Category: Business Day

Jennifer Adighije, managing director of Niger Delta Power Holding Company, has called for the optimisation of Nigeria’s electricity infrastructure as a critical pathway to unlocking the country’s socio-economic transformation, saying reliable power remains the foundation for industrialisation, investment and sustainable national development.

Adighije made the call on Wednesday while delivering the Distinguished Alumni Lecture organised by the Department of Electrical and Electronics Engineering, Faculty of Engineering, University of Lagos (UNILAG). The lecture, titled ‘Optimising Electricity for Powering Nigeria’s New Socio-Economic Frontiers,’ was held at the Engineering Lecture Theatre.

Returning to her alma mater, the NDPHC boss described the occasion as both an honour and a homecoming, expressing gratitude to the University of Lagos for equipping her with the academic foundation that has shaped her leadership journey in Nigeria’s power sector.

She said the lecture theme was timely, coming at a period when Nigeria’s electricity industry is undergoing far-reaching reforms aimed at expanding access, attracting investment and improving service delivery.

According to Adighije, electricity has become the ‘currency of development’ in today’s global economy, stressing that nations with reliable and affordable power supply are better positioned to create jobs, attract investments, drive industrialisation, strengthen healthcare and education systems, and improve the overall quality of life of their citizens.

She noted that the Electricity Act 2023 represents one of the most significant reforms in Nigeria’s power sector by granting states the authority to establish and regulate their own electricity markets.

‘The legislation has created unprecedented opportunities for investment, innovation, competition and improved service delivery while accelerating the emergence of vibrant sub-national electricity markets capable of attracting greater private-sector participation,’ she said.

Adighije said NDPHC is repositioning itself to maximise the value of its assets by improving operational efficiency, strengthening corporate governance, fostering strategic partnerships and ensuring that investments in the power sector translate into tangible benefits for Nigerians.

She reaffirmed the company’s commitment to supporting the ongoing transformation of the Nigerian Electricity Supply Industry (NESI) through efficient asset management and infrastructure optimisation.

Looking ahead, the NDPHC chief expressed confidence in the next generation of engineers, saying they would play a leading role in deploying smarter electricity grids and cleaner, technology-driven energy systems powered by artificial intelligence, automation, battery storage, smart metering and advanced power electronics.

She urged engineering students to embrace continuous learning, maintain professional discipline and see engineering as a vocation committed to solving societal challenges and building infrastructure that supports economic growth.

Adighije concluded that Nigeria’s electricity sector is entering a new era characterised by reform, innovation, collaboration and increased investment, emphasising that optimising electricity is essential to powering homes, industries and businesses while unlocking the country’s enormous socio-economic potential.

In her opening remarks, Folasade Ogunsola, the Vice-Chancellor of the University of Lagos, described the lecture as a celebration of excellence, collaboration and the enduring legacy of UNILAG.

She commended Adighije as one of the University’s distinguished alumni whose professional accomplishments reflect the institution’s commitment to producing graduates with technical competence, integrity and visionary leadership.

Ogunsola noted that the rapid technological changes associated with the Fourth Industrial Revolution have made stronger partnerships among academia, industry and government increasingly important.

‘Through initiatives such as this, we create platforms where experience meets aspiration and where our students are inspired by those who have successfully translated knowledge into impactful service,’ she said.

The lecture attracted academics, industry professionals, students and stakeholders from Nigeria’s power sector, providing a platform for robust discussions on electricity sector reforms, innovation and the critical role of engineering in driving the country’s economic development.

Rising passenger traffic and growing insecurity on major highways are driving a fresh wave of airline investment in Northern Nigeria, as travellers increasingly shift from road to air transportation despite the high cost of flying.

Domestic passenger traffic reached 13.09 million in 2025, according to data from the Federal Airports Authority of Nigeria (FAAN), indicating the size of the market available to domestic carriers.

The growing demand is attracting new private investors into a region that has historically produced some of Nigeria’s most prominent indigenous airlines, but where several operators have struggled with high operating costs, weak margins and inadequate capital.

AA Rano Airline and Binani Air are emerging as new players, joining existing operators such as Max Air and Azman Air, while the Kano and Sokoto state governments are also considering plans to establish commercial airlines.

The renewed investment comes at a time when airlines continue to contend with expensive aviation fuel, foreign exchange volatility, aircraft maintenance costs, insurance premiums and declining consumer purchasing power.

For Northern Nigeria, however, insecurity is changing the economics of transportation.

Passengers who previously relied heavily on road travel are increasingly considering air travel as a way of reducing exposure to insecure highways and saving valuable travelling time.

