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Access Bank Plc has elevated Oluseyi Kumapayi to Deputy Managing Director, African Subsidiaries, and appointed Olanrewaju Bamisebi as Executive Director, Information Technology and Digitalisation, as part of a leadership restructuring aimed at improving profitability, capital efficiency, and operational performance across its banking operations.

The appointments, which took effect on October 27 and 28, 2026, respectively, follow approval by the Central Bank of Nigeria (CBN), according to a notification filed by Access Holdings Plc with the Nigerian Exchange Limited.

The changes come as Access Holdings shifts its strategic focus from expanding its banking footprint to extracting greater value from its existing operations, particularly its African subsidiaries, while strengthening technology integration within its flagship banking business. Kumapayi, who previously served as Executive Director, African Subsidiaries, will retain responsibility for the bank’s African operations in his new position, with an expanded mandate to improve subsidiary profitability, capital productivity, operational efficiency and cross-border business integration.

His elevation underscores the growing importance of Access Bank’s African franchise to the group’s earnings strategy, as the lender seeks to translate its established presence across the continent into stronger financial returns.

With more than 25 years of banking experience, Kumapayi joined Access Bank in 2002 and served as Group Chief Financial Officer between 2007 and 2020. He assumed responsibility for the bank’s African subsidiaries in November 2020.

His previous responsibilities spanned financial management, strategy, risk, treasury and business development, experience expected to support the group’s efforts to improve the financial contribution of its overseas operations.

The second appointment sees Bamisebi move from Access Holdings to the board of Access Bank, bringing executive responsibility for information technology and digitalisation directly into the bank’s operating structure.

The restructuring signals a shift towards closer alignment between technology investments and the bank’s commercial priorities, including revenue generation, customer experience, cost management and operational resilience.

Bamisebi, who has more than 20 years of experience in technology transformation, digital banking and enterprise systems, previously led technology strategy and shared technology services at Access Holdings.

In his new role, he will oversee the modernisation and simplification of technology platforms, cybersecurity, operational resilience, and the deployment of digital solutions to improve customer experience and business performance.

His experience includes senior leadership positions at Equity Group Holdings, where he served as Group Director of Information Technology and Operations and Managing Director of Finserve Africa. He also previously served as Group Chief Information Officer at Diamond Bank.

Commenting on the appointments, Aigboje Aig-Imoukhuede, group chairman of Access Holdings, said the group was now focused on converting its extensive banking presence into stronger financial performance and sustainable shareholder value.

‘Access Holdings has built a substantial banking franchise across Africa and beyond. Our strategic priority is now to translate that scale into superior performance, greater efficiency, stronger returns on capital and sustainable value for shareholders,’ he said.

He said Kumapayi’s elevation would strengthen the group’s efforts to improve the performance of its African subsidiaries, while Bamisebi’s appointment would bring technology leadership closer to the bank’s operations, customers and commercial priorities. According to Aig-Imoukhuede, clearer accountability, stronger execution and disciplined investment in technology would be critical to the group’s next phase of development.

Roosevelt Ogbonna, managing director and chief executive officer of Access Bank, said the lender was prioritising productivity, efficiency, and profitability through better deployment of capital, technology and its existing market presence.

‘Across our African subsidiaries, the emphasis will be on improving returns, strengthening execution and capturing greater value from our existing franchise,’ Ogbonna said.

He added that the bank would focus on simplifying technology platforms, improving reliability, accelerating innovation and delivering better customer outcomes at a lower cost to serve.

In Onitsha, history is not a sepia-toned relic, embalmed in the amber of antiquity, nor a fading whisper consigned to the recollections of elders. It is a living, breathing inheritance, perpetually renewed in the consciousness of a people whose ancestral memory constitutes both the compass of their identity and the cornerstone of their collective destiny.

Each year, as Ofala unfurls its magnificent tapestry of royal pageantry, sacred rites, rhythmic pageantry and communal celebration, the ancient kingdom becomes a theatre of cultural transcendence, where the past rises in splendour to converse with the present and illuminate the possibilities of the future.

