Category: Business Day

The Presidential candidates of the Accord Party, African Action Congress (AAC) and Social Democratic Party (SDP) have resolved to work together towards a common democratic force ahead of the 2027 presidential election, in what could become a significant realignment of Nigeria’s opposition politics.

The three candidates, Gbenga Olawepo-Hashim of Accord; Omoyele Sowore of AAC and Adewole Adebayo of the SDP, reached the resolution after a meeting in Port Harcourt, Rivers State where they deliberated on Nigeria’s democracy, economy and security during the weekend.

They expressed concern over the concentration of political power, weakening of democratic institutions and shrinking space for genuine political competition, warning that Nigeria risks moving from competitive multi-party democracy towards what they described as ‘a coronation disguised as an election.’

The leaders consequently resolved to align their political forces towards presenting Nigerians with a joint democratic alternative in 2027.

The proposed alliance will seek to mobilise workers, youths, women, professionals, entrepreneurs, civil society organisations and Nigerians across ethnic, religious, regional and political divides.

Further consultations, they said, would determine the structure, modalities and presidential candidate of the proposed alliance.

‘The larger national interest must take precedence over individual political ambitions,’ they declared.

The three presidential candidates demanded an immediate review of cases involving Nigerians detained or imprisoned over political expression, self-determination advocacy or the peaceful exercise of constitutionally protected rights.

They specifically called for the immediate release of Mazi Nnamdi Kanu, whose agitation has centred on the political rights and aspirations of the Igbo people, and Bichia Maisango, whom they identified as an advocate of Hausa Zallah cultural rights.

They also called for an end to what they described as the legal and political persecution of Omoyele Sowore over his political activities.

The leaders stressed that their position did not necessarily amount to an endorsement of the views or methods of the individuals concerned.

‘Democratic societies must accommodate dissent and peaceful disagreement,’ they said.

The three candidates called on the international community, democratic governments, regional institutions and international democracy and human-rights organisations to closely monitor Nigeria’s democratic trajectory.

They expressed concern over alleged attempts by individuals within the security architecture, electoral institutions, judiciary, legislature and executive to weaken opposition parties, manipulate public institutions and frustrate genuine political competition.

While rejecting foreign interference in Nigeria’s sovereign affairs, they called for accountability where individuals abuse public office or institutional authority to undermine constitutional democracy.

They urged international partners to document credible evidence of democratic reversals and consider targeted sanctions, including visa restrictions and other lawful measures, against individuals credibly established to have participated in such activities.

‘Nigeria’s multi-party democracy must be preserved. No individual, political party, security agency, electoral official or institution is bigger than the Nigerian Constitution,’ they declared.

The leaders also criticised the economic policies of the President Bola Ahmed Tinubu administration, particularly fuel subsidy removal and currency devaluation, which they said had contributed to rising living costs, declining purchasing power, unemployment and widespread economic hardship.

They called for urgent economic reforms, including substantial salary reviews towards a genuine living wage, stronger domestic production, investment promotion, job creation and measures to reduce inflation.

On insecurity, they demanded a proactive national security strategy built around intelligence, technology, adequately equipped security forces, community cooperation, economic opportunity and effective prosecution.

They rejected what they described as appeasement, selective enforcement and political complicity that enables violent groups to operate with impunity.

The three candidates pledged to defend Nigeria’s multi-party system and reject political monopolisation.

‘A democracy without meaningful opposition is merely an electoral ritual,’ they said, affirming their commitment to the constitutional right of Nigerians to form political parties, contest elections, disagree with government and offer alternative programmes without intimidation.

They also declared that national unity must be founded on justice and inclusion.

‘Unity cannot be built by suppressing differences; it must be built by guaranteeing justice within diversity,’ they said.

The proposed alliance, according to the leaders, is not merely an anti-incumbency arrangement but an attempt to develop a credible governing alternative based on democratic accountability, economic justice, security, institutional reform, social inclusion and national development.

They resolved to continue consultations with other presidential candidates, political parties, organised labour, civil society organisations, professional associations, youth and women’s groups, traditional institutions and religious bodies.

They called on Nigerians committed to democracy and accountable government to join the process.

‘The 2027 election must be a genuine contest over Nigeria’s future, rather than a predetermined political coronation. Nigeria belongs to its people. Political power belongs to the people. The ballot belongs to the people.’

