Category: Nigerian Tribune

In the heart of Nigeria’s bustling commercial nerve centre, where the Atlantic breeze meets the rapid urban sprawl of the Lekki-Epe corridor, a new monument to indigenous enterprise has risen. It does not merely stand as a collection of bricks and mortar but as a profound statement on the potential of the Nigerian spirit. The Ojaja Mall is a sprawling testament to the visionary leadership and entrepreneurial audacity of His Imperial Majesty, Oba Adeyeye Enitan Babatunde Ogunwusi, the Ooni of Ife. As the nation grapples with economic fluctuations and the urgent need for industrial diversification, the Ooni, through this landmark investment, is signaling a new era where traditional stools become the vanguards of modern economic liberation.

The Ojaja Mall is not an isolated venture but the crown jewel in a deliberate, ancestral-linked portfolio of investments that bear the name of the monarch’s lineage. The name Ojaja is deeply regal and symbolic, acting as a bridge between the ancient heritage of the Source and the contemporary demands of global commerce. By weaving his pedigree into the fabric of productivity, Oba Adeyeye Enitan Babatunde Ogunwusi is demonstrating that culture and progress are not mutually exclusive. Instead, they are the twin engines required to drive a sustainable African renaissance. If the monarchs across the continent were to replicate this model of wealth creation and mass employment, the socio-economic narrative of Africa would be rewritten within a generation.

The scale of the Ooni’s contribution to the Nigerian labour market is staggering. Through his diverse business interests, the monarch is credited with creating direct and indirect employment for nearly a thousand Nigerians. This is a remarkable feat that transcends the typical expectations of a traditional ruler. While many are content with the ceremonial prestige of the throne, the Ooni has chosen to place substance behind sentiment. His investment in the Ojaja Mall is a clear message to the Nigerian youth and the wider entrepreneurial community: the path to true sovereignty lies in the ability to produce, to employ, and to innovate.

The Lagos facility is strategically positioned and occupies a prime location that benefits from the transformative Lagos-Calabar coastal road. This infrastructure synergy ensures that the mall is not just a destination for local residents but a hub accessible from the commercial heart of Victoria Island in twenty minutes. Spanning approximately 18,000 square metres of premium land, the sheer magnitude of the complex is a reflection of the Ooni’s grand ambition. Since its official commissioning in late 2025, it has evolved into a commercial landmark that dictates the pace of trade in the Lekki sub-region.

Inside the mall, the architecture reflects a deep understanding of consumer behaviour and commercial efficiency. With 295 tastefully designed stores, the ecosystem is a vibrant blend of retail, professional services, and lifestyle hubs. The design philosophy emphasises a 360-degree unobstructed flow, ensuring that visitors can navigate the sprawling premises with ease. This focus on functionality and comfort is a lesson for Nigerian entrepreneurs on the importance of user experience in physical retail. However, the true soul of the mall lies in its ideological commitment to ‘Made in Nigeria’ excellence, a theme that is most vibrantly expressed in the Ojaja supermarket.

Oba Ogunwusi has long been a vocal advocate for economic nationalism, and Ojaja Moore is the physical manifestation of that passion. The supermarket is refreshingly patriotic, prioritising goods that are either manufactured or assembled within the shores of Nigeria. From fresh agricultural produce sourced from the Nigerian hinterland to sophisticated electronics and household appliances, the shelves of Ojaja Moore are a gallery of local industry. Visitors are often surprised to find high-end televisions and air conditioners that bear the mark of Nigerian assembly. By providing a premium platform for local manufacturers, the Ooni is solving one of the greatest challenges facing Nigerian entrepreneurs: the lack of shelf space and visibility in high-traffic retail environments.

The entertainment dimension of the mall further solidifies its status as a holistic destination. The Ojaja Cinema features three state-of-the-art halls, with two of them boasting a combined capacity of 560 seats, ranking them among the largest in the country. A separate VIP theater offers a private, premium viewing experience for those seeking exclusivity. By investing in the creative economy, the Ooni is tapping into Nigeria’s global influence in film and media, ensuring that the profits of the entertainment industry remain within the local ecosystem.

Innovation at the mall extends even into the highly competitive beverage sector. The introduction of Ojaja Cola and Ojaja Orange represents a bold entry into the manufacturing space. These beverages, packaged in stylish cans and formulated to offer a refined taste without the burden of excessive sweetness, have already begun to carve out a niche in the market. The mall houses both a showroom and a massive warehouse for these drinks, positioning the brand for aggressive retail and distribution growth across the federation. This is entrepreneurship at its most daring-challenging global conglomerates on home turf with a product that resonates with local identity.

