Category: Business Day

I should not have bothered recounting all his Nigeria-centric engagements because Alhaji Aliko Dangote (AAD) has severally said so himself, but I do not want to be accused of plagiarism. Check out his speeches at the Guardian 2015 Man of the Year award, the Nigerian Economic Summit, the Katsina Economic and Investment Summit, the Nigerian-Kenyan business summit, when the VP visited his refinery and at the Corporate Council for Africa event. In all these, he declared his commitment to turning around and diversifying the economy, working hard to take the economy to the next level, building a refinery that is higher than the combined capacity of all refineries, a fertilizer capacity that is ten times more than what is available in Nigeria today, generate 12000MW, more than thrice what Nigeria currently generates and export refined oil rather than importing and creating Jobs elsewhere, list his refinery et al on the NSE and help NSE to outgrow Johannesburg Stock Exchange and how the rate of youth unemployment in Nigeria gives him sleepless Nights(a statement even our PMB has not made), assuring that Nigeria( and Africa) would soon become the world’s food basket. AAD has said and continues to say the right and heartwarming things. Unfortunately, however, these are the kinds of statements that should emanate from Kemi Adeosun, Godwin Emefiele, Udo Udoma, whoever is the chairman of the EMT, and, in sane climes, from the president himself.

‘Furthermore, given the strategic importance of AAD to the fate and fortunes of Nigeria, shouldn’t the government purchase a key-man insurance cover on the man?’

So, like the only rich man in the village, AAD has taken on all the responsibilities. Already other villagers are grumbling: The Ogun State governor complains that Dangote trucks destroy the roads; Ndigbo say the only Dangote investments in Ala-Igbo are deaths and traffic jams caused by his reckless drivers and his trucks; the FCT in 2016 rejected his Salah gifts; some people complain that he cornered an unfair share of our forex, enjoys great tax waivers, is becoming monopolistic and is muscling out other players, citing his spat with Otedola, Ibeto and BUA. Our only luck so far is that Dangote does not overtly throw his weight about.

If he were to behave as some of his drivers..

The Federal Government, on the other hand, is lying low and idling around as AAD undertakes his numerous responsibilities, being his greatest cheerleader and praying that AAD lives long to solve all our socio-economic problems (as PMB did on his 60th BD). Shamefully, rather than do SOMETHING about our pitiable petroleum situation, Ibe Kachikwu publicly begged AAD to finish his refinery ahead of schedule because the government’s promise to end fuel importation in 2019 was based on the refinery! Just imagine that: the government makes a promise to Nigerians and depends on AAD to fulfil the promise! Even Oxfam recently urged AAD and 4 others to use their wealth to end poverty in Nigeria.

The government, representing the Nigerian village, enjoys the positive externalities from the big man without thinking, ‘What if!’ What if AAD wobbles or goes to bed and does not wake up early enough? What if a strategic shift occurs in the organisation or if future Dangotarians are not as cool-headed and Nigeria-centric as AAD? The other day, AAD closed his $20m tomato factory and his Tanzanian $500m cement factory, which cost $4m to power monthly. The health of the Nigerian stock market depends on whether the prices of AAD stocks are rising or falling. What has the government done to create other AADs? Where are the other big men in Nigeria, including those whose kids party across the globe regularly? Why can’t they stand up and be counted? What is the Economic Management Team doing if AAD addresses the challenges of unemployment, diversification, food security, forex conservation, power generation and road construction? Should we not outsource economic governance to him while the presidency manages politics and revenue sharing and makes excuses for the foreign herdsmen? Or more charitably, why not send Osinbajo and the EMT on sabbatical to AAD?. Furthermore, given the strategic importance of AAD to the fate and fortunes of Nigeria, shouldn’t the government purchase a key-man insurance cover on the man?

Meanwhile, I urgently need a Dangote sticker for my rickety car. Travelling from Lagos to the East has suddenly become herculean, and I strongly believe that a Dangote sticker will clear the way for the son of man. As I was concluding this piece, I received the news that a townsman, Law Onyemelukwe of Lafenax Ltd, was named the overall best customer of Dangote Cement for 2017! So, I am vicariously among those enjoying the AAD Effect; at least I can brag: my townsman is AAD’s best customer! That may even get me through the police, customs, FRSC, civil defence and other unclassified checkpoints when next I travel along the Lagos-Onitsha route. But I will also petition the Federal Character Commission to investigate the 2017 AAD awards: the names of the top prize winners (Onyemelukwe, Okika and Ezenyili) did not reflect federal character!

Kano State Governor, Alhaji Abba Kabir Yusuf, has announced new opportunities in school feeding, healthcare, and foreign investments for the state following Kano’s participation at the 80th Session of the United Nations General Assembly (UNGA80) High-Level Week in New York.

The governor, who was represented at the event by the Emir of Kano, His Highness Khalifah Muhammad Sanusi II, and the Director-General of the Kano State Investment Promotion Agency (Kan-Invest), Muhammad Naziru Halliru, said the engagements created fresh avenues that will boost human development and economic growth across Kano.