Security premium drives air travel

The deteriorating security situation on some major northern highways has increasingly become a factor in travel decisions between Kano, Kaduna, Katsina, Sokoto, Maiduguri, Yola, Abuja and other destinations.

For business executives, traders, government officials, development organisations and professionals, air travel is increasingly being viewed not simply as a convenience but as a means of protecting time and reducing exposure to risky road journeys.

Ahmed Gambo, deputy president of Dala Chamber of Commerce, Industry, Mines and Agriculture, said the changing travel pattern was becoming increasingly important to businesses operating across northern commercial centres.

He said faster movement between cities could enable executives to attend meetings, conduct transactions and return the same day, reducing the economic cost associated with long-distance road journeys.

Adeniyi Aremu, an NGO practitioner, said insecurity had wider economic implications because restrictions on movement affect businesses, development organisations and communities that depend on mobility to access markets and services.

According to him, the changing travel pattern is creating a stronger economic case for improved air connectivity across the region.

New investors enter northern market

AA Rano Airline is positioning itself to benefit from the emerging demand, while Binani Air has also entered the market.

Binani Air received its Air Operator Certificate from the Nigeria Civil Aviation Authority in March 2026 and has announced Abuja, Lagos, Kano and Yola among its destinations.

The entry of new operators is significant given Northern Nigeria’s population, commercial activity and large network of businesses across agriculture, manufacturing, trade, finance and services.

The region requires reliable connections with Abuja and Lagos, the country’s political and commercial centres, as well as improved links between northern cities.

Abdulaziz Sabitu Mohammed, managing director of Arafat Air Services, said the potential economic impact of aviation investment should not be measured solely by passenger numbers.

He said an expanding aviation market could stimulate travel agencies, hotels, logistics, airport services, ground handling and other businesses within the aviation value chain.

The growth of the sector could therefore create jobs and generate economic activity beyond the airlines themselves.

Max Air, Azman, IRS show opportunities, risks Northern Nigeria’s aviation history provides both encouragement and caution for the latest investors.

Max Air, owned by businessman Dahiru Barau Mangal, became one of the region’s major indigenous carriers, developing a significant presence in passenger and pilgrimage operations.

Azman Air, founded in Kano by businessman Abdulmunaf Yunusa Sarina, also became a prominent northern airline, operating scheduled domestic services and connecting Kano with several Nigerian cities.

IRS Airlines was another Kano-based indigenous carrier that became a significant player in Nigeria’s domestic aviation market before eventually leaving scheduled operations.

Kabo Air, founded in Kano in 1980 by the late businessman Muhammadu Adamu Dankabo, was another major northern aviation brand. It expanded from charter operations into scheduled domestic and international services, with pilgrimage operations becoming an important part of its business.

The history of these airlines demonstrates that Northern Nigeria has a market for air travel, but also highlights the difficulty of sustaining airline operations in Nigeria.

Kabo Air eventually withdrew from scheduled domestic services, while IRS Airlines disappeared from the scheduled market.

The wider Nigerian aviation industry has experienced similar failures, with Bellview Airlines, ADC Airlines, Sosoliso Airlines, Albarka Air and Virgin Nigeria eventually exiting the market.

Airlines face dollar costs, naira revenues

The fundamental challenge facing the new investors is the cost structure of the industry.

Aircraft leases, spare parts, maintenance, insurance and other aviation expenses are significantly affected by foreign exchange movements, while most domestic airlines earn their passenger revenues in naira.

Naira depreciation therefore increases operating costs even when passenger numbers remain unchanged.

Aviation fuel is another major expense, with price increases capable of quickly eroding airline margins.

Bashir Usman, a bank manager with a second-generation commercial bank in Kano, said the financial sustainability of new airlines would depend on their ability to maintain strong cash flows, control costs and withstand changes in the operating environment.

He said airlines remained highly capital-intensive businesses requiring substantial funding for aircraft acquisition or leasing, maintenance and other operational expenses.

Passenger growth faces affordability test

The 13.09 million domestic passengers recorded in 2025 demonstrate significant market potential, but passenger growth alone does not guarantee profitability.

Inflation and pressure on disposable incomes have made passengers increasingly sensitive to ticket prices.

Airlines therefore face a difficult commercial balancing act.

High fares could push price-sensitive passengers back to road transportation, while low fares could prevent operators from covering fuel, maintenance, financing, insurance and personnel costs.

Industry operators that survive are likely to be those capable of combining competitive pricing with high aircraft utilisation, carefully selected routes and tight cost management.

Aviation investment could boost Northern economy

The expansion of air transportation could generate benefits across the wider northern economy.