The presence of the Ojaja Arcade ensures that the facility is a family-oriented space, providing a safe and vibrant environment for children and youth. Interestingly, this recreational hub is situated near the private office of the Ooni and the headquarters of his foundation. This proximity allows the monarch to remain connected to the heartbeat of the people even while attending to matters of state and philanthropy. When His Imperial Majesty is on-site, his office becomes a center for engagement, where he personally observes the impact of his vision on the lives of everyday Nigerians.

Behind the scenes, the management of this massive enterprise is a study in discipline and efficiency. Under the stewardship of Princess Bimpe Ogunwusi, the Managing Director and sister to the monarch, the mall operates with a level of organisation that rivals international standards. Her leadership during the media tour highlighted the grace and administrative rigor that sustain the mall’s operations. The synergy between the royal family and professional management serves as a model for family-owned businesses in Nigeria, showing that legacy and modern corporate governance can coexist successfully.

The hospitality sector of the development, branded as Ojaja Suites, further reinforces the theme of Nigerian pride. The suites include three luxuriously finished one-bedroom maisonettes that rival the penthouses of five-star global chains, supported by thirty-two standard rooms. What is most striking is the deliberate choice of Nigerian-made furnishings and fittings. Every chair, every lamp, and every textile tells a story of a local craftsman who was given an opportunity to showcase their skill in a high-end setting. This commitment to the local supply chain is a masterclass in how large-scale investments can stimulate multiple sectors of the economy simultaneously.

Furthermore, the mall addresses the logistical needs of a megacity like Lagos with a parking facility that accommodates over 400 vehicles. The security architecture is equally impressive, blending private personnel with public security agencies to ensure a safe shopping and leisure environment. A massive reservoir system ensures a constant water supply, reflecting a commitment to the highest standards of sanitation and maintenance.

With this royal legacy in motion, it is clear that the Ooni of Ife is not just building a mall; he is building a movement. He is calling on other traditional rulers, wealthy individuals, and the organised private sector to look inward and invest in the potential of the Nigerian people. He is proving that when we value our own products, when we employ our own hands, and when we take pride in our own heritage, the economic chains of the past begin to break.

The Ojaja Mall is a declaration of faith in Nigeria. It is a beacon for the young entrepreneur who dreams of seeing their product on a supermarket shelf. Above all, it is a reminder that leadership is most effective when it is expressed through tangible action. His Imperial Majesty has moved beyond the rhetoric of development to the reality of construction and job creation. This is royalty at its most productive, and it is a blueprint for the future of enterprise in Africa.

Through the Ojaja Mall, Oba Ogunwusi has built more than just a place of trade; he has built a monument of hope, excellence, and unyielding Nigerian spirit.

The prevalence of malaria burden in Delta State has declined from 10 percent in 2022 to 6.5 percent in 2025.

Commissioner for Health, Dr. Joseph Onojaeme, who disclosed this during the 2026 World Malaria Day commemoration in the state, said treated mosquito nets are now widely available in homes across the state, while health centres and hospitals have been equipped with Rapid Diagnostic Test (RDT) kits and essential malaria prevention materials for children under age five and pregnant women.

Onojaeme said the global theme of the commemoration, ‘End malaria: Now we can, Now We Must’, conveyed both urgency and hope, stressing that while remarkable progress had been recorded, sustained and decisive action remained necessary to completely eradicate malaria.

He hinted that the government had earlier contributed over N50 million in counterpart funding toward the 2025 Insecticide-Treated Nets campaign, adding that the anticipated deployment of malaria vaccines across Africa, including Nigeria, will further strengthen the fight against the disease.

Reaffirming that malaria elimination is now within reach, the commissioner called on residents, health workers and stakeholders to intensify collective efforts towards ending the disease across the state.

He commended Governor Sheriff Oborevwori for his support, while also acknowledging development partners, research institutions, particularly Delta State University Teaching Hospital (DSUTH) as well as doctors, nurses, vector control teams and community health workers for their steadfast commitment.

He assured that the government will continue to prioritise primary healthcare funding, uninterrupted malaria testing and treatment, and stronger environmental health interventions to eliminate mosquito breeding sites.

The commissioner charged health workers and educators to remain frontline champions by promoting the consistent use of insecticide-treated nets, upholding the principle of ‘test before treatment,’ and ensuring patients complete prescribed medication.

He urged the residents to maintain clean surroundings, eliminate stagnant water, clear overgrown vegetation, and seek prompt medical attention within 24 hours of fever onset.

He warned against self-medication and the use of leftover drugs, stressing that proper diagnosis and treatment remain critical to defeating malaria.

The event was marked by awareness walk led by the Permanent Secretary of the Ministry of Health, Dr. (Mrs) Uche Okwe, alongside ministry officials, health workers, development partners and other stakeholders, reflecting a united commitment to public health advocacy and malaria prevention.

