Category: Business Day

The Nigeria Customs Service (NCS), Adamawa/Taraba Area Command, has seized smuggled goods with a total Duty Paid Value (DPV) of N79.86 million in a series of anti-smuggling operations conducted across the two states over five weeks.

The seized items include 16,825 litres of Premium Motor Spirit (PMS), commonly known as petrol, 501 cartons of foreign bar soap, 266 bags of foreign parboiled rice, second-hand clothing and a Mitsubishi Canter truck used to transport some of the contraband.

Comptroller MA Tako, the Customs Area Controller, Adamawa/Taraba Area Command, disclosed this during a press briefing at the command’s headquarters in Yola on Friday, October 23, 2026.

Tako said the seizures followed intelligence-led operations and surveillance along border communities and suspected smuggling routes, particularly around Ribadu, Sahuda, Wuro Alhaji-Maiha, Belel-Goshidan and Maiha-Mubi.

According to him, the operations were part of the service’s efforts to curb smuggling, protect the Nigerian economy and prevent the unlawful movement of prohibited goods across the country’s borders.

Giving details of the interceptions, Tako said officers raided the River Benue bank along the Ribadu axis on August 16, where they discovered 451 cartons of foreign bar soap allegedly stockpiled for smuggling. He said the suspects abandoned the goods and fled into the bush when the officers arrived.

He added that 374 jerrycans of petrol, each with a capacity of 25 litres, were intercepted along a bush path in Sahuda, near the Nigeria-Cameroon border, on August 20.

The command also intercepted a Mitsubishi Canter truck with registration number XB 566 GML along the Wuro Alhaji-Maiha axis on September 14.

The vehicle was carrying 116 bags of foreign parboiled rice, each weighing 50kg, and 50 cartons of foreign soap.

In another operation on September 21, officers discovered 299 jerrycans of petrol, each containing 25 litres, along an unapproved route on the Belel-Goshidan axis. The fuel was allegedly intended to be smuggled out of the country.

Tako further disclosed that officers seized 150 bags of foreign parboiled rice, 20 bags of local maize weighing 100kg each, 11 bales of second-hand clothing and five jumbo sacks of used clothing along a bush path on the Maiha-Mubi axis on October 2.

He said the seizures were made in accordance with the Nigeria Customs Service Act, 2023, and relevant provisions of the Common External Tariff, including the import prohibition list.

The controller commended the Comptroller-General of Customs, Bashir Adewale Adeniyi, and the service’s management for providing the resources and logistical support needed to strengthen anti-smuggling operations.

He also praised the officers involved in the interceptions for their vigilance and commitment, urging members of the public to provide credible information about suspicious activities in their communities.

Tako called on the media to sustain public awareness campaigns on the economic and security consequences of smuggling, stressing that cooperation between security agencies and communities was essential to protecting the country’s borders and promoting economic growth.

The Nigeria Football Federation (NFF) has congratulated Super Eagles midfielder Alex Iwobi after he became the joint second-most-capped African player in Premier League history, drawing level with Egypt’s Mohamed Salah.

ADVERTISEMENT

Iwobi reached the milestone on Saturday during Fulham’s 1-0 win over Coventry City, taking his Premier League appearances to 328.

The 30-year-old Nigerian ball passer is now 25 appearances short of the record held by former Ivory Coast international Kolo Touré, who made 353 appearances in the competition.

Dr Emmanuel Ikpeme, NFF’s acting general secretary, congratulated Iwobi on the achievement and expressed hope that the midfielder would go on to set a new record.

‘The NFF celebrates Alex Iwobi for this new achievement, and we wish him even greater glory. We will be very happy to see him become the African with the most appearances in the Premier League in the near future,’ Ikpeme said.

Iwobi, who celebrated his 100th cap for Nigeria during a friendly against Portugal this summer at the Estádio Dr. Magalhães Pessoa in Leiria, has also won one silver and two bronze medals with the Super Eagles at the Africa Cup of Nations.

The Abia State Government has announced plans to host the 2026 edition of AfrICANDO, the United States of America-Africa Trade and Investment Conference and Expo, scheduled for November 17 to 19, 2026, at the International Conference Centre, Umuahia.

The event, which will bring together government officials, business leaders, investors, policymakers, development institutions and other stakeholders from the United States and Africa, is expected to provide Abia with an international platform to present its investment opportunities and position itself as an emerging destination for trade, innovation and industrial development.

AfrICANDO 2026 is being hosted by the Abia State Government and co-organised by the Foundation for Democracy in Africa (FDA) and the Abia Global Chamber of Commerce.

According to Ferdinand Ekeoma, Special Adviser to the Abia State Governor on Media and Publicity, the conference, which returns to the African continent, is themed ‘Deepening U.S.-Africa Commercial Ties in the Era of AfCFTA.

‘It is designed to strengthen commercial cooperation, promote cross-border trade and investment, and explore opportunities arising from the African Continental Free Trade Area (AfCFTA).

He said that the conference will provide a unique opportunity for Abia State to showcase its economic potential to the international community, establish strategic partnerships and attract investors to its productive sectors.