One of the major outcomes was the discussion on school feeding programmes. Emir Sanusi met with Kenyan entrepreneur and founder of Food4Education, Wawira Njiru, to explore collaboration aimed at expanding school feeding in Kano. The talks also involved the possibility of accessing African Development Bank funds already earmarked for African school feeding initiatives. Governor Yusuf explained that such a move was vital in tackling malnutrition among pupils, keeping children in school, and raising academic performance. He stressed that investing in children’s nutrition was an investment in Kano’s future, since well-fed children are more likely to stay focused in class and become productive citizens.

The delegation also highlighted Kano’s healthcare needs and reforms during engagements with global stakeholders. At the Bill and Melinda Gates Foundation Goalkeepers Event, the team presented Kano’s challenges in maternal health, immunisation, and access to primary healthcare. Governor Yusuf emphasised that forging global partnerships in the health sector was crucial to addressing service delivery gaps, especially in rural communities. He explained that the administration was already working to expand health facilities, ensure steady drug supply, and recruit more healthcare professionals to meet the growing needs of the people.

On the economic front, Kano showcased its vast investment opportunities at the Global Compact: Unstoppable Africa and the Cavista Holdings/Corporate Council on Africa Summit. The state presented itself as a potential hub for global investors by stressing its market size, agricultural resources, and skilled workforce. Yusuf revealed that the state government would soon unveil a five-year multi-sectoral investment strategic plan that would serve as a roadmap for attracting foreign direct investment, expanding job opportunities, and increasing internally generated revenue. He declared that Kano, being Nigeria’s most populous state, was positioning itself as the leading investment hub not just in Northern Nigeria but in the entire country.

The governor commended Emir Sanusi for representing Kano with distinction at UNGA80. He said the emir’s international recognition, experience in economic matters, and global contacts gave the state an advantage during its engagements. Sanusi, a former governor of the Central Bank of Nigeria and a respected voice on financial inclusion, was well received at the various side events, where he reinforced Kano’s commitment to reforms and global cooperation. Yusuf described the emir as a strong ambassador for the state whose presence elevated the quality of the conversations held with international partners.

According to the governor, Kano’s participation in UNGA80 is in line with his administration’s broader vision of linking the state to global networks of development, investment, and innovation. He maintained that Kano could not rely solely on internal resources to meet its pressing challenges in education, healthcare, and the economy. Instead, it must embrace global partnerships that can provide funding, technical expertise, and new ideas. He noted that the results of these efforts were already showing in the interest expressed by international partners and organisations that engaged with the Kano delegation.

Observers believe Kano’s involvement at UNGA80 could prove to be a turning point if the discussions lead to concrete outcomes. The possible partnership with Food4Education, for example, could have a major impact on thousands of children in public schools by improving access to meals and encouraging attendance. Similarly, the state’s pitch at international investment summits may attract new industries that would create jobs, stimulate commerce, and reduce poverty.

Yusuf assured the people of Kano that his administration would not allow the outcomes of UNGA80 to end as mere conference appearances. He pledged that all commitments made in New York would be followed up and converted into tangible results for the benefit of the state. He added that his government was not interested in attending global meetings for photo opportunities but was determined to bring back solutions, partnerships, and investments that would directly improve lives.

Morolake Emokpaire is the Marketing Lead of Cadbury Nigeria Plc. Morolake, who assumed office in 2021 and loves, lives, and breathes marketing, is taking the 60-year-old resilient Cadbury Nigeria to greater heights. In this interview, Morolake, whose principle is to grow the next generation of marketing leaders, said her purpose is to create brands that are timeless and bigger. Daniel Obi brings the excerpts.

Cadbury Nigeria recently clocked 60 years; kindly take us through this milestone from a brand perspective.

Hearing the word ’60’ literally gives me joy because it speaks to so many things. It speaks to stability and resilience. A 60-year-old man or woman in our culture has entered the League of Elders. They are also the custodian of culture and a custodian of wisdom and tradition.

For us at Cadbury Nigeria Plc, it is beyond just the group of brands. We have been a part of Nigerian families across generations. Our brands hold stories. I have heard consumers tell me that the first time they encountered a TomTom brand was from their grandmother’s handbag.

Just last month, I met a lady who mentioned to me that Cadbury Nigeria actually supported her through school, through a corporate social responsibility (CSR) programme in the 80s, when students of indigent parents were supported with our products’ lunch packs.

‘Your SWOT analysis helps you identify key things to do over the next three to five years. You then build strong plans that you constantly review or track to see where you have shifted. You execute and you track, and then you put control measures in place to check.’

Today, those students are mums, and they hold those memories about our brands.

Another thing that is very critical to point out is the fact that our journey is also synonymous with trust. Wherever you see the Cadbury logo, you know you can trust the brand. When you also hear the word ‘Cadbury’, the first word that comes to mind is ‘legacy’. The legacy of snacks that are here to delight you and beverages that sustain you during the morning – and we have seen this across products, across brands and across people.