AS usual, I am an ordinary citizen, and like many Nigerians, I remain naturally optimistic and hopeful about the possibilities of a better tomorrow, even if such hopes are not always realised. Hope is part of our national character. We endure setbacks, yet continue to believe renewal is possible. But optimism must never become a substitute for reality. It must be tested against evidence, performance and outcomes. It is from that standpoint that I reflect on the future of the Nigerian National Petroleum Company Limited (NNPC Ltd) and what it means for Nigeria. Few institutions matter more to the Nigerian state. Recent developments underscore just how strategic energy institutions can be when they are properly conceived and executed. The emergence of the Dangote Refinery, despite its well-known challenges and controversies, has already altered Nigeria’s energy calculus. At a time of heightened global supply disruptions, volatile geopolitics and constrained refining capacity across multiple regions, the commissioning of a large, integrated domestic refinery has begun to reduce Nigeria’s exposure to external shocks, ease pressure on foreign exchange and improve fuel availability. Its impact, even at partial operations, illustrates what competent capital mobilisation, clarity of purpose and scale can achieve for national energy security. It also serves as a reminder that institutional performance, not intent, is what ultimately reshapes outcomes.

NNPC Ltd sits at the centre of public finance, foreign exchange earnings, energy security and investor confidence. For decades, petroleum revenues have sustained federal and state budgets, financed imports and provided the fiscal oxygen on which government depends. Agriculture no longer carries the economy as it once did. Manufacturing remains weak. Non-oil exports are still too small. In practical terms, Nigeria remains heavily dependent on hydrocarbons. That is why the future of NNPC Ltd is inseparable from the future of Nigeria. When the current leadership team, led by Group Chief Executive Officer Bayo Ojulari and the board chaired by Musa Ahmadu-Kida, assumed office, many expected a decisive break from the past. The hope was that a commercially run company, backed by the Petroleum Industry Act, would finally emerge from the ruins of bureaucracy, opacity and political patronage. I shared that hope. After observing developments over the past year, however, I have become less optimistic and more cautious.

The issue is not personalities. It is structural.

Nigeria has attempted to create a modern national energy company while preserving an old political control model. That contradiction lies at the heart of NNPC Ltd’s difficulties. In theory, NNPC Ltd belongs to Nigerians. In practice, Nigerians can only exercise ownership indirectly through the state. Effective governing authority rests largely with the presidency, which appoints ministers, directors and senior executives. The result is layered ownership, centralised power and diffused accountability. Such a model rarely produces transformational institutions. Boards struggle to exercise independent authority when ultimate political power lies elsewhere. Management teams find themselves constrained by political calculations, competing interests and administrative caution. Commercial logic often yields to state expediency. Decisions that should take weeks can take months. Problems that should be solved commercially become prolonged disputes. No serious company can thrive under those conditions. This explains why many of the operational weaknesses associated with the old NNPC remain visible in the new NNPC Ltd.

Joint ventures remain less effective than they should be. Technical and financial service agreements are not always managed with sufficient urgency. Asset optimisation remains slow. Internal coordination appears weak. Cost discipline is uneven. A culture of delay still competes with the need for delivery. The greatest tragedy is that Nigeria is not suffering from a lack of resources. It is suffering from underperformance. Several producing assets continue to illustrate this failure. OML18, OML24, OML42, OML123 and OML124 are examples often cited in industry discussions as assets whose potential has not been fully realised. Some remain constrained by evacuation challenges, unresolved commercial disputes, infrastructure limitations or management bottlenecks. These are not geological failures. They are governance failures. An oil-producing nation with Nigeria’s reserves should not be struggling to maximise already discovered and producing assets. Such matters ought to be resolved through competent negotiation, decisive leadership and disciplined execution.

Instead, opportunities are delayed while national needs grow. The economic cost is immense. Every barrel not produced is lost revenue. Every gas molecule not commercialised is lost industrial power. Every delayed investment decision weakens confidence. Every unresolved dispute signals risk to international capital. Investors do not wait indefinitely. Capital flows to jurisdictions where rules are clear, governance is predictable and execution is credible. Nigeria today competes for investment not only with Angola and Guyana, but with the United States shale sector, the Middle East and emerging producers across Africa. Sentiment alone will not attract capital. Performance will. Without deep reform, external investment will remain cautious. Joint ventures will continue to perform below potential. Oil and gas production will remain under-optimised. Leakages will persist. Revenue pressures will intensify. And when the country’s most strategic commercial institution underperforms, the wider economy eventually pays the price.

