Category: Business Day

As Nigeria’s property market continues to evolve, Regent Real Estate has positioned itself as a company focused on trust, professionalism, and customer-centered service. At the heart of this vision is Ogaba Sanni, the firm’s CEO, whose leadership emphasizes integrity and long-term value over quick gains. In this interview with BusinessDay, Sanni shares his thoughts on the industry’s challenges, Regent’s growth strategy, and the importance of building lasting relationships with clients.

Nigeria’s luxury property market has been described as resilient despite economic headwinds. From your vantage point, what factors are sustaining demand at the top end of the market?

Two major factors stand out.

First, the weakening of the naira has shifted the priorities of wealthy Nigerians and investors. With inflation and devaluation eroding the value of cash, people are turning to hard assets, especially prime real estate in Ikoyi, Banana Island, Victoria Island, and now Lekki Phase 1. For high-net-worth individuals, these properties are not just homes but ‘wealth storage,’ as they tend to preserve and even grow in value in dollar terms.

Second, diaspora demand has surged. Naira depreciation has increased the buying power of Nigerians abroad, making prime properties appear relatively affordable compared to a few years ago. With remittances rising to about $20.93 billion in 2024, more diasporans in the US, UK, Canada and beyond are acquiring luxury homes both as investments and as a base in Nigeria.

Inflation and currency volatility have been major concerns for developers. How are these forces reshaping your project planning and delivery in the high-end segment?

Speed of execution has become critical. Every delay means higher costs for materials, labour and financing. To manage this, we now adopt accelerated project cycles, including prefabrication and modular construction, to shorten timelines without compromising quality.

At the same time, efficiency in design is key. We are focused on ‘functional luxury’, maximising natural light, airflow and usable space, while using durable materials. Digital design platforms help us streamline collaboration and avoid costly mid-project changes.

Finally, supply chain discipline has become a differentiator. We prioritise local sourcing to reduce dependence on volatile imports and, where imports are unavoidable, we secure pricing and timelines through strong supplier partnerships. This lean approach keeps costs under control and ensures faster delivery.

Some argue that Nigeria’s luxury developments still fall short of global benchmarks in finishing, efficiency, and amenities. Do you agree, and what can be done to close that gap?

It is true that not every project in Nigeria meets global standards, but the gap is narrowing quickly. Developments like IV Bourdillon, Cuddle, and The Belmonte show that our market can compete with Dubai, London or New York in both design and lifestyle. Projects under construction such as Quantum Towers on Ozumba Mbadiwe, and our own Park Towers in Victoria Island and 41 Turnbull, Ikoyi will raise the bar further.

The reality is that Nigeria’s luxury market is still young, so the volume of world-class projects is lower compared to mature economies. But as the market stabilises and investor confidence grows, we will see more globally competitive projects, particularly in premium zones like Eko Atlantic City.

When you speak of ‘fit for purpose’ developments, what does that mean in practical terms for the investor or homeowner?

It means delivering both functionality and long-term value.

For investors, a fit-for-purpose development is one that holds its value, attracts tenants easily, and ensures steady returns. For homeowners, it means spaces designed to support real lifestyles, adequate natural light and ventilation, thoughtful layouts, reliable utilities, leisure facilities, smart home features, and strong security. It’s luxury that balances elegance with practicality.

Material costs have risen sharply in recent years. What procurement or design strategies help you preserve quality without pushing prices beyond what buyers can accept?

We rely on direct and data-driven procurement. Wherever possible, we buy straight from source, cutting out middlemen. Our partnership with Cutstruct Technology also gives us real-time price aggregation, as well as relying on them for supply of key construction materials by leveraging their wide pool of building material manufacturers..

This approach helps us manage costs without compromising on finishes. On the design side, we specify materials that are premium but also cost-efficient and sustainable long-term. The combination of smart sourcing and disciplined design allows us to maintain quality while keeping pricing attractive.

Premier Court in Lekki Phase 1 was delivered during a period of steep cost inflation. How did you adapt while maintaining your high-end standards?

That project tested our principles of lean operations and forward planning. We purchased essential materials early, hedging against inflation, and relied on long-standing partnerships with suppliers and contractors to keep costs stable and timelines intact.

Despite the volatility, we delivered Premier Court to our standards, which proved that disciplined planning and the right partnerships can make world-class delivery possible even in tough conditions.

Sustainability is becoming a non-negotiable in global real estate. How do you see eco-friendly and energy-efficient design fitting into Nigeria’s luxury developments?

