Category: Business Day

What does this recognition mean to you personally and to the company as a whole?

This award is a validation of the hard work and commitment of our entire team. Personally, it reinforces my belief in the vision laid down by our founding partners and continually championed by the team which is building a truly African financial services firm that can compete globally. For the company, it’s both a recognition of past performance and a motivation to push further in delivering innovative, client-focused solutions.

What key strategies or innovations do you believe set your company apart from competitors in the African market?

Putting our clients at the heart of every decision has been the cornerstone of our success. We invest deeply in understanding their needs and tailoring solutions rather than taking a one-size-fits-all approach. Backed by our robust, data-driven research capabilities, we provide insights that help clients navigate complex markets and make informed investment decisions. Coupled with this, we leverage technology to enhance efficiency and transparency, and we are constantly innovating – whether in product design, execution speed, or access to markets.

With increased competition and market volatility, what strategies are you implementing to sustain this competitive edge and possibly win again in the future?

We are doubling down on innovation, diversification, and partnerships. By continuously refining our product suite, strengthening relationships with clients, and leveraging technology, we can stay ahead of the curve. Equally important is maintaining operational discipline – ensuring efficiency and resilience even in volatile market conditions.

Can you walk us through some of the biggest challenges that CardinalStone faced on the path to this achievement, and how your team overcame them?

Like many firms operating in Africa, we’ve had to navigate macroeconomic volatility, currency fluctuations, and regulatory shifts. These challenges could have slowed us down, but we responded with agility by strengthening risk management frameworks, diversifying our offerings, and investing in talent capable of adapting quickly. The steady leadership of our management team combined with the resilience of our people, has been key to overcoming these hurdles.

How has the Company tailored its services to cater to the diverse needs of investors across different African markets?

Africa is not a monolith. Each market has its own regulatory environment, investor appetite, and liquidity dynamics. We’ve succeeded by being adaptable – building local expertise while drawing on global best practices. This allows us to serve institutional and retail clients with the nuance and customisation they require.

Technology is reshaping the financial industry globally. How has digital transformation contributed to the Company’s success, and what’s next in your digital roadmap?

Technology has been a game-changer for us. From electronic trading platforms to data analytics that support smarter decision-making, we’ve embedded digital tools into every layer of our operations. Looking forward, our focus is on enhancing accessibility for retail investors and automating processes to reduce friction to better serve our clients.

Talent is critical in a fast-moving industry like stockbroking. What steps is the Company taking to attract, train, and retain top talent across its operations?

We prioritise creating an environment where people can grow. That means structured training programmes, mentorship, and exposure to global best practices. I’ve personally benefitted from the mentorship of our founding partners and executive directors, and we seek to cascade that culture of guidance across the organisation. Beyond this, we empower our people to take ownership of projects and encourage innovation, all within a culture of meritocracy and inclusiveness. These efforts have not gone unnoticed. CardinalStone has been recognised among the Great Places to Work, underscoring our commitment to building a workplace where people thrive. It’s this blend of growth, empowerment, and recognition that makes CardinalStone an attractive place to build a career.

Corporate governance and transparency are increasingly important. How is your company ensuring it maintains the highest ethical and regulatory standards?

We’ve built strong governance structures that are embedded at every level of decision-making. Compliance is not treated as a box-ticking exercise but as a culture. Regular audits, clear reporting lines, and a strong board oversight framework ensure that we remain accountable to our stakeholders. This commitment to transparency has been instrumental in building trust with clients and regulators alike.

Are there plans to expand CardinalStone’s footprint beyond your current markets, either within Africa or globally?

Yes, absolutely. Our strategy is to consolidate our leadership in Nigeria while exploring opportunities in key African markets where our expertise can add value. Beyond Africa, we are also building relationships with global institutional investors looking to access African opportunities. Expansion for us is about sustainability, entering markets where we can deliver long-term impact.

What message do you have for your clients, stakeholders, and young professionals looking to enter the African capital markets industry?

To our clients and stakeholders, thank you for trusting us, this recognition belongs to you as much as it does to us. We remain committed to walking this journey with you and unlocking opportunities together. To young professionals, Africa’s capital markets are full of potential. Stay curious, be resilient, and bring fresh ideas. The future of this industry depends on your innovation and courage.