I hear some people say that Cadbury Nigeria, and especially its Bournvita brand, are considered elitist brands. Do you agree?

In brand-building, we tend to be aspirational. Aspirational in the sense that we give consumers something to look up to, but we are also quite accessible. This year, we were in the Southeastern states for the August Women’s Forum, going into the grassroots to give the women a taste of the product, rejoicing with them, and sitting as they deliberated on the future of their communities. So, I don’t agree with the word ‘elitist’. We reflect what we aspire to be. Maintaining accessibility is critical through our consumer engagements. During holidays, we partner with mums to keep their children active through Bournvita Tech Boot Camp. Also, there is a size of Bournvita for every pocket.

Do you worry about competition in the Nigerian market?

It is not about worrying about competition, but if you do not get competition, you will fall into the trap of complacency. I wouldn’t use the word ‘worry’ as much as our competition reminds us of the challenges that we still need to surmount or overcome. But we are quite confident in our strengths across the brands. We are confident in the support we have from our investors and our parent company, which is Mondelez International.

We are also quite confident in the legacies that our brands have left and the handholding that is going across one generation to another. As we are relevant to the Baby Boomers, we have solid programmes and initiatives with the Millennials.

You would see some of our brands reaching out to the Gen Zers. We have products that are also reaching out to the Alphas. That is where our strength lies-the ability to stay relevant to whatever generation of Nigerians, and even West Africans-and that is where we draw a lot of our confidence from as well.

What has kept TomTom so enduring and lasting for over 50 years in the Nigerian market?

It is basically an inspirational essence. TomTom leverages its ability to inspire Nigerians to breathe better. For instance, if you had to sing, you would need TomTom to clear your throat and to refresh your breath. It does not stop there; the functionality of breathing is rational.

When you tell people to breathe, it is asking them to push through their challenges. We are asking them to take a pause and take a deep breath. When you are faced with challenges, when you are faced with tension, you need to breathe, have confidence, refocus and then go ahead to take on that challenge again. We have partnered with you to breathe and to inspire you.

As CMO of a multinational organisation, what does it take to build a lasting brand?

It starts with a timeless vision. A strong ambition that is even larger than the brand itself. For instance, TomTom’s purpose is to inspire Nigerians to breathe better. It looks like just simple words, but it literally guides everything we do on the brand. Brand-building has critical touch points-analysing the market, the competition, and your SWOT analysis. Your SWOT analysis helps you identify key things to do over the next three to five years. You then build strong plans that you constantly review or track to see where you have shifted. You execute and you track, and then you put control measures in place to check.

The brand vision itself has to be timeless. It guides the pillars of building an ideal product mix, from your product formulation to your pricing, to the distribution, to communication, and across the critical parts of building strategy up until execution. But you must start with a compelling vision.

Government agencies are coming up with policies that affect marketing. To what extent have some policies influenced the market-based strategy of companies?

We appreciate our regulators. They help ensure sanity within the system, but not without some discomforts. For instance, taxation directly affects a lot of our strategies and our budgets.

You would see that over the past couple of years, the price of packaged goods has been on the rise because organisations are in business to make profits. A lot of pressures eventually get passed down to the consumers. You have seen some multinationals exit the country in the last five years. For those of us who remain committed, we are under pressure to continue to do it sustainably. High taxation also limits the amount we can spend to excite and delight the consumers.

There is increasing scrutiny on nutrition communication as well, involving sugar content and other ingredients. With that, it forces us to be more discriminatory in how we build our products.

A lot of our ingredients are quite expensive. Sometimes, we have to take the hits on our margins, which then affects what we are also able to do. We are looking forward to continued collaboration with our regulatory bodies and partners to see how many of these initiatives could be done in transition, or if there could also be relief.

There is a policy against foreign models in Nigerian brand communication. Do you see that as punitive?

I am very passionate about Africa. I think that a united Africa and an empowered Africa position us to be a global force. I am passionate about using our brands to showcase our culture, using our brands to showcase our people, and using our brands to tell the story of Nigeria and Africa to the world. We use local models to drive our brand communication.

Many brands are adopting influencers in marketing. What role does influencer marketing play in shifting perception about brands and driving sales?

They do create a halo effect or positive association with the brands. But I must also call out the need to exercise caution in the identification and the deployment of influencers because a couple of them have gone awry. When choosing influencers for us in Mondelez, the first thing that we look for is the brand fit. The ability of that influencer to embody the ambition of the brand and to humanise the brand.

When we are looking for an influencer, we ask ourselves: if TomTom were a human being, would this individual fit? Is this individual able to humanise the brand? The second question is also looking at the ethical considerations or the ethical influence of that influencer.

For each of our brands, when we break out our brand story, we look for individuals who can help us tell that story vividly and reach their own follower base.

Would you consider AI adoption in marketing as a disruption or an opportunity?