Sustainability is fast becoming an expectation in our market too. Buyers increasingly want homes that are luxurious and environmentally responsible. That means solar solutions, water recycling, energy-efficient systems, and sustainable materials.

Beyond environmental benefits, these choices reduce running costs and make homes more reliable in Nigeria’s infrastructure environment. Over time, they will also protect long-term value, especially as ESG standards start shaping investment flows into real estate.

Government policy can be both a driver and a barrier to real estate growth. What specific reforms or support measures would most benefit the premium property segment?

Three areas stand out.

First, Nigeria needs a more transparent credit system to expand access to financing, beyond collateral-based lending. With reliable credit reporting, banks could lend at sustainable rates like in mature markets.

Second, collateral registries should be expanded to recognise presale contracts and receivables. This would allow developers to raise financing transparently against off-plan sales, giving both banks and buyers more confidence.

Finally, the government should deepen infrastructure partnerships with developers. When roads, power, and security are guaranteed around projects, it elevates entire neighbourhoods and supports property values.

Looking ahead, where do you see the most viable opportunities for growth in Nigeria’s luxury property market over the next five years?

Mixed-use, live-work-play developments will drive the next phase. The future of luxury is integrated environments that combine residences with high-end retail, dining, and leisure, offering exclusivity and convenience in one ecosystem.

In congested urban centres like Lagos, these developments solve practical challenges while delivering prestige, making them especially attractive to both local and diaspora buyers.

For emerging developers aiming to enter this space, what is the single most important discipline or mindset they must develop to succeed?

Differentiation. This is not a market where copycat projects succeed. Buyers expect uniqueness in design, lifestyle and value. Developers must commit to creating projects that stand out and consistently deliver on their promises.

Success in this space requires originality, hard work, and discipline. The luxury buyer is uncompromising, and only those who can meet that expectation with resilience and creativity will thrive.

Africa remains one of the world’s most dynamic continents, blessed with immense cultural wealth, a young population, and abundant natural resources, beyond its oil, gas, and mineral riches, that are increasingly shaped by fast-growing non-resource sectors such as services, technology, and agriculture. This shift is evident in the global recognition of African fintech giants, Kuda(Nigeria/UK), MTN South Africa(South Africa), Flutterwave(Nigeria), Palmpay (Nigeria), Tala(Kenya/US), Piggyvest(Nigeria), and Yoco(South Africa), all ranked among the top 250 fintech organisations.

According to Statista, here are the top 5 African countries with the highest GDPs for Q3 of 2025

South Africa – $410.34 Billion

South Africa continues to hold the top spot with a GDP of $410.34 billion. The economy grew by 0.1% in the first quarter of 2025 compared to the final quarter of 2024. Its growth is supported by a diversified economic structure: mining and resource exports (platinum, gold, chromium), robust manufacturing industries (automotive, machinery, chemicals), a sophisticated services sector (finance, insurance, telecommunications), and strong infrastructure (ports, railways, and roads). These pillars collectively sustain South Africa’s role as the most industrialised economy in Africa. Egypt – $347.34 Billion

Ranked second, Egypt’s $347.34 billion GDP reflects its strategic position and diversified income sources. The Suez Canal remains a vital stream of foreign exchange through transit fees and related services, while tourism and hospitality draw millions annually to its ancient sites and coastal resorts. Egypt also maintains strong hydrocarbon, refining, and petrochemical industries, which bolster both domestic industries and export earnings. Its mix of history, geography, and industrial strength makes Egypt a key African economic hub. Algeria – $268.89 Billion

Algeria’s $268.89 billion economy is still heavily dependent on oil and gas, which account for the bulk of exports and government revenues, according to the IMF. Despite this reliance, the country has invested significantly in infrastructure and social development over the last decade, helping reduce poverty and improve living standards. While hydrocarbons dominate, Algeria’s gradual shift toward broader development reflects a long-term effort to build resilience against oil price shocks. Nigeria – $188.27 Billion

Nigeria, with a GDP of $188.27 billion, ranks fourth in Africa. As the continent’s most populous country, it benefits from a vast domestic market. Oil and natural gas remain its primary sources of foreign exchange, but Nigeria’s economy is increasingly powered by the services sector. Information and communication technology, telecommunications, Nollywood (its globally recognised film industry), and financial services are expanding rapidly. Industrial giants such as Dangote Cement and the newly launched Dangote Refinery highlight Nigeria’s ambition to strengthen its role not just in West Africa, but across the global energy and manufacturing landscape.