Two weeks ago in this column, I argued that Africa must look beyond aid if we are to build sustainable futures. That argument was not theoretical. At last week’s United Nations General Assembly (UNGA80), I saw it in practice; African innovators, governments, and communities demonstrating that we are not waiting for permission, we are already shaping the solutions the world urgently needs.

‘The thread running through all of this is clear: innovation is not a product to be bought; it is a system to be nurtured.’

It was a privilege for eHealth Africa to co-host Africa-led Innovation: Shaping Sustainable Futures With or Without Aid, alongside PSI, Population Council, and Reach Digital Health. The title was deliberate. For too long, aid has dominated the development conversation. But in the packed room of leaders, practitioners, and funders, the energy was different. The focus was on Africa’s leadership and on the kinds of partnerships that can make our innovations last.

The global stage, the African voice

Our session was just one of many at UNGA80 grappling with the reality that the development landscape is undergoing a shift. A long-anticipated declaration on noncommunicable diseases stalled in last-minute controversy, yet what stood out to me was not the discord but the clear momentum from governments and civil society pushing for accelerated action. Similarly, bold replenishment calls in global education reminded us of the urgency; nearly 900 million children could leave school by 2040 without decisive investment.

These global debates underscore why Africa’s voice matters. We cannot afford to be mere recipients of frameworks negotiated elsewhere. We must co-create the solutions and ensure they are rooted in our realities.

Innovation as identity

Hon. Minister Chernor Bah opened our dialogue with the simple truth that ‘innovation is who we are as Africans.’ This is not new. From community systems that bridged gaps in the absence of state capacity to the digital health platforms now connecting workers across borders, our history is one of innovating out of necessity and resilience.

But as Minister Salima Bah reminded us, innovation must be sector-specific. Different challenges require tailored responses. A one-size-fits-all model of aid or investment will not deliver sustainable futures.

From shiny objects to systems

Too often, innovation is confused with technology alone. Yet as Michael Holscher observed, ‘innovation is rarely about a single shiny object.’ Policy, partnerships, and business models are just as important. Without them, even the most brilliant app or device risks fading after a promising pilot.

Fara Ndiaye underscored that accountability only works when governments, funders, the private sector, and communities move side by side. Dr Kemi DaSilva-Ibru reminded us that solutions must be designed with the most marginalised in mind. Judith Bruce made a compelling call for investment in ‘female infrastructure’ as a foundation for sustainable growth.

The thread running through all of this is clear: innovation is not a product to be bought; it is a system to be nurtured.

Health as an economic driver

Another theme at UNGA80 resonated deeply: health is not a drain on economies; it is a driver of prosperity. Vanessa Kerry, WHO’s Special Envoy on Climate and Health, captured it well when she said, ‘Health workers are the very versatile front line of responding to all the crises we see today.’ Strong health systems stabilise communities, support economic growth, and provide the resilience needed to withstand climate shocks.

The capital question

But if innovation is who we are, financing remains the test of whether it can endure. Too much capital in global health and development is rigid, short-term, and donor-driven. What Africa’s innovators need, what the world needs, is flexible, trust-based capital.

Trust-based does not mean unchecked. It means financing that respects local expertise, allows for adaptation, and creates room for growth. It is the kind of capital that recognises that those closest to the problems are often closest to the solutions. This approach is gaining traction globally, but it must become the norm, not the exception.

Building forward together

Leaving UNGA80, I felt both urgency and optimism. Urgency, because the scale of global challenges, from climate change to noncommunicable diseases to education gaps, is staggering. Optimism, because I saw first-hand the brilliance and resilience of African leaders, innovators, and communities who are already shaping solutions.

The lesson for all of us is clear. Health, education, climate, and finance cannot be siloed. Partnerships must be cross-sectoral, inclusive, and long-term. Women, girls, and marginalised communities must be at the centre. And innovation must be nurtured not as a series of pilots, but as systems built to last.

If we do this, Africa will not only shape its own sustainable future, but it will also help shape the world’s sustainable future.

The Future of Jobs Report 2025 by the Lagos State Employment Trust Fund (LSETF) highlights that 65 percent of Nigerian employers cite skill gaps as a major barrier to organisational transformation.

