The rising cost of building materials: Can Nigerians still afford to build their dream homes?

For generations, owning a home has represented one of the greatest aspirations of the average Nigerian. It is more than shelter. It is a symbol of financial security, social status, family stability, and a legacy for future generations.

Across cities, towns, and villages, countless families painstakingly save for years, purchasing land first and then constructing their homes gradually as finances permit. This incremental approach to homeownership has long been a defining characteristic of Nigeria’s housing culture. Today, however, that dream is becoming increasingly elusive.

The cost of building a modest residential house has risen to unprecedented levels. A project that could comfortably be executed a few years ago now requires almost double the financial commitment, and in many cases, even more. Contractors are revising estimates almost monthly, developers are postponing projects, and prospective homeowners are watching their savings lose value in the face of relentless inflation.

The Nigerian construction industry, once regarded as one of the country’s major drivers of employment and economic activity, now finds itself navigating one of its most difficult periods in recent history. Behind the soaring prices of cement, reinforcement bars, roofing sheets, electrical fittings, plumbing materials, aluminium products, tiles, paints, doors, windows, and finishing components lies a complex combination of macroeconomic challenges that continue to reshape the real estate sector.

Inflation remains perhaps the most visible culprit. As general prices continue to rise across the economy, virtually every component of the construction value chain has become more expensive. Manufacturers face higher production costs arising from increased electricity tariffs, diesel prices, transportation expenses, labour costs, and financing charges.

Inevitably, these higher costs are transferred to distributors, contractors, developers, and ultimately, homebuyers. Yet inflation alone does not explain the magnitude of the challenge. Nigeria’s exchange rate volatility has become an equally significant driver of construction costs. Although the country produces some major building materials locally, the construction industry remains heavily dependent on imported inputs.

Machinery, construction equipment, specialised chemicals, electrical components, elevators, sanitary wares, architectural hardware, roofing accessories, insulation materials, finishing products, and many industrial raw materials are sourced from international markets.

Whenever the naira weakens against major foreign currencies, like US Dollar, British Pound, Chinese Yuan, etc., import costs immediately rise. Importers pay more to procure materials abroad, shipping costs increase, customs duties become more expensive in naira terms, and the cumulative effect eventually appears on the shelves of local building material markets.

The consequences are evident nationwide. For instance, contractors who prepared quotations only weeks earlier frequently find that prices have changed before procurement begins. Developers struggle to maintain project budgets because cost estimates quickly become obsolete.

Homeowners constructing buildings through personal savings often discover that money originally intended to complete roofing may now barely cover foundation work. This uncertainty has introduced a new level of financial risk into property development. Supply chain disruptions have further compounded the problem.

The COVID-19 pandemic exposed vulnerabilities within global manufacturing and logistics systems, many of which continue to affect international trade. Shipping delays, rising freight charges, container shortages, geopolitical tensions, and disruptions to global manufacturing have all influenced the availability and pricing of construction materials worldwide. Although international supply chains have gradually recovered, new challenges-including regional conflicts, higher energy prices, climate-related disruptions, and changing trade policies-continue to create instability within global markets.

Nigeria, being substantially integrated into these supply networks, inevitably feels the impact. Domestic logistics present another layer of difficulty. Poor road infrastructure, congestion at major ports, lengthy cargo clearance procedures, insecurity along transportation corridors, and high fuel costs significantly increase the expense of moving materials from manufacturers and ports to project sites. Transport costs have become a major component of construction expenditure, particularly for projects located outside major commercial centres.

Energy costs also deserve attention. Many local manufacturers rely heavily on diesel-powered generators because of inconsistent electricity supply. Cement factories, steel rolling mills, ceramic manufacturers, and other building material producers incur enormous energy expenses that ultimately influence market prices. When diesel prices increase, production costs rise almost immediately.

The implications for property developers are profound. Large-scale housing developments depend heavily on accurate cost forecasting. Investors require reasonable certainty before committing billions of naira to residential estates, shopping complexes, office developments, or mixed-use projects. Persistent cost escalation makes financial planning increasingly difficult.

Projects originally expected to generate acceptable returns suddenly become financially unviable. Developers either postpone construction, reduce project scope, seek additional financing, or pass increased costs to buyers through higher selling prices.

Some projects have unfortunately been abandoned midway because financing arrangements could no longer accommodate escalating construction costs. Contractors face equally difficult circumstances.

Many construction contracts are awarded based on fixed-price agreements. When material prices rise sharply after contract execution, contractors may be forced to absorb significant financial losses unless escalation clauses exist. Smaller indigenous contractors are particularly vulnerable because they often lack sufficient financial reserves to withstand prolonged price increases.

Delayed payments from project owners further worsen their situation. The combined effect is shrinking profit margins, delayed project completion, workforce reductions, and in some cases, business closures. The ordinary Nigerian bears perhaps the heaviest burden.

For prospective homeowners, rising construction costs have dramatically extended the timeline for achieving homeownership. Families that previously anticipated completing their houses within three or four years now find themselves spending seven, eight, or even ten years before occupation becomes possible. Many have suspended projects indefinitely after completing only foundations or structural frames. Across Nigeria, numerous partially completed buildings now stand as silent reminders of economic hardship and interrupted dreams.

Mortgage beneficiaries are not spared either. Higher construction costs translate directly into more expensive housing units. Consequently, mortgage values increase, monthly repayments become less affordable, and financial institutions adopt more cautious lending practices.

The already limited mortgage market therefore faces additional pressure. Housing affordability continues to worsen. Nigeria already faces an estimated housing deficit running into millions of units. While the precise figure varies across different studies, there is broad consensus that housing supply falls significantly short of demand. Rising construction costs further widen this gap by reducing both private sector housing delivery and household purchasing power.

The implications extend beyond housing alone. The construction sector possesses one of the strongest multiplier effects within any economy. Every housing project generates employment for architects, estate surveyors and valuers, builders, quantity surveyors, engineers, artisans, transporters, suppliers, manufacturers, financial institutions, and numerous informal workers. When construction activity slows, thousands of jobs disappear across interconnected sectors.

The broader economy consequently experiences reduced investment, lower tax revenues, weaker consumer spending, and slower economic growth. Yet amid these challenges lies an important opportunity.

Nigeria possesses abundant natural resources capable of supporting greater local production of building materials. Laterite, clay, limestone, granite, timber, bamboo, compressed earth materials, agricultural fibres, pozzolanic materials, and other indigenous resources remain significantly underutilised despite advances in construction technology.

