Weak logistics cost Nigeria N3.2trn yearly as infrastructure gaps, delays squeeze operators

These issues were highlighted at BusinessDay 2026 Mobility and Logistics Conference, themed, ‘Scaling The Future: Building a Resilient and Efficient Mobility and Logistics Ecosystem in Nigeria.’

Obiora Madu, director general, Africa Centre for Supply Chain (ACSC), said the country’s logistics challenges extend beyond inadequate infrastructure to include fragmented operations, poor data sharing and limited integration among the different players responsible for moving goods across the supply chain.

He said logistics costs in Nigeria account for about 30 percent of the cost of goods, compared with a global average of 11 percent, while freight-related inefficiencies can account for as much as 45 percent of trade value in some cases. Nigerian Banking Launch

The figures highlight the burden placed on manufacturers, distributors, transport operators and consumers by a system in which delays and operational disruptions raise the cost of moving goods.

Buchi Ochuba, group business driver of Chisco Transport Nigeria Ltd., said a road trip by the company that was supposed to take 12 hours, stretched to 36 hours, with the delay requiring an additional diesel to fuel the vehicle.

The experience illustrates how road conditions and unpredictable journey times increase costs for transport companies, while potentially affecting fares, delivery schedules and the reliability of services.

Pre-election cases stall ex-Warri refinery MD’s N1.339bn fraud trial

The trial of Jimoh Yisawu, former managing director of Warri Refining and Petrochemical Company Limited, over alleged N1.339 billion money laundering has been adjourned until January 2027, following the inability of the Federal High Court in Abuja to proceed with the case amid pre-election matters.

Justice Inyang Ekwo fixed January 18, 19 and 20, 2027, for the commencement of trial after proceedings could not begin on Monday.

The adjournment also comes amid courtroom renovations, which have forced the judge to share a courtroom with Justice Chigozie Onah of Court 15.

Yisawu is facing an eight-count charge filed by the Economic and Financial Crimes Commission (EFCC) over alleged money laundering offences linked to his tenure at the Warri refinery and previous service with the Nigerian National Petroleum Company Limited.

He pleaded not guilty to all eight counts when he was arraigned before Justice Ekwo on July 20.

Following his plea, Ekele Iheanacho, Senior Advocate of Nigeria and counsel to the EFCC, requested a trial date, while Wale Balogun, Senior Advocate of Nigeria and defence counsel, sought the court’s permission to move the defendant’s bail application.

The prosecution opposed the application, but Justice Ekwo granted bail, holding that the alleged offences were bailable.

The court admitted Yisawu to bail in the sum of N500 million, with one surety in like sum.

The judge directed that the surety must be a responsible citizen who owns landed property within the court’s jurisdiction. The property documents are subject to verification.

Yisawu was also ordered to deposit his international passport with the court and barred from travelling outside its jurisdiction without permission.

The case had earlier been scheduled for trial on October 25, 26 and 27.

In the charge marked FHC/ABJ/CR/361/2026, dated and filed on June 22 by Iheanacho, the EFCC alleged that Yisawu laundered public funds and used part of the proceeds to purchase treasury bills for himself.

The commission said the alleged offence contravened Section 18(2)(b) of the Money Laundering (Prevention and Prohibition) Act, 2022, and was punishable under Section 18(3) of the same Act.

The delay in Yisawu’s trial comes as a related prosecution involving Ahmed Dikko, former managing director of Port Harcourt Refining Company Limited, also awaits trial.

Justice Ekwo adjourned Dikko’s case from October 14 to November 24 and 25.

Dikko was arraigned on July 8 alongside Masterpiece Projects and Investment Limited over alleged money laundering. Both defendants pleaded not guilty.

The court admitted Dikko to bail in the sum of N50 million, with one surety in like sum.

In the charge marked FHC/ABJ/CR/360/2026, the EFCC named Dikko and Masterpiece Projects and Investment Limited as the first and second defendants, respectively.

The commission alleged, among other offences, that Dikko used N218 million to purchase property in Abuja.

The prosecution said the alleged offences contravened Sections 2(1)(a) and 19(1)(d) of the Money Laundering (Prevention and Prohibition) Act, 2022, and were punishable under Section 19(2)(b) of the same Act.