It is an opportunity because most successful brands today will need to understand how to leverage AI and traditional marketing to have the ability to blend. AI enables us to deliver hyper-personalisation. We can deliver tailored content to scale. The algorithm helps us to learn user behaviour and understand preferences at a rapid rate. What traditional marketing helps do is to deliver that warmth and the understanding and the context of culture that AI cannot replicate.

The government has come up with a ‘Nigeria First policy’. How would that help in driving local consumption and help Cadbury Nigeria?

One of the things Mondelez is committed to is that we say ‘local first’ but not ‘local only’. In terms of our strategy and product direction and innovation, it is always local first. In terms of content, a lot of flexibility has been given to generate campaigns of content based on local insight. So, localisation is a big deal for Cadbury Nigeria.

Napoli earned their first points in this season’s Champions League with a hard-fought 2-1 victory over Sporting Lisbon in Naples, thanks to a brace from Rasmus Hojlund and two assists from Kevin De Bruyne.

The Denmark striker struck in each half to give the Serie A champions a vital win in front of a relieved Stadio Diego Armando Maradona crowd.

Both goals came from De Bruyne’s precision passes, denying Sporting, who had drawn level in the 62nd minute through a Luis Suarez penalty.

‘It was a tough start to this campaign in the Champions League. we showed our character today and played really well against the Portuguese champions,’ said Hojlund after the match.

‘Kevin is a legend of football. He has so much quality that every time he has the ball all I have to do is find space, and I know he’ll find me.’

De Bruyne’s performance was especially encouraging for Napoli fans after recent tension with coach Antonio Conte.

The Belgian midfielder had reacted angrily to being substituted during Sunday’s 2-1 defeat at AC Milan, but he dismissed any rift with Conte.

‘There was never any problem. I’m a winner, and I want to play and make a difference. Everything has been said,’ De Bruyne told Sky. ‘There isn’t any problem, neither with the team nor the boss. I want to play football and enjoy it and move on.’

Napoli’s opener came in the 36th minute when De Bruyne slipped a perfect ball to Hojlund, who finished coolly past Rui Silva.

Sporting equalised when Suarez converted from the spot, but De Bruyne again made the difference 11 minutes from time, curling in a teasing cross that Hojlund nodded home for the winner.

United States embassies and consulates worldwide say they will reduce public communications while Washington remains in shutdown.

In notices posted on official accounts, the missions said routine updates would be suspended ‘until full operations resume’, with exceptions only for urgent safety and security information.

However, the embassies noted that scheduled passport and visa services would continue ‘as the situation permits.’

Some of the embassies that issued the notice include those in Nigeria, Ghana, London, and Bangladesh.

The announcement comes as much of the US federal government halts operations following a funding impasse between President Donald Trump’s Republican Party and opposition Democrats.

The shutdown took effect at midnight after lawmakers failed to reach a deal. Trump has spent the past nine months cutting the size of the federal workforce, fuelling tensions over the current standoff.

Trump previously oversaw the longest shutdown in US history – a 38-day standoff from December 2018 to January 2019, which ended only after air traffic controllers walked off the job, forcing a temporary closure of LaGuardia Airport in New York.

This time, the president has threatened mass layoffs of federal workers, a move that could deepen the crisis if carried out.

The ongoing accusation gaining traction in the north, that Tinubu is short-changing the region in terms of project allocation, as well as political appointments, is driven heavily by partisan politics, says Abdulaziz Abdulaziz, Presidential aide on Print Media.

According to him, the Tinubu administration has been very considerate with the region, as several high-profile projects are in various stages of completion in most of the Northern states; this is something the people in the region should be grateful for.

Abdulaziz stated this recently in Kano, while interacting with members of the Kano `Correspondents` Chapel, noting that President Tinubu has also been magnanimous enough to continue with several projects started by the Buhari administration.

‘Of late, we have been hearing some people saying What is the president doing in the north? Beyond new projects, which there are many of them to count, when President Tinubu came, there were so many projects in the northern part of Nigeria. A lot of them were at a very early stage of commencement. I tell people, if this man is wicked or doesn’t like the north, he could leave these projects to be abandoned.

‘He can also withhold financing. If there is no financing, these projects will stagnate, and they will die naturally. But none of these projects that he inherited, which are massive, have actually stopped. And these projects are in billions of dollars.

‘If you look at the very important energy projects for northern Nigeria. The Ajaokuta-Kaduna-Kano gas pipeline, the AKK, was something that when we came, was not up to 50%. It has been continued. We are nearing completion.

‘This is somebody who is faithful. As I said, if he had wished, he could have sabotaged the funding for it or redirected the money to something else. If you look at the Kolmani oil prospecting, it’s ongoing. It’s something that was at an infancy level when this government came, but it’s continued.

‘If you look at the Abuja-Kaduna-Kano Road, it is a very important road. If not because of the altercation with Julius Bega that led to cancellation, revocation of the contract and the re-award, otherwise, it would have been completed by now.

‘But now, I drive from Abuja to Kaduna to Kano. At different points, you see the projects going on. The portion that remains between Zaria and Kano is almost completed. They are laying asphalt. If you come from Suleja, from the Suleja axis, you see work is ongoing on reinforced concrete. That is iron and concrete. That is very durable work that has been done. This project, the government devoted over N400 billion to complete it.

