Category: Business Day

For over two decades, Citi Hotel Group, a leading indigenous hospitality company, has played in the Nigerian hospitality landscape, amid success.

The group, which started with a property in Abuja, recently opened Citi Residence, its premium boutique offering at Onikoyi Estate, Banana Island Road, Ikoyi.

In this interview, Olufemi Talabi, founder and chairman of the group, shares with Obinna Emelike the vision of the group, rationale for the new hotel, why priority is given to the environment, the selling points, commitment to human capital development, among others.

Excerpt.

Congratulations on the new hotel. How has the new offering impacted Citi Group’s vision?

This is our fourth hotel, and we have been moving on along the line, in accordance with our vision. We grow slowly, organically, and we continue to move on.

So, what we do is to ensure that wherever we are, we put the environment into consideration. From the conceptualization, to the building of our hotels, we make sure that they are built in accordance with the environment where we are.

To answer your question directly, we are moving in accordance with our vision to have all these boutiques and small hotels in very few locations in the world.

What informed the high quality?

Well, the idea is that we believe that first of all, whenever a guest comes to a hotel, it is the property’s services and facilities that facilitate patronage.

If you do it very well, that means that you score at least 30 percent because when the guests come in, they see that all your walls have marble on them, the marble floor, the granite floor, and the ambience is good, they love it and enjoy their stay. Again, these days, hospitality, particularly when it comes to luxury hotels, is more of the service you provide. What we try to do is to ensure that we match our services with the facilities.

What are the facilities in the new hotel?

We have 47 rooms in this hotel and a small meeting room that takes about 50 guests. We have other regular facilities. We have a restaurant, a gym, and a rooftop terrace, which is quite nice. From the rooftop you can see the lagoon water. The view is very nice, especially in the evenings.

What is your target market?

We are more or less like a business hotel. We target people who want to have their quiet, and who want a serene environment, because that is the advantage of where we are located here. It is very serene compared to Banana Island, so that is very important. That is also why we make sure that our rooms and facilities are to that standard.

Beyond business guests, are there elements of luxury in the hotel?

Certainly, yes. Like I would go to our rooms to see what we have and what we don’t have. Like I said, luxury has not even transcended just what you see. It is the experience people get that is now very important, and that is really the definition of luxury now. It is not much of the furniture, the chandeliers and things like that. It is still important to put in place all that, but what is critical is that experience that you create for people, and that memory that was experienced.

How did you go about the staffing of the current hotel, considering its highbrow environment?

What we did was a mixture. We brought some good hands from other locations, and we employed more people because we have a culture already, and it is important that we maintain that culture. So, apart from the fact that we are improving standards here, we still have a culture which is driving that customer experience we are trying to offer. So, it is a mixture of both.

With four hotels now, are you considering setting up a training academy?

You are absolutely right because it is an idea we have toyed with in the past. We have already incorporated a company to pursue that.

So, because you agree with me that there can be a thread of good hands in this area. And don’t forget that a lot of people that come into hospitality, usually the idea is not to make it permanent. I mean a permanent vocation and profession; they are always ready to move.

It is only when they now start enjoying what they are doing that they stay. They enjoy it in terms of the type of business itself, and of course, the operation of the business.

One of the things we are trying to do is also to incorporate in our people that this hospitality business is very good and can sustain them. For me, hospitality is very good. I am enjoying it so much.

How long has the hotel been opened and how has business been since then?

We have been in business here for about a year now. Also, business has not been bad. Of course, we can do better. I would say we have broken about 55 percent occupancy on average.

Considering your high-end location, how is competition here?

Well, we have a lot of hotels around, apart from here. Do not forget that when people come to Ikoyi, they want a place to stay, and we have a number of hotels here and a lot of short-time apartments all over the place as well. So, that is enough competition for us.

But this is the business we understand and enjoy. What is important here is that we make sure that we operate in such a way that we do not destroy the environment. It is very critical for us. And that is our promise also to the estate area. We love quiet and serene settings and our hotel is in that setting because the target is guests that want some level of privacy, a place where they can sit and enjoy themselves quietly, sleep, and that is it. We do not allow any noise around here.

These are very important to us. We have enough parking space for the hotel to avoid noise and that is very important for us and our host community. We are also very conscious of security.

We make sure that we know every guest that comes to this hotel before he comes in here. That is how it is.

With focus on serenity, are there meeting facilities in the hotel?

Absolutely, yes. We have space for meetings, like board meetings, and small meetings that are very quiet.

Just meetings, training, and things like that. That is what we do here, but for a very small group because we are very conscious of our environment. We do not want any noise. We just want people to come in, do what they want to do, and leave.

We have a meeting facility, it takes about 40-45 people. But it is fully loaded in terms of everything; modern conferencing facilities, projectors, and all the visuals.

How fulfilled are you at accomplishing this?

Well, I will say that I feel fulfilled with how far we have gone because we are going according to our plan.