More flights could increase demand for hotels, airport transportation, catering, travel agencies, logistics and ground-handling services.

The sector could also create skilled employment in aircraft maintenance, engineering, aviation management, information technology, customer service and hospitality.

Improved air connectivity could benefit agriculture by enabling businesses to reach distant markets faster, particularly for high-value and time-sensitive products.

Kano could be one of the biggest beneficiaries because of its position as a major commercial and distribution centre.

Other commercial cities, including Kaduna, Katsina, Sokoto, Maiduguri and Yola, could similarly benefit from stronger links to Abuja, Lagos and other economic centres.

State airlines face commercial test

The proposed entry of Kano and Sokoto state governments into commercial aviation could further expand connectivity but also raises concerns about commercial sustainability.

State-owned airlines could face political pressure over recruitment, route selection, fares, fleet acquisition and other commercial decisions.

The history of Nigeria’s aviation industry shows that government ownership does not eliminate the fundamental financial challenges of airline operations.

The new operators will therefore require adequate capitalisation, professional management, reliable aircraft availability, strict safety compliance and commercially driven route planning.

New demand, old industry problems

The latest investment wave suggests that Northern Nigeria is developing stronger demand for air transportation, driven by a combination of commercial expansion, insecurity and the increasing economic value of time.

But the fundamental challenges that contributed to the collapse of previous indigenous airlines remain.

Fuel remains expensive, foreign exchange remains volatile, aircraft maintenance remains costly and passenger purchasing power remains under pressure.

The difference is that insecurity has increased the premium some passengers place on faster and safer transportation.

For AA Rano Airline, Binani Air, Max Air, Azman Air and other emerging operators, the challenge is to convert that growing demand into sustainable revenues.

For Northern Nigeria, the stakes extend beyond aviation.

A reliable air transport network could reduce travel time, strengthen trade links, improve business mobility, create skilled jobs and make the region more attractive to investors, industry experts said.

The emerging airline competition is therefore not simply about carrying more passengers between Kano, Abuja and Lagos. It is about whether Northern Nigeria can build a sustainable aviation ecosystem without repeating the cycle of expansion, financial distress and collapse that has characterised much of Nigeria’s airline industry.

QHSES Leadership Academy has marked five years of human capacity building, graduating 1,966 students since its maiden class in 2022 as it expands access to professional and leadership development in Nigeria and beyond.

The academy’s graduate numbers have risen from 94 to 272 in 2023, when 10 visually impaired persons graduated. It produced 238 graduates in 2024 and 643 in 2025, including 54 who finished with distinctions, before graduating another 719 students at its fifth anniversary convocation in 2026.

Founded as a tuition-free social innovation academy, the institution said its human capacity building programmes are designed to equip young people and graduates with professional skills, leadership capacity and a social innovation mindset while contributing to the Sustainable Development Goals.

Its fifth convocation in Lagos provided another measure of that growth, with 719 students graduating from the 2026 class. The academy received 3,617 applications for the cohort, from which 1,594 students matriculated.

What began as a vision to remove economic barriers to professional education has also expanded beyond Nigeria. The 2026 cohort included participants from Tanzania, Kenya, Uganda, Germany, the United States, Britain and Canada.

Jamiu Badmos, Founder and Visioneer of QHSES Leadership Academy, popularly known as the Jagaban of Safety in Africa, said the academy was built on the belief that talent should not be denied an opportunity to develop because of economic circumstances.

‘At our Academy, we believe that education is the greatest catalyst for human transformation and societal progress,’ Badmos said. ‘Exceptional ability exists in every community, but access to opportunity should never be determined by economic circumstances.’

The academy, he said, has sought to combine technical and professional development with integrity, critical thinking, social responsibility, innovation and leadership.

‘We are not thinking locally. We are thinking globally. We are also acting globally,’ Badmos said.

The 2026 graduating class also recorded a first for the five-year-old institution. Oderemi Olufunke Mary, a mother of twins who was pursuing a master’s degree in biomedical engineering at the University of Ilorin while completing the programme, became its first female overall best graduating student.

‘We didn’t get here because it was easy,’ Oderemi said. ‘We got here because we refused to give up even when things got uncomfortable.’

The academy’s emphasis on widening access was also reflected in Okeoghene Jane Akpaeva, a visually impaired student who graduated with distinction.

‘The Academy did not just educate me. They created an accessible environment for me to learn, compete on equal ground,’ Akpaeva said. ‘True inclusion is not charity. It is an equal opportunity.’

Simeon Adebayo Oladipo, Immediate Past Dean of the Faculty of Education, University of Lagos, said institutions developing competent young people would be important to Nigeria’s future.

