Category: Business Day

Christian Zionism distorts scripture to justify Israel’s occupation of Palestine, betraying Jesus’ teachings of universal love and justice, writes Reverend Frank Chikane.

In June, the Central Committee of the World Council of Churches (WCC) met in Johannesburg, South Africa. The Central Committee (CC) speaks on behalf of 352 member churches, representing more than half a billion Christians around the world. It comprises 158 members, the WCC regional presidents, and 100 advisors from the wider ecumenical movement. Its purpose is to make policy decisions and address issues affecting the life and witness of the churches. After deep lamentation and outrage as the crisis in Palestine and Israel escalates to unprecedented levels of starvation and collective punishment of the entire population of Gaza, the CC’s plenary session sounded four powerful, urgent, and long overdue calls to action.

Firstly, it called for the naming of the reality of the system of apartheid imposed by Israel on the Palestinian people. Churches, states and international institutions were urged to take a moral stand and immediately impose sanctions, divestment and arms embargoes to hold Israel accountable for its actions. Moral condemnation, after all, must have material consequences. The CC also demanded the end of the Israeli occupation of Palestine and the lifting of its unlawful blockade on Gaza. The CC also called for support for the resilience and witness of Palestinian Christian churches and communities to remain on their land and to freely practise their faith – a fundamental right that the Israeli government denies them.

Sadly, it has taken far too long for the WCC to issue a clear, truthful recognition of the roots and realities of Palestinians’ suffering and a call to the global fellowship of churches to speak with clarity, urgency, and commitment. However, these resolutions signal a bold break from past WCC positions on Israel’s eight-decade-long occupation of Palestine. Many churches and ecumenical organisations have prioritised unity, rather than justice, when it comes to the unbearable suffering inflicted by Israel on Palestinians. Some of us have skirted around this issue to keep the ‘peace’ in our congregations and to avoid offending our Jewish colleagues and risk being accused of antisemitism. This is unnecessary. As Christians, we make a clear distinction between the Jewish people, our siblings in faith, and the acts of the Israeli government that acts in the name of Zionism. As African Christians who have witnessed and experienced injustices and colonialism, standing on the side of justice should be natural to us. Our own scars of colonialism make it impossible to ignore the same pattern of land grabs, military occupation, and erasure playing out in Palestine.

God’s covenant with Abraham in Genesis 12:3, wherein He promises that ‘those who bless Israel will be blessed and those who curse Israel will be cursed’, is often wrested from its context and misquoted by the Israeli government and its Christian Zionist supporters in Africa. They want believers to accept that any critique of the state of Israel for its assault on international law and basic human rights and decency is to curse Israel and incur God’s wrath. Christian Zionism is, in fact, an annulment of everything that the just Christian gospel stands for.

It is in defence of the Christian gospel that we, as African Christians, must renounce, in the strongest terms possible, any attempts to defend the Israeli occupation and oppression of the Palestinian people using the Bible. The Christianity that Christian Zionists ask us to practise makes our faith a servant of oppression, similar to how the Bible was used to justify colonialism throughout Africa and apartheid in South Africa.

Jesus Christ Himself is Christian Zionism’s greatest adversary. Its teachings fly in the face of the central tenets of the covenant that Jesus introduced to the world. Neither Jesus nor His early apostles preached Christian Zionism. Christian Zionism distorts scripture to justify Israel’s occupation of Palestine, betraying Jesus’ teachings of universal love and justice.

Yet, some African Christian leaders and their congregations continue to misguidedly support Israel, even hosting Israeli ambassadors and government officials at their church services and praying for the Israeli military and government that is currently perpetrating a genocide in Gaza! This goes against the very essence of Amos 5:24 (NRSV), which implores us to ‘let justice roll down like waters, and righteousness like an ever-flowing stream.’

One of the central messages of the gospel is that those liberated by God cannot be made slaves by anyone. But this is exactly what is happening today in occupied Palestine. Freedom for one group cannot come through the oppression of another. Israeli security and peace cannot be built at the expense of Palestinian life, security, dignity and peace. It is time for Africa’s churches and ministries to support the WCC’s calls for justice and speak with one voice in opposing Israeli occupation, apartheid, and genocide. Africa’s silence would be a betrayal of both our faith and our history.