‘If you come to the Kaduna-Kano rail line, it was a stage when this government came in. But this government has continued. So many other projects like that. The Kano-Katsina-Maradi rail line is ongoing at a very speedy pace.

‘In fact, they are working literally 24 hours. Because I pass by the places on weekends and I see them working. If you go just outside Kano, around Janguza, once you cross the bridge from BUK, you will see them working up to now, as we speak. And so are so many other places and other projects like that.

‘I say the greatness of a government, for me, is in the way it continues with the project it inherited. The norm, usually in Nigeria, is that every government tries to do something new. So that it will be praised for doing this. Yet billions and billions of Naira get wasted in abandoned projects. But this president has strong faith in Northern Nigeria. And he is a nationalist. And that is why he has devoted a lot of attention and resources to ensure that projects in Northern Nigeria are not halted because a southerner is now the president.

‘No, he sees them as Nigerian projects. And coming to the new roads and other infrastructure, everywhere there are roads dotting Northern Nigeria and other infrastructure that the president is doing. If you look at it, people complain about the coastal highway.

‘But look at the Sokoto-Badagry Road. It’s a bit longer than the coastal highway. Only the coastal highway, because of the terrain, may be more expensive. But this one is a virgin road that is connecting communities, connecting businesses, connecting social interactions between the farthest place in the north to the creeks down south.

‘And along the road, there are economic activities that are being carried out along with the road, including dams, farming clusters, and all that. And this is why it is a very noble project. Over 60% of it is in Northern Nigeria.

‘And the work is ongoing on that. And work is ongoing from different sides, so that no part is left behind. In fact, on the northern plank, I think right now there are about three lots that are concurrently taking place. From Sokoto, it has started. From Kepi, it has started. So, this shows that the government is serious about. It’s not something that is just a name. It’s something that the government is doing to bring prosperity among our people and to also ease the movement of goods and services. That is a very important corridor for livestock and also goods from the south.

‘And on the other side, you know, there is the other road from Lagos to Abuja that is also being done, which is also connected. And then the Port-Harcourt -Maiduguri Rail line, the government has gotten funding for it, and work is starting. And that is also one very massive project that is to the advantage of Northern Nigeria.

‘So, talks about lopsided projects and all that, as I said earlier, are largely political. And the people saying those are not genuine. They say that those who advance their own political causes do so not because they mean what they say. Because any objective analyst, as I just pointed out, any objective analyst will see the economic benefits of this.

‘Sometimes people are myopic about issues like this. A country is not built in a fragmented arrangement. You can’t develop an economy in fragments. It has to be holistic. And some things are done not because maybe the president is from Kano or the president is from Ibadan, but because Kano or Ibadan is important and therefore needs to be developed along that line. For example, there were talks about when the Federal Executive Council approved the upgrade of Abuja and Lagos airports.

‘People were saying all manner of things. But any objective person would know, especially any modern educated person, that anywhere in the world, there are hubs. And you can’t say that you develop your airport or ports at the same rate because they don’t have equal importance. You can say because you say you like equity or you approve equity. And you say you will go and spend N300 billion to develop an airport based on equity. When nobody goes there, when there is no economic activity there.

‘But Lagos is a hub for Nigeria. Not even for Nigeria, you can say, even for West Africa. But modestly, we can say that for Nigeria, it is an airport that carries more than 70% of our passenger traffic. More than 70% of our passenger traffic is in Lagos. So why don’t you develop it? If you go to the UK, they have Heathrow in London. And Heathrow is not the same as maybe the airport in Sheffield or the one in Liverpool. It can be. If you go to Dubai, United Arab Emirates, people sometimes, especially people who are not really educated, don’t even know that Dubai is a city in a country called the United Arab Emirates.

‘But because the authorities understand the importance of having a hub and developing it, and that hub will end up servicing the country. So, Dubai is developed deliberately so that it keeps attracting money for the rest of the country. There are other cities. Even the capital, Abu Dhabi, is not a hub compared to Dubai.

So, in Niger, it’s the same thing. What is the percentage of our revenue coming through the artery of Lagos? It’s a lot. So why don’t you develop it? Because it’s just like a milking cow. If you have a cow that gives you a lot of milk, you should also take care of it so that you will get more milk from it. You can’t say that because the cow is this or is that, I won’t take care of it.

Because the most important thing is that when you feed it well, you will also get a lot of milk. So, if our airport is an ISO, and this is our major entry point, and then some investors or some people are not keen on coming because they feel we don’t have the right facilities, and some airlines cannot land, we are losing. So we ought to be very patriotic and genuine in terms of assessing some of these things’, he explained.

If independence means anything in 2025, it’s the power to build at home. Not just to import headlines, but to make the machines that carry us to work, school and markets. Over several weeks of desk research, site visits, and conversations with operators and engineers, one thread kept repeating: NEV Electric now sits at the centre of Nigeria’s push to manufacture electric vehicles locally.