This is why the debate around NNPC Ltd must move beyond personalities. No chief executive, however competent, can fully succeed inside a structure designed to dilute authority and multiply interference. Likewise, no board can deliver exceptional governance if it lacks the power, autonomy or political backing to enforce standards. Systems matter more than individuals. It is against this backdrop that the appointment of Mr Fola Adeola to lead a presidential energy task force must be understood. The very creation of such a body is itself an admission of the depth and persistence of failure across Nigeria’s energy sector. A task force is rarely convened where systems are working; it is convened when normal structures have proven inadequate. Yet the composition of the task force raises difficult questions about continuity of reform thinking. Many of the individuals who played defining roles in Nigeria’s foundational oil and gas reforms of the early 2000s, figures such as Mallam Nasir El-Rufai, Dr M. M. Ibrahim and Professor Yinka Omorogbe, SAN, are noticeably absent. Institutions do not reform themselves through goodwill alone; they require memory, precedent and hard-won experience. How this task force will navigate the full breadth of Nigeria’s energy value chain, reconcile competing interests and translate diagnosis into execution remains unclear.

For now, it is an experiment that warrants close observation rather than premature judgment.

Another concern is continuity of reform thinking. Many of those associated with earlier oil and gas reform efforts are no longer present in the current architecture. That is not to suggest reform belongs to any one generation, but institutions need memory. They need continuity of purpose, accumulated learning and consistency of execution.

When reform becomes episodic, progress becomes fragile.

Nigeria should by now be targeting materially higher crude production over time, while aggressively expanding gas supply for domestic power, petrochemicals, fertiliser and exports. With one of the world’s largest gas endowments, the country should be building an industrial economy around energy abundance.

Yet ambition without institutional capacity is merely rhetoric.

What then is required?

First, governance must be clarified. Ownership and accountability cannot remain blurred.

Second, the board must have genuine authority to govern, not symbolic responsibility without power.

Third, management must be empowered to act commercially within clear performance targets, insulated as far as possible from routine political intrusion.

Fourth, stranded and underperforming assets must be urgently reviewed, restructured and commercialised.

Fifth, transparency, procurement discipline, digital accountability and cost efficiency must become non-negotiable.

Above all, national interest must prevail over internal turf battles.

To conclude, I am not an incurable pessimist. Nor am I hostile to the current leadership. I remain hopeful that course correction is still possible. But hope must be earned through measurable outcomes.

From all available records and information within the sector, one year is too short a period to fairly and objectively assess the full performance of Bayo Ojulari and his team. The scale of dysfunction inherited, particularly across the upstream and downstream value chain, means no serious transformation could have been completed within such a short time.

To his credit, there are signs of pragmatism. The willingness to move away from endlessly funding troubled refineries and to confront the burden of stranded downstream assets suggests a more realistic reading of Nigeria’s energy challenges.

Yet realism alone is not enough.

The progress visible so far is insufficient to justify stellar pass marks. But it is also too early to pronounce failure. What is clear is that the harder phase of reform still lies ahead.

My greater concern is whether the approaching political cycle will deny management the policy focus, institutional backing and difficult decisions required to succeed. Reform in Nigeria often slows when politics intensifies.

That must not happen again.

NNPC Ltd remains too important to be trapped between old inefficiencies and new distractions. Its success will strengthen public finance, investor confidence, energy security and national stability. Its failure will deepen pressures already facing the country.

For now, judgment should remain reserved, expectations should remain high, and performance should remain the only true measure.

The future of NNPC Ltd, and in many respects the future of Nigeria, will be decided not by promises, but by what happens next.

The Institute of Safety Professionals of Nigeria (ISPON), Ogun State branch, has urged government and employers to redefine workplace safety beyond physical hazards.

In a statement released by the Chairman, ISPON Ogun State Chapter, Temitope Amoo, in commemoration of the 2026 World Safety Day, he stressed that mental health, stress, and environmental factors now threaten worker productivity in the state’s industrial sector.

He noted that safety is beyond physical well-being, which includes the use of protective equipment, accident prevention and compliance measures.

Amoo emphasised that emerging realities demand that we look beyond physical but mental stress.

He bemoaned that psychosocial risks, stress, fatigue, burnout and mental health challenges have become significant threats to worker well-being and productivity.

The ISPON Ogun branch chairman bemoaned that psychosocial risk, stress, fatigue, and mental health challenges is responsible for the deaths of hundreds of thousands of workers annually, which, according to him, pose serious economic consequences.

He, however, called for a shift from ‘safety by enforcement ‘ to ‘safety by design ‘ to protect both the physical and psychological well-being of Ogun’s workforce.

‘Gateway Factor of long commutes, demanding schedules, and poor infrastructure leaves many workers mentally and physically drained before shifts start.’

‘As the world commemorates the 2026 World Day for Safety and Health at Work, it is imperative that we rethink what workplace safety truly means, particularly in a strategic industrial hub like Ogun State.

‘In Ogun State, the challenge is even more complex. The unique pressures of our industrial ecosystem-long commuting hours, demanding work schedules, and infrastructural limitations-create what can be described as a ‘Gateway Factor’ of stress.