On October 1, 1960, Nigeria raised its green and white flag, declaring political independence. Yet independence has always been about more than politics; it is also about economics. From the trading magnates of the colonial era to the industrialists and financiers of today, Nigerian entrepreneurs have shaped the nation’s economic destiny.

As we commemorate Independence Day, it is worth reflecting on the business empires that emerged before independence, those that rose after independence, and the lessons they offer for a new generation of entrepreneurs.

The pre-independence Pioneers

In colonial Nigeria, indigenous entrepreneurs built fortunes against formidable odds. With little access to capital and markets dominated by European trading houses, they relied on vision, grit, and trust.

The following 10 figures, presented in alphabetical order, are not ranked or rated. They are highlighted as sources of inspiration for the next generation of Nigerians:

Chief Emmanuel Akwiwu – A transport entrepreneur from the Eastern Region, who built one of the early indigenous lorry fleets before independence.

Sir Mobolaji Bank-Anthony – Business magnate and philanthropist. Invested in real estate, aviation, insurance, and shipping from the 1940s and 1950s.

Chief Candido Joao Da Rocha – Lagos-based businessman of Brazilian descent; invested in real estate, water distribution, and banking.

Chief G.O. Adebayo Doherty – One of the first Nigerians to venture into shipping and maritime commerce, breaking a European monopoly.

Chief Hamzat Subair (Oyo) – Pioneer cocoa farmer and merchant, contributing to Nigeria’s global prominence in cocoa exports.

Sir Louis Odumegwu Ojukwu – Transport, textiles, and real estate tycoon; widely regarded as Nigeria’s first millionaire and founding president of the Nigerian Stock Exchange.

Chief Timothy Adeola Odutola – From cocoa trading to sawmilling, tyres, and manufacturing, he became one of Nigeria’s first industrialists.

Chief Igbinedion Okaigben Idahosa (Esama of Benin) – Started in timber and produce trading, later expanding into transport and hospitality.

Sir Alfred Rewane – Industrialist and political financier; combined commerce with activism in Nigeria’s independence struggle.

Chief Olatunde Johnson Shonibare – Prominent businessman and philanthropist who invested in real estate and supported educational institutions.

These pioneers proved that vision, trust, and boldness could create wealth even under colonial constraints.

The post-independence titans

Since 1960, Nigerian entrepreneurs have had to navigate military rule, policy shifts, oil booms, and global competition. Out of this turbulent context emerged titans whose influence extends across Africa and, in some cases, the world.

The following list of 10 names is again presented in alphabetical order, not as a ranking, but as inspiration for today’s entrepreneurs:

Mike Adenuga (Globacom and Conoil) – Indigenous telecom giant expanded into Ghana, the Benin Republic, and Côte d’Ivoire.

Folorunsho Alakija (Famfa Oil, Rose of Sharon) – Oil and gas exploration pioneer and a global advocate for women in business.

Aigboje Aig-Imoukhuede (Access Bank, Coronation Group) – Transformed Access Bank into a pan-African powerhouse; now expanding influence in finance and insurance.

Aliko Dangote (Dangote Group) – Cement, sugar, flour, and now petroleum refining; operations across more than 10 African countries.

Tony Elumelu (UBA, Heirs Holdings, TEF) – Banking footprint in 20 African countries, London, Paris, and New York; mentor to thousands of African entrepreneurs through the Tony Elumelu Foundation.

Mitchell Elegbe (Interswitch) – Fintech pioneer; expanded electronic payments across Africa with global partnerships.

Cosmas Maduka (Coscharis Group) – Built Coscharis into a pan-African conglomerate in autos, agriculture, and technology.

Femi Otedola (Forte Oil, Geregu Power) – Moved from petroleum marketing to power generation; active investor in capital markets.

Jim Ovia (Zenith Bank) – Founder of one of Africa’s largest financial institutions, with a presence in Ghana, Sierra Leone, South Africa, and the UK.

Benedict Peters (Aiteo Group) – Built one of Africa’s largest indigenous energy companies; diversified into power, mining, and agriculture.