That gives us some satisfaction and fulfilment, but we are not stopping. We are moving on and already planning ahead again. That is the idea. I will continue to do that until maybe, when I retire.

The Supreme Court has upheld the authority of the Independent National Electoral Commission (INEC) to enforce provisions of the Electoral Act 2026 on political party membership registers and the conduct of party primaries.

A seven-member panel led by Justice Adamu Jauro on Thursday overturned a Court of Appeal judgment that voided parts of the Electoral Act and upheld the decision of the Federal High Court, Abuja.

The apex court held that Sections 77(5) and 84 of the Electoral Act do not conflict with the 1999 Constitution.

The court also awarded N2 million in costs against the Zenith Labour Party (ZLP), which challenged the provisions.

The ruling followed an appeal by INEC against the July 16, 2026 judgment of the Court of Appeal, which had partly upheld ZLP’s challenge and voided provisions on party membership registers and candidate nomination.

The dispute centres on Sections 77(5), 77(6), 77(7) and 84(2) of the Electoral Act 2026.

Sections 77(5) to 77(7) require political parties to maintain and submit membership registers, while Section 84(2) provides for direct primaries or consensus as methods for nominating candidates.

ZLP had argued that the provisions amounted to interference in the internal affairs of political parties and were inconsistent with Sections 221 and 222 of the 1999 Constitution, which provide the constitutional framework for political parties.

The Federal High Court, Abuja, presided over by Justice Mohammed Umar, dismissed the party’s case in a judgment delivered on May 5, 2026.

ZLP appealed to the Court of Appeal, which in its July 16 judgment allowed the appeal in part and voided provisions relating to party primaries and membership registers.

INEC then appealed to the Supreme Court, asking it to overturn the Court of Appeal’s decision and uphold the validity of the disputed provisions.

The Supreme Court also dismissed separate appeals filed by the Social Democratic Party (SDP) and Youth Party against decisions of the Court of Appeal in their respective cases involving INEC.

In the SDP case, the court considered the appeal on its merits and dismissed it.

In the Youth Party case, the court upheld INEC’s preliminary objection and struck out the appeal for being incompetent.

The apex court held that the Youth Party filed its appeal one day outside the prescribed period.

INEC had asked the Supreme Court to dismiss the appeals filed by the two political parties.

The decisions uphold the commission’s role in enforcing statutory requirements governing political parties, including rules on membership registers and candidate nomination.

Nigerian artists generated more than N60 billion from Spotify in 2025 after their music was streamed 30.3 billion times, highlighting the growing value of the country’s music catalogue.

But as streaming revenue, licensing deals and catalogue valuations rise, disputes over who owns recordings, collects royalties and recovers investment are becoming increasingly consequential.

Recent disputes involving Runtown and Eric Many, Shallipopi, Seyi Vibez and T.I Blaze, and Dapper Music show how disagreements over contracts can become costly battles over valuable intellectual property.

The underlying issue is straightforward: a successful song is an asset, but its value depends on who owns the rights, who controls the revenue, and whether the financial records can prove what each party is owed.

‘Artists can now build audiences around the world without depending entirely on traditional labels, and streaming has made it easier to track things like streams and revenue,’ said Chukwudi Chimezie, an entertainment and intellectual property lawyer.

‘That gives artists more information about their business and, in some cases, more leverage when dealing with labels.’

A catalogue is only worth what can be verified

The growing interest in African music catalogues is turning songs into increasingly sophisticated financial assets.

Investors and specialist rights companies can acquire or manage catalogues for their future royalty streams. But valuation requires more than knowing how many times a song has been streamed.

A potential buyer needs to establish who owns the masters and publishing rights, whether rights have previously been assigned or licensed, whether there are outstanding contractual claims and whether historical revenue can be independently verified.

BusinessDay has reported on growing efforts to treat intellectual property, including music catalogues, as assets capable of attracting investment and financing.

That makes contractual clarity a financial issue, not merely a legal one.

A catalogue with clean ownership, reliable royalty records and predictable cash flows is easier to value, license or finance than one tied up in unresolved contractual claims.

The Central Bank of The Gambia has directed commercial banks to phase out existing non-Gambian employees and replace them with suitably qualified Gambian nationals by the end of 2026, potentially forcing significant changes to the workforce of foreign-owned lenders operating in the country.

The directive was contained in a September 16, 2026 circular addressed to managing directors of all banks and signed by Paul J. Mendy, Second Deputy Governor of the Central Bank of The Gambia (CBG).

The regulator directed banks to adopt a phased approach to replacing non-Gambian employees, while making arrangements for skills transfer and continuity of operations.

The transition must be completed by December 31, 2026, according to the circular seen by BusinessDay.

‘Consequently, all banks are required to adopt a phased approach to replacing existing non-Gambian staff with suitably qualified Gambian nationals, with appropriate arrangements for skills transfer and continuity of operations,’ the CBG said.

The directive follows a meeting between the central bank and managing directors of banks on August 27, 2026, where the employment of non-Gambian staff in the banking industry was discussed.