The royal drums reverberate as the heartbeat of a civilisation; the palace courtyard becomes a living chronicle; and the colourful procession of royalty, chiefs, age grades and cultural associations transforms the landscape into an eloquent tableau of history, heritage and humanity.

In this grand orchestration of ancestral memory, Ofala emerges as more than a festival. It is the ceremonial affirmation of a people’s enduring covenant with their past and their resolute determination to preserve its wisdom without forfeiting the promise of tomorrow.

At the heart of this magnificent cultural inheritance stands the throne of Ezechima, an institution whose historical roots extend beyond five centuries. Through the twin ceremonial observances of Iru Ofala and Azu Ofala, Onitsha re-enacts the grandeur of its royal tradition, reaffirming the intricate architecture of authority, allegiance and communal belonging upon which its identity rests.

The Obi’s emergence, the stately procession of the Ndichie, the exuberant displays of cultural associations and the homage of subjects constitute a sophisticated grammar of continuity, through which successive generations rediscover the meaning of belonging and renew their commitment to the collective enterprise of advancement.

Under the enlightened reign of His Royal Majesty, Igwe Nnaemeka Alfred Ugochukwu Achebe, CFR, mni, the Obi of Onitsha, Ofala has acquired an increasingly expansive intellectual and developmental dimension. Beyond its ceremonial magnificence, the festival has become a platform for reflection, reconciliation, youth empowerment, cultural regeneration and social advancement.

Its evolving character demonstrates that tradition is neither a prisoner of time nor an obstacle to progress; rather, it is a reservoir of wisdom whose relevance deepens when its enduring values are imaginatively applied to contemporary realities.It is within this unfolding narrative of cultural renewal that Globacom’s partnership with Ofala assumes particular significance.

In 2011, the indigenous Nigerian telecommunications company entered into its inaugural three-year sponsorship agreement with the Onitsha Traditional Council, establishing a corporate-cultural relationship that has endured through successive editions of the festival. Renewals in 2014 and 2017, continued support through subsequent celebrations, and another three-year renewal in 2025 have carried the association into its sixteenth year. Such continuity distinguishes the relationship from episodic corporate patronage, establishing it instead as a sustained commitment to the preservation, presentation and progressive projection of one of Nigeria’s most distinguished royal traditions.

The significance of this partnership becomes more tangible when examined against the expanding constellation of activities that has enriched Ofala’s cultural landscape. The 2017 celebrations incorporated youth-oriented programmes, an international arts exhibition, a music concert, the Miss Ofala contest and a royal banquet. These initiatives broadened the festival’s appeal, creating additional avenues for artistic expression, youthful participation, entertainment and social interaction while preserving the sacred foundations upon which the celebration rests.

In 2018, the Oraeze International Arts Exhibition brought together more than 100 artists from Nigeria and the diaspora, transforming Onitsha into a vibrant confluence of creative traditions, artistic sensibilities and cultural perspectives. Through such initiatives, the kingdom’s indigenous inheritance found fresh avenues of interpretation and international expression, with Globacom’s sustained sponsorship forming part of the wider framework supporting the festival’s continuing expansion.

Yet the deeper significance of this relationship transcends the multiplication of events or the magnificence of ceremonial spectacle. Its enduring promise lies in the possibility of transforming cultural visibility into sustainable opportunities for tourism, creative enterprise and community development.

Since 2019, Ofala’s organisers have pursued greater national, West African and international recognition, alongside enhanced economic viability, under the compelling aspiration of bringing the world to Onitsha.

Globacom’s telecommunications reach and digital capabilities provide an important bridge towards this ambition, helping to connect the festival’s distinctively local identity with audiences beyond the immediate boundaries of the kingdom. In this encounter between heritage and modernity, communication becomes more than the conveyance of information; it becomes the carriage of identity across distance, carrying the cadences of an ancient civilisation into the consciousness of a wider world.

