Category: Business Day

Nigeria’s drive to raise tax revenue by widening the tax net faces a fundamental constraint as millions of workers and businesses earn too little to contribute significantly to government coffers, making economic productivity as important as tax compliance.

The government estimates that Nigeria’s tax-to-GDP ratio has risen to 13.5 percent, from less than 10 percent at the start of the President Bola Tinubu administration, and is targeting 18 percent as its tax reforms take effect.

Closing that 4.5-percentage-point gap would require the government to collect substantially more revenue relative to the size of the economy, putting greater focus on both tax administration and the ability of businesses and individuals to generate taxable income.

The central question is therefore whether Nigeria can achieve its tax ambitions simply by identifying more taxpayers or whether it must first create a larger pool of profitable businesses and better-paying jobs from which sustainable tax revenue can be generated.

‘Nigeria can’t sustainably tax its way to significantly higher revenue without first expanding the number of people and businesses earning enough to contribute meaningfully to the tax base,’ said Yvonne Afolabi, a Lagos-based tax and investment expert.

According to Afolabi, tax reforms should go alongside investment in small and medium-sized businesses, infrastructure, skills and productive sectors of the economy.

‘The objective should not be to extract more tax from the existing formal base, but to grow the base itself,’ she said.

The argument comes as Africa’s most populous economy rejigged its tax regime for the first time in decades with the aim of improving compliance, broadening its base, and making tax administration more efficient.

Taiwo Oyedele, minister of finance and coordinating minister of the economy, has repeatedly argued that Nigeria’s revenue problem is not primarily that tax rates are too low but that too few eligible taxpayers pay taxes.

The government has also stressed that the reforms are designed to improve fairness in the system rather than simply increase the burden on individuals and businesses already paying taxes.

That position addresses the compliance side of Nigeria’s revenue problem. But the country also faces a productivity challenge.

The latest available labour-force data show the scale of that challenge. Available data from the National Bureau of Statistics showed that 93 percent of total employment was informal in 2024.

The unemployment rate, meanwhile, stood at 4.9 percent by the end of 2024 under the revised labour-force methodology.

The figures highlight an important distinction in Nigeria’s tax debate: being employed does not necessarily mean earning enough to generate significant taxable income.

A large informal workforce means millions of Nigerians are economically active through self-employment, small businesses and other activities that may generate income but remain difficult to capture fully through conventional tax administration.

Nigeria’s tax challenge is therefore not simply to move more people into the tax register. It is to increase the amount of income and profit generated by the people and businesses already participating in the economy.

That requires investment. Businesses with access to affordable finance, reliable electricity, transport infrastructure, digital connectivity and skilled workers are better positioned to increase production, employ more people and generate sustainable profits.

As businesses grow and workers earn more, the pool of taxable economic activity expands.

The Bank of Industry provides one indication of the potential role of financing in that process.

The development finance institution said it disbursed a record N636 billion to businesses in 2025, its highest annual financing volume, supporting more than 7,000 businesses.

The Presidency said the financing supported or sustained about 1.6 million jobs.

The figures illustrate how access to capital can support productive activity, although the amount of financing disbursed or number of jobs supported does not by itself establish how much additional tax revenue the businesses will eventually generate.

The more important question is whether such financing allows enterprises to move from survival to sustained growth.

Nigeria needs businesses capable of increasing turnover, investing in equipment, employing workers and generating taxable profits, rather than simply expanding the number of registered enterprises.

This is particularly important for small and medium-sized businesses, which account for some 96 percent share of economic activity but often face high financing costs, unreliable infrastructure and other constraints that limit their ability to scale.

Without addressing those constraints, stronger tax enforcement could increase the number of registered taxpayers without producing a proportionate increase in revenue.

But Nigeria cannot simply wait for businesses and incomes to grow before collecting more taxes.

The government needs revenue now to finance infrastructure, education, healthcare and other investments required to raise productivity. This creates a fiscal cycle in which taxation and investment have to reinforce each other.

A wider and more efficient tax base can provide the government with resources to invest in the economy, while investment in businesses, infrastructure and human capital can create the jobs, incomes and profits needed to sustain a larger tax base.

That makes the government’s 18 percent target more than a test of the tax authorities’ ability to identify and collect from taxpayers.

It is also a test of Nigeria’s ability to expand the productive economy from which those taxes are generated.

‘As more Nigerians move into productive employment and SMEs become more profitable and formalised, government revenue naturally increases,’ Afolabi said.