‘Furthermore, environmental conditions such as noise pollution and air quality concerns continue to compound these risks, making it clear that a safe workplace cannot exist in an unhealthy environment.

‘To address these realities, there must be a deliberate shift from ‘Safety by Enforcement’ to ‘Safety by Design’. Employers and stakeholders must prioritise not only physical safety but also the psychological and emotional well-being of workers.

‘This includes promoting fair work conditions, respecting work-life balance, and integrating environmental considerations into safety frameworks.

‘As safety professionals, we call on government, employers, and industry stakeholders to demonstrate courage and commitment in building safer, healthier workplaces. The future of our industrial growth depends on a workforce that is not only protected from harm but also supported to thrive. A safe worker is a productive worker and ultimately, a stronger nation is built on a healthier workforce,’ the statement reads.

Statesmen think of the next generation; politicians think of the next election. ‘Ironu ko papo, Adio n ronú láti fi igi adaro dá’na, igi adaro n ronú láti wó pa Adio’ – priorities differ. Adio is thinking of collecting the suspended dead tree branches as firewood; the dead tree is seriously thinking of falling on Adio and killing him. In Nigeria today, our political leaders no longer talk of giving dividends of democracy to the populace; what concerns them most is how to win the general elections in 2027.

It is rather unfortunate that politics of ideology has been buried. Many strange bedfellows are seen jumping from one political boat to another, regardless of their strained relationship in the past. One begins to doubt if it is all for the good of Nigeria and Nigerians. But when will the new order evolve in Nigeria? When will the poor breathe? Who is deceiving whom?

The answer to the last question is that the deceived know, but they have no power to challenge the establishment. Economic and political powers rest with a few among us. The few also hold the hilt of our proverbial sword; thus, they control virtually everything.

When they grow old, they pass the baton to their children. And that is why today, we continue to have generations of the same families in our affairs since 1960.

Nigerians are suffering amid plenty, while the larcenous few among us corner our commonwealth. Some of them are richer than the country. Many Nigerians no longer trust the ruling class; they see the majority as kleptomaniacs.

In fact, many, including this writer, doubt if that amalgamation of opposition parties has any magic in its armoury. The amalgamation is believed to be a heterogeneous collection of political propagandists. Yes! Many of them have failed us time and again. It is not known if a leopard would change its spots.

What Nigerians need now is not big grammar; neither do they need unfulfilled promises. What they need are dividends of democracy.

The 2027 general elections will come and go like others before them. We do not want our best to be in the past again (A kò f?´ m?´ fi ?dún yìí ?dún m?´).

We need good roads, quality education, good healthcare, affordable transport, and uninterrupted power. We need security.

We need them; we deserve them.

Adelani Olawuyi writes from Obada/Odooba, Ogooluwa Lga,

Oyo State.

The House of Representatives has called on the Independent National Electoral Commission (INEC) to restore suspended state constituencies in Ado, Okpokwu, and Ogbadibo Local Government Areas of Benue State, raising concerns over under-representation and marginalisation of constituents.

The resolution followed the adoption of a motion sponsored by the House Deputy Spokesman, Hon. Philip Agbese, during plenary on Tuesday.

While moving the motion, Agbese noted that Sections 91, 112, and 113 of the 1999 Constitution (as amended) empower INEC to periodically review and delimit state constituencies to ensure fair and equitable representation.

He pointed out that prior to certain delimitation exercises in the Fourth Republic, each of the three local government areas-Ado, Okpokwu, and Ogbadibo-had two distinct state constituencies each in the Benue State House of Assembly. These included Ado I and II, Ogbadibo I and II, and Okpokwu I and II, reflecting their population, landmass, and administrative significance as major Idoma-speaking communities.

The lawmaker, however, expressed concern that subsequent exercises by INEC reduced their representation to one constituency per local government, thereby leaving large populations and vast territories under the representation of a single lawmaker.

He argued that the development has had a negative impact on constituents, limiting their legislative voice and access to development projects and state resources.

He further noted that the current arrangement contradicts the principles of equity, justice, and federalism, and has triggered agitation among affected communities.

The House also referenced a previous resolution by the National Assembly directing INEC to restore suppressed constituencies such as Ukum II, Gboko and Nyamatsor ahead of the 2027 general elections.

While adopting the motion, the House urged INEC to immediately restore the suppressed constituencies in the three local government areas, bringing them back to two constituencies each, in line with constitutional provisions and historical records.

It further called on the electoral body to operationalise the constituencies and conduct elections into the six restored seats during the 2027 general elections.

The lawmakers also urged the Senate to concur with the resolution to enhance its effectiveness.

The House resolved to transmit a certified true copy of the resolution to INEC, the Benue State Government, the Benue State House of Assembly and other relevant authorities for implementation.

It also mandated its Committee on INEC to engage relevant stakeholders, including the Attorney-General of the Federation, to ensure compliance and the eventual restoration of the constituencies.