According to the regulator, an industry study found that a ‘relatively high number’ of non-Gambians were employed by banks in addition to recognised expatriate staff.

‘This is in violation of the provisions of the Labour Act 2023 and also not in line with guideline 9 on expatriate staff,’ the CBG said.

The regulator directed banks to ensure full compliance with the country’s labour laws and its guidelines governing expatriate employment. ‘You are hereby directed to ensure full compliance with the law and strict compliance with CBG’s guidelines,’ it said.

BusinessDay contacted the central bank on Monday to confirm the authenticity and details of the circular, particularly because the directive had not been published on the regulator’s website. The CBG had not responded as of Thursday.

Nigerian banks face exposure

The directive has implications for Nigerian banking groups that have established subsidiaries in The Gambia as part of their wider African expansion.

They include Access Bank, FirstBank, Guaranty Trust Bank and Zenith Bank, which operate subsidiaries in the country.

Ecobank Gambia is part of Ecobank Transnational Incorporated, the Togo-headquartered pan-African banking group.

However, the directive is not specifically targeted at Nigerian banks. It is addressed to all banks operating in The Gambia and covers non-Gambian employees generally.

The CBG has not announced a blanket ban on foreign employees. Instead, it instructed banks to replace existing non-Gambian staff with qualified Gambian nationals and put in place arrangements to transfer skills and responsibilities to local employees.

Foreign lenders dominate banking sector

The directive also comes against the backdrop of a banking industry with significant foreign ownership.

The Gambia has 11 licensed commercial banks, including four subsidiaries of Nigerian banking groups: Access Bank Gambia, First Bank Gambia, Guaranty Trust Bank Gambia and Zenith Bank Gambia.

Other foreign or regional banking groups include Ecobank, BSIC, Bloom Bank Africa and Vista Bank, while Agib Bank Gambia and Trust Bank are locally owned and Mega Bank Gambia is government-owned.

The World Bank has previously described The Gambia’s banking sector as predominantly foreign-owned, with significant participation from Nigerian and other African banking groups.

For Nigerian banks, the directive highlights a broader challenge associated with their expansion across Africa: balancing regional growth with local employment and workforce requirements in host markets.

Skills transfer becomes critical

The December deadline gives banks just over three months to complete the transition.

Rather than simply replacing foreign employees, the CBG requires banks to make ‘appropriate arrangements for skills transfer and continuity of operations’.

This could require lenders to identify Gambian employees capable of assuming responsibilities currently held by non-Gambian workers and provide the necessary training before the deadline.

The number of employees affected remains unclear. The CBG circular describes the number identified in its study as ‘relatively high’ but does not provide a breakdown by bank, nationality, job function or seniority.

It also does not specify whether exemptions will be available for specialised positions where suitably qualified Gambian nationals are unavailable.

Those details will be important in determining the scale of the directive’s impact on foreign-owned banks.

For now, banks operating in The Gambia have until December 31 to complete the transition and comply with the CBG’s localisation directive.

The news of the death of Oludotun Baiyewu Jacobs, ‘The Lion of LUFODO’, was broken to the world recently through a statement from his family.

In a bizarre, dramatic sequence, there had been repeated reports of his death for several years. At one point, the family was compelled to respond, through pictures and videos, to prove that Olu was still very much around.

Olu in his prime might have seen irony, and perhaps even some mirth, in the premature announcements of his death. He might have been mindful of the experience of Mark Twain, the famous American writer, who, when confronted by journalists in England, in 1897, about newspaper reports that he was dead, responded, ‘The report of my death was an exaggeration’. Over time, the witty one-liner has been transformed into a more quotable ‘The news of my death has been greatly exaggerated’. Obviously, Mark Twain was more amused than annoyed. Perhaps he understood that embedded in the psychology of public adulation of genius and accomplishment was also a secret death wish, a primordial unconscious assurance to the ordinary mortal in his ordinariness that such greatness could not last forever.

It is widely recognised that the Creative Arts are among the greatest natural endowments possessed by Nigeria. Music, Drama and other artistic expressions are part of the lived experience in all the cultural ethnicities of the country. That Afrobeats, for instance, is just now receiving mainstream attention in the rest of the world is not to imply that its richness and its rival genres have not always been around. That Nollywood churns out annually now more films than Hollywood is not a fluke, but a reflection of an innate tendency of Nigerian people to recreate the theatre of their lives before an audience, whether made up of children sitting on grass in a village square, or clustering together to watch drama on the new medium of Television introduced to the country by WNTV since 1959, or laughing over radio plays such as ‘Alao and Shakey-Shakey’. There was an early tradition of Travelling Theatre groups who went on the road to recreate life in various towns and cities, from north to south, east to west.

An ‘early adopter’ who crossed the barriers between Theatre, Radio, Television, and Film was Chief Hubert Ogunde. In Kano, during one of his Travelling Theatre performances, Ogunde would ignite a spark in a young boy in the audience. That boy was born in Abeokuta on 11th July 1942, and he was growing up in Kano. One day he attended a performance by Ogunde’s travelling troupe at the Colonial Hotel.