Although, Nigeria mirrors this issue which is also a global trend, it also faces unique challenges. Roles such as AI and machine learning specialists, data analysts, and sustainability Experts are among the fastest-growing, with net increases of 82 percent, 41 percent, and 33 percent respectively.

Digital transformation is reshaping employer priorities. Network and cyber security skills are in highest demand, with 87 percent of Nigerian employers identifying them as critical, well above the global average of 70 percent. Other sought-after competencies include AI and big data proficiency, systems thinking, customer service, and global citizenship. However, significant barriers persist. In addition to the 65 percent skills gap, half of employers report difficulty attracting talent, resistance to organisational change, and regulatory inflexibility. Limited investment capital further compounds these challenges.

As global labour trends accelerate, driven by technological disruption, demographic shifts, and the green transition, Nigeria must urgently invest in human capital to remain competitive.

According to Tshif Dombo, human resource value engineer at SAP Africa, said, ‘There’s a balancing act between upskilling and reskilling, and a lot of organisations right now want to be skills-based organisations’.

‘The issue is that there’s still a maturity gap around skills, how we define them, how we measure them, and how we connect them back to business outcomes.’

Globally, reports from the World Economic Forum’s Future of Jobs report 2025 survey of over 1,000 large enterprises across 55 economies, projects that 170 million jobs will be created globally over the next five years, while 92 million will be displaced. More than a billion roles are expected to evolve in form and function. These projections signals a profound shift in the nature of work. Global Trends: The rise of tech and green roles

Across international markets, demand is surging for roles such as big data specialists, fintech engineers, AI and machine learning experts, and software developers. Green economy positions, such as autonomous vehicle engineers, environmental scientists, and renewable energy experts, are also climbing the ranks.

Conversely, traditional roles like bank tellers, postal clerks, and administrative assistants are experiencing steep declines. Employers globally are prioritising analytical thinking, cybersecurity, and digital literacy, alongside soft skills like creativity, adaptability, and lifelong learning.

Nigeria’s labour landscape: Opportunities and challenges

The report emphasises that public-sector investment in reskilling is vital. Stakeholders across government, industry, and education must collaborate to ensure Nigerian talent is future-ready. While resumes may still hold relevance, the future belongs to those who can adapt, learn, and lead in a world defined by change.

The skills gap is not merely a statistic, but a barrier to growth, innovation, and inclusion. As technological disruption, climate imperatives, and economic uncertainty reshape the global labour market, Nigeria must act decisively.

The report also recommends that 73 percent of Nigerian employers advocate for increased government funding, while 40 percent stress the need for improved transport infrastructure to support workforce mobility.

Organisations must also play their part by embedding upskilling into corporate culture and strengthening change management strategies. Without such commitment, Nigeria risks falling behind in the global race for talent.

Consolidated Hallmark Holdings Plc secured an operational license for CHI Life Assurance Limited on March 10, 2025, further positioning the Group as a one-stop financial services organization in Nigeria. Eddie Efekoha, chairman of CHI Life and group CEO of the holding company, shares insights into the rationale behind the new subsidiary and plans to grow its market share in the life insurance sector. Modestus Anaesoronye reports.

Consolidated Hallmark Holdings Plc recently achieved a milestone of securing a Life Assurance licence, what does this mean for the Group’s broader vision, and what is your expectation in making this new investment?

Yes, we received with great delight, the operational licence from the industry regulator, the National Insurance Commission (NAICOM), precisely on 10th March 2025. And we are grateful to them for finding us worthy of the licence. For us all at Consolidated Hallmark Holdings Plc, and the subsidiaries, it was indeed a dream come true. We aspired to become a one-stop shop for insurance and other financial services and we are now very well on the verge of attaining that. You would recall that we have since had a micro insurance licence with national coverage of operations. This was, however, limited in scope to a sum assured of N2 million maximum per individual. With this new licence, therefore, this limitation has been removed and our market expanded. I would like to let you know that arrangements are now in top gear for a formal launch of CHI Life in the next couple of weeks.

Life insurance holds a big potential for the insurance industry, but the challenge has been the environment as well as strategy of operating companies, what are you going to do differently to make a mark?