‘The future of this country will be determined, for better or worse, by what we do with this extraordinary concentration of young energy, young ambition and young talent,’ Oladipo said.

Former Lagos West Senator Ganiyu Olanrewaju Solomon, who served as Grand Leader of the Day, called for greater support for the academy’s tuition-free model and pledged to help extend its training opportunities to Mushin.

The convocation ended with awards and more than N5 million in cash prizes to outstanding graduating students. Students also showcased talents, businesses and practical innovations, including projects that turned discarded materials into useful products.

For the academy, the fifth anniversary marked another stage in a journey it says is centred on building people rather than merely awarding certificates.

‘The true measure of an institution is not the number of certificates it awards, but the number of lives it transforms, the leaders it develops, and the legacy it leaves for generations to come,’ Badmos said.

On 31 March 2026, the National Insurance Commission (‘NAICOM’) issued the Guidelines for the Operation of Foreign or International Health Insurance Providers (the ‘Guidelines’) pursuant to the Nigerian Insurance Industry Reform Act, 2025 (‘NIIRA 2025’). The Guidelines establish, for the first time, a comprehensive regulatory framework governing foreign or international private medical insurers and reinsurers (‘IPMI-R Providers’) seeking to provide health insurance services to entities registered or individuals who are resident in Nigeria.

Historically, international health insurance products were commonly procured directly from offshore insurers by multinational corporations, expatriates and high-net-worth individuals without any comprehensive regulatory framework governing such activities in Nigeria. Industry reports estimated that this resulted in approximately US$2 billion in annual premium outflows, while limiting regulatory oversight and the participation of domestic insurers. The Guidelines seek to address these gaps by requiring foreign health insurers to obtain NAICOM’s approval before operating in Nigeria, establishing approved local partnerships and complying with specified consumer protection, reporting and governance obligations.

In this newsletter, we examine the key provisions of the Guidelines and highlight some of the legal and commercial considerations for insurers and policyholders.

Who Do the Guidelines Apply To?

The Guidelines apply to all International Private Medical Insurers or Reinsurers (IPMI-R Providers) seeking to transact, market, underwrite or otherwise engage in health insurance business emanating from Nigeria.

Specifically, they apply to:

1. foreign health insurers and reinsurers offering products to entities registered in Nigeria;

2. foreign providers offering health insurance to persons residing in Nigeria; and

3. intermediaries and authorised representatives acting on behalf of foreign health insurers.

Accordingly, the regulatory focus is not the location of incorporation of the insurer but whether the health insurance business or clientele originates from Nigeria.

What are the Key Compliance Requirements?

1. Prior NAICOM Approval

The most significant change introduced by the Guidelines is that no foreign health insurer may transact, market or underwrite health insurance business originating from Nigeria without obtaining the prior written approval of NAICOM.

Similarly, no Nigerian entity or individual may transfer health insurance risks to an IPMI-R Provider unless that provider has received NAICOM’s approval.

The Guidelines further provide that where NAICOM does not communicate its approval or rejection within ten (10) working days after receiving complete documentation, the application shall be deemed approved.

2. Mandatory Local Partnership Model

Unlike the previous regulatory position, the Guidelines prohibit foreign insurers from directly issuing health insurance policies to Nigerian entities or persons residing in Nigeria except through an authorised representative domiciled in Nigeria.

Every approved IPMI-R Provider must adopt one of the following operational models:

– Model 1: Domestic Insurer Partnership;

– Model 2: Domestic Administrator or Intermediary Partnership; or

– Model 3: Health Maintenance Organisation (HMO) Partnership.

These partnership models ensure that licensed Nigerian entities participate in premium administration, claims support, regulatory reporting and other operational functions.

To obtain approval, an IPMI-R Provider must submit comprehensive documentation including:

i. evidence of incorporation in its home jurisdiction;

ii. proof of regulatory licensing in its home jurisdiction;

iii. detailed product descriptions;

iv. a business plan;

v. premium worksheets;

vi. proposed Nigerian intermediaries;

vii. its preferred operational model; and

viii. any additional information requested by NAICOM.

3. Consumer Protection Requirements

The Guidelines introduce several customer protection obligations designed to improve accountability and transparency.

Approved providers are required to:

i. provide clear information regarding policy terms and exclusions;

ii. ensure products meet customers’ needs;

iii. establish effective complaints management procedures;

iv. include claims settlement procedures within policy documentation; and

v. ensure complaints are handled fairly through their Nigerian representatives or intermediaries.

These obligations significantly strengthen the position of Nigerian policyholders.

