NATO looks south: Why Africa, the Mediterranean and Middle East are becoming the alliance’s next strategic front

For most of the period since Russia’s full-scale invasion of Ukraine, NATO’s strategic geography has appeared overwhelmingly eastern. Poland, the Baltic states, Finland and the Black Sea became central to an alliance rebuilding its conventional deterrence against Moscow. But NATO’s security problem increasingly extends in the opposite direction.

Across the Mediterranean, North Africa, the Sahel and Middle East, collapsing states, insurgencies, migration pressures and competition involving Russia and China are creating a second strategic arc. NATO increasingly describes its response as a 360-degree approach: deterrence on the eastern flank must coexist with security engagement to the south.

The shift is important for Africa because NATO’s southern strategy is not principally about extending Article 5 to African countries or deploying large armies across the Sahel. It is about ensuring instability south of Europe does not translate into strategic vulnerability inside Europe.

That distinction will define NATO-African relations through the remainder of the decade.

Why NATO is looking south

The southern neighbourhood is enormous. A 2026 European Parliament briefing describes a strategic space extending through North Africa and the Middle East and increasingly interconnected with developments in the Sahel.

For NATO, several security problems overlap within this geography. Jihadist organisations continue operating across parts of the Sahel. Libya remains politically divided. Sudan’s conflict has generated another zone of instability. Maritime routes through the Mediterranean, Red Sea and approaches to the Suez Canal have become increasingly exposed to geopolitical disruption.

Migration, arms trafficking and organised crime cross these regions without respecting national boundaries. The result is that Europe’s southern security environment can no longer be treated as separate from African security.

Russia changes the equation

Russia represents the most immediate geopolitical component of NATO’s southern calculations. Moscow has expanded relationships across the Sahel as several governments reduced security cooperation with France and other Western countries. Russian personnel associated with the Africa Corps and predecessor Wagner structures have operated in countries including Mali and Libya, while Moscow has pursued security relationships elsewhere across the continent.

For Russia, Africa provides more than diplomatic influence. Access to governments, airfields, ports and mineral resources can extend Russian strategic reach while simultaneously reducing Western influence. That creates an unusual geographical challenge for NATO.

Russia can now potentially exert pressure against the alliance from both east and south. This does not mean Russian forces in Africa represent anything comparable with Russia’s military concentration in Europe. But they create intelligence, diplomatic and access opportunities that NATO planners cannot ignore.

China presents a different challenge

China’s African strategy is fundamentally different. Beijing has generally avoided Russia’s model of direct participation in African conflicts. Instead, Chinese influence is built through infrastructure, military education, defence exports, telecommunications and commercial investment.

The People’s Liberation Army’s support base in Djibouti represents the clearest military manifestation. But ports, communications networks and other dual-use infrastructure potentially provide China with strategic options extending well beyond Djibouti.

For NATO, therefore, Russia and China represent different southern challenges. Russia often exploits immediate security vacuums. China builds long-term structural influence. The Western concern is that both trends reduce Europe’s strategic freedom across a region immediately beyond NATO territory.

Italy becomes NATO’s southern anchor

Geography places Italy at the centre of the response.

Italy sits between continental Europe, North Africa and the eastern Mediterranean. Its ports, naval facilities and command infrastructure make it a natural hub for NATO’s southern operations.

Naples already hosts Allied Joint Force Command Naples, while the NATO Strategic Direction-South Hub operates from the same city. Established in 2017, the Hub was designed to improve NATO’s understanding of developments across the Middle East and Africa. Rather than functioning simply as a conventional military intelligence headquarters, it engages with governments, researchers, civil society and international organisations to assess issues ranging from terrorism and governance to climate pressures and human security.

Italian facilities such as Taranto also have increasing significance as NATO strengthens its ability to operate across the Mediterranean. The southern strategy consequently begins not in the Sahel but on NATO’s own Mediterranean coastline.

The Mediterranean returns to military importance

For decades after the Cold War, Western naval dominance in the Mediterranean was largely taken for granted. That assumption is becoming less comfortable.

Russia retains significant maritime interests in the Mediterranean, although the changing political situation in Syria has complicated Moscow’s previous basing arrangements. China maintains a growing blue-water naval capability and substantial commercial interests throughout the region.