Opportunities abound and remain to be fully tapped, for both operators in Life Assurance business and individuals who are yet to take advantage of the benefits inherent in the service offerings of operators. Of course, beyond the provision of the simple death benefit, which a lot of people are aware of, the products offered helps to build savings for individuals while enabling operators create a pool of funds for long term investment and grow value. CHI Life Assurance has a background. It is coming from a family with a formidable reputation built on professionalism and exceptional service delivery. We are poised to fully leverage on these to grow value for all stakeholders. With a formidable team at the helm of our new subsidiary, we aim to launch out shortly with unique product offerings. These products have reached an advanced stage of development. We are optimistic of their acceptance by discerning customers and prospects alike, who truly look forward to deriving value through investment-linked products even while alive. Deepening insurance penetration in Nigeria, in the first instance, ensure we rank amongst the top in Africa, so requires a multi-pronged approach in product innovation, financial literacy, and easier accessibility through improvement of distribution channels.

How does the company plan to differentiate its life insurance offerings in a competitive market, especially in terms of customer value, technology, and accessibility?

The market is quite competitive, no doubt, but it remains largely untapped as we are not anywhere near where we should be. Recent data of the 2024 Insurance Industry premium which you are familiar with for instance indicates that of the N1.56 trillion generated, life business component was only N470 billion while non-life accounted for N1.1 trillion. This can be significantly improved upon especially the life component, which provides an avenue for pooling of premium for long-term investments.

The massive investment in technology, which we regularly embark upon as an organisation is geared towards easing accessibility. All our member companies embrace the tool to enhance sales, from our finance company to the health maintenance organisation to the general insurance company and now the full-fledged life assurance subsidiary. With the development of unique product offerings, which is a departure from the generic, deployment of technology and drive towards digital sales, CHI Life is here to make a difference.

Nigeria Insurance Industry Reform Act (NIIRA) 2025 was recently signed into law by President Bola Tinubu, flagging off the new minimum capital requirement for insurance companies. What is your plan for CHI Life Assurance Limited?

The NIIRA 2025 is a good development that has since been awaited in the industry and portends good tidings for all players. The benefits of the Act, if fully explored, are capable of taking the industry to greater heights. The Act raises the minimum capital base of life insurers from N2 billion to N10 billion, while that of general business underwriters was raised from N3 billion to N15 billion. Before the increase, while setting up CHI Life, we have proactively raised well above the prevailing capital at that time with N8 billion fully paid up. At the Group level, our total profit attributable to shareholders was N22.5 billion and we are currently operating with shareholders’ funds of over N34 billion. We can therefore say that we are comfortably on track.

We are however favourably disposed towards further boosting our capacity through measures including but not limited to acquisitions of smaller organisations, details of which shall gradually emerge as the regulator and shareholders approve our plans. Beyond this, the Act also seeks to ensure prompt claims payment, digitization of operations and collaboration at the sub-regional level for underwriting of risks.

We are nearing the last quarter of 2025, as an investor in the Nigerian economy, how would you describe the economy so far, and what is your expectation for the remaining part of the year? The Nigerian economy in 2025 has shown a welcome measure of resilience and relative stability compared to the turbulence of recent years. Key indicators, particularly the exchange rate have steadied, with the naira trading in the N1, 500-N1,600 band against the U.S. dollar for much of the year. While this is still some distance from the sub N1,000 levels that many businesses would consider ideal, it represents a significant improvement in predictability and provides a more reliable basis for planning and investment decisions.

Inflation, though elevated, has moderated from last year’s highs as the government implements tighter monetary policies and structural reforms. Interest rates remain on the high side, but the clarity of the Central Bank’s direction and the steadying currency have given both local and foreign investors greater confidence. We are also witnessing encouraging signs in sectors such as agriculture, financial services, and technology, which continue to attract investment and create employment despite global headwinds.

From a business and investment standpoint, this relative macro-economic stability is crucial. It allows companies to forecast cash flows, manage costs, and deploy capital with a higher degree of certainty. For long-term investors like us at CHI Life Assurance, this environment supports strategic growth, whether in product development, customer outreach, or expansion of our investment portfolio because it reduces the unpredictability that previously hindered medium- to long-term planning.

