Category: Business Day

Improved security across Edo State has enabled farmers to return to their farms, raising prospects for increased food production and stronger food security across the state, the All Farmers Association of Nigeria (AFAN) has said.

Bako Dogwo, President of the Integrated Farmers Association of Nigeria (IFAN) and Chairman of AFAN in Edo, disclosed this on Tuesday in Benin, saying farmers who previously stayed away from their farms due to insecurity were now regaining confidence to resume cultivation.

Dogwo spoke when farmers under IFAN, AFAN and the State Federated FADAMA Farmers installed the Edo State Chairman of the All Progressives Congress (APC), Mr Jarrett Tenebe, as Patron of Edo farmers.

He commended Governor Monday Okpebholo’s administration for its security efforts, which he said had improved farmers’ access to their farms across the state’s 18 Local Government Areas (LGAs).

‘We want to commend Gov. Monday Okpebholo for improving security across the state. Farmers who could not go to their farms before are now happy because they can access their farms and continue their farming activities,’ Dogwo said.

He said the return of farmers to their farms would contribute to increased agricultural output and help strengthen food security in Edo.

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Dogwo urged Tenebe to use his new position to bridge the gap between farmers and the state government, particularly in addressing challenges affecting agricultural production.

Also speaking, Hon. Prince Henry Ebole, representing the State Federated FADAMA Farmers, pledged farmers’ support for the Okpebholo administration and commended its SHINE agenda.

Ebole said agriculture remained critical to food supply and youth employment, adding that about 2,000 FADAMA farmers were currently captured in the association’s existing register.

He said the association would commence ward-to-ward registration and sensitisation of farmers to expand its database and bring more farmers into organised agricultural programmes.

‘As of today, our records show that registered FADAMA farmers under the Federated Farmers Community Association are about 2,000 members. We will move from ward to ward to register and sensitise farmers and increase our numbers,’ he said.

The memes came first. Across X, TikTok and Instagram, Nigerians joked about becoming ‘co-owners’ of Dangote Petroleum Refinery after subscribing to its initial public offering. Some posted screenshots of their applications, while others joked about calling Aliko Dangote for updates on ‘their’ refinery. The humour has achieved what years of conventional investor education struggled to do: make share ownership part of popular culture. But beneath the memes is a more consequential experiment for Nigeria’s capital market. The Dangote Petroleum Refinery IPO has brought potentially millions of first-time investors into equities, with investors able to buy as few as 10 shares for N5,250. The offer opened on September 14 and closes on October 13, with Dangote seeking about N2.15 trillion from

Affected subscribers began receiving SMS notifications on Wednesday informing them that their accounts had been credited with airtime. The amounts seen so far range from less than N50 to as much as N1,500, depending on the customer’s usage and the network conditions in the affected location.

‘In line with NCC Directive, your account has been credited with Nxxxx airtime for network failure(s) in Feb to Apr 2026. Thank you,’ the message from Airtel states.

The latest payment makes Airtel the first operator to publicly emerge with a second round of credits under the NCC’s compensation framework, after the operator paid customers affected by network failures between November 2025 and January 2026.

The development marks a shift in how poor telecom service is being regulated in Nigeria. Rather than relying solely on sanctions against operators, the NCC’s framework requires qualifying subscribers to receive direct compensation when operators fail to meet prescribed quality-of-service standards.

Under the framework, compensation is automatic. Subscribers do not have to lodge individual complaints because operators are required to identify affected users through network-performance records and billing data. The NCC says the amount is determined by the subscriber’s billed usage during the relevant period, the operator’s quality-of-service performance in the affected Local Government Area and whether the subscriber made at least one billed outgoing activity.

The credit can be used for voice, SMS, data and USSD services and, according to the NCC, has no utilisation restrictions or expiry attached to it.

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Second payout raises questions

While the payments provide a direct form of redress for subscribers, the latest rollout also raises questions about the transparency of the compensation system.

A key issue is how the individual amounts are calculated. Airtel’s credits vary significantly, but neither the operator nor the NCC has publicly broken down the formula behind specific payments to individual subscribers.