NEV Electric’s approach starts with the realities of Nigerian cities: tight corridors, variable road quality, and high passenger throughput. Solving for mass-transit vehicles, every product is tuned for durability, visibility and safe operation. Bright, high-efficiency LEDs increase driver awareness; modular interiors speed cleaning and turnaround; and battery packs are configured with thermal safety and serviceability in mind.

According to the C.E.O. Mr Mosope Olaosebikan, ‘We don’t copy-paste global assumptions. We design for Nigeria first, then scale across West Africa’.

A worker at NEV Electric’s factory

Here’s the bottom line first. Based on factory footprint, visible roll-outs, and corroborated operator use, NEV Electric emerges as Nigeria’s largest locally manufactured EV player. The company also maintains what our review indicates is the largest fleet of manufactured electric buses in Africa as at the time of writing. Those two facts set the stage for everything else.

NEV Electric’s bus depot, Abuja

The public reveal that tied these strands together was the NEV T6 launch in Abuja – a compact, 20-seater electric bus built for city corridors and campus shuttles. The T6 isn’t a concept parked under spotlights. It’s a production platform with the sort of details operators actually ask about: visibility, quick-clean interiors, robust lighting, and predictable running costs.

Minister of State for Industry -Mr John Owan Enoh launches the NEV T6 fully electric bus, March 2025

NEV T6 Bus Launch

What the T6 tells us about the factory behind it

Under the skin, the T6 points to a manufacturer that understands Nigerian duty cycles. Battery capacity sits in the circa-100 kWh band, optimised for intra-city routes. Charging strategy is depot-first with DC fast charging, not scattered plugs that look good in photos but fail at uptime. Telemetry feeds maintenance decisions before an issue sidelines a bus. And by building around open standards, operators aren’t trapped in proprietary boxes.

‘Made in Nigeria’ can be a slippery phrase. In NEV’s case, the evidence lines up with real assembly happening in Abuja using SKD/CKD processes today, and a parts-localisation plan that targets seats, harnesses, body panels and selected electronics next. The practical upside is clear: faster lead times, fewer customs surprises, and after-sales support that doesn’t involve shipping a vehicle back across an ocean.

Walk the shop floor and the human side comes into focus – welders, machinists, harness technicians, software engineers and quality inspectors. That mix is what turns press releases into buses that leave the depot at dawn and return after the evening peak.

NEV engineers coupling the NEV T6 bus interior

Service first: how the economics start to work

Two numbers matter most to transport managers: energy cost per kilometre and uptime. NEV’s pitch is unapologetically service-led – multi-year maintenance agreements, guaranteed response times, committed spares, and route-based pilots that generate the data needed to budget with confidence. That is what shifts an EV from experiment to fleet tool.

Why this matters beyond one company

Nigeria’s EV conversation has matured. The question is no longer ‘Can it be done?’ but ‘Who is actually doing it at scale, and who stands behind the warranty?’ On current evidence, NEV Electric holds the clearest answer inside Nigeria, and a meaningful one on the continent.

Transport is one of the fastest ways to make Nigeria’s cities more liveable. Electric vehicles-especially electric buses and last-mile fleets-cut noise, reduce tailpipe emissions, and deliver predictable running costs for operators.

Predictable total cost of ownership (TCO): Electricity as a fuel can be managed, budgeted and, with smart charging, optimised off-peak.

Depot-centric charging: We design charging around actual routes, not wishful thinking-starting where it matters most for uptime.

Data-driven operations: Live telemetry helps operators plan routes, charging windows and maintenance before issues become costs.

What to watch next (2025-2026)

Deeper parts localisation across interiors, body and electrical systems.

Long-term service and charging agreements with uptime commitments.

Data-rich pilots with municipal and private operators in Abuja, Lagos and other corridors.

Technician pipelines through polytechnics and universities, with on-the-line safety culture baked in.

Anonymised operational insights shared with city planners to improve route design and charging siting.

If Nigeria is serious about green independence, the evidence now points to a workable model: build here, service here, keep fleets moving here. With the T6 on the road and an expanding assembly footprint, NEV Electric isn’t just part of the story – it’s writing the chapter headline.

The Golden Rule is a universal truth that has transcended time: ‘Do unto others as you would have them do unto you.’ Let’s transpose this rule onto the leadership spectrum, and this is as simple and profound as treating your team members the same way you would want your son or daughter to be treated in the workplace. Simply said, empathy and respect for others should be the bedrock of any transformational leader. Picture a scenario where your son or daughter is being reprimanded with a high-pitched tone and extreme harshness. Imagine your son’s supervisor unjustly criticising him for an error that isn’t his fault. These scenarios evoke discomfort because they mirror potential flaws in the leadership approach.