4. Reporting and Ongoing Regulatory Obligations

Approved providers are required to submit quarterly production returns to NAICOM and pay the prescribed Insurance Supervisory Service (ISS) Levy.

The Guidelines therefore establish continuing regulatory oversight rather than a one-time approval process.

Compliance Considerations

Pending further regulatory guidance, organisations that utilise international health insurance arrangements should consider the following.

a. Review Existing Insurance Arrangements

Multinational companies should determine whether their current international health insurance programmes involve IPMI-R Providers that have obtained, or intend to obtain, NAICOM approval.

b. Assess Existing Partnership Structures

Foreign insurers should evaluate whether their existing operating model aligns with one of the three partnership structures prescribed under the Guidelines and identify any restructuring that may be required.

c. Review Distribution and Intermediary Arrangements

Insurers, brokers, HMOs and third-party administrators should assess whether their contractual arrangements adequately reflect the roles and reporting obligations contemplated under the Guidelines.

d. Strengthen Compliance Frameworks

Organisations should establish internal governance procedures to monitor ongoing compliance with NAICOM’s approval requirements, reporting obligations and customer protection standards.

e. Review Existing Policies

The Guidelines permit policies issued before the effective date to continue until expiry. However, organisations should review renewal arrangements to ensure that future policies comply with the new regulatory framework.

Penalties for Non-Compliance

The Guidelines introduce significant sanctions for non-compliance.

i. Any entity registered in Nigeria or person residing in Nigeria that transacts health insurance business with an unapproved IPMI-R Provider may be liable to a penalty of not less than the total premium involved.

ii. The Guidelines also required providers to regularise their operations within the prescribed ninety-day transitional period. Failure to satisfy the approval requirements may result in rejection of the application and suspension of the issuance of new policies and renewals.

Conclusion

With the Guidelines having taken effect on 31 March 2026,,multinational employers, foreign insurers, HMOs, brokers and other intermediaries, should immediately prioritize assessing existing operational structures and contractual arrangements to ensure continued compliance with the new regulatory framework. Organisations that undertake this assessment proactively will be better positioned to navigate future regulatory developments while minimising compliance risks.

Julius Berger Nigeria Plc’s profit after tax fell by 14.7 percent in the first half of 2026 despite a strong increase in revenue, highlighting the growing pressure on the construction company’s earnings conversion as higher sales failed to translate into stronger bottom-line growth.

The company’s unaudited results for the six months ended June 30, 2026, show that profit after tax declined to N6.06 billion from N7.11 billion in the corresponding period of 2025. Earnings per share also fell to N3.69, from N4.34 a year earlier.

The decline came despite a 23.6 percent increase in revenue to N424.56 billion, from N343.45 billion, indicating that the company generated significantly more business but retained less of it as profit.

The results show a widening gap between Julius Berger’s top-line expansion and its bottom-line performance, with the company’s net profit margin falling to about 1.4 percent, from 2.1 percent in the first half of 2025.

Pre-tax profit jumps, but tax bill erodes earnings

Julius Berger’s profit before tax actually rose sharply during the period, climbing 78.6 percent to N23.52 billion, from N13.17 billion in H1 2025.

The stronger pre-tax performance was supported by an increase in operating profit, which rose 84.2 percent to N17.38 billion, from N9.43 billion. Gross profit also increased by 11.4 percent to N66.82 billion, although gross margin weakened to approximately 15.7 percent from 17.5 percent.

However, the gains above the operating line were substantially eroded by taxation.

Income tax expense surged 188.1 percent to N17.46 billion from N6.06 billion in the comparable period. The company said its tax rate assumption is based on a 30 percent corporate income tax rate and a three percent education tax on assessable profit.

This meant that while pre-tax profit increased by more than three-quarters, only a fraction of the gain reached shareholders.

Revenue growth comes with margin pressure

The company’s revenue growth was broad-based across its reported activities.

Revenue from its major reportable segments increased to N424.56 billion in the first six months, from N343.45 billion a year earlier. Building works, civil engineering and other business lines all contributed to the expansion.

Yet the cost of generating that revenue remained substantial. Cost of sales climbed to N357.74 billion, from N283.44 billion, absorbing roughly 84 percent of revenue during the period.

South Africa is seeking reimbursement from Nigeria, Malawi and Ethiopia for the cost of repatriating their nationals as the country steps up enforcement against undocumented migration.

According to South Africa’s Department of Home Affairs, it written to the embassies in Nigeria, as well as Malawi and Ethiopia through the Department of International Relations and Cooperation (DIRCO), seeking reimbursement for almost R300 million, equivalent to about $18.5 million, on the repatriation operation, which has resulted in tens of thousands of foreign nationals being processed for return to their home countries.