The NCC says the calculation incorporates billed usage and the severity of network performance in the affected LGA. However, the framework does not translate those variables into a simple public formula that allows a subscriber to independently estimate how much compensation they should receive.

That leaves subscribers dependent largely on the operator’s calculation and the regulator’s underlying network-performance assessment.

The commission has published lists of eligible LGAs and operators where its assessments found that prescribed quality-of-service standards were not met. The published list shows that eligibility is location-specific, meaning a subscriber’s experience of poor service alone does not automatically qualify them for payment.

This is important because network failures can affect individual users differently even within the same geographic area. Under the framework, however, compensation is tied to technical performance thresholds at the LGA level and the subscriber’s qualifying activity during the relevant period.

The system therefore represents a move towards data-driven automatic compensation rather than a complaint-by-complaint process.

From fines to direct payments

The compensation regime took effect in April 2026 and applies when an MNO fails to meet specified quality-of-service KPIs in an affected LGA. It covers voice, data and SMS failures and applies to both individual and corporate subscribers.

The NCC introduced the framework against a backdrop of persistent complaints about dropped calls, poor connectivity and service interruptions across Nigeria’s telecom networks.

The first round of payments, covering November 2025 to January 2026, brought the new mechanism into public view. Airtel notified customers in May that compensation had been applied, with amounts reported at the time ranging from relatively small credits to several hundred naira.

The second payout suggests that the mechanism is becoming a recurring part of telecom regulation rather than a one-off intervention.

For consumers, the significance extends beyond the value of the airtime. The framework establishes a principle that customers can receive automatic financial redress when operators fail to deliver services at regulatory standards.

For operators, it creates a recurring financial consequence tied directly to network performance.

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Industry-wide test

Airtel’s latest action also puts pressure on the rest of the mobile industry to demonstrate compliance.

The NCC framework applies to licensed mobile network operators that fail to meet the prescribed quality-of-service KPIs. That includes MTN, Globacom and T2mobile, alongside Airtel.

The timing and scale of payments from the other operators will therefore provide another test of how consistently the framework is being implemented across the industry.

The regulator has also said compensation is triggered only after it confirms that an operator has failed to meet the relevant network-performance KPIs. This means the process involves both operator-level network monitoring and regulatory confirmation before credits are applied.

The bigger challenge is transparency. As compensation becomes a recurring obligation, subscribers may increasingly want to know not only whether they have been credited, but why they received a particular amount, which service failure triggered the payment and how the regulator verified the operator’s calculation.

Airtel’s second payout therefore represents more than another batch of free airtime. It is an early test of whether Nigeria’s new consumer-redress framework can turn network-quality rules into a transparent and measurable financial consequence for poor service.

The Minister of Works, Dave Umahi, has expressed concern over calls for his resignation following the deplorable condition of roads across the country, saying he does not know why his position has become a source of worry to many people.

The minister spoke while addressing journalists at the flag-off of the Federal Government’s takeover of the temporary rehabilitation of the Benin-Asaba Highway.

Umahi, who said he opposed the concession when he was appointed minister because of the cost, added that the road was concessioned by the previous administration of President Muhammadu Buhari.

‘Let me explain that this concession was executed by way of contracts by the previous administration. And even as the Minister of Works, I opposed it because I know the cost of one kilometre of road if you want to do it well.

‘First, we had a fight for over six months because I didn’t want this road to be reconstructed. Now they removed asphalt pavement because they had signed an agreement with the previous administration to have the road done.

‘And when we asked them to start, the Governor of Edo State and myself, we didn’t quite understand the PPP arm of the Ministry of Works.

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‘We were here in October and we saw that contrary to the agreement and the specification and general conditions of contract, the concessionaire lacked engineering capacity and engineering knowledge, and even finance.

‘We saw them removing the asphalt where asphalt pavement was still stable,’ he added.

He said the Federal Ministry of Works had taken over the immediate palliative rehabilitation of the road following public outcry over its deplorable condition.

He said the decision to rehabilitate the road was taken in the public interest.

Meanwhile, Umahi said the 2027 general election was not the turn of the Igbo to produce the President of Nigeria.