Tafawa Balewa: The quiet man who gave Nigeria its first voice

Before he became the voice of a new nation, Abubakar Tafawa Balewa was a schoolteacher, a writer and a man whose preference for simplicity followed him all the way to the highest office in the land. Sixty years after his death, the photographs and fragments he left behind tell a story larger than politics: of the kind of country Nigeria once imagined it might become.

There is something almost disorienting about looking at old photographs of Sir Abubakar Tafawa Balewa.

Not because the clothes are unfamiliar or because the Nigeria around him has disappeared. It is because the man in the photographs does not quite resemble what Nigerians have come to expect power to look like.

There are no dark glasses.

No enormous convoy.

No theatrical display of wealth.

No visible effort to persuade the camera that an important man has entered the room.

Instead, there is the familiar white robe, the turban, the spectacles and that slightly restrained bearing of a man who often seemed almost uncomfortable with the magnitude of the office history had handed him.

This was, after all, the Prime Minister of Africa’s most populous country.

And on October 1, 1960, it was his voice that introduced independent Nigeria to the world.

‘At last our great day has arrived,’ Balewa told the country, ‘and Nigeria is now indeed an independent sovereign nation.’

The words have survived.

So has the voice.

Measured, deliberate, unmistakably Northern Nigerian and remarkably controlled, it was a voice made for radio. Balewa’s command of spoken English and his gift for oratory would eventually earn him the famous description ‘the Golden Voice of Africa.’

But the remarkable thing about that voice is where it began.

It began not in a palace, a military barracks or one of the great political dynasties of colonial Nigeria.

It began in a classroom.

The Schoolteacher

Abubakar Tafawa Balewa was born in December 1912 in what is today Bauchi State.

His early education combined Qur’anic learning with colonial schooling before he proceeded to Katsina Higher College, one of the institutions that produced a generation of Northern Nigeria’s early educated elite.

He trained as a teacher.

That fact deserves more attention than it usually receives.

Before Balewa learned how to govern, he learned how to explain.

Before he addressed parliaments, he addressed classrooms.

Before diplomats listened to him in London, Washington, New York and Addis Ababa, children listened to him in Bauchi.

He joined Bauchi Middle School as a teacher and eventually became its headmaster. In 1945, he was among a small group of Northern Nigerian teachers selected to study at the University of London’s Institute of Education. He returned to Nigeria and worked in education before politics gradually claimed him.

Something of the schoolmaster never left him.

Listen carefully to Balewa’s surviving speeches and there is surprisingly little flamboyance. He explains. He reasons. He moves from one proposition to another.

His politics could be cautious-sometimes excessively so-but his language was rarely careless.

It is perhaps why, even now, listening to Balewa can feel like hearing another political civilisation.

The Prime Minister Who Was Also a Novelist

There is another Balewa whom political history has almost completely obscured.

The writer.

As a young man, long before independence, Balewa wrote Shaihu Umar, one of the important early works of modern Hausa prose fiction.

The story follows the extraordinary life of its title character through separation, enslavement, displacement, faith and eventual spiritual maturity. Its world is recognisably Northern Nigerian and Islamic, but its concerns-loss, fate, suffering, goodness and human endurance-are universal.

The work was later translated into English by the distinguished Hausa scholar Mervyn Hiskett.

It is an extraordinary footnote to Nigerian history.

The man who would become the country’s first Prime Minister had already imagined lives on paper before he was entrusted with millions of actual ones.

Today Nigeria tends to separate its politicians from its intellectuals, and its political culture rarely expects those who govern to possess a literary imagination. Balewa belonged to an earlier tradition in which teaching, writing, public argument and politics could still inhabit the same person.

That perhaps explains something about the precision of his language.

Words mattered to him.

And in 1960, words suddenly mattered enormously.

The Night Nigeria Became a Country

Imagine Lagos at midnight on September 30, 1960.

Union Jacks were coming down.

A new green-and-white flag was going up.

Fireworks exploded over the city. Dignitaries had arrived from across the world. Crowds filled the streets. After decades of colonial government, an enormous and complicated territory assembled by Britain was becoming a sovereign state.

And at the centre of the ceremony stood a former schoolteacher from Bauchi.

Balewa understood the symbolism.

‘Words cannot adequately express my joy and pride,’ he said, at being the Nigerian privileged to receive the constitutional instruments of independence.