Around the world, countries increasingly promote sustainable construction through locally sourced materials that reduce import dependence while supporting domestic industries. Nigeria can do the same. Compressed Stabilised Earth Blocks, for example, have demonstrated considerable potential for affordable housing.

Properly engineered laterite blocks provide durable, energy-efficient construction while substantially reducing cement consumption. Similarly, bamboo has emerged internationally as a sustainable structural material for certain categories of buildings when appropriately processed and engineered.

Locally manufactured ceramic products, stone finishes, terrazzo, timber products, aluminium profiles, and roofing components also deserve greater policy support. Expanding domestic manufacturing would generate multiple economic benefits.

Reduced import dependence would lessen pressure on foreign exchange demand, strengthen local industries, create employment opportunities, encourage technology transfer, and improve supply chain resilience.

Government policy has a critical role to play. First, authorities should provide targeted incentives for manufacturers producing building materials locally. Tax relief, reduced import duties on manufacturing equipment, improved access to affordable industrial financing, and reliable electricity supply would significantly enhance competitiveness.

Second, investment in transport infrastructure remains essential. Efficient roads, rail systems, inland dry ports, and streamlined port operations would substantially reduce logistics costs that currently inflate construction expenses.

Third, monetary and fiscal authorities must continue pursuing macroeconomic stability. Predictable inflation and exchange rates enable developers, contractors, manufacturers, and financial institutions to plan with greater confidence. Fourth, research institutions and universities should collaborate more closely with industry to improve indigenous building technologies.

Nigeria possesses talented researchers capable of developing innovative, affordable, and environmentally sustainable construction materials suited to local climatic conditions.

Professional bodies also have an important responsibility. Architects, Estate Surveyors and Valuers, Builders, Quantity Surveyors, Engineers, and Town Planners should continue promoting cost-effective designs, efficient material utilisation, value engineering, and sustainable construction practices without compromising quality or safety.

Clients, too, must embrace realistic expectations. Luxury finishes imported at significant foreign exchange costs may not always represent the most economical or sustainable choice. High-quality locally manufactured alternatives increasingly offer excellent performance at considerably lower cost.

Ultimately, solving Nigeria’s housing challenge requires more than simply increasing mortgage financing or allocating additional land. The affordability of construction itself must become a national priority. Housing remains one of humanity’s most fundamental needs, and the ability of citizens to build decent homes reflects both economic opportunity and social progress. When construction costs consistently outpace household incomes, the dream of homeownership gradually shifts beyond the reach of ordinary families.

Nigeria cannot afford such an outcome. A thriving construction industry stimulates manufacturing, creates employment, supports financial markets, expands infrastructure, and strengthens economic growth. Policies that stabilise building material prices, encourage local production, improve logistics, and promote innovation therefore extend far beyond the construction sector-they represent investments in national development.

The dream of owning a home should not become a privilege reserved for only the wealthy. It should remain an achievable aspiration for hardworking Nigerians willing to invest in their future.

Making that dream affordable again requires deliberate policies, stronger local industries, stable macroeconomic management, and a renewed commitment to unlocking the full potential of Nigeria’s construction sector. Only then can the nation’s housing ambitions become a foundation for broad-based economic prosperity rather than another casualty of rising costs.

Hospitality sector upbeat as 300 NACOFED team arrives Owerri for conference

The Imo State hospitality sector will be raking in millions of naira as the National Council for Finance and Economic Development (NACOFED) team sets to storm Owerri, the capital city, for conference.

About 300 visitors, who are expected at the national economic meeting, the first-of-its-kind in the South-East geopolitical zone, will seek accommodations in some of the top-rated hotels in Owerri.

According to Chuck Chukuemeka, Commissioner for Finance and Coordinating Economy, Imo State, who briefed journalists in his office at the Government House, Owerri, the NACOFED meeting, which is expected to last for four days will scale up activities in the hotel and hospitality sector.

This he stated will increase the revenue of the hospitality sector as well as the internally generated revenue (IGR) of the state. The meeting would focus primarily on ways to strengthen the nation’s struggling economy for envisioned positive effects to the states.

This, he said, is in line with the theme of the conference, which is ‘Strengthening Fiscal Federalism For Sustainable Revenue Generation, Equitable Allocation And Economic Reliance In A Volatile Global Economy’.

The conference, which will be chaired by Adebayo Olawale Edun, Minister of Finance and Coordinating Economy, will kick off next week at the Chief Emmanuel Iwuanyanwu International Convention Centre (EIICC), Owerri.

According to him, apart from Edun, other expected dignitaries include; the Accountant General of the Federation, chairman of Revenue Mobilisation Allocation and Fiscal Commission (RMFAC), chairman of Nigerian Revenue Service (NRS), Accountant Generals from the 36 states, the major directors of the revenue generating agencies, like the Central Bank of Nigeria, CBN, Customs Service, NNPC, among others.

The conference, which would be declared open by Governor Hope Uzodinma, according to him, would not only boost the economy of the state, but also attract enormous revenue to the state’s hospitality sector as a result of the influx of visitors and sundry guests for hotel accommodation.

‘We are expecting at least 300 visitors who will seek hotel accommodation in our state and this will surely boost our economy,’ he stated.

UBTH commissions 160-slice CT scan, other projects to tackle medical tourism

The University of Benin Teaching Hospital (UBTH) has commissioned a state-of-the-art 160-slice Computed Tomography (CT) scan and other upgraded facilities as part of efforts to strengthen specialised healthcare delivery and reduce medical tourism in the country.

The facility is expected to enhance the hospital’s diagnostic capacity, improve access to advanced medical services and reduce the need for patients to travel abroad for specialised diagnostic procedures.

The projects, commissioned by the Federal Government in Benin City, include an oxygen plant, Special Investigations Unit, dental and oncology centres, upgraded theatre facilities and the revitalised Dental Complex at Udo.

Speaking during the commissioning, Idia Ize-Iyamu, Chief Medical Director of the teaching hospital, said the projects were aimed at expanding the hospital’s capacity to provide quality, safe and modern healthcare services to patients.

She said that the facilities inspected and commissioned included renovated security facilities, a 65-bed Accident and Emergency Complex, an expanded mortuary upgraded from 72 to 460 chambers, regular renal dialysis units, a child-friendly paediatric clinic and a revitalised oxygen plant, among others.

According to Ize-Iyamu, the hospital has continued to serve as a one-stop tertiary healthcare institution, providing specialist services in neurosurgery, oncology, dentistry, eye care, renal services and other complex medical needs.