These titans illustrate that Nigerian businesses are no longer confined to Lagos or Kano-they compete across Africa and influence the global economy.

Sidebar: From Pioneers to Titans – Shifts and Continuities

Pre-Independence Pioneers

Post-Independence Titans

Lesson for today’s SMEs

-Relied heavily on trust and personal reputation

-Built institutional brands with continental reach.

-Start with credibility, then scale.

-Operated within colonial restrictions, limited finance.

-Benefited from liberalisation and capital markets.

-Engage policy and position for global opportunities.

-Focused on trading, agriculture, transport.

-Expanded into industrials, finance, telecoms, fintech.

-Anticipate new frontiers (digital, renewable energy, AI).

-Wealth often stayed local or regional.

-Wealth is now continental and global.

-Design businesses to cross borders.

-Emphasised community trust and philanthropy.

-Emphasise foundations, CSR, and legacy.

-Business success is incomplete without social impact.

Lessons for the New Age

Integrity is capital – Pre-independence pioneers thrived on trust. In today’s transparent markets, credibility remains priceless.

Diversify intelligently – From Ojukwu’s ventures to Dangote’s empire, spreading risk while deepening expertise is key.

Leverage policy and partnerships – Both generations aligned with government priorities while seeking strategic alliances.

Build legacy, not just wealth – Many saw business as a platform for nation-building, not just profit-making.

Think continental, act global – Today’s entrepreneurs must see Africa as one market and the world as the next frontier.

Conclusion

At 65 years of independence (1960-2025), Nigeria is still navigating the journey from political to economic self-reliance. The stories of these 20 entrepreneurs, pioneers before independence and titans after, show that boldness and vision are timeless virtues. The pioneers built resilience out of scarcity; the titans scaled bold visions into global footprints. The next generation must combine the values of the past with the strategies of today.

The African proverb reminds us: ‘Until the lion tells his side of the story, the tale of the hunt will always glorify the hunter.’ Our entrepreneurs, past and present, are the lions telling Nigeria’s economic story, not as victims, but as empire builders.

For today’s business owners, the message is clear: honour the lessons of the past, adapt to the realities of the present, and build enterprises bold enough to shape the future. That is the true spirit of independence.

Samuel Oluwole, the chairman of Precision Aviation Handling Company Limited (PAHCOL), has been conferred with a Doctor of Transport and Logistics Management (honoris causa) by Pebble Hills University, Delaware, in the United States of America (USA).

Oluwole was honoured for his significant contributions to society, especially the nation’s aviation industry, where he had served for over four decades.

He was presented with the honour on Saturday, September 27, 202,5 at the University of Lagos (UNILAG), Lagos, during the fourth Strategic Summit on Good Governance with the theme: ‘The Africa We Deserve: Leadership, Governance, and Collective Progress – The Case of Nigeria,’ held by Pebble Hills University.

Presenting him with the honour, on behalf of the Board of Pebble Hills University, Ezekiel Isidahomen said Oluwole and three others were recognised with the doctorate degrees in various fields following their great achievements and considering their wonderful performance as international business practitioners, motivators and human resource experts.

Isidahomen congratulated the honorees and challenged them to continue to keep the flag flying in their different endeavours.

According to him, the recipients of the honorary doctorate degrees had proven to the university that they were prominent leaders in their various fields and persons of integrity who had demonstrated superior expertise and commitment.

He said: ‘The awardees were selected by the university. The university conducted serious screening and background checks before coming up with only four individuals who deserve their doctorate degree.

In his remark, Oluwole expressed delight with the University for the Recognition of his contributions to the aviation industry and leadership in Nigeria.

He described the recognition as a great and monumental moment, stressing that the recognition would inspire him to do more for society, especially the aviation industry where he belongs.

He assured the university and the players in Nigeria’s aviation industry of consistency in always ensuring the continued growth of the aviation industry in Nigeria.

He added: ‘I thank God that one is able to achieve this and thankful to my family. One has been able to attain a lot of things through the support of my family.’

Talking about the Nigerian aviation industry 65 years after independence, Oluwole said that the sector had come, yet with more to do especially in the area of domestic airline operators.