Meanwhile, instability surrounding the Red Sea and Middle East has demonstrated how quickly conflict can disrupt international shipping. The Mediterranean is therefore returning to its historical role as a strategic corridor connecting Europe, Africa and Asia.

NATO’s southern strategy will increasingly involve maritime surveillance, submarine detection, protection of critical infrastructure and monitoring of shipping routes rather than simply conventional fleet deployments.

The Sahel security vacuum

The greatest political difficulty lies farther south. France’s retreat from much of the Sahel fundamentally changed the region’s security architecture.

Western counter-terrorism operations were unable to eliminate jihadist insurgencies, while military governments in Mali, Burkina Faso and Niger increasingly rejected the previous French security model.

Russia moved rapidly into parts of that vacuum. NATO faces a dilemma. Directly replacing France would risk repeating precisely the intervention model that became politically toxic.

Ignoring the Sahel would create additional space for jihadist organisations, Russian security relationships and potentially other external actors.

The emerging solution is therefore likely to emphasise partnerships rather than occupation. Training, intelligence sharing, maritime security, counter-terrorism expertise and military education provide NATO with ways to influence regional security without creating another large Western expeditionary footprint.

Migration is a security issue-but not a military problem

Migration inevitably features prominently in European discussions of the southern flank. Instability in the Sahel and North Africa can contribute to population movements towards the Mediterranean.

But NATO must be careful. Treating migration itself as a military threat risks confusing humanitarian and political problems with defence policy.

The alliance can contribute maritime surveillance and intelligence against human-trafficking networks. It cannot resolve the economic and governance conditions driving migration.

This distinction matters particularly for African governments, which are unlikely to welcome a NATO strategy appearing primarily designed to prevent Africans reaching Europe.

A credible southern policy therefore needs to offer African partners something beyond European border protection.

The partnership model

This explains NATO’s emphasis on cooperation rather than enlargement. The alliance already maintains the Mediterranean Dialogue with countries including Algeria, Egypt, Jordan, Mauritania, Morocco and Tunisia, alongside its Istanbul Cooperation Initiative with Gulf partners.

Science and technology programmes provide another channel. NATO’s Science for Peace and Security Programme supports cooperation involving cyber defence, counter-terrorism, emerging technologies and other security challenges with partner countries. These mechanisms reveal the likely character of NATO’s southern expansion. It will probably be institutional rather than territorial.

NATO’s internal divide

The strategy nevertheless contains a fundamental political contradiction. Eastern NATO members understandably view Russia as the overriding threat.

For Poland and the Baltic states, resources diverted towards Mediterranean security can appear to weaken the alliance’s most urgent deterrence mission. Southern members see the equation differently.

Italy, Spain and other Mediterranean states experience instability across North Africa and the Middle East much more directly. NATO must therefore maintain two strategic fronts without allowing either to believe the other is consuming disproportionate resources.

The Ukraine war makes that balancing act considerably harder.

Africa is not waiting for NATO

There is another problem. African states have considerably more strategic choice than they did during the Cold War.

Turkey has become an increasingly important defence supplier. China provides weapons, infrastructure and military education.

Russia offers security partnerships without Western political conditionality. Gulf states are expanding investments and diplomatic influence.

African governments therefore do not necessarily see their security choices through NATO’s Russia-versus-West framework.

Many will cooperate simultaneously with Western, Chinese, Turkish and Russian partners. Attempting to force binary alignment could consequently undermine NATO’s strategy.

The Gaza problem

Western credibility also matters. The war in Gaza has significantly complicated Western diplomacy across the Arab world and parts of Africa.

Governments and populations that perceive inconsistency between Western positions on Ukraine and Palestine are less receptive to arguments about a Western-led ‘rules-based international order.’

NATO cannot solve that political contradiction militarily. But it must operate within its consequences.

Southern strategy therefore requires diplomacy at least as much as military capability.

The African perspective

Africa should also approach NATO’s renewed attention cautiously. Greater Western engagement could produce useful military training, intelligence cooperation, maritime surveillance and counter-terrorism capabilities.

But African governments should resist becoming another arena for great-power confrontation.