She noted that the newly commissioned dental centre was equipped with two dental chairs, mobile units and X-ray facilities, adding that the upgrades were part of efforts to improve patients’ experiences at the hospital.

Ize-Iyamu said the need for the infrastructural renewal was particularly important because many of UBTH’s facilities had deteriorated after more than five decades of operation.

‘While the hospital has existed for over 50 years, many of its structures and facilities have fallen into deplorable conditions, making infrastructural upgrades essential.

‘The projects were also driven by the need to provide patients with safe, dignified and world-class healthcare services,’ she said.

She added that the upgrades were intended to reposition UBTH as a clinically excellent, technologically enabled and people-centred institution capable of responding effectively to the changing healthcare needs of Nigerians.

Ize-Iyamu also reaffirmed the hospital’s commitment to providing quality healthcare to patients irrespective of their age, gender, tribe, religion or social status, noting that sickness knows no boundaries.

Other projects inaugurated included a modern police post, expanded Accident and Emergency waiting area, sophisticated mortuary complex, Multi-Faith Centre and a specialised Renal Premium Ward.

Commissioning the projects, Daju Kachollom, permanent secretary, Federal Ministry of Health and Social Welfare, commended the management of UBTH for its efforts to improve healthcare delivery at the hospital and the Comprehensive Health Centre in Udo.

Kachollom, who was represented by Philip Ugbodaga, Medical Director of the National Orthopaedic Hospital, Benin, said the visit provided an opportunity to assess ongoing reforms, inspect completed projects and evaluate the impact of Federal Government investments on healthcare delivery.

She stressed the importance of qualified personnel and adherence to professional standards in sustaining the gains recorded in the health sector.

‘The developments at UBTH and Udo demonstrate how the Federal Government’s Renewed Hope Agenda is being translated into practical improvements in healthcare delivery’, she added.

Atiku is the only serious challenger to Tinubu in 2027 – ADP Chairman

Yabagi Yusuf Sani, national chairman of the Action Democratic Party (ADP), has described former Vice President Atiku Abubakar as the only serious opposition contender capable of mounting a formidable challenge to President Bola Ahmed Tinubu in the 2027 presidential election.

Sani made the assessment amid renewed consultations among opposition leaders and political groups seeking to build a stronger platform ahead of the 2027 general election.

According to the ADP chairman, while several opposition politicians have indicated interest in challenging the ruling All Progressives Congress (APC), many of them remain ‘pretenders’ whose political structures and national reach are yet to demonstrate the capacity required to defeat an incumbent president.

He argued that a serious presidential challenger must possess not only political visibility but also a functioning national structure, a broad network of supporters and the determination to sustain a coordinated opposition campaign.

Sani’s comments appear to place Atiku, who is associated with the opposition coalition efforts under the African Democratic Congress (ADC), in a different category from other politicians positioning themselves for the 2027 contest.

The former vice president has intensified consultations with opposition stakeholders as efforts continue to consolidate a coalition capable of challenging the APC.

Sani’s latest position follows a high-level consultation between Atiku and the ADP leadership earlier in the year, part of broader engagements aimed at strengthening opposition cooperation and stability ahead of the election.

The ADP chairman’s assessment also highlights the growing importance of political structure as opposition parties weigh possible alliances, mergers and coalition arrangements before 2027.

With the presidential contest still months away, several political figures are expected to emerge as contenders.

However, Sani’s remarks suggest that, in his assessment, not all those expressing presidential ambitions should be regarded as equally competitive.

For the ADP leader, Atiku’s longstanding political network and experience at the national level give him an advantage over politicians whose political alliances remain fluid or whose structures have yet to demonstrate nationwide strength.

The comments are likely to add momentum to the debate over who can realistically unite Nigeria’s fragmented opposition and mount a credible challenge to Tinubu in 2027.

As opposition consultations continue, the central question remains whether the various political interests can overcome personal ambitions and ideological differences to form a unified electoral force.

For now, Sani’s verdict is unequivocal: while there may be several names in circulation, he considers Atiku Abubakar the only opposition figure with the political weight and organisational capacity to pose a serious threat to Tinubu’s bid for another term.

[FULL Breakdown] Osun election: Adeleke captures 19 LG, Oyebamiji gets 11 as collation nears end

