Category: Daily Trust

The constitution of the All Progressives Congress (APC) Presidential Campaign Council for the 2027 election is a significant step towards organising the party’s machinery for the contest ahead.

With President Bola Ahmed Tinubu as Chairman and former Zamfara State Governor, Senator Abdulaziz Yari, as Director-General, the council brings together experienced political leaders from across the country.

However, beyond the calibre of individuals appointed, the effectiveness of a campaign council will ultimately depend on how well it reflects the diversity of the country it seeks to mobilise. Nigeria is a federation of more than 250 ethnic groups, six geopolitical zones, diverse faiths, generations, and social interests.

A presidential campaign that seeks a national mandate must, therefore, be seen not only as politically competent but also as genuinely inclusive.

The APC leadership deserves commendation for recognising the importance of women and youth mobilisation in the campaign structure. The published council includes dedicated positions for women mobilisation, youth mobilisation, and persons with disabilities, among others.

Yet, there is still room to deepen this inclusiveness by ensuring that the broader membership of the council provides a stronger reflection of Nigeria’s geographical, gender and demographic spread.

This is not merely about satisfying the principle of representation. It is about political strategy.

Beyond geographical and demographic representation, the composition of the council should also take into account the value of political heavyweights whose records of leadership, governance and electoral mobilisation can add considerable depth to the campaign.

Nigeria’s political landscape has produced governors, former governors, former presiding officers of the National Assembly, former ministers, senators, party leaders and other statesmen whose experience could be invaluable to a presidential campaign of national scale.

Some of these leaders have built formidable political structures, successfully contested and won elections, managed complex political coalitions and governed states with diverse populations.

Their inclusion would bring not only political stature but also institutional memory, strategic insight and established networks that could strengthen the campaign’s reach at both national and grassroots levels.

The APC should therefore consider creating sufficient room for respected political figures with demonstrable track records of political leadership, particularly those who have consistently contributed to the growth and stability of the party.

Personalities such as Senator George Akume, the incubent Secretary to the Government of the Federation, former Governor of Benue State, and former Minister of Special Duties, Dr. Ramatu Tijjani Aliyu, the first elected Woman Leader of the ruling All Progressives Congress, former Minister of State, FCT, a great mobilizer, Festus Kayamo SAN, a former Minister of State for Labour and Productivity and current Minister of Aviation and Airospace, Sen. Almakura Tanko, former Governor of Nasarawa State, among other personalities, can serve as bridges between the national campaign structure and influential political constituencies across the states.

Also, the inclusion of such personalities can help to manage the complex negotiations and alliances that inevitably accompany a presidential election.The importance of experienced political leaders becomes even more apparent in a contest as consequential as the 2027 presidential election.

There are areas in which veteran politicians with decades of experience can make a difference.

There is also strategic value in bringing together different generations of political leadership.

The wisdom and institutional memory of established political figures can complement the energy, innovation, and digital sophistication of younger leaders.

Rather than choosing between experience and youth, the APC can build a campaign structure in which both reinforce each other. Equally important is the inclusion of political leaders who command respect beyond their immediate states or geopolitical zones.

A presidential campaign should benefit from individuals whose influence cuts across regional, ethnic and political boundaries.

Their presence can help communicate the message that the APC’s 2027 campaign is not simply seeking votes but building a broad national coalition around the Renewed Hope agenda.

The principle should therefore be simple: every person brought into the campaign council should contribute something measurable to the collective objective-political experience, grassroots structure, national visibility, professional competence, demographic reach, communication capacity or a trusted constituency.

In that regard, expanding the council to accommodate more political heavyweights with proven records would not constitute an admission of weakness in the existing structure. It would demonstrate confidence in the strength of the APC’s political family and its willingness to deploy every available asset towards victory.

Women constitute a formidable electoral constituency; young Nigerians represent an enormous voting population; persons with disabilities, professionals, traditional institutions, community leaders, and grassroots organisers all possess networks that can influence electoral outcomes.

Giving such constituencies meaningful places at the campaign table allows the party to better understand their concerns and communicate its message through trusted voices.

The APC’s presidential campaign must therefore be visibly national in character, with credible representatives from the North-West, North-East, North-Central, South-West, South-East, and South-South since each zone has its peculiar political dynamics, aspirations, and concerns.