President Bola Tinubu is expected to lead other dignitaries at the commissioning of the newly upgraded 154-room Premier Hotel, Ibadan, Oyo State, in June 2026.

The Group Chairman, Odu’a Investment, Otunba Bimbo Ashiru, disclosed this during a courtesy visit to the Olubadan of Ibadanland, Oba Rashidi Ladoja, at his palace in Oke-Aremo, Ibadan, on Tuesday.

He disclosed that the hotel has been upgraded from the previous 84 rooms to 154 rooms, with the expansion of other facilities, including swimming pools.

According to him, ‘The Premier Hotel, Ibadan, the pride of the Western region, has been upgraded from the previously 84 rooms to 154 rooms, with other necessary facilities in place.

‘The contractors are working day and night to meet the timeline for the commissioning of the project in June 2026.

‘All the facilities needed for the interior decoration have been bought, but are yet to be installed because the works are still ongoing.

‘I can assure you that everything will be set by June 25, which is the set date for the commissioning of the project.

‘President Bola Tinubu is expected to lead other dignitaries at the commissioning of the project.’

In a related development, Ashiru has pledged stronger collaboration with Ladoja to accelerate economic growth and investment in Ibadan.

He described the Olubadan as a visionary leader with a strong economic focus, noting that the palace had already reached out in areas of collaboration.

He said, ‘I am happy that we have a visionary leader in Kabiyesi, someone who is a chemical engineer and who also attended Harvard Business School. He has an economic team and has written to us on how we can collaborate.

‘Small businesses are very important because they are the drivers of any economy in the world, accounting for about 90 per cent globally. In that area, we are going to support the palace and Kabiyesi.’

Ashiru disclosed that the Olubadan Economic and Investment Committee would meet with Odu’a Investment Company on May 6 to discuss strategies for joint economic initiatives.

‘You can see that on the 6th of May, the economic team for Ibadan will come to Odu’a for a meeting so we can see how we can navigate and move together as a team. In a few years, we will see how this collaboration evolves,’ he said.

The Odu’a chairman also revealed that the Olubadan had proposed the use of Aje House as an economic hub, assuring that the company was open to supporting genuine investors.

‘You see a Kabiyesi who wants business. If Aje House is to be part of this as an economic hub, we are willing to support any genuine investor that is ready to come in. That is where we are looking,’ he said.

Ashiru used the occasion to appreciate the monarch for his historic role in the company’s survival, recalling that as Governor of Oyo State between 2003 and 2007, Oba Ladoja helped preserve the legacy of the conglomerate.

‘Kabiyesi, your name is written in gold in the annals of Odu’a Investment Company. Because of your principled stance then, Odu’a Investment still stands, still grows and still serves the South-West. We thank you for being a true custodian of our collective wealth,’ he said.

He also commended the peaceful and stable environment in Ibadan, noting that the company’s headquarters at Cocoa House had benefited from the prevailing security and harmony.

Ashiru further provided updates on key projects, including the ongoing redevelopment of Premier Hotel and the refurbishment of Cocoa House, describing them as part of efforts to restore Ibadan’s status as a major economic hub.

He added that Odu’a Investment Company had received and reviewed the letter from the Olubadan Economic and Investment Committee, expressing readiness for transparent and constructive engagement.

‘Odu’a Investment Company remains irrevocably committed to Ibadanland. We will not relent until every idle asset is productive and every willing son and daughter of Ibadan finds dignified work,’ he said.

In his address, Oba Ladoja said Odu’a can compete with any business across the world.

‘I am happy Odu’a has survived till now. If it has survived this long, there is no reason it will not continue to survive.

‘We have many assets being taken over by foreigners. For instance, we have a lot of minerals in the South-West; if you don’t take care of them, others will.

‘Our desire is to make the Odu’a states what our forefathers envisioned them to be – to be first. We are not competing with you; we want to complement you. We want to meet the standards set by our fathers or surpass them.

‘Let us do that for our sake and for generations to come. I intend to call DAWN, SWDC and Odu’a together to ensure we synergise. What stops us from having our own trains or our own refinery?

‘We have been leading Nigeria. Everything first started from Western Nigeria. Help us retain our first position,’ he said.

The highlight of the event was the presentation of the Ori Olokun brass head sculpture to the monarch.

Dignitaries at the event included the Otun Balogun of Ibadan, Oba Kola Adegbola; the Osi Olubadan, Oba Abiodun Kola-Daisi; the Ashipa Olubadan, Oba Hamidu Ajibade; the Ekerin Balogun of Ibadan, Oba Akeem Adewoyin; former CCII President-General, Chief Bayo Oyero; and the GMD/CEO of Odu’a, Mr Abdulrahman Yinusa, among others.