For Nigeria, the success of tax reform may ultimately be measured not only by how many taxpayers are brought into the system, but by how much taxable economic activity the economy is able to create.

The more businesses that grow, the more workers who move into productive and better-paying employment, and the more income and profits they generate, the stronger and more sustainable the country’s tax base becomes.

The new fiscal space for states

The removal of the petrol subsidy and the alignment of the naira with market forces have created unprecedented fiscal room for Nigerian states. Before 2023, states struggled to pay salaries and pensions, often resorting to borrowing. Today, thanks to these reforms, FAAC allocations have surged.

For context, the total FAAC disbursement to states in 2022 was ?2.8 trillion, compared to ?2.49 trillion in just the first seven months of 2026. This explosion in funding has allowed states to meet obligations effortlessly, unlike the pre-2023 era when artificial FX rates distorted revenues and forced the Federal Government itself to borrow heavily from the CBN, fuelling inflation.

The risks of windfalls

Windfalls, when unplanned, often lead to waste. States risk spending on irrelevant projects or indulging in short-term populism simply because ‘the money is there’. Citizens must therefore hold their governors accountable: if infrastructure does not improve, the fault lies with state leadership, not Abuja.

Infrastructure as the best subsidy

Unlike petrol subsidies, which largely benefited the connected elite, infrastructure is a universal subsidy. The 3rd Mainland Bridge in Lagos is a perfect example: rich and poor alike benefit from it daily. Subsidy removal should therefore translate into infrastructure that makes life easier for all citizens.

Discipline over resources

Accelerating infrastructure development is less about the size of resources and more about discipline and focus. Just as wealth creation for individuals depends on consistent investment rather than waiting to ‘get rich first’, states must adopt a disciplined approach to saving and investing in infrastructure.

Establishing State Infrastructure Development Funds (SIDF)

Each state should set up a State Infrastructure Development Fund (SIDF), seeded with part of the FAAC windfall and sustained by monthly deposits. This deliberate structure ensures:

Dedicated funding for infrastructure projects.

Investor confidence, as construction firms and financiers can see clear repayment plans.

Transparency and accountability, reducing cost overruns and fraudulent contract revisions.

Continuity across administrations, since projects backed by SIDF cannot be arbitrarily abandoned.

This model mirrors the sinking fund arrangements once common in project finance in my days in banking, where regular cash flows were dedicated to repaying long-term loans.

Governance and expertise

For SIDFs to succeed, states must:

Establish strong legal frameworks.

Appoint credible boards with professional expertise.

Partner with banks and financial institutions already setting up infrastructure funds.

Such guardrails will prevent misuse, attract co-funding, and ensure projects are completed on time.

Nigeria’s states now have the fiscal opportunity to transform their infrastructure. But opportunity alone is not enough. Discipline, structure, and transparency are essential. By treating infrastructure as the true subsidy for citizens and institutionalising funding through SIDFs, states can deliver lasting economic and social benefits.

Governor Umo Eno of Akwa Ibom State has urged indigenes of the State in the diaspora to deploy their expertise, skills, global exposure, networks and investments to boost the state government’s investment drive.

Governor Eno said that Akwa Ibom is steadily positioning itself as a major investment and tourism destination.

Governor Eno made the call at the Gala Night of the 39th annual convention of the Akwa Ibom State Association of Nigeria (AKISAN), held at the Hilton Anatole Resort in Dallas, Texas, which was made available to the media.

Represented by Eno-Obareki, Coordinator, Office of the First Lady, congratulated Mbong Ekiko, the newly re-elected AKISAN President and his executive members, commending them for sustaining the annual convention as a platform for unity, networking, cultural celebration and the promotion of the collective interests of Akwa Ibom people in diaspora.

He described the convention theme, ‘Unleashing our full potential: Transforming AKISAN together for a brighter tomorrow,’ as timely and consistent with his administration’s determination to expand the frontiers of development through the ARISE Agenda.

Governor Eno said that his administration had recorded significant progress in healthcare, tourism, power, aviation, agriculture, education, security, infrastructure, human capital development and efforts toward the realisation of the Ibom Deep Seaport.

He urged the diaspora to see the development of Akwa Ibom as a shared responsibility, stressing that their professional expertise, exposure and international networks remained valuable assets for accelerating development at home.

‘You have the training, the skill set, the exposure and contacts – these are areas we expect you to bring back to add value to our development,’ he said.