He emphasised that 40 years after the regularisation of the sector, flight delays and cancellations were still on the high side even after the liquidation of the former national carrier, Nigeria Airways.

Aniete Udoh, one of Nigeria’s most respected communications leaders, has stated that the future of branding will not be defined by the loudest voices but by the most authentic storytellers.

Udoh, who is the divisional director at Marketing Edge, argues that in a world where consumers are increasingly skeptical and quick to challenge brands, credibility and cultural grounding must sit at the heart of modern communications.

‘Your story is your brand. If you are not telling it, someone else is, or worse, nobody is hearing it at all. You don’t need to wait to become rich or famous before telling your story. Start now. Start where you are. With what you have,’ Udoh said.

With nearly two decades of experience across journalism, PR, brand strategy and marketing, Udoh has played a central role in elevating Nigerian creativity onto the global stage. Under his leadership, Marketing Edge evolved from a trade journal into one of Nigeria’s most influential communications platforms, becoming the first Nigerian media partner at global events such as Cannes Lions, the Loeries, and the New York Festivals.

His own expertise has also earned international recognition. In 2025 alone, Udoh was named to the PR Power List and appointed as juror for the Effie Awards South Africa, the AME Awards Grand Jury, and the Native Advertising Awards Global Panel. These appointments mark a shift in how Nigerian professionals are viewed on the world stage – as credible voices shaping, not just following, global trends.

Udoh has been a leading advocate for treating storytelling not as a marketing tactic but as a strategic foundation. He has pushed brands and agencies to recognise the value of micro and nano influencers, whose cultural fluency and grassroots credibility make them powerful communicators.

Data shows that Nigerian brands now dedicate up to 35 percent of their budgets to influencer campaigns, a development Udoh helped frame as an investment in authenticity rather than a passing trend.

Equally central to Udoh’s philosophy is ethics. He cautions against the temptation to chase short-term visibility at the expense of credibility. ‘The lesson is clear: long-term credibility trumps short-term visibility,’ he said.

In a country where public trust in institutions is fragile and social media backlash can be immediate, Udoh insists that campaigns must be rooted in cultural authenticity and social responsibility.

For young Nigerian professionals entering a N605 billion ($725 million) advertising industry still battling uneven growth and regulatory hurdles, Udoh’s career offers both a roadmap and a challenge. His rise shows that professionals can build platforms at home that meet global standards, gain recognition abroad without losing local grounding, and redefine branding through authentic, ethical storytelling.

As he puts it: ‘The future will not belong to the loudest people. It will belong to those who can tell their truth well.’

There is an African proverb that says, ‘The ruin of a nation begins in the homes of its people.’ At 65, Nigeria embodies that warning. It is a country that dazzles abroad but stumbles at home. Nigerians shine in Ivy League classrooms, Silicon Valley start-ups, Nollywood studios, and global laboratories. Yet, within its own borders, the so-called giant of Africa often lies prostrate, a giant in name but a dwarf in practice.

‘Governance treats Nigerians as obstacles to be managed, not citizens to be served. But governance rooted in care is not sentimentality; it is strategy. A government that guarantees education, health, and housing earns legitimacy.’

This contradiction encapsulates Nigeria’s narrative of independence: as a concept, the nation is significant; as an experiential reality, it falters. Every generation seems to know what must be done, but too many remain invested in doing what is wrong. Failure is inherited like family property, while decay is dressed up as progress. Each government leaves its citizens nostalgic for the very failures they once condemned. We idolise the past, mourn the present, and dread the future. What confronts us is not just a leadership crisis but a structural, cultural, and philosophical collapse.

Nigeria’s decline is no secret. It is etched in global rankings. In the 2024 UN Human Development Index, Nigeria sits at 161st of 193 countries, behind Ghana, Kenya, and even war-torn Syria. Poverty grips over 133 million people in a country blessed with oil and fertile land. The World Bank estimates youth unemployment at 33 percent, a ticking time bomb in a nation where 70 percent of the population is under 30.