But what is striking when the speech is read today is its absence of triumphalism.

There was pride, certainly.

But there was also anxiety.

NLC expects concrete proposals from FG as Labour talks resume

The Nigeria Labour Congress (NLC) has said it expects the Federal Government to present concrete proposals addressing workers’ outstanding demands as negotiations resume on Tuesday, October 27, 2026.

The talks follow an earlier meeting that ended without an agreement on petrol prices, minimum wage negotiations and other unresolved labour issues affecting public-sector workers.

The NLC had insisted that the government should come prepared with responses to demands already submitted by organised labour rather than prolong discussions without concrete commitments.

The previous meeting, held on October 22, ended without a resolution after the government delegation reportedly arrived without the necessary mandate to negotiate substantively on the issues raised by labour.

The government subsequently requested an adjournment to enable relevant ministers and heads of departments and agencies to participate in the next session.

In a joint statement signed by the acting NLC General Secretary, Benson Upah, and the Trade Union Congress (TUC) Secretary-General, Nuhu Toro, organised labour expressed disappointment over the outcome of the earlier meeting, saying no concrete commitments were secured.

The unions said the government requested additional time to make adequate preparations for a productive engagement scheduled for Tuesday. The outcome of the meeting is expected to influence the next steps by organised labour, which has warned that nationwide action remains an option if the government fails to make meaningful progress.

The NLC had directed its affiliates and state councils to prepare for possible industrial action following the expiration of its initial two-week ultimatum on October 22. The deadline was subsequently extended to October 27 to allow further negotiations.

The dispute covers several issues, including the commencement of negotiations for a new national minimum wage, a reduction in petrol prices, tax relief for workers, wage awards and the implementation of outstanding agreements affecting health-sector and other public-service employees.

The union wants negotiations for a new minimum wage to begin immediately, arguing that workers’ purchasing power has continued to decline amid rising living costs despite the introduction of the N70,000 monthly minimum wage in 2024.

However, the Federal Government maintains that the current minimum wage is due for review on June 1, 2027, citing the three-year review cycle provided under the National Minimum Wage Act, 2019, as amended in 2024.

Labour has rejected the position, insisting that preparations for a new wage review should begin without further delay.

The NLC is also demanding a reduction in petrol prices to levels prevailing when the current minimum wage was signed into law in 2024. It argues that rising fuel costs have increased transportation expenses and contributed to higher prices of food and other essential goods.

Other demands include the implementation of previously agreed tax relief measures, immediate wage awards to cushion workers against economic hardship, and the resolution of outstanding allowances and agreements involving public-sector employees.

Efforts by BusinessDay to obtain further details from the Nigeria Labour Congress on the expected outcome of the negotiations and its planned next steps were unsuccessful as Labour union was yet to respond to enquiries sent to Labour centre as of the time of filing this report.

Ballon d’Or chief reveals Mbappe nearly won the 2026 award

Vincent Garcia, editor-in-chief of France Football, has revealed that Kylian Mbappé led the voting for much of the 2026 Ballon d’Or race before Harry Kane mounted a late challenge to claim football’s most prestigious individual award.

Garcia said the contest between the Real Madrid forward and Bayern Munich striker was decided by an exceptionally narrow margin, with Kane eventually overtaking Mbappé to secure the prize. Kane was crowned at the London Palladium on Monday night after a remarkable season in which he scored 73 goals for the club and country, becoming the first Englishman to win the award since Michael Owen in 2001.

The 33-year-old helped Bayern win the Bundesliga title and complete a domestic double while also impressing in the UEFA Champions League and at the FIFA World Cup. His scoring record proved decisive in a fiercely contested race that also featured Barcelona forward Lamine Yamal. Speaking after the ceremony, Garcia said the margin between Kane and Mbappé was smaller than the 41-point difference between Rodri and Vinícius Júnior in the 2024 voting.

‘I was watching the results in real time during the month of the vote. Kylian led the race for a long time, but Harry Kane came back into contention, and in the end, it was decided by a very, very small number of points,’ Garcia said. He described the contest between the two forwards as exceptionally close, adding that Mbappé had produced an extraordinary season despite finishing second.