The continent’s strategic objective should be diversification. African states can cooperate with NATO while purchasing Turkish drones, maintaining Chinese infrastructure relationships and pursuing other security partnerships where national interests require them.

Strategic autonomy means refusing to become exclusively dependent upon any external bloc.

Strategic outlook

NATO’s southern strategy represents recognition that European security no longer ends at the Mediterranean shoreline. Instability in Libya and the Sahel, Russian security expansion, Chinese infrastructure influence, terrorism and maritime disruption increasingly connect African developments directly to European defence planning.

But NATO faces a fundamental choice. It can approach Africa primarily as a source of threats-migration, terrorism and Russian influence-or treat African states as strategic partners with their own interests.

The first approach risks repeating the mistakes that contributed to declining Western influence across the Sahel. The second requires accepting that African governments will not necessarily choose between NATO, China and Russia.

For BusinessDay readers, that is the central strategic shift. NATO is looking south because Africa has become too important to European security to remain strategically peripheral. But Africa is simultaneously becoming too geopolitically independent for NATO to dictate the terms of engagement.

The success of the alliance’s southern strategy will therefore depend less upon how much military power NATO can project across the Mediterranean than upon whether it can build partnerships that African governments themselves consider worth maintaining.

Afreximbank, ATDC sign $500m facility to expand African trade, distribution

African Export-Import Bank (Afreximbank) and the Africa Trading and Distribution Company (ATDC) have signed a $500 million Global Credit facility agreement to support trade, movement and distribution of commodities and products across African and global markets.

ATDC is a pan-African platform established to support the expansion of Africa’s trade, accelerate industrialisation through increased local value addition, and strengthen economic integration across the continent. With initial local operations in Egypt, Nigeria, Malawi and Zimbabwe, the platform is closing gaps in trade and market intelligence, improving market access, and supporting implementation of the African Continental Free Trade Area (AfCFTA).

Under the Facility, Afreximbank will provide ATDC with trade-finance capacity to undertake and scale eligible trading and distribution transactions across the continent. The financing will support purchasing and aggregation of African goods, associated logistics, transportation, warehousing and distribution costs, providing ATDC with the financing required across different stages of the trade and distribution cycle.

ATDC will deploy financing available under the facility towards eligible trade, logistics and distribution transactions with repayments anchored on proceeds generated from the sale of goods financed through the facility.

Commenting on the signing, Kanayo Awani, executive vice president, Intra-African Trade and Export Development, Afreximbank said, ‘the $500 million Global Credit Facility extended to ATDC underscores Afreximbank’s commitment to strengthening the trade, logistics and distribution architecture required to realise the full potential of the African Continental Free Trade Area (AfCFTA). By facilitating the efficient distribution of ‘Made-in-Africa’ goods across the continent, the facility will deepen regional value chains, expand market access for African producers, and boost manufactured exports, advancing the AfCFTA’s vision of a more integrated and industrialised African economy. It will also enhance the global competitiveness of African products, positioning the continent as a significant exporter of value-added and manufactured goods. These are critical building blocks for expanding Africa’s export footprint and driving the continent’s economic transformation’.

Stewart Makura, chief executive officer of ATDC, said, ‘realising Africa’s full trade potential requires reliable systems that connect producers, processors, manufacturers and markets. This facility strengthens ATDC’s ability to aggregate supply, mobilise working capital and move goods efficiently across value chains. Together with Afreximbank, we will support stronger supply chains, value addition, import substitution and intra-African trade.’

Beyond financing individual transactions, the facility will help ATDC develop repeatable trade corridors and expand access to dependable sourcing and distribution networks across African markets. It will support commercially sustainable trade flows, greater processing of African commodities and increased regional availability of raw materials, inputs and value-added products.

Apple TV finally taps Nigeria streaming market

Apple TV has entered Nigeria seven years after its global launch, adding another international streaming platform to a market where Netflix and Amazon Prime Video already compete for viewers.

Apple launched its streaming service on November 1, 2019. On September 15, 2026, the company announced that Apple TV would become available to Nigerian users through its expanded iCloud+ offering.

The iCloud+ plan starts at N1,300 a month for 50GB of storage, with Apple TV and Apple Arcade included at no additional cost. Higher storage plans are also available. Under the new arrangement, Apple TV and Apple Arcade will no longer be offered as standalone subscriptions in Nigeria.