Corruption remains the national operating system. Transparency International’s 2024 index ranks Nigeria 145th of 180 countries. Infrastructure is crumbling, and basic services, power, clean water, healthcare, have become luxuries. Instead of uniting citizens, the state institutionalises division by classifying them as ‘indigenes’ and ‘settlers’. Identity, not merit, determines access.

Governance at every level reflects disorientation. We build institutions without blueprints, spend without investment, and generate outputs without meaningful outcomes. Elections change faces but rarely systems. Without a revolution in thinking, victories at the ballot will only recycle dysfunction in new costumes.

Politics is not foreign to culture; it is culture made visible. In Nigeria, governance reflects the culture of short-term survival, not long-term planning. From elites who loot budgets to ordinary citizens who sell votes, complicity is widespread. The obsession with public office as the only route to success chokes innovation in business, arts, and science. Activism too often mistakes noise for impact, while social media becomes a substitute for strategy.

Yet the dysfunction is not total. There are flickers of progress: Edo’s digital education reforms, Lagos’ improvements in tax collection, and Enugu’s expansion of health insurance. These show that change is possible when leadership aligns with vision. But such examples remain exceptions rather than norms.

At 65, Nigeria can no longer afford cosmetic reforms. The rebirth must be intentional, designed around systems that reward excellence, build trust, and channel human potential into collective progress. reformEconomic productivity: Oil dependency has trapped Nigeria in volatility. Investment must shift to manufacturing, digital innovation, and agriculture value chains to absorb its restless youth.

Decentralization: A country of 200 million cannot be micromanaged from Abuja. True federalism, where states control resources and citizens hold governors accountable, is a more pragmatic route than endless centralisation.

Citizen responsibility: Leaders emerge from the culture that produces them. Nigerians must refuse to sell votes, glorify stolen wealth, or excuse mediocrity. Change cannot be outsourced solely to the political class.

Rebuilding Nigeria requires more than policy; it requires trust. Today, citizens pay bribes for birth certificates, healthcare, passports, and jobs. Governance treats Nigerians as obstacles to be managed, not citizens to be served. But governance rooted in care is not sentimentality; it is strategy. A government that guarantees education, health, and housing earns legitimacy.

Public servants trained in empathy as much as administration can restore dignity in everyday encounters.

Trust cannot be manufactured by propaganda. Nigerians are exhausted by slogans. What they demand is meaning, not marketing; results, not rhetoric. Leadership must be judged by integrity and delivery, not by propaganda machinery or personality cults.

Nigeria at 65 is not a failed state, but a fighting one. The problems are real, but so is the potential for rebirth. The same nation that exports talent across the globe can channel that brilliance inward. But this will not happen by accident. It must be demanded, designed, and delivered.

South Korea, also 65 years past its Korean War devastation, is now a global economic power. Rwanda, despite its dark history, has rebuilt its institutions with discipline and vision. Nigeria has no excuse. Age must come with wisdom, not perpetual folly.

If independence anniversaries mean anything, Nigeria’s 65th should not be a ritual of empty speeches but a moment of reckoning. It must call leaders and citizens alike to rebuild a nation that reflects the greatness of its people. The choice is stark: remain trapped in dysfunction or design a future worthy of the name ‘giant of Africa’.

At 65, Nigeria is too old to be this broken.

Commercial banks’ deposits with the Central Bank of Nigeria (CBN), through the Standing Deposit Facility (SDF), climbed to a record N5.5 trillion on Tuesday, following the repayment of Open Market Operation (OMO) bills

OMO refers to the buying and selling of government securities in the open market as a tool used to regulate liquidity, control inflation, stabilise interest rates, and maintain overall monetary stability. It is operated by the CBN.

The CBN repaid N731.13 billion to investors on Tuesday, pushing banks’ deposits with their regulator to an all-time high of N5.5 trillion, according to data. The surge followed an earlier increase on Monday, when the SDF reached N5.38 trillion, boosted by excess liquidity from the Federation Account Allocation Committee (FAAC) disbursements and OMO repayments.

In September 2025 alone, the CBN conducted OMO repayments worth N1.2 trillion. These included N731.13 billion on September 30, N254.9 billion on September 23, and N204.9 billion on September 16.