Umahi spoke on Thursday while flagging off the Federal Ministry of Works’ formal takeover of the temporary rehabilitation of the Benin-Asaba Highway in Benin City.

The minister was apparently reacting to a statement allegedly credited to Peter Obi, former Governor of Anambra State and presidential candidate of the Nigeria Democratic Congress (NDC), that Umahi ‘is not his match.’

The former Governor of Ebonyi State, who defended the administration of President Bola Ahmed Tinubu against growing criticism, said ‘it’s not the turn of the Igbos yet’ to produce Nigeria’s president.

According to him, when Obi said that he was not Umahi’s match, it took him 10 minutes to think about the statement.

‘Does Peter Obi have a stronger family background, intellectual credentials or record of service to the South-East?

‘Is it what we have done for the people of the South-East? Is it what we did when we were governors? So, when you say he’s not my match, put it side by side and tell me which area Peter Obi is better than me.

‘What we are saying is that it’s not the turn of the Igbos yet. The South-East would eventually have its opportunity to produce the president, but the current political moment belongs to Tinubu.

‘I want to be president, but it’s not yet our turn. It’s the turn of President Bola Tinubu,’ he said.

While rejecting what he described as attempts to portray the Tinubu administration negatively, the minister argued that the Federal Government’s infrastructure projects were benefiting communities across the country.

The minister, who stated that political opportunities would eventually come for the South-East, added that ‘when it is our turn, at the time of God, He makes all things beautiful.’

He further urged supporters of the Tinubu administration to defend the President’s achievements in the South-South, South-East and other parts of the country.

‘We are saying that the President has done very well. In South-South, in South-East and in the entire geopolitical zone, he deserves continuity, he deserves support,’ the minister added.

Also speaking, Edo State Governor Monday Okpebholo alleged that those who fought against former President Goodluck Jonathan in 2015 were also ganging up against President Bola Tinubu ahead of the 2027 general election.

Okpebholo, who said there was no vacancy in Aso Rock, opined that ‘you don’t change a working president.’

‘People that want to contest now against Tinubu have all ruled in one way or the other, either in low capacity or in higher capacity.

‘While they were there, they fought former President Goodluck Jonathan because he wanted to build Almajiri schools to educate youths and Almajiri so that there would be no problem like what we are having today.

‘But they fought him and made sure he lost the election. The same set of people are still ganging up again to fight President Tinubu so that he would not come back. There is no vacancy in Aso Rock. Asiwaju’s eight years must be complete,’ he added.

Okpebholo, who did not name those he alleged were ganging up against Tinubu, however, advised them not to waste their money in the name of contesting the election, saying politicians would only collect their money and would not vote for them.

‘Our President is not a supermarket man, but supermarket people want to rule Nigeria now, even when there is no vacancy in Aso Rock.

‘Let them wait. When it is the turn of supermarket people, and if there is no technocrat, they can contest for president.

‘If others had performed and done what Asiwaju is doing today, he wouldn’t have much work to do,’ he said.

Many businesses do not fail because they have no customers. They fail while serving customers enthusiastically. Revenue is growing, staff is busy, and invoices are being raised, yet cash remains tight, and margins keep disappearing. The problem is often hidden in a simple commercial truth: costs that are repeatedly incurred but not recovered eventually become losses.

This sounds obvious, but growth can make it surprisingly difficult to see. Management celebrates turnover while transportation, electricity, financing, compliance, technology, supervision and employee costs rise quietly underneath. A service that appeared profitable two years ago may now be subsidised by the provider because the price has remained unchanged while the cost base has moved.

The danger is greatest in businesses where many small costs are dispersed across operations. No single item looks threatening. Together they can transform a good contract into an uneconomic one. A company may continue to serve the client because the relationship is prestigious. After all, management fears losing volume or because admitting that the price is wrong feels like commercial failure.

But refusing to price reality does not remove reality. It transfers the burden to the company’s balance sheet, its employees, its suppliers, or its future. Eventually something gives: salaries are delayed, maintenance is postponed, quality falls, debt rises, or shareholders are asked to absorb losses that were built into the operating model from the beginning.