The N1,300 starting point is below Netflix’s N2,500 entry price and Prime Video’s N2,300 monthly subscription. However, Apple’s offer is structured differently because customers are paying for cloud storage alongside the entertainment services.

Netflix has built a broad Nigerian catalogue combining international titles with local productions such as Blood Sisters, Shanty Town, Aníkúlápó: The Series and The Black Book.

Prime Video has also invested in Nigerian content, with titles including Gangs of Lagos and LOL: Last One Laughing Naija, alongside licensing agreements with local studios.

Apple is entering with a catalogue centred on its own productions, including Severance, Ted Lasso, Silo, The Studio, Shrinking and Pluribus.

Some of its titles have attracted large international audiences. Nielsen recorded 9.3 billion viewing minutes for Severance in the United States during the first half of 2025, placing it fifth among original series during the period.

Apple says Pluribus is its most-viewed drama, while its original films, documentaries and series have recorded more than 900 awards and over 3,800 nominations since the service launched.

The bigger question for Nigeria is whether Apple will make room for more local productions.

Apple’s September announcement did not include a Nigerian originals programme or local production fund. Nigerian producers can still reach the platform through licensing and distribution deals.

Road Trip, a Nigerian miniseries, secured a distribution deal with Apple TV in 2026, providing an example of how local productions can reach the service without being commissioned directly by Apple.

Another Nigerian story on the platform is My Father’s Shadow, a 2026 film set in Lagos during the 1993 Nigerian election crisis. The film is a Mubi production, not an Apple Original.

For Nigerian filmmakers, the distinction is important. Distribution can put a locally produced project on Apple TV, while commissioning would involve Apple directly financing or producing Nigerian content. Apple has not announced such a programme as part of its Nigerian rollout.

For consumers, the immediate benefit is the combination of services. Existing iCloud+ customers can access Apple TV and Apple Arcade without paying for a separate entertainment subscription, while Family Sharing allows the subscription to be shared with up to five family members.

The rollout takes Apple TV to 170 countries globally. In Nigeria, its challenge will be turning access into regular viewing in a market where Netflix and Prime Video already have established audiences and local catalogues.

At N1,300, Apple is giving its existing ecosystem a low-cost entry into streaming. What it does with Nigerian content could determine how deeply it becomes part of the local market.

Jehovah’s Witnesses in Nigeria joins millions worldwide in global campaign

Hundreds of thousands of Jehovah’s Witnesses in Nigeria are joining millions of witnesses around the world in launching a global initiative in this month of September 2026 to offer a free interactive Bible Study program.

No fewer than 9 million Jehovah’s Witnesses worldwide are participating in this global initiative, offering a free interactive Bible study program that teaches practical skills to cultivate hope and happiness as the world runs deep into socio-economic challenges.

In Nigeria, hundreds of Jehovah’s Witnesses have embarked on the life-saving global campaign, offering a free interactive Bible study with people around them.

Speaking on the global campaign, the Spokesperson for Jehovah’s Witnesses in Nigeria, Olusegun Eroyemi, in a press release made available to newsmen in Ibadan today, said the campaign is designed to highlight the practical advice found in the scriptures.

‘The Bible’s timeless teachings have helped people throughout the centuries. It has saved marriages, healed the brokenhearted and taught citizens how to be contributing members of society.

‘We’ve personally seen these benefits in our lives, and we are excited to share them with our neighbours,’ Eroyemi said.

He explained that throughout the campaign, the Witnesses will be distributing copies of ‘Enjoy Life Forever!’, a concise, three-lesson brochure that teaches Bible principles with a variety of methods, including colorful artwork, links to online videos and discussion questions.

He further stated that the campaign will culminate with a special discourse in all congregations of Jehovah’s Witnesses around the world, themed: ‘How Can the Bible Help You?’, adding that this Bible-based lecture will further explain how to obtain a happy and meaningful life; it is free and open to the public.

‘If you would like to learn more about the free interactive program, please visit jw.org > Bible Teachings > Bible Study Course. For details about how to attend the special talk, please visit jw.org > About Us > Meetings > Find a Location Near You,’ the Spokesperson for Jehovah’s Witnesses said.