The introduction of Ofala’s mobile application in 2025, providing real-time updates and multimedia content, further illustrates the possibilities inherent in this digital transformation. By extending access to the festival’s activities and cultural narratives, such platforms create additional opportunities for tourism, hospitality, indigenous craftsmanship and creative enterprise to engage broader audiences.

The eventual economic dividends, however, depend upon complementary investment, effective implementation and the active participation of the wider community.

Here, the royal drumbeat and the digital signal perform an extraordinary duet.

One summons the community to the palace; the other carries the palace’s story across oceans. One preserves memory through rhythm; the other propagates its meaning through networks that diminish the tyranny of geographical distance.

Together, they challenge the false dichotomy between tradition and technology, demonstrating that modern communication need not diminish ancestral identity. Properly harnessed, it can become tradition’s most persuasive messenger, translating the eloquence of ceremonial heritage into a language accessible to younger generations and distant audiences alike.

For Globacom, the partnership reflects a conception of corporate citizenship that reaches beyond the transactional imperatives of commerce to embrace cultural continuity, indigenous identity and national development.

For Ofala, sustained corporate support provides an enduring relationship around which its expanding cultural aspirations can find greater expression. Their association illustrates the possibilities that emerge when indigenous enterprise and indigenous heritage converge in a relationship of mutual relevance, bringing business, cultural stewardship and the international projection of Nigeria’s civilisational wealth into a common frame.

Ultimately, Ofala is both inheritance and imperative: a living archive whose treasures must be preserved, interpreted and enriched by every succeeding generation.

Through its enduring partnership with Globacom, Onitsha’s royal heritage continues to enlarge its horizons without surrendering its soul, inviting the world to encounter not a museum of yesterday, but a confident civilisation, deeply rooted in ancestral wisdom and resolutely advancing towards tomorrow.

In this luminous convergence of crown and connection, tradition and technology, ancestry and aspiration, lies a profound lesson for corporate Nigeria: the most consequential partnerships are those that create value beyond the balance sheet and leave an imprint beyond the immediate moment.

When heritage finds an enduring partner in communication, memory acquires a wider audience, tradition discovers renewed possibilities, and the voice of a civilisation travels beyond borders without losing its ancestral accent.

Nigeria’s pension industry managed N5.9 trillion. By August 2026, it held N31.8 trillion, with N3.8 trillion added in the first eight months of this year alone. Behind that headline is a story of an industry that started cautiously and is now learning to invest like a mature retirement system. From the perspective of the Pension Fund Operators Association of Nigeria (PenOp), this evolution reflects the progress made in Nigeria’s pension industry and the continuing work required to deepen investment opportunities while safeguarding contributors’ retirement savings.

Born in a market with few options

When the Contributory Pension Scheme took off, Nigeria’s capital market offered little to choose from. The corporate bond market was small. Infrastructure investment vehicles barely existed. Long-dated instruments that could match retirement liabilities decades away were scarce, and private funds with the governance and track record institutional investors demand were scarcer still.

Federal Government securities filled the gap. They offered capital protection, predictable income, deep liquidity and long maturities. For years, high interest rates meant they also delivered strong returns. For a young industry whose first duty was to protect workers’ savings, leaning on FGN paper was a rational response to the market, not a failure of imagination.

That foundation still matters. FGN securities hold N17.80 trillion, more than half of all pension assets. But a share is only a snapshot. The better question is what has been growing around it.

The portfolio starts to grow up

Over the decade to August 2026, pension assets expanded roughly 5.4 times, and almost every other asset class grew faster. Domestic equities rose about twelve-fold and now stand at N6.32 trillion. Corporate debt grew 7.5-fold. Infrastructure funds and private equity, which began from almost nothing, now hold N344.62 billion and N267.01 billion respectively.