Morocco – $165.84 Billion

Morocco rounds out the top five with a GDP of $165.84 billion. Its economic model is built on diversification and deliberate long-term planning. Phosphates and fertiliser derivatives remain important exports, but Morocco has also developed a competitive automotive industry that supplies European markets, a growing aeronautics sector, and a strong tourism industry that draws foreign spending. This balanced growth approach has allowed Morocco to quietly but steadily establish itself as one of Africa’s most competitive economies.

The National Assembly has reinforced security measures by restricting access to parts of the Senate chamber and its adjoining corridors.

In a memo dated October 2, 2025, addressed to the Chairman of Senate Services, Brigadier General Etido Ekpo (rtd), the Sergeant-at-Arms announced that the long corridor in front of the Senate President’s office, stretching from the White House lobby, will henceforth be accessible only to Senators and Members of the House of Representatives.

‘All aides or personal assistants will not be allowed into the said corridor,’ the circular stated.

According to the Sergeant-at-Arms, the move is part of efforts to ensure a secure and safe environment for legislators to carry out their duties.

The memo further requested senators to inform their aides and personal assistants of the new restriction.

Ekpo assured lawmakers of his ‘humblest regards’ while stressing that the measure was necessary in the interest of ‘enhanced security around sensitive parts of the National Assembly complex.’

As the two days of high-level, extensive discussions on the future of development, investment, and financing in Northern Nigeria come to an end, one question lingers: what next?

Every great idea begins with conversation. Honest dialogue helps people gain clarity, build consensus, and chart a shared vision. But dialogue without action is nothing more than another round of sweet speeches-comforting to the ears, but dangerous if it soothes us into complacency while our region burns. The initiative of the Northern Elders Forum (NEF) would, understandably, attract both scepticism and criticism, given its history of political clashes with the northern political elite. Yet NEF must not be seen as an adversary but as a partner in our collective quest for progress. Ego and vested interests must be abandoned. The North cannot afford a zero-sum game where egos win and the people lose.

For what it’s worth, the Northern Investment and Industrialisation Summit has lit a spark-from the Ladi Kwali conference hall in Abuja to Maiduguri and down to the confluence in Kogi. A sense of direction, passion, and optimism now fills the air. But without the administrative and political weight of the Northern Governors’ Forum, the captains of our collective destiny, this spark may die out. Blueprints do not build bridges; bold leadership does.

The first obstacle to northern development remains insecurity. Banditry, terrorism, and communal clashes continue to bleed the region of its people, its resources, and its future. No investor will put capital in a war zone. You cannot plant prosperity in the soil of fear. To overcome this, governors must treat insecurity not as an isolated state problem but as a collective regional emergency. A Northern Security Compact should be created, modelled after the U.S. Emergency Management Assistance Compact. States could pool resources to set up a Joint Security Task Force with shared intelligence, coordinated patrols, and a regional command structure to respond quickly to crises affecting the region. Each state does not need to buy drones, armoured vehicles, or train counter-insurgency units alone. Pooling resources reduces costs, eliminates duplication, and strengthens capacity. Just as the Amotekun Corps has worked in the South-West, a Northern Security Network funded collectively and backed by regional legislation can deliver results. When insecurity respects no borders, security must be built without borders.

But security alone will not build prosperity. Development requires capital. This is where a Northern Development Bank (NDB) becomes indispensable. The NDB could be jointly owned by the 19 states, with initial capitalisation drawn from a portion of monthly federal allocations. The bank would focus on financing large-scale infrastructure such as irrigation systems, mechanisation, agro-processing plants, industrial parks, and transport infrastructure that individual states struggle to fund alone. To ensure sustainability, the NDB must be professionally run, with private sector participation and strong governance structures. For instance, states can provide seed equity, while international development banks such as Afreximbank, AfDB, or the Islamic Development Bank can be invited to co-invest.

Crucially, the bank should finance based on comparative advantage: Sokoto could build leather clusters, Kano could expand textiles, Borno could invest in solar energy, Plateau could invest in solid minerals, and Benue could invest in agro-processing. By aligning loans with each state’s strengths, the bank would create regional value chains, reduce unemployment, and boost exports. Prosperity grows fastest where states compete in excellence, not in poverty.