1. Boluwaduro Local Government

Total registered voters – 29797

No of accredited voters- 14662

Scores

A- 7118

ADC- 179

APC- 7050

Total valid votes – 14478

Rejected votes – 177

Total votes cast – 14655

2. Ede South Local Government

Total registered voters – 67729

No of accredited voters- 34011

Scores

A- 26188

ADC- 390

APC- 6219

Total valid vote 33210

Rejected vote 740

Total votes cast 33950

3. Ife North Local Government

Total registered voters – 65718

No of accredited voters- 24772

Scores

A- 13879

ADC- 333

APC- 9613

Total valid votes 24216

Rejected votes 488

Total votes cast 24704

4. Ilesa West Local Government

Total registered voters – 86699

No of accredited voters- 31333

Scores

A- 16196

ADC- 673

APC- 12756

Total valid votes 30244

Rejected votes- 990

Total votes cast – 31234

5. Ifedayo Local Government

Total registered voters – 28361

No of accredited voters- 14703

Scores

A- 7427

ADC- 115

APC- 6836

Total valid votes – 14449

Rejected votes – 254

Total votes cast – 14703

6. Ilesa East Local Government

Total registered voters – 89492

No of accredited voters- 30371

Scores

A- 12280

ADC- 504

APC- 16208

Total valid votes – 29460

Rejected votes – 749

Total votes cast -30209

7. Ife Central Local Government

Total registered voters – 122454

No of accredited voters- 39990

Scores

A- 21171

ADC- 747

APC- 15913

Total Valid votes – 38380

Rejected Votes- 950

Total votes cast – 39330

8. Irepodun Local Government

Total registered voters – 67131

No of accredited voters- 31291

Scores

A- 14504

ADC- 249

APC- 15713

Total valid votes – 30717

Rejected Votes – 565

Total votes cast – 31282

9. Boripe Local Government

Total registered voters – 81067

No of accredited voters- 33943

Scores

A- 12448

ADC- 379

APC- 19963

Total valid votes -33116

Rejected votes – 597

Total votes cast – 33713

10. Obokun Local Government

Total registered voters – 64440

No of accredited voters- 29183

Scores

A- 12023

ADC- 205

APC- 16120

Total valid votes – 28687

Rejected votes – 460

Total votes cast – 29147

11. Orolu Local Government

Total registered voters – 51021

No of accredited voters- 25423

Scores

A- 12352

ADC- 236

APC- 10622

Total valid votes 23438

Rejected votes 452

Total votes cast 23890

12. Osogbo Local Government

Total registered voters – 167704

No of accredited voters- 70840

Scores

A- 36480

ADC- 1503

APC- 30474

Total valid votes – 69307

Rejected votes – 1478

Total votes cast – 70785

13. Oriade Local Government

Total registered voters – 84283

No of accredited voters- 37962

Scores

A- 21343

ADC- 423

APC- 14863

Total valid votes – 37073

Rejected votes – 860

Total votes cast – 37933

14. Odo-Otin Local Government

Total registered voters – 82574

No of accredited voters- 34482

Scores

A- 18003

ADC- 377

APC- 15435

Total valid votes – 34026

Rejected votes – 430

Total votes cast – 34456

15. Ife East Local Government

Total registered voters – 128465

No of accredited voters- 49065

Scores

A- 27201

ADC- 935

APC- 18600

Total valid votes – 47519

Rejected votes – 1498

Total votes cast – 49017

16. Ifelodun Local Government

Total registered voters – 948070

No of accredited voters- 41156

Scores

A- 21107

ADC- 509

APC- 18396

Total valid votes – 40466

Rejected votes – 677

Total votes cast – 41143

17. Atakumosa West Local Government

Total registered voters – 44076

No of accredited voters- 18707

Scores

A- 7479

ADC- 213

APC- 10037

Total valid votes – 17985

Rejected votes – 414

Total votes cast – 18399

18. Iwo Local Government

Total registered voters – 106814

No of accredited voters- 48985

Scores

A- 27085

ADC- 588

APC- 19660

Total valid votes – 48027

Rejected votes – 926

Total votes cast – 48953

19. Ede North Local Government

Total registered voters – 96644

No of accredited voters- 47262

Scores

A- 35427

ADC- 307

APC- 10283

Total valid votes – 46474

Rejected votes – 731

Total votes cast – 47205

20. Ila Local Government

Total registered voters – 57825

No of accredited voters- 30028

Scores

A- 16211

ADC- 259

APC- 12934

Total valid votes – 29605

Rejected votes – 416

Total votes cast – 30021

21. Irewole Local Government

Total registered voters-96528

No of accredited voters- 42858

Scores

A- 10934

ADC- 275

APC- 29972

Total valid votes – 41575

Rejected votes – 1249

Total votes cast – 42824

22. Ayedire Local Government

Total registered voters – 45502

No of accredited voters- 21419

Scores

A- 11073

ADC- 148

APC- 9910

Total valid votes – 21228

Rejected votes – 186

Total votes cast – 21414

23. Atakumosa East Local Government

Total registered voters – 47767

No of accredited voters- 19253

Scores

A- 7872

ADC- 333

APC- 9936

Total valid votes – 18442

Rejected votes – 381

Total votes cast – 18823

24. Egbedore Local Government

Total registered voters – 67440

No of accredited voters- 31867

Scores

A- 19278

ADC- 363

APC- 11194

Total valid votes – 31155

Rejected votes -675

Total votes cast – 31830

25. Ayedaade Local Government

Total registered voters – 77649

No of accredited voters- 34232

Scores

A- 16681

ADC- 331

APC- 15719

Total valid votes – 33180

Rejected votes – 621

Total votes cast – 33801

26. Isokan Local Government

Total registered voters – 65739

No of accredited voters- 29421

Scores

A- 13765

ADC- 384

APC- 14063

Total valid votes – 28716

Rejected votes – 689

Total votes cast – 29405

27. Ola-Oluwa Local Government

Total registered voters – 44761

No of accredited voters- 21599

Scores

A- 10063

ADC- 213

APC- 10782

Total valid votes – 21228

Rejected votes -367

Total votes cast – 21595

28. Ife South Local Government

Total registered voters – 66255

No of accredited voters- 29521

Scores

A- 13507

ADC- 290

APC- 14678

Total valid votes – 28906

Rejected votes – 555

Total votes cast – 29461

29. Ejigbo Local Government

Total registered voters – 87676

No of accredited voters- 41173

Scores

A- 18458

ADC- 5053

APC- 16195

Total valid votes – 40314

Rejected votes – 811

Total votes cast – 41125

30. Olorunda Local Government

Total registered voters – 123063

No of accredited voters- 51172

Scores

A- 23514

ADC- 666

APC- 24671

Total valid votes – 49458

Rejected votes – 1335

Total votes cast – 50793

Osimhen breaks silence on Arsenal transfer speculation

Galatasaray striker Victor Osimhen has broken his silence on reports linking him with a summer move to Arsenal, refusing to rule out a potential transfer while insisting his immediate focus remains on his Turkish club.

The Nigeria international has emerged as a reported target for Arsenal as Mikel Arteta looks to strengthen his attacking options ahead of the new season.

Osimhen addressed the speculation after scoring twice in Galatasaray’s 2-2 draw with Corum FK in their season opener, offering a cautious response to questions about his future.

‘There are always rumours during transfer seasons,’ Osimhen told reporters. ‘I will take care of my business. I am focused on my job; then we will see and think further.’

Osimhen keeps Arsenal door open

While the 27-year-old did not directly express an interest in joining Arsenal, his comments leave the door open to a possible move before the transfer window closes.

Osimhen has been linked with the Premier League throughout his career and previously admitted that playing in England remains one of his ambitions.

‘I’m working so hard to make sure that I achieve my dream of playing in the Premier League someday,’ he said in 2023.

Arsenal are reportedly considering several attacking options as they seek greater firepower, with Osimhen among the names linked with the Gunners.

His name was also reportedly mentioned when Galatasaray approached Arsenal over potential deals involving Gabriel Martinelli and Ethan Nwaneri.

However, reports have suggested that discussions over Osimhen have so far been limited, with Galatasaray and the striker’s representatives understood to have been the parties involved in conversations about his future.

pound 75m price tag

Any potential deal for Osimhen is expected to command a substantial fee after Galatasaray paid a club-record pound 75 million to sign him permanently from Napoli last summer.

The Nigerian spent the previous season on loan at Galatasaray before making his move permanent following an outstanding campaign in Turkey.

Osimhen has since helped Galatasaray secure back-to-back Turkish Super Lig titles, having previously won the Serie A title with Napoli in 2023.