The opposition African Democratic Congress (ADC) has linked the ruling All Progressives Congress (APC) to the sudden emergence of factional leadership in the Peoples Redemption Party (PRP).

In a post on his X handle on Tuesday, the ADC National Publicity Secretary, Mallam Bolaji Abdullahi, described any political strategy anchored on sabotaging every opposition platform as ‘self-destructive’.

He said the development represented the reality of Nigeria’s shrinking democratic space under the APC-led government.

The post @BolajiADC read, ‘This has to be the most shameless government in Nigeria’s history.

‘About three weeks ago, the leadership of the PRP, led by its National Chairman, Hakeem Baba-Ahmed, paid a courtesy visit to the National Chairman of the ADC. A few days later, rumours began to circulate that the coalition leadership was considering the PRP as an option. Although this is not true, it took only that single whiff of speculation for a faction to emerge almost overnight in what had been a historically tranquil political party, challenging the leadership of Baba-Ahmed.

‘This is the reality of Nigeria’s shrinking democratic space under the All Progressives Congress. The government may continue to deny any involvement in the crises within other parties, insisting that these are merely internal failures, but the pattern is visible.

The world can see what is happening. More importantly, they can see where this path leads.

‘But here is the question: is there no one within the APC who can caution those engineering crises in opposition parties that they are, in fact, sowing the seeds of national instability?

‘A political strategy that is anchored on sabotaging every opposition platform is ultimately self-destructive. When people are left with no options, they are, in reality, left with no choice.’

On April 20th, the ADC denied the report insinuating that the party is in talks with the PRP in anticipation of its court judgment.

In a post on his X handle, the ADC spokesman dismissed the insinuation as false and said any suggestion that the party would be abandoned was ‘preemptive and speculative’ and should be ignored.

Abdullahi said the ADC leadership remained confident that the judicial institutions would resist the pressure to be complicit in undermining Nigeria’s democracy.

‘The coalition leadership is not having any such conversation with any political party at the moment.

‘We are fully committed to ensuring that the illegal action taken against our leadership by INEC and other agents of the ruling party is upturned. We believe that this is the only path to safeguarding the rule of law and ensuring that multiparty democracy survives in Nigeria.

‘While we are open to expanding the coalition to bring all opposition elements in the country together to rescue our country, we remain clear about the responsibility that this moment has imposed on us. We will not abdicate that responsibility….,’ part of the tweet@BolajiADC read.

In a major move to fortify Nigeria’s borders against the influx of illicit drugs and organised crime, the National Drug Law Enforcement Agency (NDLEA) and the Nigeria Customs Service (NCS) have signed a comprehensive collaborative framework to streamline operations and enhance inter-agency synergy.

The agreement was reached during a high-level meeting at the NDLEA National Headquarters in Abuja on Monday, after which a communiqué was signed by the Chairman and Chief Executive Officer of NDLEA, Brig-Gen. Mohamed Buba Marwa (Rtd), and the Comptroller General of Customs, Dr. Bashir Adewale Adeniyi.

Both agencies acknowledged that the increasing complexity of transnational organised crime, including drug trafficking, requires a more sophisticated and united institutional response.

The new framework, the two agencies said, is designed to eliminate operational overlaps, minimise inter-agency friction, and create a seamless flow of intelligence.

Speaking on the significance of the partnership, the heads of both agencies reaffirmed their commitment to fostering mutual respect and professionalism while discharging their respective mandates to safeguard national security and facilitate lawful trade.

The communiqué outlines several critical areas of immediate cooperation, including the establishment of a structured and secure platform for the exchange of actionable intelligence to pre-empt criminal activities, and the formation of joint task forces at critical intersection points, governed by clearly defined leadership and operational guidelines.

Other highlights of the communiqué are the commitment to respecting the specific legal functions and jurisdictions of each agency to avoid undue interference; the constitution of a Standing Inter-Agency Committee tasked with resolving any operational disagreements promptly and amicably; as well as closer collaboration at all seaports, airports, and land borders to ensure efficient enforcement without duplicating efforts or delaying legitimate trade.

Both Marwa and Adeniyi reiterated that the partnership is a national priority, aligning the strengths of the NDLEA and the Nigeria Customs Service to create a more formidable barrier against the trafficking of illicit substances and improve the overall security architecture of Nigeria’s entry and exit points.

Starting a commercial printing press business in Nigeria in 2026 is no longer reserved for large corporations with deep pockets. For anyone willing to combine technical skill with business discipline, the opportunity is there, but it requires planning beyond buying a machine and opening a shop.

According to iPrints, setting up a successful commercial printing press business in Nigeria begins with a clear understanding of the industry structure, careful selection of the type of printing service to focus on, and proper planning around capital, equipment, and location.

It also stresses the importance of registering the business officially, investing in the right machines based on your scale, and ensuring you have the technical skills or trained personnel needed to handle design and production efficiently.