AfrICANDO 2026, according to Ekeoma, will feature plenary sessions, policy forums, sector-specific workshops, business-to-business matchmaking, exhibitions and the Medal of Glory Awards (MOGA) Gala Dinner.

He said that the activities are expected to facilitate meaningful engagement among public and private-sector stakeholders while encouraging partnerships capable of generating sustainable economic benefits.

Key sectors to be featured include agriculture, consumer goods, energy, financial services, healthcare, manufacturing, transportation and logistics, academic science and technology, and artificial intelligence. Participants will explore practical ways to accelerate the implementation of AfCFTA, expand U.S.-Africa trade and investment, improve the export readiness of small and medium-sized enterprises (SMEs), and promote innovation, manufacturing and the creative industry.

The conference is also expected to provide opportunities for entrepreneurs and business owners to identify new markets, connect with potential investors, gain insights into international trade regulations and establish commercial relationships with counterparts in the United States and other African countries.

SMEs and civil society organisations will have opportunities to build business linkages and partnerships with U.S. companies, thereby contributing to the expansion of trade, investment and cultural relations between both regions.

It is important to add that beyond the conference sessions, the event is expected to create opportunities for investors and business leaders to assess the state’s economic environment, engage relevant stakeholders and explore possible areas of collaboration.

The event will also offer sponsorship, advertising and exhibition opportunities for businesses, corporate organisations and development institutions seeking visibility among government officials, investors and industry leaders from Africa and the United States.

With its emphasis on trade facilitation, investment promotion and international partnerships, AfrICANDO 2026 is expected to strengthen Abia State’s engagement with the global business community and create opportunities for local enterprises to access wider markets.

Ekeoma noted that the hosting of the conference aligns with the broader objective of positioning Abia, as a competitive destination for business, investment and industrial growth, while showcasing the state’s capacity to host international engagements.

As preparations gather momentum, the three-day conference is expected to place Umuahia at the centre of conversations on U.S.-Africa commercial relations and provide a platform for Abia State to demonstrate its economic strengths, connect local businesses with international opportunities and deepen its participation in the expanding African and global marketplace, Ekeoma stated.

Trade, investment and cooperation initiatives are opening new possibilities for all three economies. Whether they lead to shared prosperity or simply reproduce familiar patterns of dependence will depend on how value chains, financing and risks are organised.

About this time last year, Ambassador Geert Muylle’s reflections on the pressures reshaping Belgian industrial supply chains prompted me to examine the possibilities of moving from dependency to partnership. The argument was that Europe’s search for economic resilience could meet Africa’s demand for greater productive participation. Both needed to reconsider the terms of their engagement. As we approach the Nigeria Belgium Luxembourg Business Forum in Brussels on 28-30 October, the question has become more demanding. What would demonstrate that partnership is changing the distribution of opportunity?

My stake in both Europe and Africa makes that question personal. I want Nigerian businesses to retain more value from what they produce. I also want Belgian and Luxembourg enterprises to secure dependable returns from partnerships that last. Fair trade must make those ambitions compatible. Seven developments offer a useful basis for judging the possibilities. They include changing commercial flows, investment decisions and new cooperation initiatives. Their significance lies in the connections between them.

A contraction that should change the conversation

The first development is uncomfortable for an otherwise celebratory forum narrative. The Belgian Foreign Trade Agency’s May 2026 bilateral note records Belgian goods exports to Nigeria falling from approximately pound 4.09 billion in 2024 to pound 1.27 billion in 2025, a decline of 68.9 per cent. Belgian goods imports from Nigeria also fell, by 14.6 per cent, to pound 474.9 million. These are Belgian-reported merchandise figures, rather than a complete account of investment or services. The figures challenge the assumption that diplomatic activity automatically produces expanding commerce. They also invite a more useful question than how quickly the old totals can be restored. Which parts of the relationship should grow next?

A relationship built around supplying finished products can generate substantial turnover while leaving limited productive capacity with the buyer. A smaller flow of equipment, engineering and investment could, under the right conditions, help establish enterprises that support decades of exchange. Falling trade is no achievement in itself. But restoring dependence should not become the measure of recovery.

Refining is changing the direction of opportunity

The second development supplies an important part of that context. The US Energy Information Administration reported in August that Nigeria’s seaborne petroleum-product exports to Europe averaged 130,000 barrels a day in the second quarter of 2026, compared with 40,000 in 2025. It links the broader expansion in Nigerian product shipments to the Dangote refinery. These are Europe-wide flows; they should not be presented as exports specifically to Belgium. Nor do they explain every movement in bilateral trade.

Their strategic meaning is nevertheless substantial. Nigerian processing capacity is changing what the country can offer international markets. For Belgian businesses, the response can include engineering services, industrial maintenance, storage, emissions management and partnerships in downstream manufacturing. Nigeria gains more when industrial expansion develops local suppliers and technical competence. Belgian firms gain when their expertise becomes part of a productive system with continuing demand.

The fair-trade test also applies within Nigeria. Domestic refining must deliver competitive markets, environmental responsibility and public value. Replacing external dependence with excessive domestic market power would leave an essential part of the task unfinished.