In the bustling corridors of corporate power, where ambition and productivity often overshadow empathy, there is the possibility of overlooking the humanity that should exist in the workplace. The Golden Rule has the potential to revolutionise workplace dynamics. If all managers could apply this introspective filter before making decisions or interacting with their teams, the office environment would be significantly more uplifting and motivating. Regrettably, some leaders have fostered a hostile work environment due to a lack of understanding and empathy, adversely affecting many employees. For emphasis, only do things you would be comfortable with if a manager did the same to your son or daughter. Integrating the Golden Rule into leadership practices can indeed make the workplace a more vibrant and productive space, benefiting both the employees and the organisation.

Indra Nooyi’s leadership style at PepsiCo exemplified the power of leading with empathy. Known for her compassionate approach, Nooyi often personalised her interactions with her employees. She pioneered an initiative to write letters to employees’ parents, acknowledging their contributions to the company. This gesture highlighted her belief in treating her team as an extended family, a principle reflective of the Golden Rule. In doing so, not only did Nooyi foster loyalty and motivation among her team, but she also demonstrated how empathy and understanding can bridge the gap between leadership and execution. Ultimately, effective leadership boils down to empathy, respect, and treating others as you would like your closest family to be treated.

On the other hand, many have made the workplace a hellish landscape, punctuated by ridicule, maltreatment, and a crushing sense of worthlessness. This is a tragedy, but it doesn’t have to be this way. By adopting the Golden Rule, we can transform our offices into bastions of mutual respect, creativity, and fulfillment. We can attempt to move away from authority-driven tactics and lean towards a model of leadership that emphasises connection, compassion, and support. We can ensure a culture where respect fosters collaboration and where leaders nurture potential rather than constrain it. We can create an environment where treating others well isn’t the exception but the norm.

Southwest Airlines, under Herb Kelleher’s leadership, demonstrated the golden rule. Kelleher famously said he would rather hire someone with a great attitude and teach them skills than hire someone with great skills and a poor attitude. More importantly, he treated every employee like family members. During the post-9/11 crisis that devastated the airline industry, while competitors were conducting mass layoffs, Kelleher found creative ways to avoid letting people go. He asked himself the same question, similar to the Golden Rule: ‘Would I abandon my own children during tough times?’ The result of this was that Southwest was one of the few airlines to remain profitable during that period, largely because employees went above and beyond to help the company survive. They didn’t do it out of fear; they did it out of love and loyalty for a leader who had consistently treated them with dignity.

Contrast this with Uber’s early days under Travis Kalanick. His ‘always be hustling’ mentality normalised aggression. Managers publicly shamed underperformers, and turnover spiked. When a female engineer exposed systemic harassment, Kalanick’s dismissive response sparked global outrage. The result was a toxic brand reputation, lawsuits and his eventual ouster. Employees who were treated like expendable cogs revolted. His leadership style was reportedly aggressive, leading to a toxic work environment. This poor treatment led to a loss of trust from team members.

Finally, I would like to challenge every manager. For one week, approach every interaction with your team as if you were dealing with your own flesh and blood. Watch how it changes not just your leadership style but the very fabric of your workplace culture. After all, in the issues of life, we are all someone’s child, deserving dignity and respect. Remember, true leadership isn’t about wielding power; it’s about empowering others. The workplace does not need to be a gladiatorial arena where only the toughest survive. It can and should be a nurturing ground where talents are cultivated, mistakes are learning opportunities, and respect is the currency of choice.

Nigeria is intensifying reforms in its agricultural seed sector to boost food security, strengthen export competitiveness, and ensure farmers’ access to high-quality inputs as the Organisation for Economic Cooperation and Development (OECD) begins a fresh evaluation of the country’s seed system.

Speaking in Abuja, Abdullahi Sabi, Minister of State for Agriculture and Food Security, reaffirmed President Bola Tinubu’s commitment to strengthening Nigeria’s agricultural base through quality seeds.

‘The very first thing the President said in his agricultural manifesto was: ‘Plant the right seed, feed an entire nation.’ That vision is what drives us.

‘If we are to guarantee our food security, it means farmers must and should have access to affordable, quality seed at all times. Nigeria is more than happy to be part of this ecosystem’, Sabi said.

He stressed that Nigeria’s yield gap remains ‘worrisome’ and blamed poor-quality or fake seeds for limiting productivity.

‘Currently, there are a lot of people who claim to be seed entrepreneurs and they are just giving people grains, not seed. If this scheme can guarantee high-yield, disease-resistant, and climate-resilient varieties, then we are in good business,’ he noted.

The Minister further noted concerns about pesticide residues in Nigerian exports: ‘Today’s headlines are about toxic harvests. This is consigning.

‘We cannot allow our hardworking farmers to lose premium prices because of lack of knowledge. Good seeds reduce the need for agrochemicals and improve keeping quality and nutrition’, he added.

On his part, Fatuhu Mohammed Buhari, Director General of the National Agricultural Seed Council described the OECD mission as a ‘historic milestone’ for Nigeria.

‘The OECD schemes provide an international framework for the certification of varietal identity and purity of agricultural seeds in trade. Nigeria was the 62nd country to join, and just one year after accession, we have become the OECD Africa Forum Secretariat,’ Buhari said.