He was mesmerised. He had found his metier. His name was Oludotun.

He would travel to the United Kingdom to study drama at the elite Royal Academy of Dramatic Art in London, a high-octane environment which had nurtured and honed the skills of some of the greatest actors in the world.

He soon established a sterling reputation in Theatre, Television and Film in the United Kingdom. He became a notable presence in British television series such as The Professionals. He also took major Theatre roles, including Shakespeare’s plays and Tom Stoppard’s ‘Night and Day’. He played prominent roles in films, including the film adaptation of Frederick Forsyth’s ‘Dogs of War’.

He was a towering, imperious presence who inhabited his roles totally, whether as an African politician, or a red cap Igbo Chief, or a family patriarch in the throes of an early dementia. In real life, he was a genial, courteous figure.

At the height of his international fame, he returned home to Nigeria.

He got married to Ajoke Silva, a diva of Stage and Film in her own right. Together, in almost four decades, they have become one of the most formidable teams in Nigerian Arts. They founded the LUFODO Group, including a LUFODO Academy of Performing Arts (LAPA).

Olu’s entrance into Nollywood mirrored its rapid evolution from infancy to efflorescence. He has appeared in more than one hundred and twenty films. The gravitas and professionalism of his presence have helped to elevate the quality of the content, which had often been an area of challenge.

LUFODO operates Glover Memorial Hall, the iconic monument in central Lagos. Olu’s shadow was hovering in the background recently when Ajoke showed this writer around the modifications to the old structure, as you discussed a pending film project. She was keenly aware of the historicity of the hall, as Olu himself undoubtedly was. Here, in 1903, the first film-show in the land that would be named Nigeria was staged, at the behest of Herbert Macaulay. Here, on a day in 1944, the women of Lagos had packed the hall in a raucous gathering to honour an illiterate market woman named Pelewura.

Olu died on 16th September, at the age of 84. He had been living with Lewy Body Dementia for some years.

Showing remarkable courage and character, his family had not hidden him in a closet. He had enjoyed all the love and support anyone could hope for. It showed, right till the end.

Olu holds the national honour of Member of the Order of Nigeria. He received many awards in his life, including an Industry Merit Award for Acting at the Africa Magic Viewers’ Choice Awards.

The Lion of LUFODO has passed this way and roared his last. He has inspired an industry that is struggling for a front-row seat in the world, so it can reach its full potential and contribute to the nation’s development and prosperity. He has inspired a younger generation to believe they can become whatever they aspire to, without shortcuts or self-doubt. He has left behind a doughty, spirited Amazon in his widow Ajoke, along with a family and an organisation that will assuredly go on to scale new heights to honour his memory.

May the soul of Oludotun Baiyewu Jacobs rest in perfect peace.

Former Kaduna State Governor Nasir El-Rufai has been appointed Deputy Chairman of Atiku Abubakar’s Presidential Campaign Council for the 2027 general elections under the African Democratic Congress (ADC), placing the former governor at the centre of the opposition party’s campaign structure.

The appointment was announced on Thursday by Phrank Shaibu, media aide to Atiku, as the ADC unveiled its campaign council ahead of the 2027 presidential election.

Kashim Ibrahim-Imam was named chairman of the council, while Senator Austin Akobundu was appointed Director-General and Campaign Manager.

The appointments mark a further step in the efforts by the ADC and its coalition partners to establish a nationwide political structure ahead of the elections.

The campaign council said its agenda would focus on issues including the rising cost of living, unemployment, insecurity and declining purchasing power, placing economic and security concerns at the centre of its campaign messaging.

El-Rufai’s appointment also gives him a prominent organisational role in Atiku’s presidential bid, following his involvement in the political coalition that preceded the emergence of the ADC as a platform for opposition politicians.

From PDP to ADC

Atiku’s latest political move followed years of political activity within the PDP, where he emerged as the party’s presidential candidate in the 2019 and 2023 elections.

Before joining the ADC, Atiku resigned from the PDP as opposition politicians began discussions around forming a broader political platform ahead of the 2027 elections.

Atiku had previously left the PDP and contested the 2007 presidential election under the Action Congress before returning to the PDP.

He served as vice president from 1999 to 2007 under the administration of former President Olusegun Obasanjo.

His political career has therefore spanned several parties and political alignments, with the 2027 election marking another phase in his attempt to secure the presidency.

El-Rufai, on the other hand, emerged as one of the prominent figures associated with the opposition coalition following his tenure as Kaduna governor.

He governed Kaduna State from 2015 to 2023 after previously serving as minister of the Federal Capital Territory.

His tenure in Kaduna was marked by programmes in infrastructure, education, public-sector reforms and urban development, alongside political controversies and criticism over some of his administration’s policies.

After leaving office in 2023, El-Rufai remained active in national political discussions, particularly on issues concerning governance, the economy and the direction of opposition politics.