Gunmen kill seven in Plateau community attack

Gunmen on Monday night stormed Georo community in Jos South Local Government Area of Plateau State, killing seven persons in an attack that threw residents into panic.

The attackers, who invaded the community at about 10:20pm, reportedly opened fire sporadically, killing some persons in their shops and others at a local restaurant.

Bot Silas, a member of the community who confirmed the incident, said, ‘The gunmen stormed the community at about 10:20pm and started shooting sporadically’.

‘Some of the victims were killed in their shops, while others were attacked at a local restaurant where food was being prepared.

‘Seven persons were killed in the attack, and the incident caused serious panic among residents of the community.’

The attackers came at night and started shooting, forcing residents to scamper for safety’.

Reacting to the incident, Rwang Tengwong, spokesman of the Berom Youth Moulders Association (BYM) condemned the attack and described it as unacceptable.

Tengwong said, ‘The killing of innocent people in Georo is condemnable and must not be allowed to continue.

‘I call on the relevant security agencies to intensify efforts to protect communities and apprehend those responsible for the attack.

‘We call on the relevant security agencies to investigate the incident, bring the perpetrators to justice and ensure that residents can live and carry out their legitimate activities without fear’; he said.

When contacted, Alfred Alabo, the Police Public Relations Officer of the Plateau State Command confirmed that an incident had occurred in the community.

Alabo said the command was making arrangements to visit the area, adding that he could not confirm the casualty figure until he received a full briefing from the Divisional Police Officer in charge of the area.

He said the Commissioner of Police’s prompt response reflected the command’s continued efforts to ensure the safety of communities across the state.

The police spokesman assured residents that the command would pursue the attackers and ensure they were arrested and brought to book.

Learning technologies: From promise to practice

Over the last few years, learning management systems, mobile learning platforms, artificial intelligence, virtual and augmented reality, digital content, learning analytics and other technologies have increasingly entered the vocabulary of Learning and Development. The promise is compelling: learning that is more accessible, flexible, personalised, scalable and measurable. But how much of that promise has translated into everyday practice? What could be the impediments to this happening, and what can practitioners, leaders and organisations do to remove these impediments?

That was the question behind our latest research, Emerging Learning Technologies in Nigeria: From Promise to Practice, conducted jointly by the Nigerian Institute of Training and Development and Efiko Management Consulting. The study drew on responses from professionals across the private and public sectors, educational institutions, development organisations and consulting, examining awareness, adoption, quality of practice, constraints and perceived value. Nigerian Banking Launch

The headline finding is both encouraging and uncomfortable: Nigeria does not have a belief problem. We have an execution problem. Respondents overwhelmingly believe emerging learning technologies create value. About 82.5 percent rated their perceived value highly, making this the strongest result in the entire study. Yet not one demographic group – whether by sector, role, organisation size or region – reported high levels of adoption. In other words, organisations largely believe in the promise, but few have embedded the technologies deeply enough into how learning happens.

That gap matters – it suggests that our challenge is no longer primarily persuading leaders that technology-enabled learning is useful. That argument is increasingly won. The real work lies in moving from experimentation to integration. The study places Nigeria’s emerging learning technology ecosystem somewhere between experimenting and adopting on the NITAD ELT Maturity Model. Organisations are aware, belief in value is strong, and many have begun experimenting. But the technologies often remain adjacent to traditional learning rather than embedded in workflows, performance systems and business processes.Nigerian Banking Launch

In many organisations, we still treat technology as an addition to learning rather than an opportunity to redesign learning itself. We buy a platform. Upload courses. Introduce virtual sessions. Experiment with AI. Perhaps add an app. Then we declare that we have ‘digitised learning’. But digital tools sitting beside traditional practices do not automatically create a digital learning system.

The research shows why progress is difficult. Poor internet connectivity was cited by 75 percent of respondents, high cost by 60 percent and limited technical skills by 57 percent. Unreliable power, gaps in digital literacy and resistance to change compound the problem. These are not isolated barriers. Infrastructure, economics, capability and culture reinforce one another. This is why simply buying better technology will not solve the problem.