The removal of subsidies has poured unprecedented resources into state coffers. The excuse of scarcity has expired. What remains is the courage to act.

Northern development is not just a regional aspiration; it is a national emergency. The summit has given us direction, but it is the governors who must now deliver. They can either rise as visionaries who turned dialogue into development or go down as leaders who looked on while their region burned.

Finally, the North is watching. The nation is watching. And history will not be kind to those who make speeches for solutions.

The Nigerian Export Promotion Council (NEPC), says Nigeria’s non-oil export has risen to $1.791 billion in the first quarter, 2025.

The Chief Executive Officer of the council, Nonye Ayeni, said this at a one-day sensitisation exercise organised by the Council for Sesame seed farmers, on Thursday in Dutse, Jigawa.

The theme of the workshop is: ‘A Tactical Involvement for Enhancing the Production Capacity of Sesame Seed in Jigawa State.’

Represented by Okany Chika Sylvia, Chief Trade Promotion Officer, NEPC, Ayeni said the export value represents 24.75 per cent increase compared to 19.59 per cent for the first quarter, 2024.

She said non-oil performance 2024, indicated that sesame seed ranked number three out of the top 20 export products, amounting to 337.8258 metric tonnes with 4.63 per cent of the quantity exported.

‘Nigeria can obtain a significant share in the enormous forex from sesame seed export in the global market,’ she said.

Ayeni stressed the need to enhance the nation’s sesame yields and production, to maximise the export potential along the value chain.

In a presentation, Sylvia said export of Nigeria’s sesame seed to Japan between 2019 and 2021, was allegedly threatened due to the discovery of excess pesticide residue and salmonella.

‘The offshoot this discovery was raised by Japan Oil and Fat Importers and Exporters Association (JOFIEA) on 5th August, 2022.

‘Relatively, the Japanese Authorities allegedly confirmed that a high dose of pesticide residue found in Sesame Seed exported to Japan between 2019-2021 was 1.9 times in excess of Maximum Residue Limit (MRL),’ she said.

Sylvia highlighted that some of the challenges related to sesame seed export include poor compliance with sanitary and phytosanitary requirements, cross contamination during handling process, and lack of proper documentation by exporters.

The NEPC official highlighted some of the solutions to include addressing contaminant issue from the farm gate to the market, comprehensive approach and leveraging training of farmers on Good Agricultural Practices (GAP).

‘The introduction of technology driven traceability system, tackling logistic hurdles, packaging and product differentiation will also curtail the situation.

‘Quality testing, deployment of modern technology, awareness campaign as well as establishment of good storage system is vital,’ she said.

Sylvia advocated establishment of clusters within medium term frame, stressing that the council would engage relevant stakeholders to ensure zero rejection of agricultural exports, especially sesame seed.

‘We believe that through strategic engagement, partnerships Nigeria’s sesame seed export will be boosted and competitively repositioned across major destination markets.’

Mr Abdulkadir Aliyu, NEPC Coordinator in Jigawa, said the forum aimed at increasing Nigeria’s sesame seed output.

He said the overall objectives was to help the country tap into the growing opportunities in the global market, particularly in foreign exchange earnings.

‘This is a valuable opportunity to gain insights and contribute meaningfully to the development of this important sector,’ he said.

One of the participants, Balaraba Ibrahim also called for the establishment of aggregation centres for sesame seed processing in Jigawa.

She expressed concern over the level of exploitation being faced by sesame farmers, who lack the capacity to process the produce, adding the trend forced them to dispose it at cheaper prices.

Another participant, Magaji Rabi’u advised farmers and residents of the state to explore export opportunities through the NEPC.

Who is your role model? Nowadays, so much public attention is usually centred on athletes, celebrities or even politicians as role models. However, the fact is that one of the biggest role models a young person can have, outside of their own home, is the person who stands in front of their classroom ‘every day’ – their teacher!

Who is a teacher? A teacher is a person who helps others to acquire knowledge, competencies or values. Teachers provide education for all ages, from children to adults, and in a diverse field of studies. They can be referred to using a variety of titles, such as ‘educator’, ‘tutor’, ‘instructor’, ‘lecturer’, ‘professor’, ‘mentor’, ‘counsellor’, and so forth.

‘The art of teaching is the most important skill a person can learn .’

(‘Where There Is No Doctor’ – a healthcare handbook by David Werner, page w21.)