They concluded by urging Nigerians to defend the country’s Constitution and multi-party democracy peacefully.

‘The time has come for Nigerians to rise, not with violence, but with courage; not with hatred, but with organisation; not against Nigeria, but in defence of Nigeria.’

Meanwhile, the Movement for Democratic Renewal (MDR) for the South-South and South-East zones was launched on Saturday in Port Harcourt, Rivers State, with speakers calling for unity of purpose to rescue the country.

The MDR is Co-Chaired by Gbenga Hashim and the NLC President Comrade Joe Ajaero .Leaders of NLC gathered with leaders of industrial unions at the NLC Labour House, Port Harcourt, to confront what they described as a fundamental national question, How do we rescue Nigeria’s democracy and restore hope to millions of our people?

The Co-Chairman of the movement, Dr. Gbenga Hashim, said Nigeria had always been a great country but that recent leaders had conspired to make it small.

According to him, ‘the prosperity in Nigeria continued until 1976 and Nigeria was a lender, not a borrowing nation.

‘Today, industrialisation has gone out of Nigeria.

‘But we must rescue our democracy. Any democracy that abandons the welfare of the workers is a mirage.’

Also speaking, Adebayo Adewole, presidential candidate of the Social Democratic Party (SDP), urged Nigerians to reject intimidation and political pressure.

‘All workers must vote, because our problem is that our leaders today see themselves as colonial masters in black skin.’

He stressed the importance of ideological unity, saying, ‘Unity is important. For people, we can only be united by ideology. You must raise cadres not for protest alone, but for government.’

Denja Yakub, who represented Joe Ajaero, NLC president at the event, said Nigerians could not depend on others to rescue the country.

‘Nobody will fight for us. We need to fight for ourselves,’ he said.

He added that ‘there will never be industry for us if we don’t have worker-friendly people in power.’

The NLC Chairmen of Rivers, Akwa Ibom, Cross River, Bayelsa, Edo, Enugu, Anambra, Imo, Abia and Ebonyi attended the event, alongside leaders representing industrial unions, civil society and faith-based organisations.

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.

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.

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.

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.

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.

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.

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

The National Commission for Nomadic Education has sought the collaboration and partnership of the Enugu State Universal Basic Education Board (ENSUBEB) towards the effective implementation of the Accelerated Basic Education Programme (ABEP) in the State, with particular focus on reducing the number of out-of-school children and youths among nomadic communities.

The Commission’s Executive Secretary, Haruna Bashir Usman, a professor, represented by Rose Nwaji, a director in charge of planning, research and statistics of the Commission, paid a strategic visit to ENSUBEB to formally share the reports and findings from their study and enrolment-drive activities conducted in ten selected Local Government Areas of Enugu State.

The council areas are Aninri, Awgu, Enugu East, Ezeagu, Igboetiti, Igboeze North, Isi-Uzo, Nsukka, Oji River and Udenu LGAs.

The study, undertaken last year according to Nwaji, was designed to ascertain the number and locations of children and youths of school age who were outside the formal education system, particularly within nomadic communities.

The findings, which showed that Isi-Uzo LGA has the highest number of Nomadic out-of-school children at 372 followed by Aninri with 206 Nomadic out-of-school children amongst others, have provided important data on the magnitude of the challenge and the educational needs of the affected children.

Presenting the findings, Chidiebere Ugwu from the Audit Department, explained that the information gathered during the study and subsequent enrolment drive had enabled the Commission to develop an educational approach that takes into consideration the peculiar environment and circumstances of the children.

He noted that the curriculum and programme framework developed from the findings would be aligned with the curriculum being implemented in conventional schools while incorporating appropriate adaptations to make learning relevant and accessible to children in nomadic communities.

He further emphasised that the ultimate objective is to ensure that every child and youth of school age is given an opportunity to access education, regardless of location, lifestyle, or socio-economic circumstances.

The delegation further explained that the National Commission for Nomadic Education is one of the implementing partners of the Accelerated Basic Education Programme (ABEP) in selected pilot states for nomadic out-of-school children and youths.

They therefore, called for a strong partnership with ENSUBEB to ensure that the programme is effectively implemented in Enugu State, as such collaboration would be critical to translating the findings of the research and enrolment drive into actual school enrolment, retention and learning outcomes.