Cocoa opens a different bilateral future

The third development is the growing prominence of cocoa in the relationship. In its December 2025 account of the previous forum, Nigeria’s Ministry of Livestock Development reported the observation of Ambassador Pieter Leenknegt that cocoa had overtaken crude oil as Nigeria’s leading export to Belgium. This is a meaningful change in the composition of engagement, although commodity rankings alone cannot establish an industrial transformation. Cocoa gives both countries a reason to think beyond the shipment of beans. Nigerian fermentation, quality control and processing could be linked more deliberately to Belgian food manufacturing, technical expertise and distribution.

Each proposed investment would still need to establish its commercial case, including reliable power, competitive costs and applicable market-access conditions. Yet that is precisely the discussion worth having. How much processing can take place competitively in Nigeria? Which skills and equipment are required? What purchasing commitments would make investment credible? Fairness begins to become tangible when the producer can negotiate a larger role in the value chain, and the buyer obtains a more reliable, higher-quality supply.

Sustainability rules are becoming a test of partnership

The fourth development is the approaching application of the EU Deforestation Regulation, with the European Commission identifying 30 December 2026 as the application date. Cocoa is among the commodities covered. European operators’ obligations create information demands throughout their supply chains, including evidence about where commodities were produced.

This matters directly to Nigerian suppliers and Belgian buyers. Forest protection is a shared interest. But the distribution of compliance costs will influence whether the transition strengthens the relationship or excludes smaller producers. A fair response would combine purchasing commitments with practical support for farm mapping, traceability and producer training. Nigerian authorities and exporters must strengthen their own systems; European buyers should consider how their procurement terms can sustain that effort. Compliance could become a field of joint investment, including opportunities for Nigerian technology firms. It should also improve farmers’ ability to participate in formal markets. A system that can trace a bean back to a poor household should be capable of asking whether that household receives enough to sustain responsible production.

Livestock cooperation now needs investable projects

The fifth development is explicitly trilateral. The Ministry of Livestock Development reported that the 2025 forum endorsed a Nigeria-Belgium-Luxembourg Livestock Investment and Cooperation Platform, intended to advance partnerships, technology transfer, capacity building and bankable projects. Endorsement establishes an institutional opening; it does not establish that investment has closed or facilities are operating.

The opportunity is to turn that opening into a small portfolio of credible ventures. Cold-chain services, feed production, veterinary provision and dairy processing deserve appraisal against actual demand and operating conditions.

Nigeria can bring producers, enterprise and markets. Belgian partners can contribute relevant equipment and technical capabilities. Luxembourg’s financial ecosystem could help structure suitable investment vehicles and connect qualifying projects with investors.

The terms matter. Producers need transparent pricing and dependable payments. Investors need enforceable contracts. Projects need responsible land arrangements, animal-health safeguards, and workable community relationships. Those conditions are part of commercial durability.

Ports determine whether productive ambition travels

The sixth development concerns the infrastructure connecting these possibilities. Reporting on an April 2026 meeting between the Nigerian Ports Authority and Belgium’s ambassador described discussions on Belgian participation in Nigerian port modernisation, including infrastructure and operational efficiency. The public account supports an emerging cooperation agenda; it should not be treated as evidence of a completed financing package.

For an exporter, port performance can determine whether a good product reaches its buyer competitively. For an equipment supplier, delays and uncertainty can undermine an otherwise viable investment. Belgian maritime expertise therefore has value well beyond an individual construction contract. Partnerships should be judged by measurable improvements in clearance, cargo movement, and service reliability, alongside local maintenance and operational competence. Nigerian agencies must deliver the regulatory coordination that physical investment requires.

A fair corridor must serve businesses at both ends. More efficient movement of European imports alone would leave its productive promise incomplete. Nigerian exporters also need predictable access to the route.

Development finance is offering another opening

The seventh development is a concrete financing decision. In July 2026, Belgium’s development finance institution BIO approved a US$5 million investment in Acumen Resilient Agriculture Fund II. Nigeria is among the fund’s ten target countries. This is a regional fund investment, rather than a US$5 million allocation to Nigeria, but it identifies a route through which eligible Nigerian agribusinesses could access support.

Its relevance is the connection between agricultural resilience and investable enterprise. Productive partnerships need finance that recognises the costs of building supply systems and adapting to climate risk. Entrepreneurs still need sound governance and credible business models. Investors need to distinguish risks that can be reduced through technical support from those that require guarantees, different financing terms or a decision not to proceed. Calling a project promising cannot substitute for this work.

Luxembourg belongs in the financing discussion

Across these developments, Luxembourg’s contribution should be made specific. There is already a financial bridge to build upon: Nigerian Exchange records its 2019 cooperation agreement with the Luxembourg Stock Exchange and the subsequent cross-listing of Access Bank’s ?15 billion green bond. This is an earlier institutional foundation, not a newly announced 2026 transaction.