A campaign council that mirrors this diversity will be better positioned to develop messages and strategies that resonate across the federation rather than appearing concentrated around a few political centres.

Gender representation deserves particular attention.

Women should not be viewed principally as mobilisers who fill campaign grounds or deliver votes.

They should also be recognised as strategists, policy voices, administrators, communicators, and political leaders.

The presence of women in decision-making positions within the campaign structure would send a powerful message that the APC values their contribution beyond electoral mobilisation.

The same principle should apply to young people.

If the party hopes to win the confidence of a youthful electorate, young Nigerians must have more than symbolic representation.

They should be given responsibilities that place them at the centre of digital strategy, communications, policy messaging, grassroots mobilisation, and voter engagement.

The campaign of the future can not be designed entirely through the political language and structures of the past.

There is, therefore, a compelling case for expanding the membership of the council where necessary to accommodate more credible representatives across regions, gender and generations.

Such an expansion need not diminish the authority of those already appointed. Rather, it would strengthen the council by adding voices, networks, and perspectives capable of extending its reach to every constituency.

The APC should approach the 2027 presidential election with the understanding that victory will require more than political structures.

It will require a broad coalition of Nigerians who feel represented, respected, and heard.

An inclusive campaign council can become a symbol of that coalition.

President Tinubu’s re-election campaign should consequently be presented as a national project, not the project of a particular region, gender, generation, or political bloc.

The broader the tent, the wider the reach.

The wider the reach, the stronger the possibility of building the national consensus required for victory.

In politics, representation is not merely about who occupies a seat; it is about who has a voice in shaping the journey.

The APC has taken the first step by constituting its Presidential Campaign Council.

The next step should be to make that council as reflective as possible of the Nigeria it seeks to lead.

Borno State Governor, Prof. Babagana Umara Zulum, has constructed and handed over a 42-room patients’ apartment to the University of Maiduguri Teaching Hospital (UMTH), to support healthcare development.

Commissioning the project at the hospital premises, Zulum said the facility was designed to alleviate the sufferings of patients’ relatives and visitors, many of whom travel long distances from various parts of the region to seek specialised medical care at the tertiary health institution.

This latest intervention at UMTH preceded previous interventions by the governor, including N100 million to support the hospital’s funding gaps for medical consumables and other needs, and the construction of 24 three-bedroom apartments for medical staff to reduce housing shortages and keep doctors closer to patients.

In addition, Zulum has ordered the release of N1 billion in financial support to facilitate kidney transplant and maternal health services at the hospital.

He also provided a N500 million intervention following the 2024 flood disaster.

The chief medical director of UMTH, Professor Ahmed Ahidjo, expressed gratitude to the governor and commended him for his relentless support.

Two teenagers have drowned in a river at Askplaye community in Kaduna State following torrential rainfall that affected parts of the state.

The victims were identified as Suleiman Yakubu, 19, and Abubakar Mohammed, 17.

Details of the incident remained sketchy as of Monday, but the National Emergency Management Agency (NEMA), North-West Operations Office, Kaduna, confirmed the incident.

The agency said the bodies of the two victims were yet to be recovered.

In a statement posted on its official Facebook page, NEMA said its North-West Operations Office, in collaboration with the Kaduna State Emergency Management Agency (KADSEMA) and other stakeholders, had continued to assess the flood situation following torrential rainfall that lasted for approximately four consecutive days, from Thursday to Monday, across parts of Kaduna metropolis.

It said the Head of Operations, Hajia Halima Suleiman, led the assessment team to communities affected by the flood to ascertain the extent and impact of the floodwaters.

According to the agency, some communities experienced flash floods which submerged roads and temporarily trapped some residents in their homes.

The flooding also disrupted movement, forcing residents to navigate through affected areas with caution. NEMA said Suleiman also visited the bereaved family of Yakubu to condole with them over the loss and offer support.

The agency said NEMA, KADSEMA and other emergency responders would continue to monitor the situation and assess the needs of affected communities to facilitate an appropriate response.

When I arrived in Jeddah on August 15 for the Strategic Business Leadership Programme jointly organised by the Islamic Development Bank Institute (IsDBI) and Prince Mohammed Bin Salman College of Business and Entrepreneurship (MBSC), I expected to learn about strategy, decision-making and organisational leadership.