Commercial discipline begins with knowing the true cost to serve. This includes direct labour and materials, but also the infrastructure that makes delivery possible. Supervision, technology, insurance, compliance, training, management time, financing costs, and contingencies are not imaginary because they sit outside the obvious unit price. If the customer benefits from the service, the organisation must understand how those costs are funded.

This is not an argument for indiscriminate price increases. Efficiency matters. Businesses should challenge waste before passing costs outward. They should simplify processes, negotiate better, invest in productivity and eliminate expenditure that does not create value. But after doing those things, the remaining legitimate cost must still be recovered somehow.

Leaders also need the courage to walk away from business that looks impressive but destroys value. Turnover can flatter an organisation. Cash and sustainable margin tell a more truthful story. The largest customer is not necessarily the best customer if serving that customer weakens the institution.

There is a governance lesson here too. Pricing decisions should not depend only on the sales function. Commercial teams are rewarded for winning business; finance sees margin; operations sees delivery complexity. Sound decisions require these perspectives to meet before the company makes promises it cannot afford.

The difficulty is that unrecovered costs often hide inside apparently successful contracts. A client pays on time and revenue rises, yet the assignment requires more supervision, travel, overtime, financing, or technology than anticipated. Management celebrates the turnover while the margin quietly disappears. In service businesses, this can be particularly deceptive because the additional cost may be spread across people and departments rather than appearing as one obvious expense. The lesson is simple: revenue is not value unless the economics of delivering it are understood.

Commercial discipline therefore begins with visibility. Organisations should know the full cost of serving different customers, products and locations, including the cost of working capital and management attention. They should also distinguish between deliberate investment and accidental subsidy. There may be strategic reasons to accept a lower margin for a period, but the decision should be conscious, time-bound and measurable. When underpricing becomes a habit, the company begins financing its customers without admitting it. Growth built on unrecovered cost is not growth; it is the postponement of loss.

Managers should also resist the temptation to recover hidden losses through future optimism. A weak contract does not become profitable simply because renewal is expected, nor does a chronic service overrun disappear because the client relationship is important. Strategic relationships deserve investment, but investment should have an explicit rationale and an exit point. Otherwise, sentiment begins to replace commercial judgement.

A disciplined company knows when to renegotiate, redesign, or walk away. It also knows that maintaining volume at any price can weaken the very capacity needed to serve good customers well. Commercial courage sometimes means refusing revenue that destroys value.

Little costs accumulate just as little savings do. The bird builds its nest piece by piece; losses are built the same way. An enterprise becomes sustainable when it respects arithmetic early, because every cost ignored today will eventually return tomorrow – with a name, a consequence, and a demand for payment.

Dr Olufemi Ogunlowo is the CEO of Strategic Outsourcing Limited, a leading provider of personnel and business process outsourcing services in Nigeria. He is also a regular columnist on employment and workforce strategy.

Bi-Courtney Aviation Services Limited (BASL), operator of Murtala Muhammed Airport Terminal Two (MMA2) in Lagos, has rolled out a comprehensive operational strategy combining schedule coordination, process digitisation, and inter-agency collaboration to absorb a surge in domestic air travel.

The developments were highlighted during the ACI Africa Regional Conference and Exhibition 2026 in Abuja, themed ‘Next-Gen Airports: Driving Performance and Resilience.’

Rising Traffic Signals Market Shift

Nigeria’s air transport market is expanding rapidly, placing unprecedented pressure on existing terminal facilities.

Figures presented by the Federal Airports Authority of Nigeria (FAAN) at the conference show that Nigeria recorded more than 18.8 million domestic and international passengers in 2025, representing an 11.9 percent year-on-year growth.

Furthermore, data from global aviation analytics firm OAG indicates that scheduled airline capacity in Nigeria reached approximately 1.19 million seats in September 2026-a 37.4 percent increase over the same period in 2025.

Highlighting the operational reality facing terminal operators, BASL noted in a statement signed by its Head of Corporate Communications:

‘For airport operators, this level of growth means that capacity must be viewed beyond the physical size of a terminal. Infrastructure, airline scheduling, security deployment, road access, passenger-processing systems, technology and coordination among stakeholders must evolve together.’