Highlighting the State’s healthcare investments, the Governor cited the recently unveiled 350-bed Ibom International Hospital, along Uyo-Ikot Ekpene Road and the Oluremi Tinubu Elders’ Care Centre.

He commended Ita Anwan AKISAN member for responding to the State’s call to contribute her expertise to the hospital project, noting that she supervised the project from inception to completion and developed its management manual.

The governor called on healthcare professionals in diaspora to partner with the State, particularly as the hospital has 24 speciality departments, including oncology.

On power and tourism, the Governor disclosed the establishment of the Akwa Ibom State Electricity Regulatory Commission (AKSERC) following the liberalisation of the electricity sector, expressing confidence that the state would provide steady and affordable power within the next year.

He also said that Akwa Ibom was being positioned as a tourism hub, citing the Arise Palm Resort, which he disclosed would be commissioned by President Bola Tinubu during the state’s anniversary celebrations. Describing the facility as ‘our own Disneyland,’ he invited Diaspora investors to explore opportunities in tourism, hospitality and related sectors.

Governor Eno also highlighted the International Convention Centre, Arise Shopping City and Ibom Hotel, all located within the Tropicana axis, while in the aviation sector he described the Victor Attah International Airport Terminal as one of the smartest and most modern in the country.

He disclosed that Ibom Air had commenced commercial flights from Uyo to Accra, Ghana, with plans for additional international routes, while work was advancing on the Airport Village and a hospital within the airport complex.

He said that developments in roads, aviation and the Ibom Deep Seaport reflected the State’s expanding infrastructure base. ‘Akwa Ibom continues to rise, and we want you to be a part of this great journey of growth,’ he told the Diaspora community.

The governor further noted the administration’s social investment programmes, including the payment of backlog gratuities and the construction of 461 solar-powered compassionate homes for vulnerable residents.

He said that the government is also investing in agriculture and food security, human capital development, transportation, the blue economy, security, housing and sports, while 85 other audacious projects were being executed across various sectors. He appealed to Diaspora investors to explore opportunities such as the Ewet Luxury Housing Estate.

He urged Akwa Ibom people abroad not to lose sight of developments at home, challenging them to emulate the Indian, Chinese and Irish Diaspora communities whose knowledge, skills, investments and global networks contributed to the transformation of their respective countries.

‘While you are living and flourishing here, don’t lose sight of what is happening back home,’ he said, urging them to become ambassadors of Akwa Ibom and help attract investors and visitors to the state, which he described as ‘a shining city on the hill, bold, inviting, enchanting and welcoming.’

Aniekan Umanah, the State’s Commissioner for Information, earlier at the Governor’s Town Hall meeting with a cross-section of Akwa Ibom indigenes in the diaspora, delivered a comprehensive visual presentation detailing the accomplishments of the Eno administration in line with the ARISE Agenda.

The presentation highlighted major completed, ongoing and planned projects across infrastructure, healthcare, tourism, aviation, power, agriculture, education, security, human capital development and social investment, giving the Diaspora audience a broader view of the administration’s development trajectory.

The convention witnessed the swearing-in of Mbong Ekiko for a second term as President of AKISAN following his re-election. In his remarks, Ekiko commended Governor Eno for what he described as the numerous developmental strides recorded by the administration across critical sectors of the state, as well as its deliberate efforts to strengthen partnership and engagement with the Akwa Ibom Diaspora.

In recognition of these strides and the growing partnership between the State and its diaspora community, the AKISAN Council announced its resolution to host the association’s 40th convention in 2027 in Uyo, the Akwa Ibom State capital, a decision that was received with enthusiasm by delegates and members.

Lionel Messi has cast doubt over his football future following the death of his father and longtime agent, Jorge Messi, admitting he is unsure how much longer he can continue playing.

The eight-time Ballon d’Or winner revealed his uncertainty in an emotional tribute to Jorge, who died aged 68 last week following a long illness.

Jorge had been Messi’s agent since the Argentina captain was 14 and played a central role in guiding his son’s career from his early days in Rosario to global stardom.

‘I don’t know what I’m going to do without you,’ Messi wrote on social media.

‘I don’t know how to carry on. I used to just play football, and now I’m really not sure if I’ll carry on doing it for much longer.’

The 39-year-old said his father had been beside him throughout his career and expressed regret that they did not have more time together.

‘You were by my side from the very beginning. We were so close to the end. Why didn’t you hang in there just a little longer so we could finish this together?’ he added.

Messi struggles to imagine life without father

Jorge Messi died in a hospital in Rosario, Argentina, last week. A private funeral was held on Sunday at a cemetery in Perez, on the outskirts of the city.