One of the strongest lessons from the research is that successful adoption depends on building a system, not collecting tools. The organisations moving fastest tend to do several things differently. They connect learning technology directly to business strategy rather than treating it as an HR experiment. They integrate platforms, content, coaching and workplace application rather than introducing standalone applications. They invest in the capability of trainers and employees. They pay attention to user experience. They adapt solutions to Nigerian realities such as bandwidth, power, affordability and local context. And critically, they measure whether learning is influencing performance rather than simply counting course completions. Nigerian Banking Launch

Leadership also matters enormously. Seventy-five percent of respondents identified leadership commitment as a critical driver of progress. That should not surprise us. Technology-enabled learning requires money, infrastructure, policy, time and behavioural change. Those things rarely happen because the L and D department is enthusiastic. They happen when leadership makes capability-building a strategic priority.

There is another important warning in the data. Leaders and L and D professionals consistently perceive learning technology awareness and quality more positively than employees and learners do. The system can therefore appear more advanced from the top than it feels from the ground. That perception gap should concern every HR and L and D leader. Installing technology is not adoption. Logging into a platform is not engagement. Completing a course is not learning. And learning is not impact until something changes in capability, behaviour or performance.

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The public sector deserves particular attention. It recorded the lowest awareness, weaker process quality and the highest low-adoption rate among the sectors examined. Given the scale of public employment and the critical role government institutions play in developing teachers, health workers, regulators and civil servants, slow adoption has consequences far beyond individual organisations.

The broader message of the study, however, is optimistic. The hardest battle may already have been won. People believe these technologies can improve access, engagement, flexibility and performance. The next phase is therefore not about evangelism. It is about execution. Learning and Development must increasingly move from being a training delivery function to a capability architect – designing integrated ecosystems in which learning is continuous, embedded in work, connected to strategy and measurable in its impact. That requires leadership commitment, better infrastructure, stronger digital capability, enabling policies and thoughtful system design. Emerging learning technologies will not transform learning simply because organisations acquire them or because the technology itself can do marvellous things. Transformation will happen when technology, people, processes and strategy begin to work together.

Omagbitse Barrow is the founder of Efiko Management Consulting, and he supports organisations and leaders to translate their strategy to results.

The tri-sector module setting the economy ablaze: Where finance meets strategy and technology

Across London, Dubai and Lagos, the organisations winning new markets have stopped choosing between the strategist, the technologist and the financier. They are putting all three in the same room, and the results are remarkable.

There was a time when strategy lived in the boardroom, technology lived in the basement, and finance lived somewhere between the two, politely declining every idea that arrived without a spreadsheet. That arrangement has quietly expired. In today’s economy, the organisations that thrive are those that have stopped treating these disciplines as neighbours who nod across the fence and started treating them as a single, integrated engine.

I call it the tri-sector module, and its logic is disarmingly simple. Strategy uses technology to ascertain whether a new market is feasible. Finance then leverages that strategy to determine whether the venture is sustainable. Remove any one of the three, and you are left with an expensive dream, a clever tool without direction or a beautifully balanced budget for a market nobody should have entered.

Strategy asks the question; technology gathers the evidence.

Market entry decisions were once made rather differently. A senior executive visited Lagos or Dubai, enjoyed some excellent hospitality, returned with a strong feeling and commissioned a report to confirm it. Feelings, however, are notoriously poor at forecasting currency movements.

today, the strategist begins with data. Payment behaviour, mobile penetration, search trends, logistics costs and regulatory timelines can all be mapped long before a single lease is signed. When Safaricom and Vodafone launched M-Pesa in Kenya in 2007, it was responding to a behaviour that already existed, as people already sent value to one another informally. Technology did not invent the demand. It revealed it, and strategy had the humility to follow.

Finance asks the question nobody enjoys.

Feasibility and sustainability are not the same thing, although many pitch decks appear to believe otherwise. A market can be enormous, digitally ready and hungry for your product, yet still be the place where your capital goes to retire early.

This is where finance earns its seat. Nigeria’s foreign exchange unification in 2023 was a sobering reminder that revenue earned in naira and costs incurred in dollars can turn a promising quarter into an uncomfortable board meeting. The organisations that weathered it best were rarely those with the boldest growth targets. They were the ones whose finance leaders had modelled the downside and whose strategists had listened.

Similarly, the introduction of federal corporate tax in the UAE in 2023, at a headline rate of nine per cent, did not make Dubai less attractive. It simply rewarded those who had built their structures on foresight rather than folklore.