Coalition takes shape

The emergence of the ADC campaign structure is part of a broader effort by opposition politicians to create an alternative political platform ahead of the 2027 elections.

The coalition has brought together politicians with different political backgrounds and previous affiliations, including figures who have operated within the PDP, APC and other political platforms.

The development has also placed the ADC at the centre of discussions over opposition coordination ahead of the election, although the strength and structure of the emerging alliance will depend on its ability to establish party structures and campaign networks across the country.

With the unveiling of the campaign council, the party has now begun assigning specific responsibilities to senior figures involved in its presidential campaign.

Ibrahim-Imam, as chairman, will provide leadership for the council, while Akobundu will coordinate its day-to-day campaign activities as Director-General and Campaign Manager.

El-Rufai’s position as deputy chairman puts him among the senior figures expected to participate in coordinating the campaign and advancing the coalition’s political message.

Focus on economy, insecurity

The campaign council has identified the cost of living, unemployment, insecurity and declining purchasing power among the major issues it intends to place before voters.

These issues have remained central to political debate in Nigeria, with political parties expected to present competing approaches to economic management, job creation, security and household welfare as the 2027 election approaches.

The ADC is expected to use the campaign period to communicate its policy proposals while expanding its structures across the states.

For Atiku, the campaign represents another stage in his long-running presidential ambition, while El-Rufai’s appointment gives the former Kaduna governor a formal role in the organisation of the bid.

The development is also expected to test how effectively the coalition can translate the political relationships among its leading figures into a coordinated nationwide campaign ahead of the 2027 general elections.

Martin Bredenoord is the general manager of Sheraton Lagos Hotel, who leads a team of hospitality professionals to deliver high-quality service offerings, amid world-class facilities.

In this interview, he shares insights on the role of the pioneer hotel in the development of Nigeria’s hospitality industry, why it is still thriving after four decades in business, the changing landscape of the industry, especially with technology, sustainability practice, place of human capital in the business, and his message on World Tourism Day 2026. Excerpt.

Sheraton Lagos has been part of Nigeria’s hospitality landscape for more than four decades. What does that history mean to the hotel and the wider tourism industry?

Sheraton Lagos opened its doors in 1985, at a time when Nigeria was beginning to strengthen its position as an important business and travel destination in Africa. Over the past four decades, we have had the privilege of being part of the country’s evolving hospitality and tourism story.

For us, that history represents much more than longevity. It represents continuity, resilience, adaptation and the responsibility that comes with being an institution within an industry.

Generations of business travellers, diplomats, tourists, families, airline crews and Nigerians returning home have passed through our doors. We have hosted major meetings, conferences, celebrations and events that have brought people together from across Nigeria and the world.

Our location in Ikeja, close to Murtala Muhammed International Airport, has also positioned Sheraton Lagos as an important gateway for visitors arriving in Lagos.

So, when we speak about our history, we are really speaking about the history of the people, businesses and travelers who have contributed to Nigeria’s hospitality ecosystem over the years.

As a pioneer in the industry, how would you describe Sheraton Lagos’ role in the development of the tourism and hospitality industry?

I would describe Sheraton Lagos as one of the pioneering internationally branded hotels that helped establish global hospitality standards within Nigeria.

Bringing an international hospitality brand into a developing market introduces systems, operating standards, service culture, training frameworks, and a level of consistency that can influence the wider industry.

Over the years, Sheraton Lagos has served not only as a hotel, but also as a training ground for hospitality professionals. Many people who began their careers here have gone on to hold leadership positions across Nigeria and other parts of the world.

We have also contributed to the business tourism ecosystem by providing accommodation, meeting spaces, food and beverage experiences and event facilities for corporate and international visitors.

Ultimately, our role has been to help connect Nigeria to the global hospitality ecosystem while ensuring that the experience remains relevant to the Nigerian market.

Nigeria has called for stronger and sustained international partnerships to address the country’s evolving security challenges and wider threats confronting the Sahel region.

Christopher Musa, Minister of Defence, made the call at a side event held on the margins of the 81st United Nations General Assembly (UNGA) High-Level Week in New York.

The event, themed, ‘Confronting Nigeria’s Multidimensional Security Challenges: A Whole-of-Society and Partnership-Based Approach,’ brought together diplomats, security practitioners and representatives of the United Nations, African Union and Economic Community of West African States.

Musa said Nigeria’s security challenges had implications beyond its borders, requiring a coordinated response involving government institutions, communities, regional organisations and international partners.

He said the country’s recognition that it could not address the challenges alone should not be interpreted as dependence, but as an acknowledgement of the increasingly multidimensional nature of modern security threats.

‘Sustainable security requires resilient communities, effective institutions, inclusive development, and good governance,’ he said.

The minister outlined measures being implemented by the administration of President Bola Ahmed Tinubu to strengthen Nigeria’s security architecture.

These include the recruitment of an additional 22,000 personnel into the Armed Forces and the expansion and reorganisation of the Nigerian Army’s divisional structure.