He revealed that Nigeria had already trained seed system actors from Gambia, Sierra Leone, Liberia, Rwanda, Congo, and Benin Republic, underscoring the country’s emerging leadership in Africa’s seed sector.

‘With OECD membership, Nigeria’s seed companies can now access international markets across Africa and beyond. This positions Nigeria strategically within ECOWAS to influence our neighbours to join the scheme.’

Representing the OECD, Aurelia Nicotte, Programme Manager, commended Nigeria’s progress since joining the seed schemes in 2023.

‘We sincerely believe that the OECD seed scheme contributes to food security goals and to the development of sustainable agriculture,’ Nicotte said.

‘It helps improve farmers’ livelihoods and contributes to economic growth because seed is really the start of the food system. You cannot do anything in agriculture without seed.’

On October 1st, Nigerian schoolchildren will line up in crisp uniforms, flags in hand, rehearsing patriotic songs beneath a sun that spares no one. Politicians will mount podiums, soldiers will salute, and the nation will once again perform the ritual of independence. Yet for millions of citizens, there is little to celebrate. Sixty-four years after self-rule, the freedom Nigerians were promised feels more like a mirage: a hollow ritual of sovereignty overshadowed by insecurity, inflation, and an ever-deepening cost-of-living crisis. The parades may honour independence, but the people remain shackled by hunger, corruption, and despair.

To be clear, it would be false to claim that nothing has changed since 1960. Nigeria has grown into Africa’s largest economy by GDP, with a dynamic fintech sector, a booming creative industry, and a diaspora remitting over $20 billion annually. The present administration, under President Bola Tinubu, insists that current pains are the necessary price of reform. Subsidy removal, exchange-rate unification, and renewed investment drives are presented as bitter medicine meant to cure decades of economic mismanagement. The government claims to be charting a difficult but necessary path, much like India or Indonesia endured turbulence before their economic takeoffs.

Yet here lies the paradox: Nigerians have heard this story before. From ‘austerity measures’ of the 1980s to structural adjustment in the 1990s, every generation has been told to ‘tighten belts’ for a brighter future. Each cycle leaves citizens poorer while political elites grow richer. Reform is not the problem; execution is. Policies are rolled out with haste, but without social safety nets, planning, or the political discipline to resist capture. The result is an economy where the poor bear the heaviest burden of reform, while the privileged remain insulated.

Consider the current subsidy removal. Yes, it was long overdue. Nigeria could not continue bleeding trillions to subsidize consumption. But removing it overnight, without credible palliatives or an efficient public transport system, has driven transport fares, food costs, and school fees beyond the reach of average families. In Lagos, the price of staples like rice and garri has nearly doubled within months. Meanwhile, the government promises palliatives that barely reach beyond photo opportunities. The policy may be right in theory, but in practice, it feels like punishing citizens for the state’s failure to plan.

Inflation hovers around 30 percent, the naira has lost much of its value, and foreign investors remain cautious despite official optimism. If reforms were meant to restore confidence, why then are businesses shuttering, multinationals exiting, and professionals leaving in droves under the ‘japa’ wave? Nigeria is witnessing not just capital flight, but talent flight. This is the most damning indictment of all: citizens no longer trust their leaders enough to stake their futures on this soil.

Some will argue that independence is about more than economics. Nationhood, they say, must be celebrated regardless of hardship. But symbolism cannot mask substance. Compare Nigeria with peers who began the journey at the same time. South Korea, Malaysia, and Singapore have built thriving, innovative economies, while Nigeria is still struggling to provide electricity, secure its roads, or keep its universities open consistently. Even within Africa, Rwanda and Kenya have shown that disciplined institutions and political will can translate to growth. The tragedy is not that Nigeria is poor, but that it has been deliberately impoverished by its own leaders.

This is why the rituals of October 1st ring hollow. We may fly the flag, but the nation is adrift. The challenge is not colonialism; it is our own ruling class, addicted to rent-seeking, incapable of long-term vision, and unwilling to confront the institutional rot that has corroded governance. Until Nigeria wins independence from misrule, all we have is geography, not destiny.

Yet there is still a sliver of hope. It lies not in podium speeches, but in the restless energy of Nigeria’s youth. They are building tech startups, pushing creative boundaries, and finding their voices in activism. They are also voting with their feet, migrating abroad in record numbers. The real question is whether the state can channel this energy inward, rather than exporting it. Can Nigeria build institutions that give its young people a reason to stay? Can reforms move beyond policy papers into live improvements in jobs, security, and justice?

True independence is not declared once a year; it is earned daily through accountable governance, functioning institutions, and an economy that offers dignity. The administration may be right that reforms are necessary, but Nigerians are equally right to demand evidence of progress. Without trust, reforms are simply pain without promise.

As Nigeria turns 65, the lesson is clear: we cannot eat symbolism. We cannot live on nostalgia. Until leaders deliver freedom from corruption, hunger, and insecurity, October 1st will remain a day of flags, not of freedom.