I did.

But I left with something more profound: a renewed understanding that before we can lead organisations, institutions or countries, we must first learn to lead ourselves.

That may sound like a familiar leadership cliché. After all, Nigeria has no shortage of leadership conferences, seminars, motivational speakers and management courses.

But there is a difference between learning the vocabulary of leadership and genuinely examining the human being behind the leader.

That difference became clear to me during this programme.

The 2026 cohort brought together 30 participants from 15 IsDB member countries, including Nigeria, Saudi Arabia, Pakistan, Yemen, Kazakhstan, Uzbekistan, Indonesia, Morocco, Egypt, Ghana, Bangladesh, Niger, Somalia, Kenya and India.

It was a fascinating classroom.

Different countries. Different sectors. Different cultures. Different leadership experiences.

Yet many of our challenges sounded remarkably familiar.

That, perhaps, was the first lesson: geography may change the context of leadership, but the human questions remain remarkably universal.

Leadership begins with the leader

One of the most profound parts of the programme for me was the session led by Professor Muhammad Azam Roomi.

Professor Roomi did not approach leadership merely as a collection of techniques for managing people. He took us deeper-into self-awareness, social awareness, emotional regulation, relationships, personality, behaviour, belief and what it means to win hearts and minds.

His teaching style was unusual.

He could move from a professional explanation to a social interpretation and then into a spiritual reflection, often within minutes.

As a space enthusiast, I sometimes felt as though I was touring the Milky Way galaxy-moving from one idea about human behaviour to another and discovering parts of myself I had not consciously stopped to examine.

The lesson was uncomfortable in the best possible way.

We often ask: What kind of leader do I want to become?

Perhaps the more important question is: Who am I becoming while I lead?

Nigeria’s leadership conversation often focuses on institutions, policies, elections, corruption, economic growth and governance. These are important.

But behind every institution are human beings.

And the quality of an institution cannot consistently rise above the quality of the people leading it.

This is why leadership development cannot simply be about acquiring technical skills. It must also involve character, self-awareness, emotional intelligence, judgement and the ability to understand how our behaviour affects others.

The politics we pretend does not exist

Another important lesson came from examining organisational politics.

The phrase itself often carries a negative connotation. We associate politics in organisations with manipulation, favouritism, alliances and hidden agendas.

But organisational politics is not necessarily synonymous with manipulation.

Every organisation has competing interests, informal networks, influence, relationships and power dynamics.

The real leadership challenge is understanding these dynamics without losing one’s values.

Sometimes leadership means knowing when to step forward.

Sometimes it means building an alliance.

Sometimes it means influencing people towards a shared objective.

And sometimes, perhaps most importantly, it means knowing when to hold back.

This is a lesson that has relevance far beyond corporate boardrooms.

It applies to newsrooms, government ministries, civil society organisations, businesses and even families.

Leaders who pretend these dynamics do not exist often become victims of them.

Leaders who understand them can navigate them ethically.

The power of a secure base

Another concept that stayed with me was the idea of the Secure Base.

At its simplest, it is the understanding that people are more likely to grow, take risks and venture beyond their comfort zones when they have someone who provides psychological safety, confidence and encouragement-while still challenging them to stretch themselves.

It made me think about Nigerian workplaces.

How many employees have the confidence to tell their boss, ‘I think we are getting this wrong’?

How many young professionals feel safe enough to propose an unconventional idea?

How many people are encouraged to experiment, fail, learn and try again?

And how many talented people remain silent because they have learned that speaking up carries consequences?

A leader should not merely be the person who gives instructions.

A good leader should create an environment from which people have the courage to take the next step.

This is particularly important for young Nigerians.

We have an extraordinarily young and ambitious population. If our organisations are designed primarily to protect hierarchy rather than encourage initiative, we will continue to waste enormous amounts of human potential.

Strategy is meaningless without execution

The programme also challenged us to think differently about strategy.

Dr Farzad Khan explored motivation, storytelling and influence, reminding us that leaders do not persuade people simply by presenting facts. People connect with stories, meaning and purpose.

Tarek El-Masry took us through the journey from Strategy Design to Strategy Execution and the Balanced Scorecard.