He also highlighted ongoing efforts towards establishing state police and dedicated forest guard arrangements to improve the security of rural and border communities.

According to him, the government is also implementing a presidential approval for a unified intelligence and reconnaissance programme designed to eliminate operational silos among government agencies.

The programme, he said, would improve situational awareness and strengthen interoperability across Ministries, Departments and Agencies (MDAs).

Musa further identified the strengthening of domestic defence production as another priority, noting that the government was supporting the Defence Industries Corporation of Nigeria (DICON) to enhance self-reliance and reduce dependence on external sources of military equipment.

He said Nigeria was also integrating advanced technologies into its security operations, including drones for real-time surveillance and improvised explosive device detection.

The minister also cited the rollout of a comprehensive national criminal database among measures being pursued by the government to strengthen the country’s security architecture.

According to a statement by Leah Katung-Babatunde SA (Media) to the Honourable Minister of Defence, discussions at the event extended beyond military responses, with participants examining intelligence, border security, economic stability, cybersecurity and community participation as components of a comprehensive national security strategy.

A panel moderated by Ibrahim Gambari, former Chief of Staff to the President, recalled Nigeria’s concentric-circles foreign policy and stressed the need for Africa to position itself as an active contributor to global frameworks, particularly in the area of artificial intelligence.

On homeland security and early warning, Adeyinka Famadewa, Special Adviser on Homeland Security, advocated the fusion of intelligence and integrated response capabilities.

He also called for systems that would protect citizens who report security threats, saying effective citizen reporting could contribute to the early identification and prevention of emerging threats.

Abdul Ibrahim, a former Force Commander of the Multinational Joint Task Force (MNJTF), called for community-based approaches to border security.

He also urged the implementation of the Office of the National Security Adviser’s Border Management Strategy, revitalisation of the MNJTF and stronger efforts to target terrorist taxation and financial networks.

Kingsley Obiora, former Deputy Governor of the Central Bank of Nigeria, said economic stability remained a core pillar of national security.

He proposed the establishment of designated economic zones, drawing on Colombia’s experience, to stimulate business recovery in areas affected by conflict.

Mvemba Phezo Dizolele of Johns Hopkins University cautioned African countries against relying on external templates in addressing their security challenges.

He urged African countries to develop solutions that reflected their specific circumstances and were designed with and for local populations.

Omosigho Ozo-Eson, a cybersecurity expert, warned against excessive reliance on foreign artificial intelligence systems.

He stressed the need to protect Nigeria’s Critical National Infrastructure while developing indigenous cyber-defence capabilities.

In his closing remarks, Musa reaffirmed Nigeria’s commitment to combating terrorism and banditry and commended the country’s defence cooperation with international partners, including the United States.

He, however, stressed the need for greater African ownership of regional security mechanisms.

While acknowledging the support provided by international partners such as the European Union to mechanisms including the MNJTF, the minister said African member states needed to increasingly finance and sustain their own security frameworks.

According to him, greater domestic and regional financing would help guarantee ownership and sustainability of African-led security mechanisms.

Musa also highlighted government efforts to strengthen legal frameworks, protect vulnerable health workers operating in high-risk areas and create a stable business environment capable of attracting investment.

He said the objective of the discussions should go beyond reaffirming the nature of Nigeria’s security challenges to identifying concrete areas of cooperation and defining responsibilities and practical next steps.

‘Our objective should be straightforward. We should not merely reaffirm our understanding of the challenges; we should seek to identify concrete areas of cooperation, clear responsibilities, and practical next steps,’ he said.

Earlier, Bosede Olaniyi, Director in the Office of the Permanent Secretary, Ministry of Defence, welcomed participants to the event and called for robust engagement capable of producing meaningful outcomes for national development.

The Federal Government has taken over emergency rehabilitation of the 125-kilometre Benin-Asaba Road after worsening deterioration of the strategic corridor triggered severe gridlock, prolonged travel delays and growing hardship for motorists and businesses.

President Bola Tinubu, represented by Edo State Governor Monday Okpebholo, inaugurated the emergency intervention in Benin on Thursday, saying the decision followed the failure of the concessionaire, Benin-Asaba Expressway Concession Company (BAECC), to deliver the road in line with the terms of its Public-Private Partnership agreement.

Tinubu said the concession arrangement was expected to deliver the road within three years but that the pace and manner of execution had fallen short of expectations, leaving motorists and communities along the corridor to bear the consequences.

‘We are witnessing the response of a government that has heard the cries of its people and has chosen to act. That is why today’s intervention is truly a rescue operation,’ the President said.

The Benin-Asaba corridor is a major transport artery linking Edo and Delta states with other parts of the country and carries significant passenger and freight traffic, making its deteriorating condition a major concern for commerce and logistics in the South-South.

David Umahi, Minister of Works, said the Federal Ministry of Works had commenced immediate palliative rehabilitation after efforts to secure the cooperation of the concessionaire failed.