In the OMO bills secondary market on Tuesday, the overall average yield across the curve fell by 44 basis points to 21.00 percent, down from 21.44 percent the previous day, according to FSDH Research. Average yields across short-term, medium-term, and long-term maturities declined by six basis points, 80 basis points, and 48 basis points, respectively. The January 6, 2026 OMO bill saw strong investor demand, with yields dropping by 180 basis points.

Despite the rise in deposits, banks’ opening balance dropped to N2.297.63 trillion on Tuesday, representing a 12.19 percent decline compared to N2.338.97 trillion recorded on Monday.

Nigeria’s broad money supply (M3) surged to an all-time high of N199.5 trillion in August 2025, reflecting the CBN’s tight monetary policy stance aimed at curbing inflation and stabilising the economy.

CBN data further show that money supply increased by 11.5 percent year-on-year, reaching N119.52 trillion in August 2025, compared to N107.19 trillion in August 2024. On a monthly basis, it grew by 1.7 percent from N117.49 trillion in June 2025, though the data for July 2025 was not provided.

Currency in circulation recorded a significant decline of 18.84 percent, falling to N4.92 trillion in August 2025 from N4.14 trillion in August 2024. On a month-on-month basis, it declined marginally by 1.6 percent from N5.00 trillion in June 2025, according to the latest CBN data.

Credit to the private sector also contracted, dropping to N73.83 trillion in August 2025, a decline of 1.2 percent compared to N74.73 trillion in August 2024. On a monthly basis, private sector credit fell by three percent from N76.14 trillion in June 2025.

Similarly, credit to the government by banks fell sharply, plummeting by 25.75 percent year-on-year to N23.13 trillion in August 2025 from N31.15 trillion in the same period of 2024. On a month-to-month basis, lenders’ credit to the government declined by 2.48 percent from N23.72 trillion recorded in June 2025.

Commenting on these developments, Aloysius Uche Ordu, a member of the Monetary Policy Committee (MPC), noted in his personal statement of July 2025 that the monetary base continued to reflect the CBN’s tightening stance, with a moderation in currency in circulation. He added that capital market activities suggested improved transmission of monetary policy, while investor appetite for Nigerian treasury bills remained firm.

Also in her statement at the July 2025 MPC meeting, Lydia Shehu Jafiya, another committee member, observed that monetary aggregates rose, with Broad Money (M3) increasing by 43.65 percent year-to-date in June 2025, largely due to the growth in Net Foreign Assets (NFA). She explained, however, that this factor had minimal impact on inflationary pressures when compared with growth in Net Domestic Assets (NDA), which plays a more direct role in driving inflation.

Kenyon International, an indigenous oil and gas servicing company, has celebrated its 10th anniversary with a pledge to push Nigeria’s crude oil production beyond three million barrels per day, building on its track record of reviving idle and abandoned wells.

At the anniversary event held in Lagos, Victor Ekpenyong, the company’s Chief Executive Officer, said Kenyon had grown from its establishment in 2015 into a trusted partner in the energy industry by focusing on brownfield development and deploying advanced technologies to restore output.

‘Today, Nigeria produces over 1.5 million barrels of oil per day, and that continues to grow. We are proud that Kenyon has been part of this progress. Our mission is to continue reviving idle and ‘dead’ wells, introduce flexible evacuation technologies, and ultimately help Nigeria surpass 3 million barrels per day,’ Ekpenyong stated.

‘I believe that Nigeria’s hydrocarbons are the backbone of our industrial growth’, he added. ‘Our vision at Kenyon is to harness these resources responsibly by investing in technologies that allow us to process them locally, reduce dependence on exports, and create real opportunities for our people. This is how we intend to build energy security today while preparing for the cleaner alternatives of tomorrow’.

Looking ahead, he emphasised that Kenyon’s focus for the next decade will be innovation and collaboration, particularly in addressing production and evacuation challenges. He spotlighted the company’s deployment of Interwell MSAS technology, which restored more than 7,000 barrels per day without production disruption, delivering over 2 million barrels to date.

Kenyon International is an indigenous oilfield service company established in 2012, specialising in well intervention, completion, and control solutions. Providing services such as drilling completion support, wellhead maintenance, idle well management, and emergency blowout response, Kenyon has a proven track record in restoring production, including stabilising collapsing wells.