As of August 6, Home Affairs had processed 82,875 foreign nationals through its repatriation centres, which excludes people repatriated before June 30 and those processed directly by the Border Management Authority.

Tommy Makhode, director-general of Home Affairs, told Parliament’s Portfolio Committee on Home Affairs that the department had spent R292 million on the operation, far exceeding its R60 million allocation for deportations.

The scale of the operation has increased pressure on South Africa’s immigration enforcement budget as the government seeks to tighten controls over undocumented migration.

Transport accounted for the largest share of the expenditure as authorities moved undocumented migrants to repatriation centres and border point

Malawians accounted for the largest group of people returning or being deported, followed by nationals from Zimbabwe and Mozambique.

South African authorities have also continued deportations through the Lindela Repatriation Centre. Home Affairs said 44,607 foreign nationals were deported from Lindela during the previous financial year, while another 16,078 were deported between April 20 and July 28 this year.

The repatriation programme followed a surge in anti-immigrant protests across South Africa, with several African governments organising voluntary returns for their citizens amid concerns over their safety.

The move places the financial implications of South Africa’s tougher immigration enforcement within a broader regional debate over responsibility for undocumented migration and the cost of returning foreign nationals.

Pretoria is now awaiting responses from the three governments as it seeks to recover part of the R292 million already spent on the repatriation operation.

The National Automotive Design and Development Council (NADDC), in collaboration with the National Youth Service Corps (NYSC), has flagged off a Compressed Natural Gas (CNG) Retrofitting Training Programme for 300 Corps Members, aimed at equipping young Nigerians with technical skills for employment and entrepreneurship in Nigeria’s CNG and clean mobility ecosystem.

The programme was launched at the NYSC Orientation Camp, Kubwa, Abuja on a Tuesday under the NYSC Skills Acquisition and Entrepreneurship Development (SAED) Programme.

Speaking at the opening ceremony, Ayodele Olawande, Minister of Youth Development, said Nigeria’s transition towards cleaner, cheaper and more sustainable energy under the leadership of President Bola Ahmed Tinubu, GCFR, would create new industries, businesses and jobs.

He stressed the need to equip Corps Members with practical skills, noting that the training goes beyond certificates to skills that can lead to jobs, income and sustainable businesses.

Otunba Oluwemimo Joseph Osanipin, The Director-General of NADDC described the initiative as a strategic investment in Nigeria’s youth and a demonstration of inter-agency collaboration in developing human capital for cleaner mobility. He noted that skilled technicians and safety professionals are critical to the growth of the CNG sector.

Osanipin urged participating Corps Members to see the training as a pathway to employment and entrepreneurship. He announced that certification would be provided free of charge to participating Corps Members and encouraged beneficiaries to take the training seriously, adhere to safety requirements and join the skilled workforce needed to drive CNG conversion and clean mobility in Nigeria.

Also speaking, Nafiu Olakunle Oluseye, the Director-General of the NYSC, described the programme as a step towards youth empowerment. He explained that the pilot phase would cover one state in each of the six geopolitical zones: the Federal Capital Territory, Kano, Adamawa, Lagos, Edo and Enugu.

He stated that Corps Members would receive practical skills in CNG vehicle conversion and maintenance. According to him, the initiative complements the SAED programme by providing specialised skills that can improve Corps Members’ prospects for employment and self-employment beyond their service year.

The programme is being implemented by NADDC and NYSC, with support from the Federal Ministry of Youth Development, the Presidential Initiative on CNG and Electric Vehicles (PCNGI-EV), and Titilope Gbadamosi, Special Assistant to the President on Youth Initiatives (Monitoring and Delivery).

The flag-off marks a milestone in connecting youth empowerment with Nigeria’s energy and automotive transition. Through the programme, NADDC provides technical expertise and industry-focused capacity development, while NYSC provides the platform for reaching Corps Members across the country.

Bolt is expanding its support for driver-partners in Nigeria by offering discounted health insurance plans that also cover their immediate family members, as rising healthcare costs put increasing pressure on working households.

The ride-hailing company said the initiative, introduced earlier this year in partnership with Bastion Health, is designed to help drivers manage the financial impact of unexpected medical expenses while giving their families access to healthcare.

For many ride-hailing drivers, income from the road supports not only their individual needs but also those of spouses, children and other dependants. A serious illness or medical emergency can therefore affect household finances beyond the cost of treatment, potentially disrupting the driver’s ability to work and earn.

Bolt said driver welfare should consequently extend beyond income opportunities to include access to affordable healthcare.