A key challenge facing MMA2 is not a total lack of terminal space, but rather the heavy concentration of airline departures within narrow timeframes-specifically during the early morning hours.

‘At MMA2, a significant proportion of airline schedules is concentrated within the early peak period, placing simultaneous pressure on multiple components of the passenger journey. However, the terminal has sufficient available capacity outside this highly concentrated window,’ BASL explained.

To address this imbalance, the operator is engaging domestic airlines on adopting a Level 2 schedule-coordination and slot-management system to smooth out flight departures throughout the day.

‘BASL is therefore engaging with airlines to adopt a Level 2 schedule-coordination/slot system to better distribute demand across available capacity. Such an approach requires close collaboration between the airport and airlines. The challenge is to ensure that any adjustment to flight schedules takes into consideration the commercial realities of airline operations, including passenger demand and potential revenue implications.’

Discussions remain ongoing with carriers to create workable schedule options that optimise terminal infrastructure while minimising delays for travellers.

Beyond schedule management, BASL emphasised that passenger flow must be addressed holistically across all touchpoints, starting before passengers even enter the building.

‘Security screening is another important component of the passenger journey. BASL has been engaging with the Federal Airports Authority of Nigeria (FAAN) on the deployment of adequate Aviation Security (AVSEC) personnel to effectively man the available screening infrastructure during peak periods. FAAN has acknowledged the operational challenge and is already working towards solutions.’

Recognising that landside vehicular traffic often causes initial passenger delays, BASL has also taken steps outside the terminal perimeter:

‘BASL has also identified road traffic and access into the airport environment as another area requiring attention. Engagements have consequently been held with the Police Airport Command, Air Force authorities and other relevant security stakeholders to facilitate smoother movement of traffic into the airport and minimise delays before passengers reach the terminal.’

To maximise operational throughput, BASL is turning toward technology-enabled solutions and streamlined processing methods.

Plans are currently underway to roll out a dedicated ‘No-Bag Zone’ to accelerate check-in and security for light travellers, while key processing points are being further digitised:

‘BASL is currently in discussions with its service partners to further scale digitisation of key processes, with the objective of improving operational efficiency and reducing pressure on physical facilities. Plans are also underway for the introduction of a No-Bag Zone, which will provide passengers travelling without checked baggage with a more streamlined check-in experience.’

: SAHCO, BASL align strategies ahead of MMA2 regional expansion

In addition, MMA2 is integrating Airport Collaborative Decision Making (A-CDM) principles to ensure real-time data sharing across airlines, ground handling companies, and regulatory agencies:

‘The terminal is also looking towards the application of Airport Collaborative Decision Making (A-CDM) principles, which promote the sharing of operational information and greater coordination among airport stakeholders. The objective is to improve predictability, efficiency and decision-making across the airport ecosystem.’

As African aviation continues its post-expansion trajectory, BASL underscored that sustainable airport operations will increasingly rely on smart coordination rather than continuous physical expansion alone.

‘The developments at MMA2 reflect a wider reality facing the aviation industry: passenger growth is occurring at a pace that requires airport systems and processes to evolve continuously… As passenger numbers and airline operations continue to increase, the future of airport efficiency will increasingly depend on capacity, coordination, technology and collaboration working together.’

‘The focus, therefore, is not simply on managing today’s passenger traffic, but on building a more coordinated, technology-enabled and resilient airport operation capable of supporting the continued growth of Nigeria’s aviation sector.’

Nyesom Wike, Minister of the Federal Capital Territory ‘s Rainbow Coalition is opening a new front in the 2027 political contest, with some aggrieved governors of the All Progressives Congress (APC) quietly exploring contacts with Atiku Abubakar, former vice president and African Democratic Congress (ADC) presidential candidate.

Top sources confided in our correspondent on Tuesday that the major source of concern among some APC governors is the fear that Wike’s Rainbow Coalition could challenge their political influence at the governorship and legislative elections in 2027.