From start-up to multi-jurisdictional operator

For start-ups, the tri-sector module is a survival instinct. A two-person fintech in Yaba cannot afford a strategy department, a technology function and a finance team working in isolation. Its founders must be all three at once, and the best of them are. Paystack’s acquisition by Stripe in 2020, reportedly for more than 200 million dollars, was not simply a triumph of code. It reflected a clear strategy for African payments: technology built for local realities and a financial model that a global acquirer could believe in.

For the scale-up, the challenge is discipline. Growth attracts capital, and capital attracts ambition, occasionally more ambition than the numbers can support. Several promising African ventures have discovered, rather publicly, that entering six markets in eighteen months is less a strategy than a very expensive way of learning geography.

For the multi-jurisdictional organisation operating across the UK, the UAE and Africa, the tri-sector module becomes a governance framework. Consider a London-based professional services firm opening an office in Dubai and a delivery hub in Lagos. Strategy defines why each location exists.

Technology ensures that systems, data protection obligations and reporting lines speak to one another across three regulatory regimes. Finance determines transfer pricing, currency exposure and where profits are ultimately recognised. When these conversations happen separately, the organisation becomes three companies wearing one logo.

Careem offers a regional lesson. Its founders built a platform tuned to the Middle East, understood local payment and mobility habits, and constructed a business sturdy enough for Uber to acquire it for 3.1 billion dollars. That valuation was not awarded to technology alone. It was awarded to a strategy that technology could prove and finance could defend.

The talent question hiding in plain sight

Boardrooms often discuss this part last, though it belongs first. The tri-sector module depends on people who can translate between disciplines: the finance director who understands product roadmaps, the technologist who can read a cash flow forecast and the strategist who respects both. Such people are rare, and they are seldom found by recruiting for the job title alone.

The UK has depth in financial services. The UAE offers regulatory agility, particularly since reforms in 2021 allowed full foreign ownership of many onshore companies. Africa offers scale, youth and a digital appetite the world is only beginning to take seriously. The organisations that connect these strengths through genuine talent corridors, rather than slogans, will not merely enter new markets. They will define them.

The verdict for leaders

The economy is not rewarding the loudest disruptors or the most cautious accountants. It is rewarding organisations where strategy asks the bold question, technology supplies the honest evidence and finance delivers the sustainable answer. Leaders who keep these functions in separate rooms may still succeed, of course, in much the same way that one may still cross the Atlantic in a rowing boat. It is simply no longer the recommended route.

Bauchi Govt pledges enabling environment for political stakeholders, urges accountability, unity

Bauchi State Governor, Bala Mohammed Abdulkadir, on Tuesday reaffirmed his administration’s commitment to institutional strengthening, public service accountability, and the promotion of a peaceful, inclusive political environment.

Governor Mohammed stated this during the swearing-in ceremony of the newly appointed Caretaker Committee of the Allied People’s Movement (APM), held at the Old Banquet Hall of the Government House in Bauchi.

Represented by his Deputy, Mohammed Auwal Jatau, the Governor urged all public institutions and relevant stakeholders to fully embrace their responsibilities.

He emphasised that public service demands absolute dedication, transparent accountability, and an unyielding commitment to the rule of law, warning that legal prosecution would be pursued where necessary to maintain standards.

‘I encourage everyone to work together to strengthen our institutions, build strong community structures, and promote effective service delivery for the benefit of our people,’ the Governor stated.

Advocating for unity amidst diversity, Governor Mohammed reminded citizens and political actors that national progress and public well-being must remain the ultimate, unifying goals.

‘Let me assure you that my administration remains fully committed to providing an enabling environment for all political stakeholders to thrive. We believe that through robust and constructive engagement, we can achieve meaningful progress,’ he added.

Speaking earlier, the National Organising Secretary of the APM, Hamza Koshe Akuyam, explained that the National Working Committee (NWC) dissolved the previous party structure following recent political developments. The decision was formally ratified by the National Executive Council (NEC) on Saturday.

The party constituted a seven-member Caretaker Committee tasked with harmonising two collapsed party structures into a unified body.

He outlined the committee’s immediate priorities to include structural reinforcement, unity, reconciliation, enhanced communication, and broader member participation.