Looking ahead to the final quarter of the year, we expect this stability to be sustained, provided current fiscal and monetary policies remain consistent. We are cautiously optimistic that continued reforms in the energy sector, infrastructure development, and targeted social programmes will further support consumer confidence and economic activity.

In summary, while challenges such as inflationary pressures and structural bottlenecks remain, 2025 has so far marked a turning point towards a more predictable and investible Nigerian economy. If the current policy trajectory is maintained, the remainder of the year should consolidate these gains and lay a stronger foundation for inclusive growth in 2026 and beyond.

The CHI Group financial performance in 2024, one year after consolidation was bracing, given the challenges in the business environment, what did you do differently and how do you plan to sustain it in the current year?

True. Our financial performance in 2024 was an all-time high as reported during our Annual General Meeting held recently. Significant growth was recorded in both top lines and bottom lines with a profit of up to 404 percent. These results were achieved through a combination of factors especially the implementation of our Group Strategic Initiatives. The pivots of these are anchored on accelerated innovation, enhanced customer engagement and deeper market penetration. We are geared towards sustaining this, part of the reason we have now also ventured into full life assurance business.

Back to the life business, how do you see the current economic climate such as inflation, interest rates, and employment trends impacting the demand for life insurance products in your target market?

The current economic environment in Nigeria, though challenging, presents unique opportunities for forward-thinking individuals and families to secure their financial future. Inflation has moderated slightly over the past five months, and while interest rates remain relatively high, we expect a gradual softening in the medium term as government policies to stabilise prices begin to take effect. Employment trends are also evolving, with more Nigerians seeking multiple streams of income and exploring ways to protect their wealth.

These dynamics underscore the relevance of life assurance as an essential financial planning tool rather than a discretionary purchase. Life insurance provides stability in uncertain times: it allows individuals to set aside a portion of their earnings to protect their loved ones, create intergenerational wealth, and meet long-term goals. Our products, including endowment plans, child education policies, legacy policy and retirement solutions are designed to help customers preserve value and build financial security regardless of short-term economic fluctuations.

In fact, economic pressures often heighten awareness of the need for protection and disciplined savings. When people realise that inflation erodes the value of idle cash, they look for structured, reliable avenues to safeguard and grow their resources. Life assurance is uniquely positioned to meet that need.

At CHI Life Assurance Limited, we see these conditions as an opportunity to deepen public education and financial literacy. We are committed to engaging more Nigerians, especially young professionals and emerging entrepreneurs, on the importance of early planning and the peace of mind that life assurance brings.

Ultimately, no matter the economic climate, the fundamental need to protect one’s family, plan for retirement, and create a legacy remains constant. With the right awareness and tailored solutions, the demand for life assurance will not only endure, but also continue to grow.

The Senate Committee on the North Central Development Commission (NCDC) has approved the N140 billion budgetary provision for the commission in 2025, with a charge to ensure prudent and transparent utilisation of the funds once the Senate gives its final approval.

The endorsement came after Tsenyil Yiltsen, the Managing Director of the Commission, appeared before Titus Zam-led Committee on Tuesday to defend the proposal.

Announcing the approval, Titus Zam, who chairs the Senate Committee, stated, ‘After a careful look at the issues contained in the budget and the eloquent presentation by the MD and his team, the committee has approved the budget of N140 billion as presented by the Commission.’

In his presentation, Yiltsen explained that the Federal Government allocated N140 billion to the commission for the fiscal year, with N100 billion set aside for capital expenditure across the six States of the North Central region and the Federal Capital Territory (FCT), while the remaining N40 billion will cover recurrent expenditure, including overhead and personnel costs.

He clarified that the N100 billion capital vote was intended for multiple projects across the states rather than a single project.

‘We have eight thematic areas in terms of infrastructure deployment, which are security, agriculture, mining, environmental degradation, education, health, road construction, etc,’ he said. Yiltsen assured lawmakers that the Commission would implement projects equitably across all the states in the zone and the FCT.

‘We will go out for proper needs assessment in all the states and will be fair in the distribution of these projects in all the six states and FCT,’ he added.