One of the promoters of the Tinubu Continuity Project in Northern Nigeria told our correspondent on Tuesday that some aggrieved APC governors were already in talks with the opposition candidate.

‘We have witnessed several defections by opposition governors to the APC in recent times. The threats are therefore real. I’m aware some of our aggrieved governors are seeking other alternatives including a possible alliance with Atiku’ he said.

‘The governors are not afraid of Tinubu losing his re-election. Their concern is Wike’s claim that the President has already ceded nine states to the coalition in the governorship election. Tinubu will not be seeking another election after 2027, and it would cost him practically nothing to cede some states, as Wike claimed,’ he added.

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A key member of the Arewa Mandate Alliance in the North also confirmed the development, saying some aggrieved APC governors were quietly exploring alternative political channels outside the APC to protect their interests ahead of 2027.

‘The question is why should Wike be allowed to build alternative structures against them while still claiming to support the President?,’ he asked.

The emerging contacts underscore growing unease among some APC governors over Wike’s strategy of backing President Tinubu for the presidency while mobilising opposition support against APC candidates in governorship and legislative contests

Multiple sources told our Correspondent that the concern was particularly acute in states where politicians who lost APC primaries or became alienated from the ruling party were reportedly gravitating towards Wike’s coalition.

‘Atiku and the ADC are consequently being examined as an alternative political network through which the aggrieved governors could protect their structures and counter the coalition’s influence,’ another source told our Correspondent.

‘The electoral timetable has added weight to the calculations. The presidential and National Assembly elections will hold on January 16, 2027, while governorship and State Assembly elections are scheduled for February 6.

‘Whatever happens at the presidential election, the governorship election comes three weeks later. That creates a completely different political calculation for the governors,’ the source added.

Reacting, Alhaji Bala Ibrahim, APC National Director of Publicity, warned against any alliance with opposition parties ahead of the 2027 elections, saying such arrangements could undermine party loyalty.

Ibrahim told BusinessDay in a telephone interview that loyalty to the APC must be ‘total and unconditional,’ stressing that members could not selectively support the party.

‘If you are loyal to someone or something, you have to be total. You cannot be loyal to a certain degree and be disloyal to another degree. That is in conflict with the meaning of support,’ he said.

He added that any APC governor seeking an alliance with another party or candidate to secure political interests at different levels would raise questions about his loyalty.

‘We want our party to win in a free and fair election, not win in connivance with some people who are not members of our party,’ Ibrahim said.

Phrank Shaibu, Senior Special Assistant on Public Communication to Atiku Abubakar, was yet to respond as of the time of filing this report, after reading a WhatsApp message from our Correspondent.

President Bola Ahmed Tinubu’s reforms in Nigeria’s power sector seem yielding fruits as the country’s power generation has hit a record 5,403.3MW, just as the Electricity Distribution Companies (DisCos) received 4,379.07MW.

Daily Load Allocation Table released by the National Control Centre (NCC) on Tuesday indicated that the Nigeria’s power sector had recorded a total available generation of 5,403.3MW as of Tuesday, September 22, 2026.

This is according to some players in the industry is due to proactiveness of Joseph Tegbe, Minister of Power and his team in the country’s power sector.

According to the report, out of the total generation, 4,379.07MW was successfully delivered to various Electricity Distribution Companies (DisCos) across the country.

The figures reveal that Abuja DisCo received the highest load share at 700 MW (15.20% NERC percentage), followed closely by Ikeja DisCo with 581MW (15.01%), Ibadan DisCo with 550MW (11.93%), and Benin DisCo with 531MW (8.04%).

Other distribution companies also received their respective allocations under NERC guidelines, including Eko at 519MW, Enugu at 512MW, Port Harcourt at 466MW, Kano at 161MW, Kaduna at 155MW, Jos at 134MW, and Yola at 70MW.

Meanwhile, a sub-total of 1,024.18MW was categorized under exempted loads, which accounted for power stations and auxiliary consumption (108.07 MW), transmission losses and sub-station services (367.87 MW) and various bilateral and international supplies such as allocations to Niger and local industrial consumers.

