extended its condolences to the reigning Obi of Ogwashi-Uku, her children and their spouses, grandchildren, great-grandchildren and the wider Okonjo royal family.

It also called on the people of Ogwashi-Uku to celebrate her life and contributions, describing her as a scholar and matriarch whose legacy would endure beyond her lifetime.

The family said it took comfort in its Christian faith and the belief that she was resting peacefully with the Lord after a life marked by distinction and service.

SOS Children’s Villages Nigeria says it has reached approximately 650 households in Edo State through a three-year development intervention, as it prepares to build on the gains with a new project focused on strengthening the resilience of children, young people, families and communities.

Eghosa Erhumwunse, Country Director of SOS Children’s Villages Nigeria, disclosed this during a stakeholder engagement in Benin City to review the achievements of the outgoing project and consolidate its impact in partnership with the Edo State Government, community leaders, development partners and beneficiaries.

Erhumwunse said the intervention prioritised vulnerable and hard-to-reach populations, particularly families and children often excluded from mainstream development programmes, while strengthening the capacity of communities to support their welfare and long-term development.

He said the project covered 400 households in its first phase and another 250 in the second phase, bringing the total to approximately 650 households. Based on an estimated average of four persons per household, the intervention potentially reached about 2,600 people.

The country director said the organisation considered community ownership essential to the sustainability of development interventions, stressing that families and communities must be empowered to maintain the gains made after a project ends.

He explained that the completion of the three-year programme would not signal the end of the organisation’s activities in Edo, as it was preparing to introduce a new initiative, Seed of Change, to address broader challenges affecting children, young people, families and their communities.

According to him, the new project, also supported by the German government, would build on previous interventions by strengthening resilience and promoting systemic changes that can sustain development outcomes beyond the period of donor funding.

Erhumwunse described the organisation as an implementing partner that facilitates collaboration between the donor and communities in Edo, noting that the progress recorded depended on the collective contributions of government institutions, community leaders, families, young people and other development partners.

Joy Irenonsen Ihensekhien, Permanent Secretary of the Edo State Ministry of Women Affairs and Social Development, who represented the commissioner, Eugenia Abdallah, commended SOS Children’s Villages Nigeria for its partnership with the state government and its support for vulnerable women, children and communities.

Ihensekhien said the ministry contributed to the programme through manpower, training facilities and other forms of support for capacity-building activities designed to empower beneficiaries and improve their ability to become self-reliant.

She expressed the state government’s appreciation for the collaboration, noting that partnerships between public institutions and development organisations remained important in helping vulnerable households cope with prevailing economic pressures.

Dangote Cement Plc Gboko Plant has awarded multi-million-naira scholarships to tertiary and secondary school students from its six host communities in Benue State.

The company also presented starter packs, working tools and certificates to graduates of its Youth Empowerment Programme to enable them establish their own businesses, apply the skills acquired during the training and become financially reliant.

Henry Dele Alake, minister of Solid Minerals Development, lauded Dangote Cement Plc for its community development interventions, calling on other private sector players to adopt similar initiatives to promote socio-economic development in their host communities.

Represented by Achi Gregory, the Federal Mines Officer of the Federal Ministry of Solid Minerals Development in Benue State, urged the company to sustain its commitment to implementing community development programmes agreed upon with its host communities.

Speaking at the official presentation ceremony, Wakeel Olayiwola, Group Head, Social Performance, Dangote Cement Plc, said the implementation of the Community Development Agreement underscores Dangote Cement’s commitment to equipping young people with practical skills and resources to promote entrepreneurship, create employment opportunities and improve livelihoods in its host communities.

Represented by Johnson Nor, the Head of Social Performance of the Dangote Cement, Gboko Plant, said the scholarship and youth empowerment programmes came against the backdrop of several other programmes recently executed by the company, which include farmers and women empowerment programmes.

Arbind Singh, the Acting Plant Director, Dangote Cement, Gboko, said: ‘This annual scholarship scheme for indigent students of the host communities is an indication of our company’s commitment to its Corporate Social Responsibilities (CSR).’

Represented by Tabershima Soon, the company’s General Manager, Production, said: ‘The Gboko Plant has already launched 150 Women Empowerment Programme and 50 Farmerss Empowerment Programme where women were provided with cash to support their businesses, and farmers were supported with farm inputs.’

The beneficiary communities for these programmes are: Tse-Kucha, Quarry, Amua, Mbazembe, Mbatur, and Pass Brothers.

Speaking on behalf of the Benue State Attorney-General, the Chairman of the Mineral Resources and Environmental Management Committee (MIREMCO), Dooshima Orosaga, commended Dangote Cement Plc for its compliance with the Community Development Agreement (CDA), urging the beneficiaries and host communities to maximise the benefits of the company’s interventions.

Yina Elias, chairman of the Gboko Local Government, said the government will continue to provide the support needed for the company to succeed, adding that the Dangote Cement Plc is an exemplary company in Corporate Social Responsibilities programmes.

In his remarks, Tsegba Igbarumun the District Head of Ukpekpe, commended Dangote Cement Plc’s Gboko Plant for its contributions to the community, assuring the company of the community’s continued support, adding that the community valued its mutually beneficial relationship with the company and would continue to serve as its ambassadors.

A beneficiary of the Youth Empowerment Programme, Ignatius Aondohemba, expressed appreciation to Dangote Cement Plc for the support, pledging to put the skills and resources provided to good use and build a business that would enable him to become an employer of labour.