Its importance today is practical. Suitable Nigerian projects could be prepared for sustainable-finance markets through credible use-of-proceeds frameworks, external assessment and continuing reporting. Smaller ventures may first require aggregation or intermediary finance. A Luxembourg listing would neither guarantee affordable capital nor remove foreign-exchange risk. Projects earning Naira need financing structures that can withstand currency movements. Transparency about fees, ownership, and tax treatment must accompany any international structure. Luxembourg gains through financial services and investable opportunities; Nigeria gains only if the underlying assets become productive and financially sustainable.

The conversion platform the relationship needs

Taken together, these developments suggest a possible transition towards a relationship in which Nigeria participates more fully in production, Belgium earns returns from industrial and logistical expertise, and Luxembourg helps connect viable ventures with appropriate capital. The outcome will depend on choices still to be made.

Fair trade does not require identical trade balances or equal gains from every transaction. It requires meaningful room for each economy to develop capabilities, transparent allocation of risk and rewards, and commercial arrangements that can endure public scrutiny. Nigeria must improve its investment conditions. European partners must be willing to support productive participation as well as market access for their own firms. This is the context in which the Nigeria Belgium Luxembourg Business Forum is positioning itself as an indispensable conversion platform. Convened under the CBL-ACP Chamber, the 2026 edition combines plenary engagement with targeted business meetings and company visits. The forum programme places commercial priorities and implementation pathways at the centre of that approach.

The strongest contribution of the Business Forum is to bring the people who own an opportunity into direct discussion with those who can resolve its financing, technical or regulatory obstacles. A cocoa processor should leave with a clearer route to equipment, quality assurance and buyers. A livestock venture should establish what must happen before an investor can commit. A logistics proposal should identify the agencies and firms responsible for delivery.

To make this role indispensable, the forum is maintaining a disciplined process after Brussels: named project owners, agreed next steps and reviews at realistic intervals. A ninety-day review could distinguish opportunities that have advanced, those requiring further preparation and those that should be discontinued. Commercial confidentiality can be protected while aggregate progress is reported.

As someone involved in this work, I believe that is the standard we should welcome. The forum’s importance will grow through the transactions it helps make viable and the trust earned when participants follow through. Last year’s challenge was to recognise the opening for partnership. This year’s task is to organise the conversion into shared value. Brussels can become the place where the three economies turn that intention into commitments they can implement, measure and sustain.

The Abia State Government has announced plans to host the 2026 edition of AfrICANDO, the United States of America-Africa Trade and Investment Conference and Expo, scheduled for November 17 to 19, 2026, at the International Conference Centre, Umuahia.

The event, which will bring together government officials, business leaders, investors, policymakers, development institutions and other stakeholders from the United States and Africa, is expected to provide Abia with an international platform to present its investment opportunities and position itself as an emerging destination for trade, innovation and industrial development.

AfrICANDO 2026 is being hosted by the Abia State Government and co-organised by the Foundation for Democracy in Africa (FDA) and the Abia Global Chamber of Commerce.

According to Ferdinand Ekeoma, Special Adviser to the Abia State Governor on Media and Publicity, the conference, which returns to the African continent, is themed ‘Deepening U.S.-Africa Commercial Ties in the Era of AfCFTA.

‘It is designed to strengthen commercial cooperation, promote cross-border trade and investment, and explore opportunities arising from the African Continental Free Trade Area (AfCFTA).

He said that the conference will provide a unique opportunity for Abia State to showcase its economic potential to the international community, establish strategic partnerships and attract investors to its productive sectors.

AfrICANDO 2026, according to Ekeoma, will feature plenary sessions, policy forums, sector-specific workshops, business-to-business matchmaking, exhibitions and the Medal of Glory Awards (MOGA) Gala Dinner.

He said that the activities are expected to facilitate meaningful engagement among public and private-sector stakeholders while encouraging partnerships capable of generating sustainable economic benefits.

Key sectors to be featured include agriculture, consumer goods, energy, financial services, healthcare, manufacturing, transportation and logistics, academic science and technology, and artificial intelligence. Participants will explore practical ways to accelerate the implementation of AfCFTA, expand U.S.-Africa trade and investment, improve the export readiness of small and medium-sized enterprises (SMEs), and promote innovation, manufacturing and the creative industry.

The conference is also expected to provide opportunities for entrepreneurs and business owners to identify new markets, connect with potential investors, gain insights into international trade regulations and establish commercial relationships with counterparts in the United States and other African countries.

SMEs and civil society organisations will have opportunities to build business linkages and partnerships with U.S. companies, thereby contributing to the expansion of trade, investment and cultural relations between both regions.

It is important to add that beyond the conference sessions, the event is expected to create opportunities for investors and business leaders to assess the state’s economic environment, engage relevant stakeholders and explore possible areas of collaboration.

The event will also offer sponsorship, advertising and exhibition opportunities for businesses, corporate organisations and development institutions seeking visibility among government officials, investors and industry leaders from Africa and the United States.

With its emphasis on trade facilitation, investment promotion and international partnerships, AfrICANDO 2026 is expected to strengthen Abia State’s engagement with the global business community and create opportunities for local enterprises to access wider markets.

Ekeoma noted that the hosting of the conference aligns with the broader objective of positioning Abia, as a competitive destination for business, investment and industrial growth, while showcasing the state’s capacity to host international engagements.