His impressive scoring record has continued to attract interest from some of Europe’s biggest clubs, but Galatasaray are under no immediate pressure to sell the forward.

Africa’s growth depends on the quality of leaders it builds – Ayanyemi

With more than two decades of experience spanning human resources, executive search, organisational transformation and business leadership, Patience Ayanyemi has built a career around one central conviction: organisations can only perform as well as the people and leadership systems driving them.

She is founder and chief operating officer of i4WE Human Capital Limited, and is now operating as MRINetwork AfroAnglo Partnership. Ayanyemi works with boards and senior executives across sectors to identify leadership talent, transform organisations and build sustainable human-capital strategies. Her career has taken her through the energy, insurance, telecommunications, courier, logistics, maritime, construction and fintech sectors.

She is also a Certified Transformational Coach, an alumna of the Goldman Sachs 10,000 Women Growth Fellowship and the Academy for Women Entrepreneurs. In this exclusive interview with LYDIA ENYIDIYA EKE, she spoke on leadership, executive recruitment, the changing workplace, women in business, career transitions and why Africa must take the development of its human capital more seriously.

You have spent over 23 years in human resources and executive search. What originally drew you to the human-capital space?

I have always been fascinated by people and what they are capable of achieving when they are given the right environment, opportunity and leadership.

Human resources is sometimes misunderstood as simply hiring people, paying salaries or managing employee issues. I see it very differently. Human capital is fundamentally about aligning people with organisational purpose and ensuring that the right people are in the right roles, equipped to deliver the organisation’s objectives. Let’s look at what has happened over the years. Over the years, my experience has shown me that businesses may have great products, technology and capital, but without the right leadership and people, sustainable growth becomes difficult.

That realisation has shaped my career. I wanted to move beyond traditional HR into a space where I could influence business strategy through people, leadership and organisational transformation.

You founded i4WE Human Capital, which now operates as MRINetwork AfroAnglo Partnership. What gap were you trying to address?

There was a clear need for a more strategic approach to executive recruitment and human capital consulting. Organisations don’t simply need people to occupy positions. They need leaders who understand their vision, culture, strategy and growth ambitions and can translate those into measurable results.

What is the role of executive search in all of this?

Executive search becomes different from conventional recruitment.

Our role is to understand the organisation first. What is the business trying to achieve? What kind of culture does it have? What leadership gap exists? What kind of person will thrive within that environment and deliver the desired results?

Once we understand those things, we go into the market to identify the right talent.

Your organisation is described as the only African-owned office within the MRINetwork. What does that distinction mean to you?

It is both an honour and a responsibility.

Being part of a global executive-search network gives us access to international expertise, knowledge and networks, while our African ownership gives us a deep understanding of the realities of our local markets.

Africa has exceptional talent. Sometimes what is missing is not talent itself but the systems that identify, develop and position that talent appropriately.

Our position allows us to connect African organisations with global executive-search expertise while ensuring that local realities are understood.

It also demonstrates that African-owned businesses can compete at the highest international standards.

What makes executive search different from ordinary recruitment?

Executive search is fundamentally about finding the right leadership solution, not merely filling a vacancy.

At the executive level, the consequences of getting the appointment wrong can be significant. A senior executive influences strategy, culture, people, finances and the future direction of an organisation.

We therefore look beyond a person’s CV.

We examine leadership capability, track record, values, cultural fit, strategic thinking, emotional intelligence and the ability to operate within the organisation’s particular environment.

We also engage people who may not necessarily be looking for another job. Some of the strongest candidates are already performing well where they are.

Executive search requires relationships, credibility, confidentiality and a deep understanding of the talent market.

You have worked across energy, insurance, logistics, telecommunications and other sectors. How has that diversity shaped your leadership perspective?

It has taught me that while industries differ, people challenges often have common foundations.

Every organisation needs effective leadership, accountability, performance management, succession planning and a healthy culture.

However, the way these things are implemented must reflect the particular industry and organisation.

Working across different sectors has also helped me appreciate how quickly business models are changing. Technology, globalisation, changing employee expectations and new generations entering the workplace are forcing organisations to rethink how they attract, manage and retain talent.

You have been involved in organisational restructuring, mergers, acquisitions, rebranding and culture transformation. Why do people often resist organisational change?

People generally don’t resist change simply because they dislike change. Often, they resist what they don’t understand or what they perceive as a threat.

When organisations embark on restructuring or transformation, employees want to know: What does this mean for me? Will my role change? Will I still have a place here? What is expected of me?

Leaders therefore have to communicate.

Transformation cannot be imposed successfully without taking people along. You need to explain the reason for the change, communicate the expected outcome and give people the opportunity to understand how they fit into the new structure.

Change management is ultimately people management.

How important is organisational culture in determining whether a company succeeds or fails?

Culture is extremely important because culture influences behaviour.

You can have beautiful values written on the wall, but the real culture of an organisation is what happens when nobody is watching.

How does the organisation treat people? How are decisions made? Are people rewarded for ethical behaviour? Can employees speak up? Does leadership take responsibility? Are high performers developed? Those things define culture.

A strong culture can become a competitive advantage because it attracts people who identify with the organisation’s values and encourages them to contribute meaningfully.

Technology and artificial intelligence are transforming workplaces. Should employees be worried?

Employees should be concerned enough to prepare, but not paralysed by fear. Technology is changing jobs, but it is also creating new opportunities. The important question is whether individuals and organisations are prepared to evolve.

Employees need to continuously develop their skills. Organisations, on the other hand, have a responsibility to invest in reskilling and upskilling their workforce.

The future of work will increasingly require people who can combine technical competence with human capabilities such as creativity, communication, critical thinking, adaptability and leadership.

The workplace is changing, and our approach to learning must change with it.

We now have several generations working together. How should organisations manage a multigenerational workforce?

Organisations should stop treating generational differences as a problem and start seeing them as an opportunity.

Different generations bring different experiences and perspectives.

Someone with decades of professional experience may bring institutional knowledge and wisdom, while a younger employee may bring technological fluency and a different perspective on innovation.

The goal should not be to make everyone think alike. It should be to create an environment where different strengths complement one another.

Good leadership creates that bridge.

You are particularly passionate about coaching and career transitions. Why?

Because I have seen what happens when people experience career disruption and begin to question their own value.

Losing a job, changing careers or reaching a point where you have to reinvent yourself can be very challenging.

My programme, Reinventing Yourself and Preparing to Manage a New Beginning, was developed from that understanding.