Taking on the task of shaping young minds is a big responsibility. Teachers work hard to inspire, guide, educate and mentor us every day. Teaching is an inspiring profession that leaves a lasting impact on every child’s life, no matter how big or small it may seem. Educating people in a way that they will remember and put to good use is one of the greatest gifts anyone can give to another person.

Why do we need teachers? ‘Better than a thousand days of diligent study is one day with a great teacher,’ says one Japanese proverb. Teachers lay the essential foundation for a person’s education. Even the best professors at the most prestigious universities are indebted to teachers who took time and effort to prime and cultivate their desire for education, knowledge and understanding.

It has to be admitted, though, that the teaching profession is a demanding one that presents many challenges. It demands a great deal of self-sacrifice. And poor remuneration has always discouraged people from moving into the teaching profession. Nevertheless, despite the difficulties and drawbacks, many teachers still persevere in their chosen profession.

So, how do you define a good teacher? Is it a person who can develop a child’s memory so that he can repeat facts and pass tests? Or is it a person who teaches one to question, to think, and to reason? Who helps a child to become a better citizen? . . . Unless a teacher is convinced of the value of education and is also interested in young people, it is impossible for him or her to become a good, successful, motivated and satisfied teacher. A good teacher instills confidence in those he teaches and makes learning a fascinating challenge. A good teacher recognises each student’s potential and knows how to make it blossom and flourish. To get the best out of each child, the teacher must discover what interests or motivates him or her and what makes the child tick, and a dedicated teacher must love children. William Ayers, a teacher, said, ‘Good teaching requires, most of all, a thoughtful, caring teacher committed to the lives of students. Good teaching is not a matter of specific techniques or styles, plans or actions. . . . .Teaching is primarily a matter of love.’

Additionally, the book ‘Where There Is No Doctor’, a healthcare handbook authored by David Werner, has this to say about teaching: ‘The art of teaching is the most important skill a person can learn. To teach is to help others grow and to grow with them. A good teacher is not someone who puts ideas into other people’s heads; he or she is someone who helps others build on their own ideas to make new discoveries for themselves.’

But another question arises: must learning always be fun? Some teachers find this problem among their students: ‘Many high school students have no interest in anything but having fun and doing what doesn’t call for any effort.’ Other teachers say, ‘The general attitude of the students is that learning is boring. The teacher is boring. They think that everything should be fun. They fail to realise that you get out of learning what you put into it.’

The fun fixation makes it harder for young people to make an effort and make sacrifices. Teacher William Ayers made a list of ten myths about teaching. One of them is: ‘Good teachers make learning fun.’ He continues: ‘Fun is distracting, amusing. Clowns are fun. Jokes can be fun. Learning can be engaging, engrossing, amazing, disorienting, involving, and often deeply pleasurable. If it’s fun, fine. But it doesn’t need to be fun.’ He adds, ‘Teaching requires a vast range of knowledge, ability, skill, judgement, and understanding-and it requires a thoughtful, caring person at its centre.’ (To Teach-The Journey of a Teacher).

However, while so much is expected of the teaching profession, so often the dedicated educators in our schools receive little public praise for their efforts. Have you, as a student or parent, ever thanked a teacher for the time, effort and interest shown? Or even sent a thank-you note or letter? It is good to note that teachers thrive on commendation too. The government, parents and students should highly esteem teachers and their services.

The irony is not just thick; it is crippling. In a country where the vast majority struggle with erratic power, soaring costs, and the daily humiliation of underdevelopment, we have come to accept and even, in some cynical quarters, applaud the deliberate interruption of critical national services as a standard tool of industrial negotiation. The ongoing strike by the Petroleum and Natural Gas Senior Staff Association of Nigeria (PENGASSAN), which cut gas supply and contributed to a significant drop in power generation across the country, is the latest and most egregious example of this culture of institutionalised cruelty. It proves the central tragedy of modern Nigeria: we have built a society so devoid of collective compassion that holding 230 million people hostage is considered a ‘flex’ rather than a colossal act of economic and social sabotage.

‘The Manufacturers Association of Nigeria condemned the union’s action as ‘unconscionable’ and a grave threat to investor confidence, asking how any investor would commit billions of dollars only to see their project decimated by industrial disputes.’