On the recurrent component, he disclosed that a large portion of the N40 billion would go towards the salaries of 200 new staff, pending approval of their recruitment by the Office of the Head of Service.

While commending the Commission’s presentation, the committee tasked the NCDC to ensure judicious application of the funds, particularly the N100 billion earmarked for capital projects.

It also called on State Governments in the North Central region and the FCT to provide office accommodations for branches of the commission in their respective States.

The Chartered Institute of Management Accountants (CIMA), has awarded 235 accounting and finance professionals in Nigeria with their Chartered Global Management Accountant (CGMA) certificates, and their CGMA designation at its 2025 convocation ceremony. The convocation ceremony held in Lagos at the weekend.

Acclaimed as the world’s leading and largest professional body of management accountants, CIMA training, which is recognised in over 170 countries, equips candidates with skills such as accounting knowledge, risk management, business leadership, decision-making, performance evaluation, and financial analysis that prepare them for senior management roles.

The 235 candidates will also benefit from the large global community of CGMA holders, granting them access to a global network of business and finance leaders as well as providing them with career support and continuous professional development.

Tariro Mutizwa, vice president – Africa, who was present at the certification ceremony, commended the candidates for their hard work, dedication and commitment to acquire the knowledge and skills necessary to achieve their CGMA. She assured them that the certification has paved the way for promising careers as they have been equipped to meet not only today’s business demands but also future business needs.

‘I am pleased to welcome a new generation of Nigerian accounting and finance professionals into our esteemed profession in Nigeria. Their dedication, hard work, and unrelenting commitment have paved the way for promising careers built on a solid foundation of knowledge and skill,’ Mutizwa said. ‘These future leaders are equipped not only to meet the demands of today’s business landscape but to shape what comes next, driving innovation, integrity, and excellence across their organisations. May their journey be marked by continuous growth, meaningful impact, and enduring success.’ Ijeoma Anadozie, country director of CIMA in Nigeria, was also full of praises for the candidates. The country director said the certification has positioned the candidates to seize a world of exciting professional opportunities.

‘Completing the CGMA Professional Qualification is a testament to our CGMA candidates’ commitment and passion. I extend my heartfelt congratulations to each of our Nigerian CGMA candidates on this outstanding achievement,’ Anadozie said.

According to the country director, ‘Earning the CGMA designation signifies that they are not only highly skilled and commercially astute, but also purpose-driven professionals who champion sustainable business performance and long-term value creation – positioning them to seize a world of exciting professional opportunities.’

Holders of CGMA can function across a broad spectrum of units in organisations as Risk Managers, Financial Analysts, Strategy Consultants, and Management Accounts, among other critical accounting and auditing roles.

Media Rights Agenda (MRA) has called for more robust access to environmental information in Nigeria, warning that the absence of timely and reliable data is undermining efforts to address the country’s worsening environmental and climate challenges.

The call was made on Monday during the launch of a new report, ‘Access to Environmental Information and the Cost of Ignorance in Nigeria,’ which coincided with the International Day for Universal Access to Information (IDUAI).

The report highlights the mounting risks posed by deforestation, flooding, desertification, oil pollution in the Niger Delta, poor plastic waste management, and declining air and water quality.

According to MRA, these issues are not only threatening ecosystems and public health but are also costing Nigeria billions of dollars in infrastructure damage, displacing communities, and endangering national stability.

Speaking at the launch, Ayomide Eweje, Programme Officer, MRA, said Nigeria already has a layered framework of laws and international obligations that could serve as a strong foundation for environmental accountability, including the Freedom of Information Act, Climate Change Act, and Environmental Impact Assessment Act.

However, she noted that weak enforcement, lack of proactive disclosure by public institutions, and poor citizen engagement remain major obstacles.

‘Without meaningful and effective access to environmental information, citizens cannot protect their health and livelihoods or hold decision-makers accountable’, Eweje said. ‘Ensuring access is not just about legal compliance; it is about empowering people to safeguard their future.’

The report also underscores the potential of digital technologies, including Artificial Intelligence (AI), to strengthen environmental monitoring and public access to real-time data.

Yet, it warns that structural inequalities-particularly the exclusion of rural communities and women from decision-making-continue to threaten Nigeria’s environmental governance.