Sometimes people don’t need someone to give them a job. They need someone to help them see possibilities again, understand their strengths and reposition themselves.

I believe people should not define themselves solely by a particular job title. Your career is bigger than one position.

What is your advice to professionals who suddenly find themselves unemployed or at a career crossroads?

Don’t allow a career disruption to become an identity crisis. Take a step back and assess yourself honestly. What skills do you have? What have you learned from your previous experiences? What can you do differently? What opportunities are emerging?

Then invest in yourself.

Update your skills, expand your network, seek mentors and be open to possibilities you may not previously have considered.

Sometimes a difficult transition becomes the doorway to a completely different chapter.

As a Female Voice who has built a successful business and leadership career, what has your journey taught you about women and entrepreneurship?

Women are capable of building extraordinary businesses, but we must also be intentional about building sustainable businesses.

Entrepreneurship is not simply about having an idea. It requires financial discipline, systems, leadership, resilience, strategy and the ability to build relationships. My participation in the Goldman Sachs 10,000 Women Growth Fellowship and the Academy for Women Entrepreneurs reinforced for me the importance of structured business education and networks. Women should not be afraid to seek knowledge, ask for support and surround themselves with people who challenge them to grow.

What do you think is one of the biggest challenges facing female voices who want to be heard and rise into executive leadership?

One major challenge is access to networks, opportunities, mentorship and sometimes the confidence to position oneself for leadership.

But I also believe women must own their ambition.

You cannot expect other people to see your potential if you are unwilling to communicate your value.

Any other point to note?

Women need to develop competence, confidence and visibility. We must also create opportunities for other women coming behind us.

Leadership should not only be about how far you have gone. It should also be about how many people you help move forward.

What qualities do you look for when assessing an executive candidate?

Competence is important, but competence alone is not enough. I look at the person’s track record, leadership maturity, values, adaptability, emotional intelligence, strategic thinking and ability to deliver results. I also ask whether the person understands the responsibility that comes with leadership.

At senior levels, you are not simply managing tasks. You are influencing people, shaping culture and making decisions that can affect an entire organisation. That requires character as well as competence.

Can leadership be taught, or will you say that great leaders are born?

I believe leadership can be developed.

Some people may naturally possess certain leadership qualities, but leadership is also a discipline that requires learning, practice, feedback and self-awareness.

People become better leaders when they are willing to learn from experience, listen to others and continuously improve themselves.

That is one reason I am passionate about coaching.

Looking at Africa’s business environment, what kind of leadership do we need now?

We need leaders who understand that leadership is about creating value beyond themselves.

Africa has enormous human and economic potential. But potential alone is not enough.

We need leaders who are ethical, innovative, accountable, commercially minded and committed to developing people.

We also need organisations that deliberately build succession pipelines instead of waiting until a senior executive leaf before asking who can replace them.

If we want sustainable African businesses, we must invest deliberately in African leadership.

What is your vision for the future of your organisation?

My vision is to continue building a human capital organisation that becomes a trusted bridge between exceptional talent and organisations seeking sustainable growth. I want us to continue expanding our impact across Africa and beyond while maintaining the quality, integrity and professional standards that have defined our journey.

Do people really matter in all these?

Ultimately, our work is about people.

When you help an organisation find the right leader, you are not simply filling a position. You may be influencing the direction of an entire company, the careers of hundreds of employees and the value that organisation creates in society.

That is a responsibility I take very seriously.

Finally, after more than two decades in this field, what does success mean to you?

Success is not only about what you achieve personally. It is also about the value you create for others. If I can help an organisation find the leadership it needs, help a professional navigate a difficult career transition, help a young person understand their potential, or help a business become stronger because of the people we have helped it find and develop, then I consider that meaningful success.

For me, the ultimate measure is impact.

People are the greatest asset of any organisation, and when you invest in people, you are investing in the future.

Journalist, Tomi Falade, reimagines ancient monarchs in latest books

Tomi Falade, a Lagos-based journalist has unveiled two historical plays, ‘Alayemore: The Twice-Crowned King’ and ‘Orompotoniyun: 12 Nights For A Crown’, following the successful release of her first two books, ‘Olobun: Matriarch of Ondo, Mother of Legacy.’

‘I’ve always loved stories and I believe that Africa, Nigeria, and by extension, the Yoruba people have a wealth of stories no one is talking about. I think it is time to begin to own those stories and tell them unashamedly,’ Falade stated, during the recent unveiling tagged, ‘The Tomi Falade Book Party 2.0; A Cocktail Affair.’

Falade, who described herself as a tool breathing life into history, transported the audience into the imagined conversations that may have taken place during the historical events that shaped the stories.

According to Falade, the comedic historical drama flips an Oyo empire story, making it part historical ‘faction,’ part Shakespearean chaos, by putting a spin on William Shakespeare’s Twelfth Night.

She added that her latest pursuit is reimagining history by bringing the unpopular stories into limelight. ‘My books are not gospel truth. Let me be clear: my plays are works of ‘faction’, not a historical thesis. I have taken deliberate creative liberties: shifting timelines, blending modern rhythms, and amplifying human drama, to create texts built for the stage.

‘I encourage people to consult royal bards and custodians of oral tradition for the exact stories and timelines when these works pique their interest. I have merely given readers a taste of these stories and I believe that a taste is all that is needed to spark interest,’ Falade stated.

‘Alayemore’ recounts the journey embarked on by Obalufon Alayemore, an Ooni of Ile-Ife, who was displaced by Oranmiyan, founded Efon Alaaye, and later returned to the throne following Oranmiyan’s departure, earning the distinction of being the twice-crowned king.

On the other hand, ‘Orompotoniyun’ revisits the story of the first and only woman to ever rule as Alaafin of the Oyo Empire, Ajiun Orompotoniyun.

Taye Ige, president/CEO, HS Media Group, stated that the author’s first two books reveal that she is not confined to one literary register. According to him, the author can explore the humorous complications of contemporary relationships in one work and then enter the demanding terrain of history, royalty, exile, identity and legacy in another.

‘Today’s presentation of two additional books confirms that her first outing was no literary accident. Tomi is steadily and deliberately building a distinct body of work. Four books within such a relatively short period represent not only talent but discipline, courage and remarkable creative productivity,’ Ige stated.