The core argument of the unions, that they are fighting for justice against an unscrupulous employer like the Dangote Refinery, is, on the face of it, entirely legitimate. Allegations of unlawful dismissals and anti-labour practices for unionisation are serious infractions that must be swiftly and forcefully addressed. However, the strategic weapon deployed, i.e., the paralysis of the national energy grid and the threat of fuel scarcity, is a deeply flawed and morally bankrupt choice. It is a classic case of wielding a ‘double-edged sword’ with such reckless abandon that the champion inflicts the most debilitating wounds on the very society it claims to represent.

When PENGASSAN halts gas supply, the consequence is not merely a loss of profit for the refinery; it is a direct blow to thermal power plants, which generate over 70 percent of Nigeria’s electricity. As the Nigerian Independent System Operator (NISO) confirmed, the action led to widespread generation shortfalls and required emergency measures to avert a nationwide blackout. For the small business owner whose refrigerated stock spoils, the student who cannot read at night, or the patient in a hospital relying on an unstable public supply, the strike is not a fight for workers’ rights; it is an act of calculated oppression.

This disproportionate use of power is not a new phenomenon; it is a structural problem. The oil and gas unions, along with those in electricity and public administration, represent a tiny, highly concentrated fraction of the workforce, just 7 percent of Nigeria’s entire labour force. Yet, because they are strategically located in the ‘critical, interconnected sectors of the economy’, their actions create a ‘domino effect’ that grinds the country to a halt. The paradox is clear: an elite, protected minority uses its strategic chokehold to demand redress for its members while inadvertently reinforcing the hardship on the vast 85 percent of the population operating in the unprotected informal sector.

The reaction from the broader economic community is telling. The Manufacturers Association of Nigeria condemned the union’s action as ‘unconscionable’ and a grave threat to investor confidence, asking how any investor would commit billions of dollars only to see their project decimated by industrial disputes. I agree with them. I also agree with the economists and consumer groups who warned against ‘holding over 230 million Nigerians to ransom’ and urged the unions to seek redress in the National Industrial Court, rather than deploying ‘terror tactics’ against a strategic national asset.

For Nigerian trade unionism to remain a relevant and positive force, it must move away from the ‘strike-as-a-primary-tool model’. This is not an argument against the right to strike but against the right to deliberately inflict maximum, widespread suffering as a first resort. It is a call for a strategic evolution towards ‘research-driven policy alternatives, technical advocacy, and strategic litigation’.

The unions’ true fight for justice should involve expanding their focus to the unrepresented 85 percent of the informal sector. Until then, when PENGASSAN throws the switch on the national grid, it is not merely disrupting the market; it is exposing a profound, self-inflicted flaw in the country’s character: a willingness to sacrifice the common good for sectional demands. It is the arrogance of power that mistakes the ability to inflict pain for true national relevance. Nigerians deserve, and must demand, a more compassionate and constructive model of advocacy.

Tripperz Way has entered into a strategic partnership with Medplus, a leading health and wellness retail chain in Nigeria, to connect travel with health-focused solutions.

The agreement will see both companies work together to provide travellers with curated travel kits and wellness initiatives that promote safer and more convenient journeys. The move reflects a wider shift in Nigeria’s business landscape, where companies are collaborating across industries to improve customer experiences.

At the signing ceremony, Toba Subair, Founder of Tripperz Way, described the partnership as ‘a step toward setting new standards in the travel industry, where wellness is integrated into every stage of the journey.’ He explained that the partnership was designed to go beyond convenience, creating travel experiences that prioritise the wellbeing of both individual and corporate clients.

For Medplus, the collaboration introduces a new way to connect with consumers by embedding its health and wellness products directly into the travel space. The company noted that the partnership is consistent with its broader vision of being more than a pharmacy, positioning itself as a partner in daily living.

Industry observers see the partnership as part of a trend where companies combine resources to deliver practical solutions that address customer needs. By linking travel with wellness, Tripperz Way and Medplus are filling a gap in the Nigerian market while demonstrating how collaboration can shape new business models.

The partnership also highlights Tripperz Way’s strategy of building alliances to expand its footprint and strengthen its role in redefining travel across Africa.

Nigeria has been taking steps to overhaul its education system through skills development as part of efforts to tackle high youth unemployment.

The new curriculum for Nigeria’s education system is a welcome step towards making education more relevant to work. But Germany’s experience shows that building a sustainable apprenticeship system requires deep investment, industry collaboration, and constant renewal.

If Nigeria can embed these principles, vocational training could move from being a stopgap to becoming a cornerstone of economic growth, producing not just job seekers, but skilled workers and innovators ready to shape the country’s future.