As preparations gather momentum, the three-day conference is expected to place Umuahia at the centre of conversations on U.S.-Africa commercial relations and provide a platform for Abia State to demonstrate its economic strengths, connect local businesses with international opportunities and deepen its participation in the expanding African and global marketplace, Ekeoma stated.

Nigeria’s content creative industry is fast becoming an economic driver as creatives develop content that combines business objectives with authentic audience engagement.

To strengthen this shift, Insight Redefini, in partnership with Woof Studios Africa, hosted YouTube PluggedIN 2026, a platform where brands and creators shared insights on exploring opportunities for more meaningful collaboration through brand-funded content on YouTube.

The event, with the theme ‘Beyond the Placement: Rethinking How Brands Work with Creators,’ examined how brands, agencies and creators can move beyond conventional advertising placements to develop content that combines business objectives with authentic audience engagement.

Speaking at the event, Babatunde Olaifa, Group CEO of Insight Redefini, said that the growth of the creator economy depends on meaningful collaboration among brands and creators.

Olaifa said that no single stakeholder could build the ecosystem alone, highlighting the importance of combining their respective strengths to transform creative ideas into valuable content.

Building on a 2025 pilot, this year’s edition expanded the conversation to more brands, with a focus on small-group discussions and one-to-one engagements designed to connect brands with creators and move promising ideas towards campaign briefs, partnerships and funded content.

Adetutu Laditan, founder and Creative Director of Woof Studios Africa, said the growing ambitions of Nigerian creators and the need to address the business and production complexities involved in turning creative ideas into content that can be funded, produced and distributed to wider audiences.

Discussions throughout the event centred on three priorities: involving creators earlier in the creative process, ensuring brand-funded content remains relevant and authentic to audiences, and translating conversations into tangible partnerships, content opportunities and measurable outcomes.

A key highlight was a brand panel moderated by Esosa Osagiede, Group Creative Director at Insight Redefini, which explored what brands look for when selecting creators for partnerships.

Panellists, including brand managers from established Nigerian brands, identified brand fit and genuine audience influence as critical considerations. They stressed that follower counts and views alone do not necessarily reflect a creator’s ability to connect with audiences or influence their perceptions and behaviour.

One of the panellists, Media and Consumer Experience Manager of Mondelez International, Bolaji Popoola, noted that a shared understanding of objectives, audiences and creative direction is essential to building effective partnerships.

Prominent Nigerian creators, including Kiekie, Taoma, Aproko Doctor and Ify’s Kitchen, also shared perspectives on collaborating with brands through content that reflects their creative identities while meeting commercial objectives.

Babatunde Shobanjo, Chief Operating Officer of Insight Redefini, described the initiative as a positive development for the media and marketing communications industry, pointing to the value of creating platforms where brands and creators can explore new ways of working together.

Their emphasis on collaboration reflects Insight Redefini’s integrated approach to marketing communications. Earlier in 2026, agencies within its ecosystem, working with global partners, won a Gold Lion at the Cannes Lions International Festival of Creativity in the Creator Collaboration category for Vaseline’s The Real Nigerian Prince campaign.

The event comes amid growing interest in digital video and creator-led content as platforms for brands to connect with audiences. YouTube previously reported that watch time in Nigeria grew by more than 50 per cent year on year in 2025, with the platform reaching more than 30 million adults in the country each month.

The National Democratic Congress (NDC) will on Monday, October 26, inaugurate its National Campaign Council, present Certificates of Return to its candidates and commission a newly acquired national secretariat in Abuja.

The party disclosed this in a statement issued on Sunday by its National Publicity Secretary, Osa Director, Esq., outlining a three-part programme of activities scheduled to hold across the Federal Capital Territory.

The day’s activities will begin with a meeting of the party’s National Executive Committee (NEC) at 10 am at the JD Vance Centre, opposite A-Class Park, Kashim Ibrahim Way, Maitama, Abuja.

The party said attendance at the meeting would be strictly by invitation and limited to NEC members.

At 2 pm, the NDC will commission its newly acquired national secretariat in Jabi, Abuja, before proceeding to the inauguration of its National Campaign Council (NCC) at 5 pm.

The campaign council’s inauguration will be followed by the presentation of Certificates of Return to the party’s candidates and a dinner.

According to the statement, attendance at the NCC inauguration will be restricted to members of the National Working Committee (NWC), the party’s presidential candidate and running mate, governorship candidates and National Assembly candidates.

The packed schedule places the party’s executive meeting, secretariat commissioning and campaign council inauguration on the same day, bringing its leadership and candidates together for a series of activities in the capital.

The statement reaffirmed the party’s appreciation for the support and loyalty of its members nationwide, restating its slogan, ‘Together, we can make a New Nigeria Possible.’