Umahi clarified that the emergency works were not awarded to Hi-Tech or another contractor, explaining that the ministry hired equipment directly for the intervention. He said more than 50 pieces of equipment had been deployed, with additional machinery expected.

According to him, major contractors had been directed to work on three sections of the road to restore failed portions and ease the hardship faced by motorists. He said the entire corridor would subsequently be redesigned for permanent reconstruction using reinforced concrete pavement.

The minister said the intervention would also address portions where asphalt had been removed, leaving the road base exposed to rainfall and further deterioration.

Okpebholo thanked Tinubu and Umahi for responding to the plight of commuters, urging the contractors to comply strictly with approved specifications and deliver quality work within the agreed timeframe.

‘To the new contractor, this is a road of great economic importance to Edo, Delta and Nigeria. We expect quality work, strict compliance with the approved project specifications, and delivery within the agreed timeframe. There must be no excuses,’ he said.

Delta State Governor Sheriff Oborevwori, represented by Information Commissioner Charles Aniagwu, said the intervention was significant to residents and businesses in both states, describing the Benin-Asaba Road as an important link for commerce and social ties.

Meanwhile, Umahi disclosed that the proposed realignment of the Coastal Highway would commence from the Benin bypass through Delta and Bayelsa to Eleme Junction, with the objective of diverting traffic from Benin City and improving connectivity across the Niger Delta.

Since the emergence of Continental Hotels Nigeria in the burgeoning hospitality landscape, the impact is being felt across the board.

From quality accommodation offerings, world-class facilities and personalized service, the fast-growing group has hugely impacted Nigeria’s hospitality landscape, while setting industry benchmarks.

The guests are happy for the change and opportunity to experience leisure and enjoy quality at their various levels.

The group’s portfolio, which is increasing, includes; Lagos Continental Hotel and Abuja Continental Hotel, two landmark properties serving Nigeria’s principal commercial and governmental gateways.

For Karl Hala, Group General Manager, Continental Hotels Nigeria, the hospitality company is not simply selling rooms; but helping Nigeria to host business, dialogue, celebration and opportunity.

‘But we are more than two large hotels. We are Nigerian hospitality infrastructure. Lagos connects us to business, investment, culture and international travel; Abuja connects us to government, diplomacy, development institutions and national associations,’ Hala noted.

‘We combine international operating discipline with a distinctly Nigerian sense of welcome. That combination of scale, location, people and genuine warmth defines the group’.

Hala, who has been in charge from the inception, is charged with turning the two iconic hotels into one stronger Nigerian hospitality platform, a role he has discharged with the required commitment and professionalism.

‘I have had the privilege of leading the Group structure since the two properties were brought together under one strategic direction. My responsibility has been to respect their individual histories, unite the strengths of Lagos and Abuja and create a clearer performance and investment agenda for the future,’ he explained.

Hala and his team have strengthened commercial discipline, service standards, facilities and talent development across the two hotels while increasingly operating as one group.

But the success of the hotels so far, which the owners have been commending, is team work, especially by the general managers.

While Christoph Schleissing, general manager, Lagos Continental Hotel, drives his every day from Lagos, on the other hand, Aurelio Giraudo, who is in charge at Abuja Continental Hotel, leads his team in its everyday success.

For Schleissing, no one takes the credit, but the team. ‘It is team work, which both the colleagues and executive teams are committed to and that is why we are succeeding today,’ Schleissing said. Speaking further, he noted that the combined efforts of the team help to translate the group’s strategy into the daily guest experience and play a major role in the progress and recognition of both hotels.

In the same vein, Giraudo explained that hospitality is always a team work as the guests experience the result of thousands of small decisions made by the team every day.

The group has been consistent with its efforts at growing MICE. Together, the two hotels offer approximately 1,000 rooms and 7,000 sqm Meetings Incentives Conferences and Events (MICE) capacity, supported by restaurants, leisure, wellness and business facilities. As Nigeria’s centre of government, diplomacy, development institutions, professional associations and national decision-making, the group noted that Abuja has a natural MICE advantage.

‘Abuja Continental already has the scale and location to serve that demand, and our upgraded meetings, dining and lifestyle offering strengthen the proposition further,’ it said.

Lagos is equally critical and already sits at the heart of Nigeria’s highest-level corporate and international conferencing. ‘It is the country’s commercial gateway, home to leading companies, investors, creative industries and many of its most influential business gatherings. Lagos Continental’s location, substantial room inventory and major conference capacity make it one of the city’s natural anchors for top-level meetings and conventions’.

Apart from a thriving MICE, Hala pointed to the strategic integration of the Lagos and Abuja hotels, which benefit from the group’s approach across commercial planning, revenue management, sales, talent and training, technology, engineering and procurement.

While the above gives the group greater market reach and allows successful ideas to travel faster between the properties, there has been sustained reinvestment and repositioning across the group too. In Abuja, the group is currently creating more contemporary meetings, dining, wellness and sports offerings, while also positioning the hotel increasingly as a hub for residents and visitors alike.