The proposed partnership is expected to facilitate stronger coordination between the Commission and ENSUBEB in areas including identification of out-of-school children, community mobilisation, enrolment, curriculum implementation, teacher support, monitoring and evaluation.

Responding on behalf of the Executive Chairman of ENSUBEB, Uche Eze, permanent member II, welcomed the delegation and commended the Commission for undertaking a research-based approach to addressing the out-of-school children challenge.

Eze particularly appreciated the decision to share the reports and findings with ENSUBEB, describing reliable data as essential to effective educational planning and intervention.

She assured the delegation of ENSUBEB’s readiness to explore areas of collaboration and partnership that would contribute to the successful implementation of ABEP and expand access to basic education for children and youths who are currently outside the school system.

The Permanent Member extolled the leadership vision of the Governor of Enugu State, Peter Mbah, especially his unprecedented investment in basic education through the construction of 267 Smart Green Schools across the state’s 260 political wards.

According to her, the Smart Green Schools initiative has created a strong infrastructure base for the state’s campaign against educational exclusion and provides an opportunity to accommodate more children who are currently outside the school system.

Eze emphasised that the construction of schools must be complemented by deliberate strategies to identify children who are not attending school and bring them into the system.

She noted that the ABEP initiative and the intervention of the National Commission for Nomadic Education were therefore, timely, particularly because they focus on children and youths whose circumstances may have prevented them from benefiting from conventional education.

Kunu Aya is a tiger nut nutritious drink that is relished in Nigeria and some other parts of the world. Coming all the way from Northern Nigeria, Kunu is a culinary narrative coined around nutrition, indigenous knowledge, agriculture, hospitality and cultural identity.

It can popularly be described as tiger-nut drink or tiger-nut milk and can be showcased as one of Nigeria’s indigenous beverages whose cultural significance is much greater than the attention it receives. This includes its taste, aroma, colour and texture.

Made principally from tiger nuts, the small edible tubers of Cyperus esculentus have this long history of human consumption in different parts of the world, including Africa and the Mediterranean. Spain, for instance, is famous for horchata de chufa, another beverage made from tiger nuts.

Growing up and relating with our Northern neigbours, our nutritional relationship was so deep that the word ‘OFIO’ was virtually a household name at that time and today is not left out tiger nut is still a household name

Kunu Aya, however, represents its own cultural food tradition, with its distinctive use of locally familiar ingredients and preparation practices. Known differently as Kunu Aya, Kunun Aya, Kunu Ayaya, Ofio drink or tiger-nut milk, the beverage is traditionally produced from tiger nuts, and often combined with dates and, depending on the recipe, ginger, cloves, coconut or other spices, and debino, also known as dates as well as banana.

A sweet irresistible drink and a refreshing beverage, Kunu as it popularly called is a tropical drink that is best served

Chilled.

Creamy, naturally sweet and often delicately spiced, the drink has long been part of the drink culture of Northern Nigeria yet beyond its taste, lies a remarkable story of tradition, culture and heritage.

This non-alcoholic drink is widely associated with communities where tiger nuts have traditionally been cultivated, traded and consumed. However, today, tiger nut drinks are quite ubiquitous across the nation.

The preparation involves sorting and washing tiger nuts, soaking them to soften the tubers, blending them with water and extracting the resulting liquid through filtration. Dates and spices may then be added according to the producer’s recipe.

Kunu represents an entire foodway, a chain of knowledge that connects the farmer who grows the nuts to the trader who sells it, to the woman or family that prepares the beverage, the vendor who serves it and the consumer who drinks it. And this is why Kunu Aya deserves serious consideration in Nigeria’s conversation about intangible cultural heritage.

Presently, the drink can be found in markets, super marts, homes, restaurants and food businesses across different parts of the country. Studies of indigenous Nigerian beverages now routinely include tiger-nut drinks alongside other traditional beverages such as fura and zobo.

The spread is significant because it demonstrates how food traditions move. A drink can begin within a particular cultural community and, through migration, trade, urbanisation and intermarriage, become part of a wider national food culture without losing the story of its origin.

That is what has happened, to a considerable extent, with Kunu Aya.