‘Dad, I still can’t believe you’re gone,’ Messi said. ‘It hasn’t sunk in, or rather, I don’t want it to.’

‘It’s so hard for me to imagine that I’ll never see you again, that we’ll never talk again. I know you were suffering and that this is for the best, but you left too soon. We still had so much left to enjoy together.’

Jorge was a constant presence throughout Messi’s career, including during his son’s rise at Barcelona and later spells at Paris Saint-Germain and Inter Miami.

Father wanted Messi to play one more World Cup

Messi also revealed that Jorge had encouraged him to participate in another World Cup.

‘You kept asking me to play in one last World Cup,’ he wrote, recalling how his father’s health deteriorated shortly before the tournament.

Messi said his father had hoped to attend the competition but was unable to travel because of his worsening condition.

‘It was the first time you weren’t going to be at a tournament, but Mom kept telling me you’d get better and that you’d be well enough to travel,’ Messi wrote.

‘I kept telling you that we were going to make it to the final so you could come along.’

Messi said he regularly waited for messages from his father after Argentina’s matches before realising how serious his condition had become.

Nigeria has, for the third consecutive month, met and exceeded its OPEC quota of 1.5mbpd, latest statistics from the Nigerian Upstream Petroleum Regulatory Commission (NUPRC) have revealed.

According to NUPRC crude oil and condesate report, Nigeria produced 1.505mbpd of crude oil and 0.17mbpd of condensate, bringing the combined daily production to 1.67mbpd in the month of July 2026.

In the month under review, the daily peak production of crude oil and condensate was 1.78mbpd while the lowest daily production was 1.57mbpd.

Although Nigeria met its OPEC quota in the month of July, the statistics show that on a month-on-month basis, production fell by 4 percent from 1.735mbpd recorded in June.

The NUPRC attributed the decline in production to operational challenges experienced at the Erha and Akpo fields, which impacted production output during the period under review.

‘These disruptions constrained production volumes and contributed significantly to the overall reduction in national crude oil output.

‘Despite the challenges, production operations across most other producing assets remained relatively stable, with operators implementing measures aimed at maintaining production efficiency and minimizing the impact of operational constraints,’ the commision stated.

It explained that industry stakeholders remain focused on addressing the identified operational issues, restoring affected production capacity and strengthening asset reliability to support improved performance in subsequent months.

The July outcome, according to the commission, underscores the importance of proactive asset management, operational resilience, and timely intervention in mitigating production disruptions within the Nigerian upstream petroleum industry.

A breakdown of the daily average crude oil and condensate production by terminals/streams during the review month shows that Forcados Terminal accounted for 322.34kbpd while Bonny Terminal accounted for 303.72kbpd.

Qua Iboe Terminal recorded an average production of 158.02kbpd of crude oil and condensates while Escravos Oil Terminal posted a daily average of 131.41kbpd. Bonga ranked as the fifth highest producing terminal, recording an average of 100.23kbpd of crude oil.

The Commission also noted that routine production activities and crude evacuation operations were largely sustained across the sector.

Abuja’s decision to expand the Nigerian Army from eight to twelve divisions represents the most significant restructuring of the country’s land forces in more than a generation. Approved by President Bola Tinubu as part of a broader national security reform programme, the initiative seeks to address an increasingly complex threat environment that conventional force structures were never designed to confront.

The expansion goes beyond increasing troop numbers. It represents an attempt to redesign the Nigerian Army for a security environment characterised by insurgency, banditry, separatist violence, maritime insecurity, transnational organised crime and emerging technological threats.

If successfully implemented, the restructuring could fundamentally alter Nigeria’s military posture and strengthen its ability to project force across Africa’s largest economy. If poorly executed, however, it risks becoming another costly expansion that increases personnel without significantly improving operational effectiveness.

The strategic question is therefore not whether Nigeria needs a larger army. It is whether it can build a smarter one.

Why the expansion matters

For much of the last two decades, the Nigerian Army has fought multiple conflicts simultaneously.

In the Northeast, troops continue operations against Boko Haram and the Islamic State West Africa Province. In the North-West, bandit groups have evolved into heavily armed criminal organisations capable of attacking military formations. The Middle Belt continues to experience communal violence, while the South-East presents persistent security challenges linked to separatist agitation.

Alongside these internal threats, the Army increasingly supports border security, disaster response and the protection of critical national infrastructure.