And Professor Zeger Degraeve challenged our assumptions about decision-making through highly interactive cases.

One question from the programme particularly stayed with me:

When to play and how to win.

It is a deceptively simple question.

Nigeria has never suffered from a shortage of ideas, strategies, policies or development plans.

Our more persistent challenge has often been execution.

A strategy that remains on paper is not a strategy that has changed lives.

Leadership therefore requires the ability to translate vision into action, align people behind it, make difficult decisions and remain accountable for outcomes.

What happens when leaders from 15 countries share one room?

Perhaps one of the most valuable aspects of the programme was what happened outside the formal curriculum.

Thirty people from 15 countries became colleagues, friends and sounding boards.

A conversation with someone from Pakistan could change how you viewed a challenge in Nigeria.

A perspective from Indonesia could challenge an assumption you had carried for years.

A colleague from Kazakhstan, Ghana, Somalia, India or Morocco could offer an entirely different way of approaching a problem you thought you understood.

This is the often-underestimated power of diversity.

Diversity does not necessarily give us one answer.

It gives us more ways to see the question.

We also had the opportunity to hear directly from senior leaders of IsDBI about how the institution operates, its mandate and how it works with and supports member countries. It was an opportunity to connect classroom lessons with the realities of a major multilateral development institution.

The programme itself reflects a broader commitment by IsDBI and MBSC to develop leadership and human capital across IsDB member countries. The partnership was established to combine executive education with practical approaches to strategic thinking, value creation, responsible governance and sustainable impact.

For Nigeria, this kind of investment in human capital should matter.

We often talk about infrastructure.

We talk about roads, electricity, technology, healthcare and education.

But institutions are ultimately built and sustained by people.

Human capital is not a soft issue.

It is infrastructure too.

The Nigerian leadership question

My greatest takeaway from Jeddah is therefore not a particular management tool or framework.

It is a question:

What kind of leaders are we deliberately developing for Nigeria’s future?

Leaders who can manage people but cannot manage themselves?

Leaders who understand authority but not influence?

Leaders who can develop strategies but cannot execute them?

Leaders who demand loyalty but cannot create psychological safety?

Or leaders who understand that leadership is ultimately about people, purpose, responsibility and impact?

Nigeria does not lack talented people.

What we need is a stronger culture of deliberately developing those talents into ethical, strategic, emotionally intelligent and courageous leaders.

That development cannot be left only to chance.

It must happen in our universities, newsrooms, businesses, government institutions, civil society organisations and professional bodies.

And it must begin early.

Because leadership is not something we suddenly acquire when we are given a title.

It is something we practise long before anyone calls us a leader.

I arrived in Jeddah expecting a great leadership programme.

I left with knowledge, friendships, renewed self-awareness and a different perspective on what leadership demands.

But perhaps the most important lesson was also the simplest:

Leadership is not only about leading organisations. It begins with learning to lead yourself.

And for a country like Nigeria, perhaps that is where the next chapter of our leadership story must begin.

Halima Umar Saleh is a Senior Editor at TRT Afrika

The recently concluded recapitalisation in the insurance industry came at an opportune time to reposition this critical sector and enable it to play its proper role in the economy. Daily Trust welcomes this development.

The conclusion marked the end of a year-long process that began in August 2025, following a directive by the National Insurance Commission based on reforms introduced by the Insurance Industry Reform Act 2025. The exercise involved raising the minimum capital of insurers significantly, in some cases by as much as five times. For instance, the capital requirement for non-life insurers was raised from N3 billion to N15 billion, while that of life insurers increased from N2 billion to N10 billion. The new Act also raised the minimum capital for reinsurers from N10 billion to N35 billion.

At the end of the exercise, 43 insurance firms met their targets, with eight cases still inconclusive, while more than N300 billion in new capital was injected into the sector. The successful firms included 23 non-life insurers, 10 life insurers, eight composite insurers and two reinsurance firms. Interestingly, there were no mergers recorded during the exercise, an indication that the operators largely chose to meet the new requirements through fresh capital rather than consolidation.

Seen against the role insurance plays in modern economies, the exercise is quite commendable. The determination of the regulators to see it through to a successful conclusion deserves applause. The recapitalisation was designed to raise the capacity of the local insurance sector to bear more of the risks arising from economic activities and to improve its standing in society.