AI, open banking is set to reshape Nigeria’s cooperative lending – Adeoti

Praise Adeoti is a software engineer and entrepreneur passionate about building impactful fintech and AI products. He is currently a Frontend Engineer at AskYourPDF, building AI tools for document interaction, and the Co-Founder and CEO of Collectiva, a platform digitising operation for cooperative societies across Africa. Praise specialises in taking early-stage ideas from concept to launch, combining technical execution with product-led business strategy. In this interview with KENNETH ATHEKAME, he spoke on how member contribution histories and peer-guarantor data within cooperative platforms can be structured to assess loan eligibility while retaining human board oversight, as well as how Nigeria’s Open Banking framework and banking APIs can be leveraged by niche management platforms to automate instant payment verification and loan disbursements for informal financial groups. Excerpts:

How has your background in petroleum engineering shaped your analytical approach, and which core engineering principles guided your transition into software and financial technology?

My interest in software development began during my first year at the University of Ibadan. Although I was pursuing a degree in petroleum engineering, I was simultaneously learning programming, starting with Fortran and later progressing to Python. I discovered a strong affinity for programming and logical problem-solving, which prompted me to continue building systems alongside my core academic studies.

While petroleum engineering provided a rigorous analytical foundation, my passion for technology had taken root long before graduation. By the time I completed my studies in 2023, I had determined that my future lay in software engineering.

The primary intersection between engineering and software lies in the methodology of problem-solving. Both disciplines require a granular understanding of complex systems, the ability to decompose large problems into manageable components, and the application of practical solutions. That structured approach has proven invaluable, particularly when architecting financial technology products with multiple interdependent variables.

How can digital platforms like Collectiva streamline onboarding for traditional cooperative executives who may have limited technical literacy or hesitation towards cloud-based record keeping?

The primary objective is not to demand that cooperative executives become technical experts overnight. Instead, we design intuitive systems, guide users through the initial setup, and provide continuous operational support throughout the onboarding lifecycle.

Many of these cooperative societies have operated for decades using physical ledgers, spreadsheets, or other manual processes. We do not advocate for the immediate abandonment of established workflows in favour of radical change. Rather, we analyse their existing operational models and systematically transition those processes onto the digital platform. We offer hands-on training for administrators and executives to ensure complete operational comfort. Technology must continuously adapt to the user, rather than forcing the user to adapt to the technology.

Given local network instability across non-metropolitan areas in Nigeria, what architectural patterns best ensure robust offline transaction logging and subsequent cloud ledger reconciliation?

Designing software for the Nigerian market requires explicit recognition of variable internet connectivity. A user operating in central Lagos may enjoy stable connectivity, whereas a user in a regional location may experience frequent network disruptions mid-transaction. Systems must be engineered around this infrastructure reality. For mission-critical operations, particularly financial transactions, local data retention is essential to prevent data loss during connectivity drops. Implementing a local transaction queue allows actions to be stored securely on the device and synchronised with the central server once connectivity is restored.

However, local storage is only half the challenge; the primary technical hurdle is preventing duplicate processing upon reconnection. This requires robust architectural mechanisms, including unique transaction identifiers, idempotency keys, and comprehensive reconciliation protocols. The system must reliably verify whether a transaction has already been ingested to prevent financial discrepancies.

How can member contribution history and peer-guarantor data within a cooperative platform be structured to evaluate loan eligibility without completely removing human board oversight?

Software should complement, rather than supplant, the decision-making authority of a cooperative’s leadership. A defining characteristic of cooperative societies is that board members possess qualitative context regarding individual applicants. Technology should enhance that governance model rather than eliminate it.

The platform aggregates key metrics, such as contribution consistency, total savings, historical borrowing behavior, repayment reliability, and outstanding liabilities. Concurrently, it evaluates the financial standing of nominated guarantors, assessing their membership status, savings balances, existing liabilities, and prior guarantee commitments.

By consolidating disparate financial records into a unified dashboard, the system provides loan committees with a clear, comprehensive credit profile. Ultimately, final approval authority remains with the board, supported by structured data to drive informed credit decisions.

What product strategies allow a cooperative management SaaS to stay flexible enough to support varying state-level cooperative laws across Nigeria while enforcing standard accounting practices?

This operational requirement was identified early in the development of Collectiva. Operating frameworks vary significantly across different cooperative societies and regional jurisdictions.

During onboarding, we assess each organisation’s specific operational rules, including contribution schedules, loan approval hierarchies, interest calculation methodologies, and authorization matrixes. The platform is then configured to mirror those parameters. Digital transformation should not require an organisation to dismantle functional, legacy processes.

However, flexibility must coexist with regulatory compliance. Core accounting principles and statutory requirements remain strictly enforced within the platform architecture. By maintaining a standardised, immutable core ledger alongside configurable operational modules, the platform seamlessly accommodates diverse regional mandates while maintaining financial integrity.

Beyond core ledger administration, what embedded features drive active daily or weekly engagement from members?

Cooperative management software must extend beyond back-office accounting functions. Individual members are primarily concerned with immediate personal metrics: current savings balances, outstanding loan balances, transaction confirmations, accrued interest, and upcoming payment schedules.

Integrating features such as real-time transaction notifications, contribution tracking, automated repayment schedules, and digital account statements drives consistent engagement.

Furthermore, integrating administrative communication tools directly into the platform such as formal announcements, digital voting, and member communications replaces fragmented channels like WhatsApp. Consolidating everyday operational interactions within the application encourages regular usage beyond basic loan requests.

How can early-stage SaaS platforms operating in Nigeria structure subscription models in Naira to remain affordable for local organisations while hedging against USD-denominated infrastructure costs?

Managing currency mismatch is a central challenge for software businesses in Nigeria, where revenue is realised in Naira while critical cloud infrastructure is billed in US dollars. Continuously adjusting subscription fees to match exchange rate fluctuations is unviable for local client retention.

Pricing must fundamentally reflect the quantitative value delivered to the client. If the platform successfully manages substantial capital, eliminates manual administrative overhead, and secures financial records, the pricing structure should be tied to that economic value rather than underlying server costs.

Furthermore, tiered pricing models ensure scalability. Smaller cooperatives pay rates proportional to their size, while larger organisations with higher transaction volumes contribute higher recurring revenue. As the customer base expands, economies of scale help absorb USD-denominated overheads.

Drawing from workflows in document intelligence tools, how can AI be practically applied to Nigerian cooperative operations to parse physical bank statements, audit meeting minutes, or verify manual receipt uploads?

Document processing remains a major operational bottleneck for traditional cooperatives. Artificial intelligence provides immediate efficiency gains by automating manual data extraction from physical documents, bank statements, and payment receipts.