‘Driver-partners are at the heart of everything we do, and supporting them means looking beyond the road. Many drivers are the primary providers for their families, so their wellbeing has a direct impact on the people who depend on them. We believe health insurance shouldn’t be viewed as an optional benefit, it is an important part of helping drivers build more secure and resilient lives,’ Teddy Appa-Dankyi, senior general manager, Bolt West Africa, said.

The programme gives eligible driver-partners access to discounted health insurance through Bastion Health’s provider network, with coverage extended to immediate family members.

Bolt said the arrangement is intended to reduce one of the financial risks facing households when healthcare needs arise unexpectedly.

Nigeria’s rising cost of living has made medical expenses a growing concern for working families, particularly where households have limited financial protection against sudden healthcare bills. For drivers whose earnings depend on being on the road, illness can create a double financial burden: medical costs can rise at the same time that income falls.

Bolt said its health insurance initiative is aimed at reducing that exposure.

‘Healthcare costs can be difficult to manage, particularly when unexpected medical needs arise. By making discounted health insurance available to our driver-partners and their families, we’re helping remove one of the barriers to accessing quality healthcare,’ Appa-Dankyi said.

He said the objective was also to give drivers greater peace of mind while they work.

The initiative marks a broader approach by Bolt to driver support, shifting the focus from flexible earning opportunities and technology to other aspects of the economic security of its driver-partners.

The company said access to healthcare is particularly important for drivers who carry primary responsibility for their households because their ability to work is closely linked to their physical wellbeing.

Under the programme, eligible drivers and their immediate family members can access a range of healthcare services through Bastion Health’s network.

Bolt said the insurance offering forms part of its longer-term effort to build a more sustainable platform for driver-partners by addressing issues that affect their wellbeing beyond their earnings from completed trips.

Driver-partners interested in the programme can obtain further information and enrol through the Bolt Reward section of the Driver app.

For Nigeria’s growing ride-hailing workforce, the initiative also highlights a broader challenge facing workers whose incomes are closely tied to their ability to remain active on the job: healthcare costs can become an income problem when illness takes a driver off the road.

By extending insurance access to families, Bolt is seeking to address the driver’s access to care and the household’s ability to absorb the financial consequences of unexpected medical needs.

Candidates vying for Osun State’s governorship squared off this week over how to convert a sharp rise in federal allocations into durable economic growth, laying out competing blueprints just days ahead of Saturday’s election.

At a town hall debate organized by Arise News, economic diversification and private investment dominated discussion, as contenders sought to outline how the state’s recently expanded monthly federal inflows could translate into job creation, improved public services and reduced dependence on Abuja. Proposals across the field centered on agricultural expansion, industrial processing and power-sector investment.

Munirudeen Oyebamiji, candidate for the All Progressives Congress (APC), argued that Osun can no longer function primarily as a civil-service economy reliant on federal transfers. He pledged to court private capital and develop agro-allied industries to widen the state’s internal revenue base.

Drawing on his experience as a former state finance commissioner and managing director of the Osun State Investment Company, Oyebamiji contrasted current federal allocations with those during his time in office, when the state’s monthly receipts stood at N3.5 billion – consistently short of a wage bill running between N3.7 billion and N3.8 billion.

‘Today, the least revenue that is accrued to this state every month is in the region of N17 to N20 billion every month to Osun,’ he said.

He said the increase – which he tied to higher federal allocations following the removal of the petrol subsidy – gives the state room to shift spending from recurrent expenditure toward productive investment. Agriculture, he argued, should anchor that strategy, with processing industries built around the state’s agricultural output to support backward integration. He also pledged to improve the state’s ease-of-doing-business environment, citing his background as an investment banker as an asset in attracting outside capital.

Najeem Salaam, the African Democratic Congress (ADC) candidate, presented a more employment-centered platform, pledging to recruit 20,000 workers into the state civil service within his first 100 days in office, spanning multiple sectors including education.

Salaam identified unreliable electricity as a key constraint on economic activity and pledged uninterrupted power supply statewide, pointing to the Electricity Act 2023 as having opened the door for state governments to participate directly in power generation and distribution.

‘I want to reassure the people of Osun that if I am elected to be the governor of the state, we will be enjoying 24 hours of electricity without interruption,’ he said.

Adeleke Runs on Infrastructure Record

Governor Ademola Adeleke, seeking re-election, built his case around infrastructure and social spending delivered over his three and a half years in office. He cited more than 350 kilometers of completed roads, with another 160 kilometers under construction, alongside dualized roads and new bridges linking major communities.