Meanwhile, Francis Nwaochei, Chairman of the Society of Petroleum Engineers (SPE) Nigeria Council, applauded Kenyon as a top supporter of SPE’s vision, particularly in advancing technology dissemination and youth development.

‘Kenyon has truly distinguished itself, not just through technical excellence but through a genuine commitment to people and industry growth.

‘Their support has helped us empower students, professionals, and the wider community, and I am confident that they will keep raising the bar for innovation and excellence in Nigeria’s oil and gas industry,’ he said.

As part of its anniversary initiatives, Kenyon International awarded scholarships to outstanding university students, reinforcing its commitment to youth empowerment and capacity building in the Nigerian oil and gas industry.

Siminalayi Fubara, governor of Rivers, has relieved commissioners and other public officers affected by the recent Supreme Court judgement of their appointments.

Fubara announced the decision in Port Harcourt on Wednesday during a valedictory session with his cabinet, held as part of activities to mark Nigeria’s 65th independence anniversary.

The governor said independence remains a milestone in Nigeria’s history and urged citizens to support President Bola Tinubu’s administration.

‘Furthermore, the governor has relieved all commissioners and other public officers affected by the recent Supreme Court judgement of their appointments with immediate effect,’ Nelson Chukwudi, Fubara’s spokesperson, said in a statement.

Fubara then thanked members of his cabinet for their services and pledged to continue leading the state ‘with renewed vigour.’

In February, the Supreme Court recognised the Martins Amaewhule-led faction of the Rivers State House of Assembly as the authentic legislature. The rival Victor Oko-Jumbo-led faction – loyal to Fubara – was not recognised, nullifying its approvals of commissioner nominees and other appointments.

The Amaewhule faction is allied with Nyesom Wike, minister of the Federal Capital Territory, and Fubara’s estranged political benefactor.

The tussle between both camps had triggered a six-month state of emergency declared by President Tinubu in March. The measure was lifted on September 17, with Tinubu directing Fubara, his deputy Ngozi Odu, and the assembly to resume duties.

After his return, Fubara said he had reconciled with Wike and called on Rivers residents to embrace peace, stressing that ‘the costliest peace is cheaper than the cheapest war.’

A new report has delivered a damning verdict on the state of transparency in Nigeria’s public sector, showing that only six out of 517 Ministries, Departments and Agencies (MDAs) met the minimum benchmark for accountability in 2025. The shocking figure leaves 511 agencies nearly 99 percent stuck in what the report describes as the ‘red zone,’ where lack of transparency, poor integrity measures, and weak compliance systems dominate.

The findings, contained in the 2025 Transparency and Integrity Index (TII), paint a bleak picture of governance and raise fresh questions about how public institutions handle taxpayers’ money, implement projects, and interact with citizens. For ordinary Nigerians, the figures are more than just statistics. They point to a broken system that directly affects livelihoods, service delivery, and public trust.

‘I am not surprised at all,’ Maryam Yusuf, a secondary school teacher in Kaduna who has struggled for over a year to get her pension processed told BusinessDay. ‘When you go to these offices, it feels like you’re begging for what belongs to you. Files disappear, people hint at bribes, and there’s no one to hold accountable. This report only confirms what Nigerians already know.’

Her story mirrors the frustrations of millions who encounter inefficiency and corruption in everyday dealings with government agencies from passport applications and driver’s licenses to healthcare and education services. The 2025 TII ranked MDAs on key indicators such as transparency in budgeting, adherence to ethical codes, disclosure of information, implementation of anti-corruption policies, and public accessibility of data. Out of 517 agencies assessed, only six crossed the minimum benchmark required to be considered ‘transparent and accountable.’ The remaining 511 were classified in the ‘red zone,’ a category that highlights severe gaps in integrity practices. Experts say this is not just a governance issue but also a drain on Nigeria’s economic potential.

‘An institution in the red zone is one that cannot give citizens confidence about how resources are managed,’ explained Michael Daramola, a governance analyst based in Abuja. ‘When you have 99 percent of agencies in this state, it means wastage, corruption, and inefficiency are almost systemic. The effect is poor service delivery, stalled development projects, and public distrust.’