When a cooperative uploads a bank statement or payment receipt, optical character recognition and domain-specific machine learning models extract transaction amounts, dates, and account identifiers, automatically matching them against internal records for rapid reconciliation.

Additionally, AI audio tools can process recorded board meetings to generate structured minutes, action items, and decision logs immediately following a session. This eliminates hours of manual administrative writing. The primary objective of implementing AI is to eliminate repetitive operational friction rather than deploying technology for its own sake.

What field-sales and product-led growth tactics are most effective at converting traditional, relationship-driven organisations into paying SaaS customers?

Converting traditional cooperative societies requires a hybrid approach combining field sales with product-led growth. Relying exclusively on digital acquisition channels is insufficient for relationship-driven, high-trust sectors.

Cooperative executives prioritize security, organizational track record, and hands-on support. Field-sales teams establish essential interpersonal trust, evaluate existing operational bottlenecks, and demonstrate direct product utility to decision-makers.

Once initial interest is established, the product experience must seamlessly drive retention. Frictionless onboarding, rapid time-to-value, and reliable customer support are critical. Furthermore, because cooperative leaders maintain extensive peer networks, establishing strong reference accounts creates a natural referral pipeline across regional ecosystems.

What specific performance strategies deliver the most noticeable user experience gains on low-bandwidth mobile devices?

Optimising for low-bandwidth environments requires strict discipline regarding network payloads. Transferring excessive data over weak mobile connections severely degrades user experience.

Key technical optimisations include aggressive client-side caching to prevent redundant data fetching, minimising API payload sizes, and deferring non-critical asset loading. Code splitting and lazy loading ensure users download only the dependencies required for their immediate session.

Implementing progressive web app architectures further enhances resilience in unstable network conditions. Ultimately, engineering teams must optimize applications specifically for the prevailing hardware and network conditions of the target demographic.

How can Nigerian Open Banking frameworks and banking APIs be leveraged by niche management platforms to automate instant payment verification and loan disbursements for informal financial groups?

Open Banking frameworks eliminate substantial manual reconciliation work. Historically, confirming member payments required manual bank statement checks and updates to physical ledgers. Integrated banking APIs enable real-time payment notifications that automatically reconcile transactions and update individual member accounts instantaneously.

Similarly, loan disbursements can be fully automated once board approval parameters are met, executing transfers and logging transaction receipts directly within the platform.

Beyond operational automation, Open Banking provides vital credit data. With explicit member consent, platforms can analyse broader financial histories to assess creditworthiness more accurately. This broader financial visibility significantly improves risk assessment and enables safer lending practices.

What strategies can micro-fintechs use to balance regulatory identity requirements like BVN/NIN verification against processing costs when handling micro-savings and small loans?

Integrating identity verification naturally into the initial user journey is essential for regulatory compliance. However, when managing micro-transactions, third-party verification API costs can rapidly erode unit economics if not structured efficiently.

Platforms must design verification workflows intelligently to avoid redundant API calls. Reusing verified identity data across multiple services and selecting cost-effective verification vendors helps control overheads.

If verification costs exceed the lifetime value or margin generated from a low-value account, the business model becomes unsustainable. Maintaining viable unit economics requires balancing strict compliance with optimized verification architecture.

How can cooperative software integrate white-label APIs to offer high-yield micro-investments, health insurance, or credit facilities directly to end-members within the platform?

Once a software platform establishes operational trust with a cooperative and its membership, it serves as an efficient distribution channel for third-party financial services.

Rather than developing specialized financial products in-house, the platform can integrate white-label APIs from licensed financial institutions. This allows members to access regulated investment vehicles, health insurance plans, and credit facilities directly within their existing application interface.

Rigorous partner selection is essential. All integrated financial products must be underwritten by fully licensed, regulated entities. The platform provides the distribution network and technological infrastructure, while regulated partners manage the underlying financial risk and compliance.

What system-level security measures, dual-authorisation mechanics, and real-time audit logs are required to prevent insider misallocation of funds within self-governing cooperative societies?

Software provides critical structural controls that significantly reduce financial mismanagement in self-governing organisations. Traditional setups often rely on one or two individuals holding sole access to bank accounts and ledgers, creating a structural risk through lack of oversight.

Digital platforms enforce strict separation of duties. For example, transaction workflows can require one executive to initiate a payout and a second authorised official to approve it before funds are released. Role-based access controls ensure that administrators, treasurers, and board members possess permissions aligned strictly with their governance roles.

Furthermore, immutable real-time audit logs record every system action, capturing timestamps, user identities, and specific data modifications. While no software can completely eliminate human fraud, robust access controls and transparent audit trails make unauthorised actions difficult to execute and straightforward to detect.

How should the core architecture of a Nigerian cooperative SaaS be modularized to allow seamless expansion into similar community savings ecosystems across Africa, such as SACCOs in East Africa?

Expanding across African markets requires separating core financial mechanics from country-specific operational and regulatory logic. The fundamental primitives of community finance member management, contribution tracking, loan issuance, ledger accounting, and governance are consistent across different markets.

These common primitives form the modular core of the platform. Conversely, regulatory frameworks, identity verification standards, currencies, local payment gateways, and regional accounting practices are isolated into configurable modules.

Architecting the platform with clear separation between core ledger logic and localized business rules allows expansion into new markets, such as Savings and Credit Co-operative Societies (SACCOs) in East Africa, without rewriting underlying software systems.

INEC declares Adeleke winner of Osun Governorship election

The Independent National Electoral Commission (INEC) has declared Governor Ademola Adeleke of the Accord Party winner of the 2026 Osun State governorship election.

INEC Returning Officer for the election, Prof. Joshua Ogunwole, Vice-Chancellor of the Federal University, Oye-Ekiti, announced the final results and formally returned Adeleke as the winner.

According to the results announced by the electoral commission, Adeleke polled 511,067 votes, defeating his closest challenger, Bola Oyebamiji of the All Progressives Congress (APC), who secured 444,815 votes.

The margin of victory stood at 66,252 votes. The declaration triggered jubilation among Adeleke’s supporters and residents in parts of the state as the governor secured a fresh mandate after a closely contested election.

The result followed the collation of votes from the 30 local government areas of the state. Earlier reports indicated that Adeleke won in 19 local government areas, while Oyebamiji secured victory in 11.

The election had generated significant interest across Osun, with supporters of the major political parties keeping watch as the results were collated and announced.

With the declaration, Adeleke has been returned as governor of Osun State for another term.