This operational burden has stretched existing formations beyond their intended capacity. Military planners have long argued that eight divisions were insufficient to provide sustained coverage across Nigeria’s diverse security theatres. The decision to establish four additional divisions reflects an effort to decentralise command, shorten response times and improve operational flexibility.

The new force structure

Under the restructuring programme, the Nigerian Army will expand to twelve operational divisions by the end of 2026.

Each division typically consists of between 10,000 and 15,000 personnel, although operational strength varies depending on mission requirements. A division combines combat brigades with artillery, engineers, logistics, intelligence, communications and medical units under the command of a major general.

Supporting this expansion is a recruitment programme targeting approximately 28,000 additional soldiers. To accommodate this growth, the Army is establishing new training facilities designed to produce battle-ready personnel while reducing pressure on existing institutions. Upon completion, the Nigerian Army is expected to maintain an active strength approaching 190,000 personnel, making it one of Africa’s largest land forces.

Strategic distribution across Nigeria

The expanded force structure reflects changing security priorities. The activation of the new 5 Division in Makurdi strengthens military presence across Benue, Nasarawa and Kogi-states increasingly affected by farmer-herder conflicts, organised crime and critical transport corridors.

‘Producing battle-ready soldiers requires more than basic military training. Modern operations demand expertise in intelligence gathering, urban warfare, drone operations, communications, cyber awareness and civil-military coordination.’

The 9 Division in Ilorin extends operational coverage into Kwara and Niger States, improving access to central Nigeria and reinforcing security along strategic transit routes. The new 10 Division in Jalingo enhances military presence across Taraba and Adamawa, regions bordering Cameroon where cross-border security cooperation remains essential.

Meanwhile, the establishment of the 83 Division in Benin City provides greater focus on the South-South, including protection of oil infrastructure, coastal waterways and maritime approaches. Rather than concentrating forces in a handful of traditional garrison cities, the new structure distributes operational capability closer to emerging security hotspots.

Decentralisation and faster response

One of the principal advantages of additional divisions is decentralised command. Large operational areas slow military decision-making and complicate logistics. By reducing the geographical responsibilities assigned to each divisional headquarters, commanders gain greater flexibility in planning and executing operations.

This becomes increasingly important when confronting highly mobile insurgent and bandit groups. Modern counter-insurgency depends upon speed, intelligence and sustained pressure rather than large-scale conventional manoeuvres. Additional divisional headquarters should improve command-and-control while reducing deployment times during emergencies. The challenge will be ensuring these headquarters possess sufficient intelligence, communications and logistical capabilities to function effectively.

Recruitment is only the beginning

Expanding personnel numbers represents only one element of military capability. History demonstrates that larger armies are not necessarily more effective armies. Training standards, leadership development, equipment availability and operational doctrine ultimately determine battlefield performance.

The Nigerian Army therefore faces a delicate balancing act. Rapid recruitment is necessary to fill new formations, but accelerated expansion can place significant strain on instructors, infrastructure and resources.

Producing battle-ready soldiers requires more than basic military training. Modern operations demand expertise in intelligence gathering, urban warfare, drone operations, communications, cyber awareness and civil-military coordination.

Without corresponding investment in education and professional military development, numerical expansion alone will deliver limited strategic benefit.

Technology must drive the next phase

The restructuring coincides with profound changes in the character of warfare. Conflicts in Ukraine, the Middle East and the Sahel demonstrate that drones, electronic warfare and precision intelligence increasingly shape battlefield outcomes.

Traditional military strength measured solely by troop numbers has become less decisive. For Nigeria, this means the expansion must extend beyond manpower. Each division will require integrated drone units, intelligence and surveillance capabilities, secure digital communications and access to satellite-enabled situational awareness.

Closer integration with the Defence Space Administration, the Nigerian Air Force and intelligence agencies will become essential. Future divisions must operate as networked formations rather than isolated ground units.

Logistics: The real test

Military history consistently demonstrates that logistics determine operational success. Additional divisions require expanded transport fleets, ammunition stockpiles, fuel distribution systems, maintenance facilities and medical support.

Every new battalion increases demand on supply chains. Without corresponding investment in logistics, expanded force structures risk becoming administratively impressive but operationally constrained.

The Army’s ability to sustain dispersed operations across multiple theatres will ultimately depend less on troop numbers than on the efficiency of its support systems.

Budgetary implications

Force expansion carries significant financial implications. Personnel costs extend beyond salaries to include accommodation, healthcare, pensions, training, equipment and family welfare.