To address these gaps, MRA urged federal and state governments to strengthen and enforce laws mandating proactive disclosure of environmental data in digital, user-friendly formats, establish centralised, open-access data portals on pollution, deforestation, water quality, and climate risks invest in broadband expansion, solar-powered hubs, and community ICT centres to bridge the rural digital divide.

The organisation also called on civil society, the media, academia, and the private sector to collaborate in monitoring environmental hazards and ensuring that information is accessible, comprehensible, and actionable.

Eweje stressed that transparency and public participation are critical to preventing further environmental devastation in Nigeria.

The Economic Community of West African States (ECOWAS) has donated ?26 million in educational support for children affected by conflict in Plateau State, marking a major intervention in the region’s long-running humanitarian crisis.

Sintiki Tarfa Ugbe, Director of Humanitarian and Social Affairs at ECOWAS, announced the donation on Monday during the launch of the Humanitarian-Development-Peace (HDP) Dialogue at a two-day workshop in Jos.

The workshop, organised through a collaboration between the ECOWAS Commission, GIZ, the European Union’s Support Programme for African Peace and Security, attracted the Child Protection Network, PLACEMA and the Press Research and Development Institute, among others

Ugbe said in addition to the education fund, ECOWAS also committed ?56 million worth of food and essential non-food items to displaced families across affected communities. According to the director, the gesture was more than charity-it was a ‘powerful affirmation’ of solidarity with children, families, and communities who continue to suffer the effects of prolonged conflict.

‘This is not just another talking workshop, as ECOWAS, we are demonstrating solidarity through action:26 million Naira in educational assistance to children affected by conflict in Plateau.

‘This is not charity – it is an affirmation. It says to every child in Plateau State: You are seen. You are valued. You are not alone. ‘This dialogue – as you are aware – is anchored on the Humanitarian-Development-Peace Nexus. It is an integrated approach that seeks to support women and children in communities affected by conflict. These are the voices too often silenced, the lives most disrupted by violence – yet they are at the very heartbeat of our communities.

‘This collaboration brings together the ECOWAS Commission, GIZ, the European Union’s Support Programme for African Peace and Security, the Plateau State Government, and many of the agencies represented here today. It is a shining example of how the HDP nexus works in practice,’ she said.

Ugbe described the HDP Dialogue as a movement that places women and children at the centre of recovery and peacebuilding. Julie Sandra, the Director, Plateau State Peace Building Agency (PPBA), highlighted the findings from recent assessments, which revealed that over 30,000 people have been displaced in Plateau State, many of them children facing exploitation, trauma, and lack of access to education and healthcare.

According to Sandra, 72% of displaced children have experienced violent attacks, while 55% have endured prolonged school closures.

Samuel Jatau, the Secretary to the Government of Plateau State (SGS), represented by Timothy Gayi, permanent secretary, policies and general services reaffirmed government commitment to aligning relief efforts with the administration’s first policy pillar-Peace and Security.

He emphasised that sustainable peace requires access to livelihoods, social protection, and resilience-building, not just emergency aid.

In Nigeria, the condition of roads can be challenging for drivers during the rainy season, ranging from full drainage systems to potholes and traffic jams, making it difficult for car owners to navigate their way. Therefore, knowing how to take care of your vehicle is essential for safety and avoiding costly repairs.

Rainy seasons can cause rust and corrosion, especially on metal parts, while also damaging electrical components through moisture ingress, which can lead to short circuits and malfunctions in systems such as the engine, lights, and sensors.

Water entering the engine can cause damage, while persistent exposure to rainwater can promote mould and mildew growth inside the car. Other components, like brakes and batteries, can also fail due to increased usage and exposure to moisture.

Keeping your cars in good condition in all seasons not only preserves value but also keeps them safe on the road.

Regardless of these challenges, in no particular order, here are several car care tips every driver needs to know this rainy season.

Windshield wipers

Windshield wipers should be replaced either 6 months to a year or as soon as you notice some difficulties in driving visibility in the rain. Keep your wiper fluid filled to the brim

Replace wipers if they leave streaks or squeal. Squeaking, skipping, and smearing begin when your wiper no longer makes proper contact with your windshield. Clean, check, or change if needed.