‘Our ambition extends beyond the traditional city hotel: a destination within a destination, where people can stay, dine, meet, exercise, socialise and enjoy themselves’.

But in Lagos, the reinvestment and repositioning take another dimension beyond the expectations of the traditional business hotel. The reason, according to the group, is because Lagos is one of Africa’s great commercial and cultural cities, and hospitality should help showcase that energy. The above calls for the group’s need to create experiences that give international and Nigerian guests additional reasons to come, stay longer and return.

Living out that unique experience, Continental Hotels Nigeria would be hosting an exclusive culinary residency at Lagos Continental Hotel for Chef Adejoké ‘Joké’ Bakare, a Nigerian-born Michelin-starred, who will be returning to the country with her Chishuru team from London. The choice of Adejoké, according to the group, is because she is the first Black female Michelin-starred chef in the UK, and her success is an extraordinary demonstration of Nigerian talent reaching the highest international level.

As well, the awards it has received since inception validate the group’s commitment to service excellence. At the recent Travellers Awards, at Akwaaba African Travel Market, which was held in Lagos, the Lagos and Abuja hotels were recognised among Nigeria’s leading hotels and included among the Top 100 Travel and Tourism Icons, among others.

‘An award celebrates yesterday. The guest arriving today is the real test. As one Continental team, we accept recognition with pride, but also as a responsibility to keep improving,’ the group said.

Like many hospitality stakeholders have observed, Continental Hotels Nigeria has continued to operate, serve and invest through a difficult economic period in Nigeria. While the consistency is commendable, and matters to the group, its ambition goes well beyond consistency.

As well, the guests, stakeholders and especially the owners, are excited for the change in the narrative. ‘The best response from ownership is not applause; it is the confidence to keep investing,’ Hala said.

According to him, the guests always notice when a hotel is moving forward. ‘They appreciate refreshed spaces, better meeting technology, stronger dining and lifestyle choices and, most importantly, teams who understand their needs.

‘The owners are exceptionally supportive, but also rightly demanding about performance, quality and accountability. That combination is healthy. Their continued investment in Abuja, our people-development agenda and future projects demonstrate genuine confidence in the long-term opportunity,’ the group noted.

For Giraudo, the confidence the owners reposed in the team and the reinvestment, also raised expectations, especially to deliver consistently across every shift, every outlet and every guest journey.

Again, the group is gaining advantage with its ability to scale in two complementary gateway cities. With the advantage, clients can work with it across Lagos and Abuja, supported by substantial room inventory and significant meeting capacity.

Its versatility enables it to host many events; from executive board meetings, diplomatic reception, major conference, wedding, product launch to extended corporate stay.

However, the group considers its workforce as the highest advantage. The staff members bring warmth and resourcefulness; its operating systems provide structure and consistency, while owners understand that facilities, technology and training must keep evolving.

The group is also impressed with the progress of the upgrade projects at the Abuja hotel.

Giraudo is more excited as he noted that the group is creating a more connected meetings, dining, wellness and sporting destination in the Abuja hotel.

While the upgrade is in phases, he assured that when completed each phase will combine to reposition the hotel for the next generation of guests.

At present, the Tower 2 meeting rooms have been completed, offering modern facilities, natural light and state-of-the-art audio-visual equipment. They also connect to the newly completed Atrium Restaurant and Bar, allowing delegates to move between networking and dining.

The hotel’s premium squash courts are reopening in October to serve fitness enthusiasts, competitive players, corporate wellness communities and lifestyle guests.

The efforts at closing the skills gap in the hospitality industry with its Continental Hospitality Academy, is equally commendable, as skills development has started inside its hotels.

The academy’s structured training and development agenda are driven by Adeniyi Agoro, the group’s cluster director of human resources and training.

The general manager of Lagos Continental Hotel, who was part of the team that flagged off the academy, is excited with the improvements so far.

From service standards, guest engagement, front office, housekeeping, food and beverage, culinary skills, operational standards, supervisory development and departmental coaching, Schleissing commended the academy.

There is also Continental Hotel Leadership Development Programme, with B4B Partners and supported by Talstack for managers. A partnership is also running with GIZ for structured industry exposure in Germany, among others.

Looking back at the success that trails its operations, the group attributes it to the people. ‘Nigerian teams are exceptionally resourceful,’ the group said.

On the World Tourism Day 2026 celebration, Continental Hotels Nigeria is calling for collaborative and intentional efforts at growing tourism, an industry it described as an economic system and not a decorative sector.

‘It connects aviation, accommodation, food, agriculture, transport, entertainment, retail, manufacturing, technology and skills.

‘When a destination wins one more international meeting, welcomes one more leisure visitor or convinces one more member of the diaspora to extend a stay, the benefit travels through that entire chain.

‘Our ambition should not simply be to fill more hotel rooms. It should be to create demand for Nigeria – and give the world more reasons to experience Nigeria for itself,’ it concluded.