The timing of the report is particularly striking. Nigeria is facing rising unemployment, mounting debt, and growing pressure to deliver on basic services such as healthcare, education, and security. Yet, public institutions remain bogged down by opacity. Citizens in rural communities often lament abandoned projects. A farmer in Ogun State, James Olaleye, recalled how his community was promised irrigation support under a federal program launched three years ago. ‘They came, took pictures, made announcements, but nothing followed,’ he said. ‘We never knew what happened to the funds. Reports like this show why projects vanish and the system itself hides the truth.’

The poor performance of MDAs also feeds into the broader problem of declining trust between citizens and the government. According to surveys, fewer Nigerians believe that government institutions work in their interest. Transparency experts warn that this growing distrust could weaken democracy. ‘When citizens cannot access information or demand accountability, the gap between the government and the governed widens,’ said Prof. Amaka Nwosu, a political scientist. ‘This report underscores that reforms are not optional, they are urgent.’

The six agencies that managed to scale the benchmark were not named in the initial summary, but analysts note that these institutions tend to have stronger leadership commitment to transparency, greater use of technology, and external pressure from civil society. Their performance shows that improvement is possible if deliberate steps are taken. Civil society groups have been quick to highlight this. ‘We cannot just dwell on the failure of the 511,’ said Hassan Bello, director of a Lagos-based accountability NGO. ‘The success of the six agencies should be studied and replicated. It means transparency is not impossible in Nigeria. It only requires willpower and systems that are open to scrutiny.’

The TII recommends reforms such as digitizing service delivery, enforcing compliance with existing transparency laws, strengthening whistleblower protections, and making budget and procurement information easily accessible to the public. For citizens, however, the call is simple: they want institutions that work. ‘We don’t want to read about billions allocated every year while hospitals have no drugs and schools have no chairs,’ said Yusuf, the teacher. ‘Let government agencies be open. Let them show us where the money goes.’

Observers say that unless urgent action is taken, the cycle of corruption and inefficiency will continue. Beyond publishing reports, they argue, there must be consequences for agencies that consistently fail to meet standards. ‘Transparency is not a luxury; it is the foundation of development,’ said . Daramola. ‘If Nigeria wants to reduce poverty, attract investment, and rebuild public trust, then integrity in MDAs must become non-negotiable.’

Ground Handling Companies or Agents (GHAs) are said to be overwhelmed with needless high staff numbers who are just managing inefficiencies across Nigerian Airports.

Concerns have been raised on the need to engage permanent staff to handle each airline’s own system because the tech solutions are either inappropriate, not properly framed and many have now resulted to only perfecting Flight Manifest Message and jettisoning the other needed information such as Notification for Delivery, Received from Flight, Document Identifier without working hard to get these needed information services to the airlines.

Also, old technologies have not been harnessed as at present, although there are attempts to upgrade, upscale, and new technologies with improved solutions (such as user friendliness and more control).

These concerns were raised by Seyi Adewale, chief executive officer, Mainstream Cargo Limited, at the 5th CHINET Aviacargo Conference at the 21st Akwaaba African Travel Market in Lagos.

During his presentation, he disclosed that different airlines have different tech solutions used by GHAs that negatively impact on costs, manpower utilisation, and overall efficiency in the air-cargo process.

According to Adewale, there is inadequate tech communication between primary segments in the air-cargo business (airline to customs, GHA to airlines, GHA to consignee) and resultant higher charges to consignee (demurrage, pass on running costs, etc).

He further noted that there are higher running costs on airlines that need to have a retinue of ground staff to operate and manage some aspects of the ground handling process, or the inefficiencies.

‘GHAs need to employ a higher number of staff to manage different processes evoked by the airlines because of technological lapses or inadequate or improper communication.

‘Customs’ slower process of clearing or managing their tech platforms (what is the effective resumption time of a Customs officer in the CPC Unit). I dare say from 10 a.m.!’ he said.

He mentioned that there are downtimes due to poor tech infrastructure support (electricity, backups, etc) and last-mile user frustration.