Refiners seek crude certainty as Dangote IPO draws investors

Nigeria’s refining industry is drawing fresh scrutiny from capital markets as the Dangote Petroleum Refinery advances toward a public listing, intensifying pressure on regulators and oil producers to guarantee the crude supply refiners need to operate at scale.

The question of how Africa’s top oil producer converts new refining capacity into durable economic value will dominate the Nigeria Oil Refining Summit 2026, set for Sept. 28-30 at Eko Hotels and Suites in Lagos.

The gathering, themed ‘Refining for Value: Linking Upstream Supply to Downstream Demand,’ is hosted by the Crude Oil Refinery-Owners Association of Nigeria and produced by The Legend and Legacy Company Ltd.

The summit arrives as the Dangote refinery’s move toward an initial public offering pulls global investors deeper into a sector long defined by fuel imports and idle state-owned plants.

Organisers say that shift has reframed refining as an asset class rather than just an infrastructure project, raising the stakes for Nigeria to prove the economics behind its refining buildout can hold up under investor scrutiny.

‘The Dangote IPO has brought capital markets squarely into the refining conversation,’ said Kunle Odusola-Stevenson, event director of NORS and chief executive officer of The Legend and Legacy Company Ltd. ‘NORS 2026 will take that conversation further by examining how Nigeria can attract capital, strengthen commercial linkages and convert refining capacity into lasting economic value.’

At the centre of that conversation is crude supply – the input refiners say remains their biggest operational risk. Nigeria has installed substantial new refining capacity in recent years, but without predictable, commercially priced feedstock from domestic producers, that capacity cannot consistently translate into output, energy security or foreign-exchange savings, according to summit organisers.

The issue will anchor the summit’s opening session, ‘Guaranteeing Crude Supply for Domestic Refining: From Policy to Commercial Reality,’ which will gather upstream producers, refiners and regulators to work through crude availability, pricing, supply security and the regulatory terms that shape investment decisions.

Confirmed speakers include Adegbite Falade, chairman of the Independent Petroleum Producers Group, and Matthew Bouyer, chairman of the Oil Producers Trade Section, alongside senior representatives from the Nigerian Upstream Petroleum Regulatory Commission, Seplat Energy, Renaissance Africa Energy, Aradel Holdings, Dangote Refinery, Pillar Oil and NNPC Ltd.

Organisers frame the summit’s task plainly: Nigeria already has the refining capacity; what it needs now is the commercial architecture to make that capacity pay off. That means linking crude producers to refiners, refiners to fuel markets, and capital to projects investors consider bankable, while building out the infrastructure needed to support industrial growth around the refining sector.

The three-day event will bring together refiners, upstream producers, regulators, investors, development finance institutions, traders and infrastructure providers, positioning NORS 2026 as a barometer of how far Nigeria’s refining ambitions have moved from installed capacity toward an investable, integrated industry.

Full List: Names of 37 miners who died in NSCDC custody in Niger

The identities of the 37 suspected illegal miners who died while in the custody of the Nigeria Security and Civil Defence Corps (NSCDC) in Niger State have been released.

The victims were among scores of persons arrested during anti-illegal mining operations conducted by the NSCDC in the M.I. Wushishi and Lukoto areas of Niger State on September 15 and 16.

The deaths occurred on Thursday, September 17, after the suspects had been taken into custody in Minna, the state capital.

The circumstances surrounding the deaths have triggered public concern and prompted investigations by the Federal Government and the NSCDC.

The NSCDC initially attributed the deaths to a suspected disease outbreak, while the actual cause remains subject to investigation.

Reports from survivors and other accounts have raised questions about the conditions in which the detainees were held, including allegations of overcrowding and poor ventilation.

President Bola Tinubu subsequently directed a comprehensive investigation into the incident, while Olubunmi Tunji-Ojo, Minister of Interior, suspended Suberu Aniviye, Niger State NSCDC Commandant, and 20 other officers pending the outcome of the probe.

The Federal Government also constituted an independent committee to investigate the deaths.

Reports from survivors and other accounts have raised questions about the conditions in which the detainees were held, including allegations of overcrowding and poor ventilation.