Infrastructure investments include barracks, headquarters, training centres, vehicle fleets and communications networks. Defence spending must therefore remain aligned with broader fiscal sustainability.

The long-term success of the restructuring will depend upon predictable funding rather than one-off capital injections. Strategic planning requires stable budgets over decades, not years.

Regional implications

Nigeria remains West Africa’s largest military power. An expanded army enhances not only domestic security but also Nigeria’s ability to contribute to regional peacekeeping, ECOWAS operations and multinational counter-terrorism initiatives.

As instability continues across the Sahel, Nigeria’s military capabilities increasingly carry regional significance. A more capable Nigerian Army contributes directly to broader West African stability. However, greater regional responsibility also requires enhanced interoperability with neighbouring armed forces, intelligence sharing and joint operational planning.

Military expansion should therefore be accompanied by deeper regional defence cooperation.

Strategic outlook

The expansion from eight to twelve divisions represents more than organisational restructuring. It reflects Nigeria’s recognition that the country’s security environment has fundamentally changed.

The threats confronting the nation are increasingly decentralised, technologically enabled and geographically dispersed. Meeting these challenges requires a military capable of rapid deployment, intelligence-driven operations and sustained presence across multiple theatres simultaneously.

For BusinessDay readers, the strategic lesson is straightforward. Success will not ultimately be measured by the number of new divisions created or personnel recruited. It will be measured by whether the Nigerian Army becomes faster, smarter and more technologically integrated than the threats it confronts.

The expansion provides an opportunity to reshape Africa’s largest army for twenty-first-century warfare. Whether that opportunity becomes lasting military transformation, or simply organisational growth, will depend on sustained investment in leadership, logistics, technology and doctrine long after the final division becomes operational.

The Senate Public Accounts Committee (PAC) has given Seplat Energy, Network E and P Nigeria Limited and two other oil companies 48 hours to appear before it and respond to queries arising from the 2021, 2022 and 2023 audit reports of the Nigeria Extractive Industries Transparency Initiative (NEITI).

The other companies summoned by the committee are All Grace Energy Limited and Aradel Energy Limited.

The committee, chaired by Ibrahim Dankwambo, issued the ultimatum on Tuesday after expressing displeasure over the repeated failure of the affected companies to honour its invitations.

The committee warned that failure by the companies’ managing directors to appear within the stipulated 48-hour period could trigger the invocation of the National Assembly’s constitutional powers.

The development followed a motion by Abdul Ningi (Bauchi Central), who took exception to a letter written by Network E and P Nigeria Limited stating that the Nigerian Upstream Petroleum Regulatory Commission (NUPRC) was the regulatory body to which it was accountable.

Ningi described the position of the company as ‘disturbing and provocative,’ insisting that the National Assembly had the constitutional authority to summon any individual, company or government agency in connection with matters under its investigation.

‘The Senate and by extension, the National Assembly, is the custodian of Nigeria law that has power to invite anybody or agency for explanations on issues raised against them,’ he said.

Supporting Ningi’s position, Shehu Kaka (Borno Central) called for the invocation of the constitutional powers of the National Assembly against the managements of the companies that had failed to honour the committee’s invitations.

The committee subsequently directed the Managing Director of Network E and P Nigeria Limited to appear before it within 48 hours.

‘Having failed to honour the invitation of this committee two consecutive times, the Managing Director of Network E and P Nigeria Limited should appear before us unfailingly on Thursday this week or risk full invocation of legislative powers against him,’ Lawan said.

The committee also issued similar 48-hour ultimatums to the Managing Directors of All Grace Energy Limited, Aradel Energy Limited and Seplat Energy after their absence was noted during the proceedings.

The committee’s action is coming amid heightened scrutiny of the financial obligations of companies operating in Nigeria’s oil and gas sector, particularly discrepancies and outstanding liabilities identified in NEITI’s audit reports.

Meanwhile, Dubri Oil Company Limited, which appeared before the committee, disputed a $3.025 million royalty and gas flare liability attributed to it in the NEITI audit report.

According to the report, the NUPRC had submitted in 2025 that Dubri Oil owed $3.025 million, comprising $2.378 million in gas flare liabilities and $646,605.55 relating to oil production.

However, Soyode Olusoji, the company’s representative, rejected the liability, explaining that the figure reflected an earlier reconciliation dispute between Dubri Oil and the NUPRC.

According to him, the issue had subsequently been resolved following reconciliation between the company and the regulator, leaving no outstanding debt against Dubri Oil.