The nutritional value of Kunu Aya comes majorly from tiger nuts, although the final nutritional composition depends on the recipe, quantity of tiger nuts used, dilution and additional ingredients. It contains dietary fibre, carbohydrates, fats, protein and minerals, and scientific reviews have identified compounds such as oleic acid and other bioactive substances in the tuber.

Research on tiger-nut milk has however attracted interest because of its nutritional and functional properties. A Nigerian study published in the European Journal of Nutrition and Food Safety analysed laboratory-produced Kunu Aya made from tiger nuts

The tiger nut itself is an extraordinary little crop. Despite its name, it is not a tree nut but a tuber. Scientific reviews describe it as a food containing carbohydrates, lipids, protein, dietary fibre, vitamins, minerals and bioactive compounds. Its nutritional composition has made it increasingly interesting to food scientists and the health-conscious consumer.

That nutritional profile helps explain why Kunu Aya has survived as a traditional food while also finding new life among contemporary consumers looking for plant-based and locally sourced alternatives to conventional milk drinks and soft drinks. Tiger nuts are particularly notable for their dietary fibre and oil content. Their fat contains a high proportion of unsaturated fatty acids, including oleic acid, the same monounsaturated fatty acid prominently found in olive oil.

A recent 2026 study examining tiger-nut tubers found oleic acid to be the predominant fatty acid and identified potassium as the most abundant macromineral in the samples studied. The researchers also found antioxidant activity and phenolic compounds, particularly in the skin of the tuber. There is therefore considerably more in that little tuber than its sweet, crunchy taste suggests.

The fibre is important for digestive health, while the combination of carbohydrates, fats and plant protein contributes to the food’s nutritional value. Tiger nuts also provide minerals including potassium, magnesium, phosphorus, calcium, iron and zinc, although the amount that eventually reaches a glass of Kunu Aya depends on the quantity of tiger nuts used, how much water is added and the preparation method.

The traditional preparation is quite remarkable as well. Kunu Aya is not produced by simply squeezing liquid out of a nut. The tiger nuts are traditionally sorted, washed and soaked to soften them. They are then blended or ground with water and strained to separate the liquid from the fibrous residue. Dates may be incorporated for sweetness, while ginger, cloves or coconut can provide additional flavour. What emerges is a smooth, milky beverage with a distinctive nutty sweetness.

The process is itself a form of food knowledge. Someone has to know how to select good tiger nuts. Someone knows how long they should be soaked. Someone knows the right quantity of water. Someone knows how much ginger or date is enough. Someone knows when the drink has reached the desired consistency. And, traditionally, someone teaches somebody else.

That is the part of its narrative that may easily be overlooked. The drink is not simply the liquid in the bottle. The knowledge of producing it is part of the heritage. This is essential at a time when many traditional food practices are disappearing under the pressure of urbanisation, changing lifestyles and the dominance of commercially produced foods.

The nutritional argument for Kunu Aya is also becoming stronger as scientific interest in tiger nuts grows. A 2022 review described the crop as containing lipids, protein, starch, fibre, vitamins, minerals and bioactive compounds and noted its potential applications in beverages, snacks, gluten-free foods and other products. A 2024 review involving Nigerian researchers examined the biological and bioactive components of tiger nuts and discussed their potential relevance to digestive, cardiovascular and metabolic health.

But responsible food journalism requires an important qualification. Kunu Aya should not be presented as a miracle drink. Popular claims have sometimes portrayed tiger-nut beverages as cures for infertility, erectile dysfunction, diabetes, hypertension and other conditions. The scientific evidence does not justify such sweeping claims. Research on tiger nuts has identified promising nutritional and biological properties, but much of the evidence concerns the tuber itself, laboratory studies or early-stage research rather than clinical trials proving that Kunu Aya can treat disease.

Dates, for example, can provide natural sweetness as well as carbohydrates and minerals. Ginger and cloves contribute aromatic compounds and phytochemicals. Coconut, where used, adds fat and flavour. The result is a beverage that brings several indigenous food ingredients together in a single preparation.

It is also naturally dairy-free when prepared traditionally, making it attractive to people who avoid dairy products. Its plant-based character gives it a place in the growing global conversation about alternative beverages and sustainable food systems.

There is also an economic story waiting to be told.