President Bola Tinubu subsequently directed a comprehensive investigation into the incident, while Olubunmi Tunji-Ojo, Minister of Interior, suspended Suberu Aniviye, Niger State NSCDC Commandant, and 20 other officers pending the outcome of the probe.

The Federal Government also constituted an independent committee to investigate the deaths.

The NSCDC has since taken 24 personnel into custody in connection with the incident, including the suspended Niger State Commandant.

The personnel are being investigated over their roles and responsibilities surrounding the detention and deaths of the suspects.

The Corps has also deployed Abdulhamid Kabara as the new commandant of its Niger State Command following Aniviye’s suspension.

Kabara formally assumed office on September 18.

The identities of the 37 deceased persons, as released, are:

1. Ibrahim Sani

2. Fahad Sa’adu

3. Abdulsalam Ismail

4. Usman Aliyu

5. Abubakar Alhaji

6. Sani Nasir

7. Sanusi Khalid

8. Ahmad Aliyu

9. Safiyanu Abdullahi

10. Suleiman Dantala

11. Idris Haruna

12. Sani Yakubu

13. Safiyanu Abubakar

14. Abdullahi Abubakar

15. Abubakar Musa

16. Abdul Mudassir

17. Suleiman Lawal

18. Usman Abdullahi

19. Samuel Sambo

20. Ibrahim Musa

21. Yusuf Nasiru

22. Umar Lawal

23. Isyaku Amisu

24. Bissallah Adamu

25. Abdulbari Suleiman

26. Shafisu Lado

27. Usman Ahmad

28. Usman Ibrahim

29. Sani Isyaku

30. Musa Ibrahim

31. Idris Bashir

32. Kabiru Suleiman

33. Emmanuel Emeka

34. Mu’awiya AbdulKarim

35. Abdul Gafar Abubakar

36. Usman Haruna

37. Yaro Salihu Soba

According to report, the names were provided by the International Human Rights Commission and compared with a list from the General Hospital, Minna. Four of the names, Mu’awiya AbdulKarim, Abdul Gafar Abubakar, Usman Haruna and Yaro Salihu Soba, were indicated as not appearing on the general hospital list.

NDPHC seeks Akwa Ibom help to unlock stalled $2.6million power line

Niger Delta Power Holding Company is asking Akwa Ibom State to help clear the last hurdles on a transmission line that has sat unfinished for nearly 20 years, as the state-backed power firm races to commission the project before the country’s next presidential handover.

Jennifer Adighije, the company’s managing director, raised the request during a visit to Governor Umo Eno, telling him that unresolved compensation claims from communities along the route have become the single biggest obstacle to finishing the 330-kilovolt line. The project was awarded in 2006 under the National Integrated Power Projects program, one of Nigeria’s flagship efforts to expand electricity capacity.

The numbers illustrate how close – and how stuck – the project is. Adighije said the contractor, Anit Energy, has completed roughly 90 percent of the engineering, procurement and construction work, and that towers and conductors worth millions of dollars have already been shipped to the corridor between Adiasim and Ikot Ekpene.

Much of that equipment is now sitting idle across several communities because crews can’t get access. Resolving the outstanding wayleave claims – the compensation owed to landowners and communities for the line’s right-of-way – would cost just under 4 billion naira, based on the company’s most recent valuation, she said.

‘We are therefore pleading for your kind intervention as a shareholder and board member of the company,’ Adighije told the governor, framing the state’s role as central to getting the contractor back on site.

NDPHC’s target is to commission the line before May 29, 2027 – the date tied to Nigeria’s next transfer of presidential power – though Adighije said that timeline depends on the community issues being resolved first.

The visit also touched on broader plans for the state’s power sector. Adighije pointed to Akwa Ibom’s growth in hospitality, commerce and industry as a driver of rising electricity demand, and said NDPHC – which she described as a backbone of Nigeria’s transmission and generation infrastructure – wants to support that expansion. She congratulated Eno on the recent creation of the Akwa Ibom State Electricity Regulatory Commission, noting that NDPHC has already begun talks with the new body over market rules for the state. A joint working group, she said, is now reviewing NDPHC’s existing assets in Akwa Ibom to see how they can extend power access to underserved areas, tying the effort to the governor’s ARISE Agenda.