Nigeria stands at a defining moment in its national journey – a moment that demands clarity of thought, institutional sobriety, and a willingness to confront uncomfortable truths about how nations truly grow. For decades, we have been conditioned to believe that leadership change is the panacea for all national ailments. Every election cycle becomes a referendum on personalities rather than policies, and every transition ushers in a fresh wave of disruption, resetting the national compass before any reform has had the chance to mature. In my June 2026 column, I argued that Nigeria’s real challenge is not the frequency of leadership turnover but the fragility of the systems that underpin governance. Today, unfolding economic indicators reinforce that argument with unmistakable force: continuity in governance is no longer a political preference; it is an economic imperative.

Nigeria’s reform trajectory is beginning to attract the kind of global confidence that only stability can sustain. This is not a matter of partisan sentiment; it is a matter of managerial logic, institutional discipline, and economic realism. Nations that have successfully transformed their economies did not do so by constantly changing direction. They did so by staying the course long enough for reforms to take root, stabilise, and deliver prosperity.

Signals of confidence are emerging – And they are not accidental

In recent months, Nigeria has witnessed a series of developments that speak unmistakably to rising international confidence. Morgan Stanley’s decision to enter the Nigerian market is not a casual gesture; global financial institutions of that calibre move only when they detect credible policy direction and macroeconomic stabilisation. Similarly, Opay’s ambition to list on a major U.S. stock exchange signals that Nigerian-rooted digital enterprises are maturing into globally compliant, investor-ready corporations. These developments are complemented by the steady growth of both net and gross foreign reserves, as well as the increasing flow of foreign currency toward the country.

These signals are not accidental. They are the early fruits of structural reforms that require discipline, patience, and – above all – continuity to mature into broad-based national prosperity. They indicate that Nigeria is beginning to regain the trust of international markets, and that the reforms currently underway are being interpreted as credible, coherent, and worthy of long-term engagement.

For a nation that has long struggled with policy inconsistency, this moment is significant. It suggests that Nigeria is finally entering a phase where reform outcomes are becoming visible, where investor sentiment is shifting, and where the global community is beginning to recognise the country’s potential for sustained economic transformation.

Reforms are systems, not events

From the vantage point of an exemplary Chartered Manager, the logic is straightforward: structural reforms do not deliver prosperity overnight. They deliver stability first, then confidence, then investment, and finally broad economic benefit. This sequence is universal. It is the same path travelled by nations that have successfully transitioned from volatility to stability, and from stability to prosperity.

Nigeria is now in the most delicate phase of this cycle – the stabilisation phase. This is the period when markets quietly test policy credibility, investors watch for consistency, institutions adjust to new frameworks, citizens endure short-term discomfort, and long-term dividends begin to form beneath the surface. It is a phase that demands patience, discipline, and a refusal to succumb to the temptation of abrupt political resets.

To interrupt this moment with political discontinuity would be to uproot crops at the very point they begin to germinate. It would send a signal to investors that Nigeria remains trapped in its old cycle of disruption, where reforms are abandoned before they mature and where every new administration begins from scratch. Such a reset would not merely slow progress; it would reverse it.

Continuity is the bridge between reform and prosperity

The argument for continuity is not partisan; it is managerial. Nations that have successfully transformed their economies – from Singapore to South Korea – did so through policy consistency rather than constant political experimentation. Continuity offers what every reforming economy needs: predictability for investors, institutional learning that cannot occur under perpetual resets, and the maturation of policies long enough to reach their intended equilibrium.

Predictability is the most valuable currency in global investment. Investors do not simply seek favourable conditions; they seek conditions that will remain stable long enough for their investments to yield returns. Continuity provides that assurance. It signals that a nation is committed to its reform path, that it understands the importance of institutional memory, and that it is willing to prioritise long-term prosperity over short-term political theatrics.

Continuity also strengthens national resilience. Rising reserves enable the country to absorb external shocks, stabilise the currency, and maintain macroeconomic balance. As reforms mature, they begin to deliver human-level impact: stabilised markets translate into improved purchasing power, increased employment opportunities, and money flowing into household pockets. These are the outcomes that matter most to ordinary Nigerians, and they are the outcomes that continuity makes possible.

Nigeria’s current reform cycle has reached a point where disruption would not merely slow progress – it would reverse it. The nation must recognise that it is standing at a crossroads, and that the decisions made now will determine whether the country continues on its path toward stability or returns to the familiar cycle of volatility.

The evidence is emerging: Nigeria is stabilising

The signals are clear: international financial institutions are re-engaging, Nigerian companies are scaling into global markets, foreign-exchange reserves are strengthening, investor sentiment is improving, and regulatory systems are becoming more predictable. Taken together, these developments reinforce the thesis I advanced months ago – that Nigeria does not need another abrupt leadership reset, but rather the continuity required for reforms to mature into genuine, broad-based prosperity.

These developments also suggest that Nigeria is beginning to build the institutional credibility that has long eluded it. For decades, the nation has struggled to convince investors that it is capable of sustaining reform momentum. Today, however, the evidence suggests that Nigeria is finally beginning to break that cycle. The reforms currently underway are being interpreted as credible, coherent, and worthy of long-term engagement.