Behind Kunu Aya are farmers cultivating tiger nuts, traders moving them through markets, processors turning them into beverages, women and families preserving traditional preparation knowledge and young entrepreneurs developing new brands and packaging.

Tiger nuts themselves have commercial possibilities beyond the drink. They can be processed into flour, oil and other food ingredients, while the residue from processing can potentially be put to other uses. Recent research has increasingly examined tiger nut as an underutilised crop with applications across the food industry. For Nigeria, that creates an opportunity to connect food heritage with agriculture, entrepreneurship and the creative economy.

It is however pertinent to note that Kunu Aya is a fresh beverage and, unlike commercially sterilised soft drinks, it can spoil relatively quickly. Water quality, cleanliness of equipment, handling, packaging and storage temperature matter enormously. Nigerian research into Kunu Aya has raised concerns about microbial quality and the need for hygienic preparation.

If Kunu Aya is to move from roadside refreshment to nationally recognised heritage beverage and potentially to international markets, Nigeria must combine traditional knowledge with modern food-safety standards. Safe water, hygienic processing, appropriate refrigeration, suitable packaging and accurate labelling should become part of the modern Kunu Aya story.

Around the world, UNESCO’s Intangible Cultural Heritage framework is increasingly recognising foodways-not simply foods themselves, but the knowledge, skills, practices and social relationships surrounding their production and consumption.

In 2024, UNESCO inscribed ten foodway-related elements on its Representative List, including the skills related to Attiéké production in Côte d’Ivoire, Tomyum Kung in Thailand and traditional Minas cheese-making in Brazil. UNESCO noted that these foodways demonstrate the profound social, cultural and communal roles food can play.

The Attiéké example is particularly instructive for Nigeria. UNESCO’s description does not celebrate cassava simply because it is nutritious or because the dish is popular. It recognises the knowledge and skills surrounding production, the roles of women and men, the transmission of knowledge through families and communities, the food’s role in ceremonies and social life, and its contribution to cultural identity and livelihoods.

That is the kind of argument that could be made for Kunu Aya. The case for Kunu Aya’s heritage significance should therefore not be reduced to the statement that ‘Nigeria has a healthy traditional drink.’ The stronger argument is that Nigeria possesses a living body of knowledge surrounding the cultivation, preparation, serving, consumption and transmission of Kunu Aya, particularly within communities where the tradition has cultural roots.

The women who prepare it have knowledge. The farmers who grow the tiger nuts have knowledge. The traders who understand the crop have knowledge. The families who pass the preparation technique from mother to daughter, father to son or elder to younger generation have knowledge. The social occasions where it is served have meaning. The language used to describe it has meaning.

The variations in preparation have meaning. And the changing way young Nigerians are adapting it for contemporary markets is also part of the story of living heritage.

That is why documentation matters. Nigeria should be recording the oral histories of the people who have made Kunu Aya for decades. Researchers should document regional names, preparation methods, ingredients, rituals, occasions, agricultural practices and the changing role of the beverage in Nigerian society.

Digital media can make this possible on a scale previous generations could not imagine. A farmer can be filmed explaining how tiger nuts are cultivated. A grandmother can demonstrate how the traditional drink is prepared. A food historian can explain its regional significance. A nutritionist can explain what is actually in the beverage. A food-safety expert can demonstrate safe processing. A young entrepreneur can show how traditional Kunu Aya is being adapted for today’s consumer. Together, these stories become an archive.

And an archive becomes a safeguard against forgetting.

There is a deeper reason Nigeria should care. For too long, the country’s cultural diplomacy has been dominated by music, film, fashion and sport. These are important, but the Nigerian table is another powerful ambassador. Food crosses borders without needing a visa.

A plate of jollof rice can start a conversation about Nigeria. Suya can introduce someone to Northern Nigerian grilling traditions. Egusi can tell a story about indigenous crops and culinary creativity. And Kunu Aya can tell the story of tiger nuts, Northern Nigerian food culture, indigenous processing knowledge and a nation increasingly rediscovering its culinary heritage.

I believe that a glass of Kunu Aya served at an international cultural event could be more than refreshment, it could be culinary diplomacy and tell a foreign visitor that Nigerian heritage is not only found in monuments and museums. It lives in kitchens, farms, markets and recipes.