The recapitalisation of the insurance industry, coming after that of the banking system, was a necessary complementary action, given the close relationship between the two sectors. With the local banking system strengthened through fresh capital injection, the economy could be adversely affected without a corresponding increase in the insurance sector’s capacity to provide cover for the expected expansion in economic activities. Nigeria’s dream of building a $1 trillion economy by 2030 would be difficult to realise without a vibrant insurance sector capable of supporting it.

Besides underwriting the risks faced by investors and businesses, insurance is also an important provider of long-term finance. As insurance firms promote the culture of insurance, whether in life or non-life business, they can mobilise funds that the rest of the economy, including banks, can tap into for long-term investment.

For decades, the local insurance sector failed to rise fully to its role in an increasingly complex economy driven by industrial expansion, infrastructure development and commercial activities that require adequate protection.

While the banking sector provides much of the funding that drives the visible and invisible economy, the insurance sector is needed to ensure that the system can withstand the unexpected. Accidents, disasters and other unforeseen events can cripple businesses and even disrupt wider economic activity. Insurance provides an important layer of protection against such shocks.

That ability, however, comes from a reasonably capitalised sector and financially strong individual insurers. From industrial complexes to shipping, aviation, construction and other major commercial activities, insurance provides the protection and resilience needed for economic activity to continue even when disaster strikes.

For decades, Nigeria lacked sufficient local capacity to provide that resilience, and the economy paid a price for it. A weak insurance base meant that the domestic economy could not rely sufficiently on local providers for the cover required by major investors and projects. Consequently, a significant portion of risk underwriting was ceded to foreign reinsurers because local players lacked the financial muscle to undertake such projects. This not only contributed to capital flight but also deprived the country of opportunities to build the expertise needed to grow the local industry.

The insurance sector, perhaps partly because of its low capitalisation, was also associated with a myriad of defects and inefficiencies. There were allegations of malpractices, including the failure of some insurance companies to honour their agreements with policyholders. Often, firms were accused of resorting to unprofessional practices in the settlement of clients’ claims.

This gave the local insurance industry a bad name among many Nigerians, who came to see insurance as an industry that did not always keep faith with its customers. Consequently, many avoided insurance and did not want to have anything to do with it. This contributed to the low penetration and patronage of insurance in Nigeria.

Although this image has been changing over the years, the problem has persisted. This may explain why some insurable risks, including fire and accidents, continue to record low levels of coverage in the country.

With the recapitalisation exercise now virtually completed, the sector must rise to play its role. More than ever, Nigeria needs an insurance industry capable of shouldering the risks of an emerging and expanding economy. Daily Trust encourages both regulators and operators to see the recapitalisation exercise not as the end of a process, but as the beginning of a new era for the industry.

The Nigeria Centre for Disease Control and Prevention (NCDC) has reported 14 new confirmed Lassa fever cases in week 33, bringing cumulative infections to 1,035.

The latest cases were recorded between August 10 and August 16, in Ondo, Bauchi, Edo and Benue states, according to the situation report released in Abuja on Tuesday.

According to the agency, cumulative deaths increased to 252, while the case fatality rate rose to 24.4 per cent, higher than the 18.6 per cent recorded in 2025.

‘The 14 new cases represented an increase from four cases reported during epidemiological week 32, when cases were recorded in Ondo and Edo states.

‘In week 32, cumulative infections reached 1,021, with 240 deaths and a case fatality rate of 23.5 per cent,’ it said.

The agency said that the week 32 figure represented a decline from 17 confirmed cases recorded during epidemiological week 31, indicating fluctuations in weekly transmission.

‘By week 33, 23 states had reported at least one confirmed Lassa fever case across 117 local government areas,’ the agency said.

It said that the agency would continue surveillance and response activities as Lassa fever remained a significant public health concern across affected states.

Troops of the Joint Task Force North West, Operation FANSAN YAMMA, have neutralised terrorists and intercepted 793 rounds of ammunition during separate operations in Zamfara and Kaduna states.

The operations were conducted on Wednesday, September 2, 2026, as part of the military’s sustained offensive against terrorist groups operating across the North-West.