Check your tyres

This is one of the basic car care tips you should know. Check the thread depth, maintain your tyre pressure; both over- and under-inflation can be risky in wet conditions.

Bald tyres increase the risk of hydroplaning (that’s when your tyres lose grip and your car feels like it’s ice-skating)

Hydroplaning is when water builds up between your tyres and the road, making you temporarily lose control. Brakes

Get your brakes checked (pads, discs, and fluid), avoid sudden braking in rain; pump brakes gently, and listen for any screeching or softness in the pedal. You need to have a good braking system.

Don’t be in a hurry while driving in the rain; slowing down will reduce the risks of being in an unexpected event, just relax.

Car battery

Check your car battery condition always, as heavy use of electrical components in the rain can strain it.

Keep the battery and its terminals clean to prevent corrosion, and check its terminals for any signs of damage or corrosion. If the battery gets wet, allow it to dry completely before use.

Car lights

Rain reduces visibility for everyone, so you need to check if your lights are functioning properly, both the headlights and brake lights.

Clean headlights to prevent cloudiness and check for cracks that could let water in. Good lighting is one of the simplest safety tips for rainy season driving. Use hazard lights while driving in the rain.

Rusting

Do not drive through deep water, as it can cause significant engine and electrical damage.

Apply an anti-rust coating to the undercarriage, use silicone-based lubricants on door hinges and locks, and clean your car regularly to avoid mud buildup.

Anti-rust coating is a spray or sealant that protects your car’s metal parts from rusting due to moisture.

JAC Motors, a leading Chinese truck manufacturer, has urged the federal government to fast-track the signing of Nigeria’s automotive policy into law, describing it as a critical move that will unlock foreign investments, deepen local assembly operations, and reduce reliance on imported used vehicles.

The call was made by Oscar Yu, general manager, JAC Motors, during a strategic visit to Lanre Shittu Motors’ JAC truck assembly plant located along the Apapa-Oshodi Expressway in Lagos.

Describing Lanre Shittu Motors (LSM) as a great partner, Yu praised the company’s efforts in assembling JAC trucks locally, amidst Nigeria’s economic challenges.

He stressed that a properly legislated automotive policy would attract more Original Equipment Manufacturers (OEMs) into the country, enabling the production of affordable, brand-new trucks with better return on investment for buyers. ‘We are ready to work closely with the Nigerian government to grow the automotive sector. Signing the policy into law will help stabilise investors’ confidence and encourage more local assembly,’ Yu said.

He also highlighted the potential of Nigeria’s vast market of over 200 million people, noting that with the right policy environment, JAC could help bridge the gap between the dominance of used vehicles and the availability of affordable, high-quality new trucks.

Yu noted that continued importation of used vehicles hurts the economy by limiting job creation and undermining local production capacity.

‘Nigeria is a huge market with great potential. With local technical talent and a supportive government policy, the country can become a hub for truck manufacturing in West Africa,’ he added. On the partnership with Lanre Shittu Motors, Yu expressed satisfaction with the progress so far, pledging continued support in areas such as technical training, spare parts supply, and after-sales service.

‘We take care of our partners, customers, and staff. Our products are of high quality, and we believe that’s our biggest selling point. We’re happy with what LSM has done and are fully committed to growing this partnership,’ he affirmed. LSM recently commenced delivery of Compressed Natural Gas (CNG)-powered JAC trucks equipped with ABS (Anti-lock Braking System), among others, for maximum safety features.

Taiwo Shittu, managing director of Lanre Shittu Motors, in his remarks, described JAC as an exceptional partner.

‘JAC is the most supportive company we’ve worked with. They are sincere, respectful, and always deliver on their promises. They value our culture and treat us as true partners,’ he said.

Saheed Shittu, executive director of finance at LSM, called the visit by JAC’s top management historic and strategic, noting that it would further cement the relationship between both companies.

Lanre Shittu Motors assembles JAC heavy-duty and medium-duty trucks in Nigeria and has consistently won awards for its quality by the Nigeria Auto Journalists Awards.

‘We remain committed to providing customers with reliable automotive products, backed by strong after-sales service and genuine parts. This partnership is helping us achieve that,’ Saheed said.