A nation must choose between perpetual planting and eventual harvest

Nigeria has spent decades planting – new leaders, new slogans, new promises – but it has rarely allowed reforms to mature long enough for harvest. The current administration’s structural reforms, though imperfect, are beginning to attract the kind of global confidence that only stability can sustain. The choice before the nation is therefore stark: return to the familiar cycle of disruption, where every election resets the national compass, or embrace continuity so reforms can stabilise the economy, strengthen institutions, and translate into real prosperity for ordinary Nigerians.

Continuity is not stagnation; it is the disciplined patience required for national transformation. It is the recognition that reforms must be allowed to mature, that institutions must be allowed to learn, and that policies must be allowed to reach their intended equilibrium. Nigeria must now decide whether it will remain a nation of perpetual planting or finally become one that stays the course long enough to reap what it has sown.

Conclusion: The courage to stay the course

Nigeria’s future hinges on its willingness to embrace continuity as a strategic national choice. The reforms currently underway are beginning to yield visible dividends, and the global community is responding with renewed confidence. To abandon this trajectory now would be to squander the progress made, undermine investor trust, and return the nation to its old cycle of volatility.

Continuity is not a political slogan; it is an economic strategy. It is the bridge between reform and prosperity, between potential and performance, between aspiration and achievement. Nigeria must stay the course – not because continuity is convenient, but because it is necessary. The nation stands at a defining moment. It must choose wisely.

The Institute of Strategic Management Nigeria (Chartered) (ISMNC) in Rivers State is set to build itself into a legacy that members will proudly serve today and future generations will proudly inherit.

Patterson Ogon, the newly inaugurated chairman of the Rivers State Chapter, set the agenda for the new executive committee during a strategic meeting in Port Harcourt, the Rivers State capital.

The meeting served as an inaugural meeting, swearing-in ceremony and handover of administrative affairs of the institute.

ISMNC is a non-governmental, non-profit, independent professional, learning and research organisation with an extensive range of courses in Strategic Management, Leadership, Entrepreneurship, Governance, and Digital Innovation that sets the pace for executive training and professional development.

Founded in 2003, and chartered in 2023, the Institute of Strategic Management of Nigeria (Chartered) has been described as Africa’s premier institute for strategy crafting.

It has a mission to advance and promote knowledge and skills in the practice of strategic management, strategic leadership, strategic entrepreneurship, and governance through research, publications, education, training, certification, induction and regulation of students and members.

Its vision is to be a world-class professional body, a pan-African best reference in strategic management, and a key player in positioning Nigeria and Africa for leadership in the global society.

Ogon, who is the Director of Planning, Research and Statistics, Niger Delta Development Commission (NDDC) was elected as the chairman of the Rivers State Chapter on July 23, 2026 at the Annual General Meeting of the institute in Lagos.

Strategic management is about employing a strategic framework to achieve both short-term and long-term business objectives consistently and efficiently.

While it may look easy on the surface, the actual execution of strategic management can easily result in confusion, particularly when businesses become large and complex.

The Brighton School of Business and Management, says that strategic management is where the resources available to an organisation are brought together.

The resources which include operations, marketing, research and development and other organisational functions are all analysed to best determine how they can be used to reach business goals.

Through strategic management, all company staff are made to have a clear understanding of what their roles will be for the goals of the organisation to be achieved.

And, Ogon is determined to build on the foundations laid by previous administrations and strengthen the institute’s contribution to professional development and strategic leadership within his two-year tenure.

He assured that his administration would position the chapter as a platform for professional excellence, strategic thinking, ethical leadership, intellectual development, collaboration and measurable impact, stressing that membership must provide meaningful opportunities for learning, contribution, networking, mentorship and professional growth.

‘Distinguished colleagues, leadership of a professional body is not simply about occupying an office; it is about accepting responsibility for people, institutions and the future.

‘ISMNC brings together professionals from diverse disciplines, sectors and areas of expertise. This diversity is one of our greatest strengths, and we must create an environment where knowledge is shared, ideas are exchanged, professionals collaborate and expertise is translated into meaningful value,’ he stated.

Declaring that strategy must translate into practical outcomes, Ogon pledged to ensure that every programme and initiative undertaken by the chapter has clear objectives, creates demonstrable value and delivers measurable results through a culture of planning, implementation, evaluation and continuous improvement.

He identified continuous professional development as a major priority, noting that technological advancement, artificial intelligence, changing economic realities and evolving leadership expectations were reshaping the professional environment and requiring members to remain relevant and adaptable.

To address these emerging challenges, Ogon promised to promote seminars, workshops, knowledge-sharing and intellectual engagements while strengthening mentorship and intergenerational learning by combining the experience of established professionals with the fresh perspectives, technological awareness and innovative ideas of younger members.

He said: ‘The professional environment is changing rapidly. Technology, artificial intelligence, economic realities and changing leadership expectations are reshaping the workplace.

‘As a professional Institute, we must remain relevant. We will encourage continuous professional development, knowledge-sharing, seminars, workshops and intellectual engagements that equip our members to respond effectively to emerging challenges.

‘We will also strengthen mentorship and intergenerational learning. Our experienced professionals have valuable knowledge to transfer, while our younger professionals bring fresh perspectives, technology awareness and innovation.