Patrick Obahiagbon, NDPHC’s executive director for strategy and commercial affairs, used the visit to praise Eno’s handling of the state’s political landscape, comparing his administration to ‘a locomotive engine moving ceaselessly.’

Eno, for his part, committed to bringing the matter to the State Executive Council, saying the government would look at what support it could offer to move the project forward. He stopped short of specifics.

The stakes extend beyond one transmission line. Akwa Ibom is trying to build out an electricity market of its own even as it courts industrial and hospitality investment, and a functioning 330kV connection would feed directly into that push – as well as into the wider national grid. NDPHC’s more immediate concern, though, is simpler: get the contractor back to work before deployed equipment sitting exposed in host communities degrades further, and before another dry season passes without resolution.

Lower commissions, weaker fares squeeze ex-Uber drivers’ earnings

Former Uber drivers who have moved to other ride-hailing platforms are facing shrinking earnings as lower commissions fail to offset declining fares and rising operational costs, limiting the amount they retain from daily trips.

The earnings pressure comes as Uber’s exit from Nigeria on September 2, 2026, after 12 years in the market, pushed many of its drivers to rival platforms such as Bolt, inDrive and others.

Prince Seun, an app-based driver, told BusinessDay he previously earned N70,000 daily on Uber, which deducted 38 percent in commission when they completed fewer than 20 trips.

On Bolt, Seun now earns about N50,000 daily and pays a 25 percent commission. Based on the driver’s figures, the amount left after platform commission, fell from N43,400 on Uber to N37,500 on Bolt, a difference of N5,900 daily, despite paying a lower rate, highlighting how changes in fares and gross earnings can outweigh the benefits of reduced platform charges.

‘The earnings pressure extends beyond individual drivers,’ Jaiyesimi Azeez, Lagos State chairman of the Amalgamated Union of App-based Transporters of Nigeria (AUATON), said.

In a breakdown of daily expenses, Azeez estimated that a driver generating N60,000 in gross fares could spend N16,200 on commission, N25,000 on fuel, N6,000 on feeding, N2,000 on miscellaneous expenses and N10,000 on vehicle remittance.

His calculation brings total daily expenses to N59,200, leaving N800 from the gross earnings, based on an assumed commission rate of 27 percent.

Azeez said the estimates cover expenses such as repairs, tyres, routine servicing and levies, while vehicle remittances reflect payments made by drivers who work with cars owned by others. He claimed that about 90 percent of e-hailing drivers do not own their vehicles.

For former Uber drivers, the shift to other ride-hailing platforms has not necessarily delivered the financial relief they were expecting.

This experience underscores the financial challenges currently facing some drivers as they move between ride-hailing platforms, where commissions rate, trip volumes, and fares determine how much operators retain before accounting for fuel, maintenance, and order expenses.

Another driver, who spoke with BusinessDay on condition of anonymity, attributed the company’s departure to what they described as a combination of high commissions, reduced fares, relaxed vehicle standards and poor engagement with drivers.

The driver said Uber initially attracted operators with relatively high fares and strict vehicle requirements, allowing some drivers to earn reasonable returns from just three or four trips a day.

‘However, the company subsequently reduced fares while maintaining commissions of about 35 percent, making it increasingly difficult for operators to cover fuel and other operating expenses.

‘When the fare is so poor and you still want to take 35 percent of something that’s already poor, how do you expect drivers to survive?’ she said.

The driver added that some operators began taking rides offline to avoid platform commissions, while others stopped using the app, describing the practice as one of the factors that contributed to Uber’s departure

For former Uber drivers, the shift to rival platforms has therefore made the headline commission rate only one part of the earnings equation.

As fares fluctuate and fuel, vehicle maintenance and other operating costs remain high, drivers say their ability to earn sustainably will depend on how much they retain after all deductions and expenses, rather than on lower platform commissions alone.

Delta expands Los Angeles Network, opens more U.S. travel options for Nigerian travellers

Next summer, Delta will operate the largest and most premium experience in its history at LAX. Together with its partners, Delta will offer more than 200 daily departures at the summer peak. That scale, combined with Delta’s premium offering, transformed airport experience and deep roots in the Los Angeles community, further strengthens its position as Los Angeles’ #1 airline*.