Ultimately, iPrints highlights that success in a commercial printing press business in Nigeria depends on starting small but structured, then expanding gradually as demand and capacity increase.

Understand the printing industry

Before investing, it is important to understand how the printing industry operates in Nigeria. The market is divided into segments such as digital printing, offset printing, large format printing and specialised services like packaging and branding.

Digital printing is commonly used for quick jobs and small quantities, while offset printing is better suited for bulk production because it reduces the cost per unit as volume increases.

A new entrant into the commercial printing press business in Nigeria must decide which segment to focus on based on available capital and the kind of customers they intend to serve.

Many startups begin with digital printing because it requires less capital to set up and allows flexibility in handling different types of jobs.

Conduct market research

Location plays a strong role in determining success, as areas close to universities, business districts, government offices and busy commercial centres tend to generate steady demand. Carrying out simple research by observing existing print shops, their pricing, customer flow and services offered can provide useful insights into how the business operates within a specific environment.

It is also important to pay attention to what customers complain about, as delays, poor finishing and lack of design support are common issues in the industry. These gaps can become an advantage if properly addressed in a commercial printing press business in Nigeria, especially when building a reputation for reliability.

Business registration and legal requirements

To operate formally, registering the business with the Corporate Affairs Commission is necessary, as it gives credibility and allows access to corporate clients.

Depending on the scale of operation, additional requirements such as local government permits and tax registration may also be needed to ensure compliance with regulations.

Operating informally might appear cheaper at the beginning, but it limits growth opportunities, particularly when it comes to securing contracts from schools, organisations or government institutions that require proper documentation.

Capital and startup costs

The cost of starting a printing press business depends largely on the scale of operation and the type of services to be offered.

A small digital printing setup typically requires investment in machines, computers, power supply, shop rent and consumables, while a larger offset printing operation demands significantly higher capital due to the cost of equipment and installation.

It is advisable to begin within available financial capacity and expand gradually, rather than taking on too much financial pressure at the early stage of the commercial printing press business in Nigeria.

Equipment needed

Equipment plays a crucial role in determining the quality of output and overall efficiency of the business. A basic setup usually includes a digital printing machine, desktop computers with graphic design software, laminating machines, cutting machines and binding equipment, all of which contribute to producing finished materials that meet customer expectations.

As the business grows, additional machines such as large format printers and offset machines can be introduced to handle more complex and larger volume jobs, thereby increasing the range of services offered.

Skills and staffing

Running a commercial printing press business in Nigeria requires a combination of technical knowledge and customer service skills. Graphic design is particularly important, as many customers come without ready-made designs and expect the business to provide creative support.

Hiring or training a skilled designer improves turnaround time and enhances customer satisfaction, while machine operators must also be properly trained to minimise material wastage, which can significantly affect profitability if not controlled.

Power supply considerations

Power supply remains one of the major challenges facing printing businesses in Nigeria, making it necessary to invest in a reliable generator or alternative energy source to ensure smooth operations.

Frequent power interruptions can delay production schedules and may even damage sensitive equipment.

Including the cost of fuel or alternative power solutions in the operational budget is essential for maintaining consistency and meeting customer deadlines.

Pricing and profitability

Pricing in the printing business should reflect production costs, prevailing market rates and the desired profit margin, rather than being set too low in an attempt to attract customers. Underpricing often leads to financial strain and reduces the ability to maintain quality service.

Focusing on delivering consistent quality and meeting deadlines can justify competitive pricing, while offering package deals for bulk jobs can help increase revenue and attract long-term clients.

Marketing and customer retention

Although word of mouth remains a strong marketing tool, it should be supported with a visible online presence. Using social media platforms to showcase completed jobs, share customer feedback and promote services can help attract new clients and build brand awareness.

Consistency in service delivery is essential, as customers who receive quality work on time are more likely to return and recommend the business to others, which is vital for growth in the commercial printing press business in Nigeria.

Challenges to expect

Like many other businesses, printing comes with its own set of challenges, including the high cost of materials, regular equipment maintenance, unstable power supply and competition from established operators. These factors can affect daily operations and overall profitability if not properly managed.

However, with careful planning and disciplined management, these challenges can be addressed in a way that allows the business to remain stable and continue growing.

Growth opportunities

As the business becomes more established, there are opportunities to expand into specialised areas such as packaging, branding, corporate printing and large-scale production. These areas often provide higher returns and open doors to bigger clients.

Expanding services not only increases income streams but also reduces dependence on walk-in customers, helping to secure a more stable and sustainable future for a commercial printing press business in Nigeria.

Setting up a commercial printing press business in Nigeria in 2026 requires more than enthusiasm. It demands attention to detail, steady investment and a commitment to quality service. Those who approach it with patience and structure are more likely to build a business that stands the test of time.