When these strengths come together, the Institute becomes stronger.’

On collaboration and member engagement, he called for stronger relationships among members, state chapters, regional structures and the national leadership, urging members to contribute their ideas, expertise and professional opportunities to advance the Institute’s collective interests.

He also pledged to uphold transparency, accountability and professional ethics by operating within the institute’s established framework, maintaining responsible communication with national structures and ensuring that resources entrusted to the chapter were managed prudently in the interests of its members.

‘We also intend to strengthen collaboration among members, state chapters, regional structures and the National leadership.

We must move beyond simply attending meetings to actively participating in the development of the Institute.

‘If you have an idea, bring it forward. If you have expertise, share it. If you have an opportunity that can benefit the Institute, make it available. The strength of this chapter will ultimately depend on the collective commitment of its members,’ he said.

Ogon emphasised that the institute must remain greater than any individual office holder, and urged members of his executive to serve with humility, integrity and accountability while preserving existing achievements, improving areas requiring attention and creating new opportunities for institutional growth.

He pledged good governance, transparency, accountability and professional ethics as essential parts of his administration.

Ogon declared: ‘As we assume office, we recognise that good governance, transparency, accountability and professional ethics are essential.

‘We will operate within the established framework of the Institute, communicate responsibly with the relevant national structures and ensure that resources entrusted to us are managed in the best interest of the chapter and its members.

Our institution must always be greater than any individual office holder.’

Continuing, he stated: ‘Distinguished colleagues, the world around us is changing rapidly. Technology is transforming industries, artificial intelligence is reshaping professional practice, and leadership expectations are becoming increasingly demanding. In such an environment, strategic thinking is not an option; it is an imperative.

‘today marks the beginning of a new chapter for ISMNC Rivers State. As chairman, I make this commitment: We will lead with purpose. We will serve with integrity. We will promote knowledge. We will develop people. We will encourage collaboration. We will pursue measurable results. And we will place the interests of the Institute above personal interests. I invite every member to join us in this journey.

‘Let us build an ISMNC Rivers State Chapter that reflects the competence of its members, the excellence of its professionals and the strategic value of the Institute.

‘Let us build an institution that we will be proud to serve today and that future generations will be proud to inherit.’

Ogon expressed appreciation to the outgoing leadership for their service and contribution to the development of the chapter and acknowledged their achievements.

He also appreciated the National President and Chairman-in-Council, the Registrar/CEO, the Governing Board, Board of Fellows, National Executive Council, committee chairmen, state chapter chairmen, distinguished members and all our guests for honouring the occasion.

Inaugurating the Rivers State Chapter, Ndudi Alex Enebeli, National President and Chairman-in-Council of ISMNC, welcomed the leadership transition, describing the chapter as particularly significant to him and emphasizing that incoming executives must build on the achievements and foundations established by their predecessors.

Enebeli expressed concern over growing apathy among members of professional bodies in Rivers State and challenged the new executive to develop effective strategies to re-engage members and encourage greater participation in the Institute’s activities.

He urged members to embrace the Institute as a platform for continuous learning and professional development rather than participating only when individual programmes offered an immediate personal benefit, encouraging them to take advantage of its capacity-building opportunities to improve themselves and contribute more effectively to society.

Identifying communication, cooperation and collaboration as three essential elements of successful leadership and teamwork, he commended the outgoing executive for its contributions, urged its members to mentor and support the new leadership, and encouraged the chapter to harness its members’ expertise to strengthen professional development outcomes.

Enebeli also expressed satisfaction with the Rivers State Chapter’s contribution to the Institute’s national leadership, noting that it had produced the national president and had been recognised as the Institute’s best-performing chapter in successive periods.

Nathan Excellence, the immediate past chairman of the chapter, thanked his executive committee for its support during approximately two years in office, declaring that the administration was handing over a more structured institute with improved capacity to deliver while expressing confidence that the new executive would build on the foundation laid by its predecessor.

Gunmen again struck in Kwara State to abduct a middle-aged man, Bamidele Matthew and his secondary school son, IbukunOluwa Bamidele.

According to one of the family members, Bamidele AKA Photo was on the farm with two of his children.

The source said: ‘Three of them were working on their farm at Idofin when the kidnappers kidnapped them; one of them escaped.’

He added that the son, who had just finished his secondary education, was on the farm, helping his father on the ill-fated day.

‘They were kidnapped on their farm where they were working; the kidnappers were not on a bike but stormed their farm where they were working,’ he informed.

He added that: ‘The kidnappers have telephoned the family, demanding a N20 million ransom.’

The daring kidnappers, according to the investigation, pounced on their victims at their farm between Odo-owa and Idofin, Kwara South senatorial area of Kwara State.

However, the family and the entire community have launched pleas to the state government and security agents for assistance that would ensure the release of the father and son.

‘We appeal to the Kwara State Government, the Nigerian Government, security agencies and the world at large to come to our rescue,’ they pleaded.

They have also, printed fliers bearing the pictures of the Bamideles, urging members of the public for help on who to contact on sighting them.

‘Please share this flyer. Every share could help bring them home,’ they urged.