The press release by the Federal Ministry of Education in Nigeria highlighted the new vocational subjects that were added to the basic education curriculum. Trade subjects for non-technical schools were streamlined from over thirty to six practical areas: Solar PV installation and maintenance, fashion design and garment making, livestock farming, beauty and cosmetology, computer hardware and GSM repairs, and horticulture and crop production. In addition, the National Business and Technical Examinations Board (NABTEB) will now administer 28 revamped trade subjects for technical colleges. WAEC and NECO subjects were aligned to reflect the revised structure, focusing on core areas and relevant trades. Speaking on the reform, Tunji Alausa, minister of education, said the new curriculum will allow children to learn in a more focused and functional way without the burden of too many subjects, while teachers will benefit from a simpler structure, and government resources can be better directed toward building a stronger, skill-driven education system.

Yet, while the direction is promising, successful implementation requires more than policy declarations. Germany’s apprenticeship model, regarded as the ‘gold standard’ of vocational training, provides both inspiration and cautionary lessons.

What Germany’s model shows

For decades, Germany’s ‘Ausbildung’ system formed the backbone of its industrial success. It operates as a dual training model as apprentices spend part of their time in vocational schools learning theory and the rest gaining hands-on experience in a workplace.

It had its roots in the medieval guild system but was formally codified and standardised with the passage of the Vocational Training Act in 1969.

Crucially, apprentices earn wages while training, reducing financial barriers to participation.

The system historically supplied industries such as engineering, manufacturing, and hospitality with skilled workers, helping Germany maintain one of the lowest youth unemployment rates in Europe. At its peak, for every 100 university students, there were 75 apprentices, reflecting the system’s prestige and popularity.

But challenges emerged. A 2024 survey by the German Chamber of Commerce and Industry revealed that nearly half of companies offering apprenticeships could not fill their slots. In some sectors, like construction and hospitality, positions remain vacant despite labour shortages.

European Centre for the Development of Vocational Training noted that despite 350,000 apprentices in the craft sector in 2024, the German Confederation of Skilled Crafts (ZDH) reported over 20,000 unfilled positions. This shortage is concerning, as many of the 130 recognised skilled crafts apprenticeships are crucial for driving technological change.

The challenges point to demographic pressures, cultural shift towards university education, and slow curriculum adaptation to digital industries, which are all eroding the model’s effectiveness.

For Nigeria, these struggles are instructive. The lesson is clear: a strong apprenticeship framework must adapt quickly to technological shifts and demographic realities, or risk losing relevance. Adapting the framework to Nigeria

Nigeria already has a National Skills Qualification Framework (NSQF) to standardise technical training, but its reach is limited. A German-style dual system could build on this by formally linking schools, industries, and government in a three-way partnership. Employers would need incentives to take on apprentices, while schools would be tasked with delivering industry-relevant curricula.

Nigeria’s high-growth sectors, renewable energy, ICT, construction, agriculture and health, could become the testing ground. For example, just as Germany built strong apprenticeship tracks in engineering and automotive industries, Nigeria could prioritise structured training for solar technicians, software developers, and agro-processors. These are roles likely to expand with domestic demand and global trends.

The teacher’s challenge Teachers sit at the centre of both Germany’s and Nigeria’s systems. Germany has 3,600 vocational schools, but educators there now complain of outdated curricula and uneven classroom standards. In some schools, cohorts are increasingly mixed, ranging from school-leavers to university graduates and migrants with limited German proficiency. Teachers argue that this has made it difficult to maintain consistent quality.

Nigeria faces a sharper version of this problem: a projected shortfall of 30 million teachers by 2030. As Abdullahi Bature, CEO of Schoola, stressed, ‘We need big investment around supporting teachers. They need digital literacy, and more importantly, artificial intelligence (AI) literacy.’ If Germany, with its long-established infrastructure, is struggling to keep teacher quality high, Nigeria cannot afford to neglect teacher training at this critical stage. Pay, mobility and incentives

Another lesson from Germany lies in pay and mobility. Apprentices in Germany earn between pound 500 and pound 900 a month, depending on the sector and size of the firm. While not high, this wage makes training more accessible. Nigerian apprenticeships often pay little or nothing, discouraging participation. Without financial incentives, the system risks being seen as exploitative rather than empowering.

Germany also demonstrates the value of mobility within training. Some companies now experiment with ‘micromobility’, offering apprentices short-term projects across departments. This builds adaptability and keeps young people curious. Nigeria could adopt similar approaches, encouraging apprentices to rotate between roles, for instance, in ICT, between coding, product design and data analysis to broaden skills and resilience.