In Zamfara State, troops of Sector 2, acting on credible intelligence, ambushed terrorists moving from the Fakai General Area towards Kwanar Jolof and Tashar Dole in Shinkafi and Zurmi local government areas.

According to a statement by the Media Information Officer of the Joint Task Force, Lieutenant Colonel Aliyu Danja, the troops engaged the terrorists at Kwanar Jolof and neutralised several of them, while others fled.

A subsequent search of the area led to the recovery of one rocket-propelled grenade (RPG) launcher, one RPG bomb, one AK-47 rifle, six AK-47 magazines, 106 rounds of ammunition and a motorcycle, among other items.

In a separate operation in Kaduna State, troops of Sector 1 intercepted a vehicle at a snap checkpoint along the Saulawa-Zaria Road.

The military said one of the passengers resisted a search of his bag and attempted to escape after he was compelled to open it.

Danja said a search of the bag subsequently uncovered 793 rounds of ammunition concealed inside gari.

The vehicle and its driver were taken into military custody for further investigation, according to the statement.

The military said the operations were part of efforts by Operation FANSAN YAMMA to dismantle terrorist networks, disrupt the movement of arms and ammunition and deny criminal groups freedom of action across its area of operations.

It said the improved remuneration would motivate traditional leaders and strengthen their capacity to support intelligence gathering, conflict resolution, peaceful coexistence and community mobilisation.

According to the association, improved welfare for traditional rulers would also contribute to efforts to address security challenges and promote peace and harmony across the state’s 23 local government areas.

ALGON commended Sani for strengthening the relevance of traditional institutions as partners in his administration’s peace-building and development efforts.

The association, on behalf of the 23 local government councils, pledged continued collaboration with the state government and other stakeholders to consolidate peace, security, good governance and sustainable grassroots development.

It also urged traditional rulers to reciprocate the gesture by strengthening their collaboration with local government councils and relevant agencies in promoting peaceful coexistence, security and the overall development of the state.

It added that the troops remained committed to restoring lasting peace and security in communities affected by terrorism across the Joint Operations Area.

Former Vice-President and presidential candidate of the African Democratic Congress (ADC) for the 2027 election, Atiku Abubakar, has pledged to enforce the Supreme Court judgment on local government autonomy if elected president.

Atiku said his administration would ensure that funds allocated to the 774 local government areas (LGAs) from the Federation Account were paid directly to them, rather than being channelled through state governments.

His position was contained in a statement issued on Tuesday by his spokesperson, Kenneth Okonkwo, who said the former vice-president would uphold the rule of law and strengthen the financial and administrative independence of local governments.

The Supreme Court, on July 11, 2024, ruled that allocations from the Federation Account meant for the 774 local government councils should be paid directly to them.

The judgment followed a suit instituted by the Federal Government against the 36 state governors over the administration, funding and financial independence of local governments.

Despite the judgment, some states have yet to fully comply with the directive.

Atiku said that, if elected president, he would ensure strict compliance with the court’s decision and use local government autonomy to promote development at the grassroots.

‘My administration will respect court judgments, protect local government autonomy, ensure that public funds reach the people for whom they are meant, and restore true federalism,’ the statement quoted Atiku as saying.

According to him, direct access to funds would enable local governments to deliver development projects and public services more effectively while bringing governance closer to Nigerians at the grassroots.

He also argued that greater financial independence for local governments would strengthen their ability to address security challenges, including crime and terrorism, while helping to reduce poverty.

Atiku, however, criticised the administration of President Bola Tinubu over what he described as its failure to enforce the Supreme Court judgment on direct payment of local government allocations.

He alleged that the administration had been reluctant to confront some state governors over the issue.

According to him, the funds were being retained as an ‘enticement’ for governors to support President Tinubu’s re-election bid in 2027.

‘Atiku acknowledges that the Supreme Court had ruled on July 2024 that local government funds should be paid directly to local governments,’ the statement said.

‘Yet, the current administration of President Tinubu has failed to enforce this judgment, seemingly to avoid confronting the gluttonous APC State Governors who previously controlled these funds, as an enticement to them to use the Local Government funds to buy votes for Tinubu in 2027 presidential election.’

The former vice-president said restoring genuine local government autonomy would be a key component of his administration’s approach to governance and federalism.