Clement presented documents to the committee to support the company’s position and demonstrate that the liability contained in the NEITI report no longer reflected the company’s current position with the regulator.

The committee said it would subject the documents to detailed scrutiny before determining whether to clear Dubri Oil of the liability.

The development means that while the four companies that failed to appear now face a fresh deadline backed by the threat of legislative sanctions, Dubri Oil’s case will depend on the committee’s verification of the documents presented and its reconciliation with the records of the NUPRC.

Two persons have been killed while another sustained injuries in fresh attacks on Berom communities in Plateau State, the Berom Youth Moulders-Association (BYM) has said.

The attacks occurred on Tuesday night in at least four locations, including Gwa-Wereng Rim, Kyeng Village in Bachi District, Dorong and Jol Village.

Lyop Gabriel, resident of the affected area said the attack on Gwa-Wereng Rim occurred at about 9:30 p.m. when gunmen reportedly invaded the community and opened fire on residents.

In a statement issued on Wednesday in Jos, Rwang Tengwong, the National Publicity Secretary of BYM said the attackers killed Bulus Mwagwong, popularly known as Dikko, at Gwa-Wereng Rim, while his cousin, Yakubu, sustained serious injuries.

The association said 47-year-old Stephen Dachollom Kaze was also killed by suspected attackers at Kyeng Village, Bachi District, at about 8:30 p.m.

According to the statement, another attack occurred in Dorong, where the attackers allegedly set houses ablaze, destroying property and forcing residents to flee.

At Jol Village, armed attackers reportedly engaged local vigilantes in a gun battle, further heightening tension in the community.

‘The attacks, which occurred on the night of 11 August 2026, were reported in at least four locations. In Gwa-Wereng Rim, gunmen attacked the community and killed Mr. Bulus Mwagwong, popularly known as Dikko, while his cousin, Yakubu, was fatally injured. In Kyeng Village, Bachi District, 47-year-old Mr. Stephen Dachollom Kaze was reportedly killed by Fulani militia at about 8:30 p.m.

‘In another incident at Dorong, attackers reportedly set houses ablaze, leaving residents in fear and causing destruction of property. At Jol Village, armed attackers reportedly engaged local vigilantes in an exchange of gunfire, further heightening tension and insecurity in the area’.

Reacting to the incidents, BYM, under the leadership of Solomon Meantiri, its President condemned the attacks, describing them as a disturbing threat to the lives, livelihoods and safety of rural communities.

The association expressed concern over the alleged increasing frequency of attacks on communities, particularly farmers and other residents who depend on their farmlands for their livelihoods.

BYM called on security agencies to strengthen their presence in vulnerable communities, intensify surveillance and apprehend those responsible for the attacks.

It also urged the authorities to ensure that perpetrators of the killings and destruction were arrested and prosecuted.

The association appealed to the Plateau State Government and other relevant authorities to provide immediate assistance to affected families and communities, particularly those who lost loved ones, homes and other property in the attacks.

BYM condoled with the families of Mwagwong and Kaze and wished Yakubu a speedy recovery.

The association also urged residents to remain vigilant, peaceful and united, stressing the need for concerted efforts to prevent further escalation of violence in the affected communities.

It called for urgent and decisive security action to protect lives and property and restore confidence among residents.

The Universal Basic Education Commission (UBEC) has urged State Governments to urgently access more than N65 billion in outstanding counterpart funding and utilise approximately N267 billion in previously released intervention funds, warning that resources allocated to basic education must translate into tangible improvements in schools and measurable learning outcomes.

Aisha Garba, Executive Secretary of UBEC, disclosed this in Asaba, Delta State, at the opening of the 30th Quarterly Meeting of UBEC Management with Executive Chairmen of State Universal Basic Education Boards (SUBEBs).

The meeting, themed ‘Repositioning Basic Education in Nigeria to Optimise Investment and Impact,’ brought together UBEC management, SUBEB chairmen, education officials and other stakeholders to review progress and challenges in the delivery of basic education across the country.

This was contained in a statement signed by Ikharo Attah, Special Adviser (Media and Communications) on Tuesday.

Garba said states had so far accessed more than N177 billion in UBE Matching Grants, while over N65 billion in counterpart funding remained unaccessed.

She also disclosed that approximately N267 billion in intervention funds already released to states remained unutilised.

The figures, she said, highlighted a major challenge in the basic education sector: ensuring that available resources are not only accessed but effectively deployed to improve infrastructure, teaching and learning.