‘Los Angeles shapes, transforms, and influences the world, and LAX is proud to be the gateway connecting travellers to our city.’ said Courtney Moore, Chief Revenue and Experience Officer at Los Angeles World Airports. ‘Our airline partners’ investment in connectivity helps strengthen Los Angeles’ position as a leading global destination. As we continue transforming LAX, growing our network alongside the airport experience is an important part of creating the world-class gateway Los Angeles deserves.’

For travellers, Delta’s investment in Los Angeles is part of a broader expansion of connectivity across the United States.

Delta operates nonstop services between Lagos and Atlanta, providing Nigerian travellers with access to the airline’s extensive U.S. network through its Atlanta hub. The expanded Los Angeles operation adds another important dimension to Delta’s wider transcontinental network, particularly for travellers whose final destinations are in the western United States or who are connecting onward to destinations across the Pacific.

Los Angeles also provides access to Delta’s international network, with the airline serving 25 international destinations from LAX, including cities across the South Pacific and Asia.

This means Nigerian customers travelling to destinations such as California, the U.S. West Coast or onward destinations in the Pacific can have additional routing options when planning their international journeys.

The expansion is also accompanied by investment in the premium travel experience.

Delta has continued to develop its facilities at LAX through its $2.3 billion Sky Way project, which connects Terminals 2 and 3 and provides customers with an enhanced airport experience.

Delta One customers have access to dedicated check-in facilities, private TSA security screening and Delta One Lounges. The airline also plans to further expand its lounge presence at LAX, with an additional Delta Sky Club scheduled to open in 2027.

Onboard, Delta continues to invest in its premium cabins and customer experience. Delta One customers will benefit from an expanded wine programme featuring selections from leading California and international wineries, while eligible customers across the network can also access fast, free Wi-Fi and Delta Sync entertainment.

For Nigerian travellers flying long-haul to the United States, these investments reflect the increasing emphasis on the overall journey, from airport facilities and connectivity to onboard comfort and entertainment.

The Los Angeles expansion forms part of Delta’s continued investment in its U.S. network as demand for domestic and international travel evolves.

With more than 200 daily departures planned from LAX at the peak of the summer 2027 schedule, Delta is positioning the airport as an increasingly important gateway for customers travelling between the United States and destinations across the globe.

For Nigerian travellers, the expanded network offers more possibilities for reaching different parts of the United States and connecting onward to international destinations, while Delta’s Lagos-Atlanta service continues to provide a direct link between Nigeria and the airline’s wider U.S. network.

Dangote confirms 2028 IPO for fertiliser business

Aliko Dangote, Africa’s richest man, has confirmed plans to list the group’s fertiliser business in 2028, as the conglomerate seeks to bring more investors into its businesses.

Dangote disclosed this during an interview at the Qatar Economic Forum recently, noting that the fertiliser business would be taken public as part of efforts to expand ownership across the group.

‘We will IPO it. It’s going to be the biggest fertiliser company on earth,’ he said.

Asked when the listing would take place, Dangote said, ‘Yes, it will be 2028.’

The confirmation provides the latest public timeline for the proposed listing of the fertiliser business.

Dangote Fertiliser operates a $2.5 billion fertiliser plant in Ibeju-Lekki, Lagos, with an annual production capacity of about three million tonnes of urea.

Dangote said the group is seeking to bring more investors into its businesses, after historically operating its ventures without partners.

‘We have actually everything we do by ourselves. We don’t have partners. But that’s why we are now looking for all these massive number of people to now become our partners,’ he said.

His comments come as the ongoing initial public offering of Dangote Petroleum Refinery has drawn strong interest from Nigerian retail investors.

The refinery’s share offer, marketed as the ‘people’s IPO’, has also triggered a wave of social media jokes from new shareholders portraying themselves as co-owners and executives of the business.

Acknowledging the trend during the interview, Dangote joked that the new shareholders had been calling for a board meeting.

‘You must have seen that they’ve been calling me now for a board meeting,’ he said.

The fertiliser IPO would give investors another opportunity to take stakes in one of Dangote Group’s major businesses, following the refinery’s recent move to open its ownership to the public.