Adeleke pushed back on opposition claims that some projects were substandard, saying the projects had been reviewed and certified by qualified engineers.

He also pointed to the rehabilitation of more than 200 primary healthcare centers, which he said had been outfitted with solar power and other infrastructure upgrades, as well as the distribution of tractors, seedlings and other farming inputs to support agriculture. On education, Adeleke said his administration had targeted a sector in need of significant investment and had worked to lift Osun’s standing in national rankings.

A Divergence Over Teacher Shortages

Education emerged as a further point of contention. Oyebamiji claimed Osun faces a shortfall of 28,000 teachers.

‘As of today, we have 28,000 deficits of teachers in Osun and education is just the bedrock of any form of achievement in the world,’ he said, pledging heavier investment in education and healthcare if elected.

The Core Choice for Voters

The debate crystallized a broader question facing Osun voters ahead of Saturday’s election: whether the state should expand government-led spending and public services, or pivot more aggressively toward private investment and industrialization.

Oyebamiji’s pitch centers on transforming Osun from a civil-service-dependent economy into an investment-driven one, arguing that channeling capital into agricultural processing and other sectors could simultaneously expand the state’s revenue base and generate employment outside government. Salaam’s platform leans on public-sector job creation and reliable electricity as the levers for improving livelihoods and supporting business activity. Adeleke, meanwhile, is campaigning on a completed and in-progress infrastructure record that he says gives voters a concrete basis for evaluation.

With Osun’s economy still heavily reliant on federal transfers to fund government operations, the competing visions laid out at the town hall are likely to weigh heavily on the outcome of Saturday’s governorship contest.

Lagos’ competitive luxury hospitality market is getting a new waterfront contender as ÀÁJÒ Hospitality Group prepares to open Shore by Sailors in Lekki Phase 1 on Friday, August 14.

The new destination is entering a market where restaurants, hotels and lifestyle venues are increasingly competing not only on food and accommodation, but also on design, entertainment, location and the overall experience offered to customers.

Shore by Sailors has been positioned as more than a restaurant, combining dining, cocktails, entertainment and waterfront leisure in a single destination. The concept reflects a broader shift in Lagos’ hospitality industry toward experience-driven venues designed to attract affluent residents, business professionals, international visitors and tourists.

For ÀÁJÒ Hospitality Group, however, the opening is also a test of a bigger ambition, to build a hospitality company capable of developing and managing luxury hotels, restaurants and lifestyle destinations across Africa.

‘Shore by Sailors represents more than a new dining destination. It reflects ÀÁJÒ Hospitality Group’s ambition to create experiences of international luxury standard while celebrating African identity, culture and genuine service,’ said Seemon Manimel, group general manager of ÀÁJÒ Hospitality Group.

Manimel brings more than two decades of international luxury hospitality experience to the project, having held senior operational positions with Marriott International, Hilton, Mövenpick Hotels and Resorts and Kempinski.

His experience spans luxury hotels, resorts, food and beverage operations and pre-opening projects, providing the group with international hospitality expertise as it establishes its first major public-facing destination.

The project is led by Eyitayo Fakehinde, managing director of ÀÁJÒ Hospitality Group, whose strategy goes beyond creating individual hospitality venues.

Fakehinde wants to build a respected African hospitality company while creating employment opportunities for young Nigerians. That ambition puts Shore by Sailors at the centre of the group’s longer-term expansion strategy rather than treating it solely as a restaurant opening.

‘Luxury hospitality is not defined by design alone. It is defined by people, culture, consistency and an uncompromising commitment to excellence. At Shore by Sailors, we have built a service culture that combines international best practice with the warmth and authenticity of Nigerian hospitality,’ Fakehinde said.

The company said the venue has been designed around what it describes as timeless elegance, while incorporating Lagos’ culture, creativity and energy.

Its interiors, culinary direction and service model are intended to create a consistent guest experience, with the waterfront location providing a major part of the destination’s appeal.

The launch comes as Lagos continues to strengthen its position as one of Africa’s major commercial and lifestyle centres, creating demand for hospitality venues that serve both local customers and an increasingly international audience.

For Shore by Sailors, the challenge will be to convert that demand into sustained patronage in a city with an established and growing pool of premium restaurants, hotels, beach clubs and lifestyle destinations.

The opening also gives ÀÁJÒ an opportunity to establish its service philosophy, summed up by the group as ‘We Genuinely Care,’ and use the Lagos market as a foundation for its broader African ambitions.

The group said it intends to invest in people, develop local talent and create value for guests, communities, investors and partners as it expands its hospitality portfolio.

Reservations for Shore by Sailors are already open ahead of the official public opening on August 14.