According to Garba, States must move beyond securing funding to ensuring that resources are properly planned, implemented, monitored and converted into measurable results for children.

The UBEC boss also called for stronger collaboration between state governments and the private sector, development partners and civil society organisations, noting that the scale and complexity of Nigeria’s basic education challenges required broader and more sustainable financing partnerships.

Garba announced the commencement of a review of UBEC’s Ten-Year Strategic Roadmap, which is being extended to cover 2026-2035.

She said the revised roadmap would seek to better align investments, strengthen implementation and respond to the changing needs of the basic education sector.

She also identified the HOPE-EDU Operation as an opportunity to strengthen the systems, institutions and capacity required to deliver sustainable improvements in basic education.

The Executive Secretary urged states to prepare adequately to participate in the programme and maximise the opportunities it provides.

As part of efforts to improve planning and accountability, Garba disclosed that UBEC had developed the Basic Education Action Plan Management System (BEAP-MS).

The digital platform is designed to transform the preparation and submission of state action plans from a largely manual process into a fully digitised system.

According to Garba, the system would improve coordination between UBEC and states, increase efficiency and reduce the need for repeated physical engagements at the Commission’s headquarters.

The move is expected to provide UBEC with more efficient access to information on state-level plans and implementation while strengthening monitoring of education interventions.

Garba also highlighted the Whole School Approach, which she said was repositioning UBEC’s interventions from fragmented projects towards comprehensive school improvement.

Under the approach, investments in classrooms, water, sanitation and hygiene facilities, perimeter fencing, furniture and other essential infrastructure are brought together within selected schools.

The objective, she said, is to create more complete and functional learning environments rather than delivering isolated infrastructure projects without addressing other critical needs within the same school.

Garba also pointed to the successful conduct of the National Learning Assessment, carried out in collaboration with the Federal Ministry of Education, as an important source of evidence for future interventions.

She said the assessment would provide credible data to guide targeted interventions, strengthen planning and improve learning outcomes.

Sheriff Oborevwori, Delta State Governor, represented by Monday Onyeme, the Deputy Governor, described education as one of the most strategic investments a nation can make.

He said the value of education should ultimately be measured by the quality of learning delivered, opportunities created and the future secured for children.

Governor Oborevwori said the Delta State Government had prioritised education under its MORE Agenda, supported the Universal Basic Education programme and fulfilled its counterpart funding obligations.

The governor also commended UBEC for approving two additional model SMART Schools for the state, noting that Delta had already provided the required land for the projects.

He highlighted investments in classrooms, perimeter fencing, gatehouses, toilets, solar power facilities, furniture and staff quarters, alongside SMART Schools and technical and vocational education programmes.

According to him, the interventions are aimed at providing safer learning environments while equipping young people with skills needed for an increasingly technology-driven economy.

The Nigerian Complementary and Alternative Medicine Students’ Association (NiCAMSA) has urged the Medical and Dental Council of Nigeria (MDCN) to regulate alternative medicine education and practice.

The Association made the call in a position paper submitted to MDCN, seeking uniform standards for education, clinical training, registration and professional practice.

Speaking with journalists on Monday in Akure, NiCAMSA President, Ayuba Yusuf, said effective regulation was necessary to guarantee competent practitioners and protect patients.

‘Our principal concern is to ensure that students graduate as adequately educated, clinically competent and ethically accountable professionals prepared for safe practice,’ Yusuf said.

He said the Association’s position followed MDCN’s recent inclusion of a representative of alternative medicine practitioners on its governing board.

Yusuf urged MDCN to work closely with the National Universities Commission (NUC) to harmonise academic and professional standards for university-based complementary and alternative medicine programmes.

According to him, the collaboration should ensure that academic approval and professional regulation develop together rather than as separate processes.

NiCAMSA proposed that NUC’s Core Curriculum and Minimum Academic Standards should provide the academic foundation, while MDCN contributes professional and clinical components.

‘We need a framework where academic standards and professional competencies are deliberately aligned from the beginning,’ he said.

The Association also called for MDCN participation in accreditation, curriculum review, periodic inspections and quality assurance of universities offering complementary and alternative medicine programmes.

The Association, however, urged MDCN to accredit suitable internship centres, including teaching hospitals, Federal Medical Centres, specialist hospitals and approved integrative medicine facilities.

Yusuf said successful completion of the supervised programme should qualify graduates for a Certificate of Experience and contribute to their pathway toward full registration.