Policy and funding consistency

Funding remains a major stumbling block for Nigeria. Technical training requires costly equipment, workshops, and industry partnerships. Germany’s model is expensive, but consistent state investment, employer buy-in, and strong union involvement helped sustain it for decades.

For Nigeria, the priority must be agility: reforms must be regularly reviewed and updated to keep pace with labour market needs. How Germany is closing the gap and what Nigeria can learn from

While international comparisons are valuable, Nigeria must ultimately define its own pathway. Bature insists, ‘I don’t believe we need our content to be global standard. It should be our own Nigerian standard.’ This means tailoring vocational training to Nigeria’s demographic realities, cultural expectations, and economic strengths.

Germany’s apprenticeship model remains a powerful example, but it is not a blueprint to be copied wholesale. Nigeria can learn from its strengths, structured partnerships, earning while learning, and prestige attached to technical skills, while avoiding its current pitfalls of demographic decline, outdated curricula, and waning appeal among the youth.

For example, Germany’s shortage of apprentices was due to image issues, lack of early exposure, weak recruitment by small firms, and stereotypes.

Now the country is working to close gaps in skilled craft apprenticeships by engaging young people earlier and modernising the sector’s image, which Nigeria can learn from.

Some of its initiatives are ‘Small hands, big future’ (Kleine Hände, grosse Zukunft) and ‘Make something!’ (Mach was!) introduce children and pupils to crafts through practical projects.

Digital and in-person formats like ‘MasterPOWER’ and ‘Crafts mobile’ (Handwerksmobil) combine learning software with hands-on workshops. The ‘Crafts go to school’ (Handwerk macht Schule) programme also links craft themes with school curricula.

To inspire young people, campaigns such as ‘Power People in Skilled Craft’ (Power People im Handwerk) and ‘Skilled Craft Makers’ (Handwerks Macher:innen) use influencers to promote diversity and challenge stereotypes, while the ‘Skilled Crafts Miss and Mister’ (Handwerks Miss and Mister) event selects ambassadors for the sector. Creativity is showcased through the ‘Design Talents in Crafts North Rhine-Westphalia’ (DesignTalente Handwerk Nordrhein-Westfalen) competition.

Nigerians can learn from these measures, which aim to spark early interest, highlight diversity and creativity, and present crafts as modern and future-oriented careers.

Adams Oshiomhole, Former Nigeria Labour Congress (NLC) president and senator, has faulted the Petroleum and Natural Gas Senior Staff Association of Nigeria (PENGASSAN) for escalating its dispute with Dangote Refinery into a nationwide shutdown of oil facilities, describing the action as hasty and unfair to other workers.

Speaking in an interview with Arise Television on Friday, Oshiomhole said unions must defend workers without inflicting broader economic hardship.

‘I think that in seeking to protect a particular set of workers, you do not then risk the jobs of several other workers. When you are pursuing a dispute, the tools you deploy must be such that they do not undermine other people’s jobs,’ he said. He criticised the oil union’s decision to halt operations at facilities of the Nigerian National Petroleum Company Limited (NNPC) and other firms over alleged anti-labour practices at Dangote Refinery.

‘I suddenly witnessed long queues at filling stations and people came to me to ask, ‘why are we not at work today, what has happened to the oil industry?’ And the reason was that PENGASSAN had decided that NNPC be shut down, several other companies shut down, all because of a problem in one refinery,’ Oshiomhole said. Drawing from his time as NLC president, he stressed that disputes should be confined to the employer in question.

‘We had a big battle with Union Bank of Nigeria over their policy on married couples working together. But even when we had the capacity to shut down all the banks, we didn’t,’ he recalled.

Oshiomhole also cautioned against rushing into strikes without weighing their broader impact. ‘In pursuing war, you have to recognise that the tools you deploy must not hurt innocent people, like the tomato sellers who cannot get fuel to move their goods because there is a quarrel between one refinery and one union,’ he said.

While affirming the constitutional right to unionise, he urged balance and responsibility from both employers and workers. He added that private investors like Dangote should be allowed time to stabilise before being subjected to intense labour action. ‘An employer has to exist, mature and be strong enough to guarantee good-paying jobs. If you cripple a business before it even finds its feet, you are also destroying the jobs you claim to protect,’ Oshiomhole said.