AceRoyal Estates, a subsidiary of the AceRoyal Group, has officially launched Villa Nova, a master-planned community featuring 1,000 villa-style bungalows in Abijo, Lagos.

The development is designed to provide secure, fully titled, and accessible homeownership opportunities aimed at bridging Nigeria’s housing deficit through structured financing and strict delivery guarantees.

The estate offers two-bedroom, three-bedroom, and five-bedroom bungalow configurations within a fully secured, professionally managed environment.

According to the company, Villa Nova was conceived to address longstanding challenges in the local real estate sector, particularly regarding land title disputes, delayed project delivery, and substandard infrastructure.

To ensure transparency and operational execution, the project is built on a strategic tri-party structure involving government support, banking backing, and private development execution.

The Lagos State Government backs the land title and supporting infrastructure for the site. Nova Bank serves as the primary financial partner, providing structured mortgage plans for qualified homebuyers alongside a full refund guarantee should the developer fail to meet scheduled delivery timelines.

Speaking on the launch and the project’s operational philosophy, Endurance Cletus Agonor, Chief Executive Officer of AceRoyal Estates, described the development as a benchmark for discipline and accountability in the Nigerian property sector.

‘Villa Nova is a statement of what AceRoyal Estates is capable of,’ Dr. Agonor said. ‘A thousand homes, built to the same standard, backed by the same discipline, home after home. This is what happens when land title, financing, and execution are aligned from day one. That is the standard we intend to set, not just for this estate, but for what Nigerians should expect from developers going forward.’

The project integrates three primary operational pillars: verified land title assurance, direct financial backing with structured mortgages, and delivery accountability enforced by refund guarantees.

AceRoyal Estates emphasized that aligning government approval, financial institutions, and execution capabilities from the outset aims to restore buyer trust in large-scale residential developments across Lagos State.

Founded in 2016, AceRoyal Group is a Nigerian conglomerate with business interests spanning real estate, construction, financial services, and hospitality, alongside an expanding international footprint.

Through its real estate arm, AceRoyal Estates, the company focuses on expanding credible property ownership opportunities, delivering quality-assured housing, and supporting broader initiatives to reduce Nigeria’s national housing deficit.

The Choose Milk Campaign has launched a national essay competition for pupils as part of efforts to deepen children’s understanding of milk and creamers, while promoting greater awareness of their nutritional value and role in everyday diets.

Announcing the competition, Lars Jensen, senior project manager, Danish Dairy Board, emphasised that the initiative was aimed at helping children and parents develop a better understanding of the difference between milk and creamers and the role of milk in children’s nutrition.

‘Children are not only consumers; they are also important voices within the home and can influence the choices their families make.

‘Through this competition, we want to equip pupils with simple, practical knowledge that helps them understand the difference between milk and creamers and appreciate the nutritional value of milk. When children learn to make informed choices early, they can carry that knowledge into their homes and communities,’ Jensen said.

The essay competition is expected to be held for primary school pupils across Enugu, Kaduna, Lagos, Rivers, Oyo and the Federal Capital Territory (FCT), Abuja, and would aid pupils across the country in learning more about milk, its uses and benefits, through a creative and educational writing challenge.

The Choose Milk Campaign, a national initiative focused on strengthening consumer education and awareness about milk and dairy products, has announced an

This maiden edition is open to pupils in Primary 4 to 6, aged 9 to 11, and will run from September 15 to October 31, 2026. The initiative aims to educate children on the importance of understanding milk and making informed dairy choices, while encouraging them to share their knowledge with peers and family.

To participate, interested pupils are required to write a short letter addressed to their school’s headmaster or headmistress on the topic: ‘How Students in My School Can Differentiate Between Milk and Creamers.’ The letter should include the pupil’s name, gender, age, class, school name and school location.

According to the organisers, the competition will be extended to additional states as the three-year Choose Milk Campaign progresses.

It is part of the broader Choose Milk Campaign, launched by stakeholders from the Danish Dairy Board, the European Union and the federal government to help Nigerian households make informed dairy choices through consumer education and greater awareness of the nutritional benefits of milk and the differences between authentic milk and creamers.