‘We call on stakeholders and party members to put aside personal differences and work together for a united, disciplined, and better-organised APM in Bauchi State,’ Adaji urged.

The newly sworn-in caretaker committee consists of Shehu Adaji (Chairman), Bello Mahmoud, Isiyaku Abdullahi, Lubabatu Ibrahim, Adamu Shuaibu, Mantuda Halan, and Buhari Gentle

CITN, ACCSA Global to advance digital taxation, AI, others

The Chartered Institute of Taxation of Nigeria (CITN) and the Association of Chartered Certified System Accountants Global (ACCSA Global) have signed a two-year Memorandum of Understanding (MoU) to strengthen professional capacity, promote digital transformation and expand international development opportunities for Nigerian tax professionals.

The partnership establishes a framework for collaboration in artificial intelligence (AI), digital transformation, executive leadership development, international professional certification, research and policy development, with the aim of preparing tax and financial professionals for the evolving demands of the global digital economy.

The agreement was signed on Monday, October 26 at David Olorunleke House, the Institute’s liaison office in Abuja, in the presence of executive leaders, Council members and other stakeholders from both organisations.

Speaking at the signing ceremony, the International President of ACCSA Global, Pamela Njemanze, described the agreement as a demonstration of the organisations’ shared commitment to professional excellence, international cooperation and knowledge exchange.

‘Today represents more than the formal signing of a document; it signifies our shared commitment to professional excellence, international cooperation, knowledge exchange, and the advancement of accounting, taxation, finance, and related professions in a technology-driven world,’ she said.

Njemanze added that the partnership would create opportunities to equip Nigerian tax professionals with contemporary skills in artificial intelligence, digital transformation and international best practices, strengthening their capacity to compete effectively in the global professional environment.

In his welcome remarks, the 17th President and Chairman of Council of CITN, Innocent Chinyere Ohagwa, underscored the importance of international collaboration in addressing the increasingly complex challenges confronting tax professionals.

According to him, issues such as taxation of the digital economy, cross-border transactions, transparency and public trust require cooperation and knowledge-sharing among professionals across jurisdictions.

‘Taxation and public finance are no longer confined to national borders. The challenges our members face – from digital economy taxation and cross-border transactions to transparency and public trust – are shared by professionals worldwide,’ Ohagwa said.

He expressed confidence that the agreement would translate into practical programmes and tangible benefits for CITN members by broadening learning opportunities, facilitating international knowledge exchange and strengthening the profession’s capacity to respond to emerging global challenges.

Under the two-year agreement, both organisations will collaborate on training programmes designed to equip tax practitioners and fiscal policymakers with the skills needed to navigate automated taxation, data analytics and emerging digital financial systems. The initiative is expected to promote the effective application of technology in tax administration and fiscal policymaking.

The partnership will also facilitate international executive leadership programmes, professional exchange opportunities and study tours aimed at exposing participants to best practices in other jurisdictions. These initiatives will provide opportunities for professional development and encourage the adoption of innovative approaches to taxation, financial management and governance.

In addition, CITN and ACCSA Global will explore opportunities to jointly organise international conferences and professional certification programmes to strengthen professional competence, ethical standards and operational efficiency. The organisations will also undertake collaborative research and produce policy publications addressing fiscal governance, cross-border taxation and public trust.

To ensure effective implementation, the agreement provides for a joint steering committee to coordinate and oversee collaborative activities. It also establishes an equal revenue-sharing arrangement under which net surpluses from joint international projects will be shared on a 50:50 basis. ACCSA Global will coordinate international venues and logistics, while CITN will mobilise participants and provide technical inputs.

The partnership comes at a time when digitalisation, international commerce and evolving financial systems are reshaping tax administration and fiscal governance worldwide.

By combining ACCSA Global’s expertise in system accounting with CITN’s professional mandate in taxation, the collaboration seeks to strengthen institutional capacity, promote knowledge transfer and expand opportunities for Nigerian professionals to engage with international standards and practices.

Beyond its immediate training and professional development objectives, the agreement provides a platform for sustained cooperation in research, policy engagement and the development of innovative approaches to emerging tax and fiscal challenges.

The two organisations are expected to leverage their respective strengths to advance professional excellence, encourage international engagement and prepare practitioners to operate more effectively in an increasingly interconnected global economy.