He maintained that allowing local governments to have direct access to their statutory allocations would improve accountability and ensure that resources intended for grassroots development were deployed for that purpose.

The issue of direct funding for local governments has remained a major subject of debate since the Supreme Court’s 2024 judgment.

In December, President Bola Tinubu warned state governors that he could issue an executive order to enforce the direct allocation of funds to local governments if they failed to comply with the Supreme Court ruling.

The Federal Roads Maintenance Agency (FERMA) has rehabilitated failed sections of roads and restored an erosion-threatened bridge in Delta State as part of efforts to make federal roads safer and more motorable.

The agency said the interventions, including work on the 38-kilometre Kwale-Ebedei-Umutu Road and the Okumeshi Bridge section, were part of a broader commitment to keeping critical road links open, improving connectivity and facilitating the movement of people, goods and agricultural produce.

The development was disclosed on Wednesday during a routine monitoring visit by the FERMA management team to ongoing interventions in the state, led by the agency’s Special Assistant to the Managing Director, Engr. Dr Emeka Maduagwu.

On the Kwale-Ebedei-Umutu Road, FERMA’s Federal Roads Maintenance Engineer in Delta State, Kingsley Oshewe, said the agency had carried out direct-labour rehabilitation on sections between kilometres 21+000 and 24+000.

The work involved scarification, removal of failed pavement materials, filling with sharp sand and laterite, compaction, stone-base application, priming and asphalt surfacing. He said several sections had been successfully recovered.

The team also inspected the Okumeshi Bridge section at kilometre 15 between Ebedei and Umukuata communities in Ukwuani Local Government Area, where an embankment washout had threatened to cut off the carriageway.

FERMA responded by constructing a reinforced concrete retaining wall, backfilling the affected section with laterite and protecting the embankment with stone pitching against further erosion.

Oshewe said the intervention had restored the road to service and protected a critical link between communities.

He commended President Bola Tinubu for what he described as renewed commitment to road infrastructure, saying the administration’s investment and political will were giving the sector greater attention.

He also commended the Minister of Works, Senator Engr. David Nweze Umahi, and the Minister of State for Works, Bello Muhammad Goronyo, for their leadership, while praising FERMA Managing Director, Engr. Dr Chukwuemeka Agbasi, for providing focused leadership.

Maduagwu said FERMA would continue to monitor its interventions nationwide, stressing that critical road links must remain open and safe.

‘We are not where we want to be, but certainly we are not where we used to be. The journey is on and the direction is clear,’ he said.

Governor Abdullahi Sule of Nasarawa State has said President Bola Ahmed Tinubu is fully aware of the hardship Nigerians are facing as a result of ongoing economic reforms.

Speaking during the Nasarawa State All Progressives Congress (APC) stakeholders’ meeting held at the Government House, Lafia, the governor said the President recognizes that while key economic indicators are improving, the impact has not yet reached ordinary citizens.

‘The President said these are the challenges, these are the issues,’ Gov. Sule told party stakeholders.

He said Tinubu directed governors to ‘go ahead and continue massive rural roads so it will help the people in the villages. Go ahead and provide water for these people. Go ahead and provide power to these people. Go ahead and engage in some kind of empowerment.’

He explained that despite improvements in foreign reserves, which have risen from under $30 billion to over $50 billion, and a capital market now worth hundreds of trillions, many citizens still feel no change.

‘If you tell somebody from Angwan Takpa that foreign reserve is over 50 billion dollars, he will tell you, ‘What does that mean?’ It means nothing to him,’ the governor said.

‘If you tell the person that the capital market is flying, he will tell you, ‘How does that affect me? I’m not concerned.”

To cushion the effect, Sule disclosed that $1 billion has been released by the Federal Government to relevant departments for direct interventions, including rural infrastructure, water, power, and empowerment programs.

On the state’s finances, Governor Sule said Nasarawa has witnessed significant improvement in federal allocations, rising from about ?13 billion to a record high last month.

This, he said, has enabled the government to undertake more projects without borrowing, and has necessitated a supplementary budget currently before the State House of Assembly.

‘Things have actually improved significantly, and that’s the reason why you are seeing all the work you are seeing without us borrowing anything from anywhere,’ he stated.