Regulation has moved with the market. In February 2026, PenCom issued a revised framework for investing pension assets. It raised equity limits across all RSA fund types and made room for infrastructure and private equity beyond the old five per cent ceiling. In September 2026, the Pension Industry Infrastructure Consortium committed N241 billion to infrastructure, a signal that the industry means to back long-term projects. And in March 2026, pension fund returns beat headline inflation for the first time in seven years. For PenOp, these developments reflect the importance of creating an investment environment in which pension funds can access a broader range of quality assets while maintaining the discipline required to protect contributors’ savings.

The progress has not been even

The story is not one of uniform success, and the gaps are instructive. Real estate fell from N212.37 billion to N132.81 billion. Foreign equities rose from N116 billion to N281 billion, yet their share of investment assets fell from 2.0 per cent to 0.9 per cent, because the overall pool grew so quickly. Offshore exposure is now the clearest gap in the portfolio.

These numbers show where the next chapter will be written. Geography is the largest unexploited source of diversification, since less than one per cent of the portfolio sits in foreign equities. Real estate’s decline is a reminder that illiquid, hard-to-value assets need patient and careful handling.

Every pension system walks this road

Nigeria is following a path older systems have already travelled, usually from the same starting point.

Chile, whose 1981 reform inspired pension systems around the world, began with portfolios dominated by government paper and bank deposits. Over the following decades, regulators widened investment limits, allowed more equities and foreign assets, and introduced multifunds so younger savers could take more growth risk than those nearing retirement. Mexico’s Afores followed a similar arc, moving from heavy reliance on government securities towards equities, foreign investments and structured vehicles for infrastructure and real estate.

The numbers show where the road can lead. Australia’s superannuation system, built on mandatory contributions from 1992, held A$4.77 trillion at June 2026, up 9.5 per cent in a year. Contributions for the year reached A$236.3 billion, and the compulsory contribution rate hit its final legislated level of 12 per cent in July 2025. Scale like that gives a pension system real influence over what gets financed.

Canada tells the story of a deliberate pivot. Before the late-1990s reforms, public pension money was largely lent to provincial governments. The creation of CPP Investments, with an independent professional mandate, changed that. Its net assets reached C$793.3 billion at 31 March 2026, up from C$714.4 billion a year earlier, with returns helped by public equities and by energy and infrastructure holdings. Its ten-year annualised net return stood at 8.4 per cent at the end of 2025. Since it began investing in 1999, it has added C$539.4 billion in cumulative net income to the fund. A system that once lent to governments became a global investor in equities, private markets and infrastructure.

Africa is moving the same way, as Kenya, Ghana and others widen their pension investment frameworks while their capital markets deepen.

The pattern repeats. Systems begin with safety, expand as markets and regulation mature, and eventually draw returns from many sources. Nigeria is early in that sequence and heading in the right direction.

Why diversification is a marathon

Diversification does not mean abandoning government bonds, and it does not mean collecting asset types for their own sake. It means spreading exposure across asset types, issuers, sectors, maturities and geographies so that no single source of risk dominates. Government bonds tend to do well when interest rates fall. Equities track corporate profit growth. Infrastructure often delivers inflation-linked income over decades. Together, they smooth the ride through economic cycles.

Several conditions set the pace.

Investable supply. Pension funds need assets with sound governance, fair valuation, adequate returns for the risk and strong legal protection, and enough of them to absorb institutional money without distorting the market. Supply is growing, but it must grow further.

Liquidity. A pension fund promises that contributions will reliably turn into retirement income. Illiquid assets such as infrastructure and private equity must therefore be sized carefully. This is core fiduciary duty, not bureaucratic caution.

Skills and governance. Buying sovereign bonds is simple. Equity research, credit analysis, project evaluation, private-market due diligence and manager selection are not. Without those capabilities, a complex portfolio does not reduce risk. It moves risk somewhere harder to see and measure.

Infrastructure that earns its place. Retirees’ benefits stretch over two or three decades, just as infrastructure cash flows do, which makes the match natural. But projects must be financially viable. Pension money should not be directed into weak projects in the name of national development.

The same logic covers alternatives. Private equity, real estate and specialised funds offer lower correlation with public markets and exposure to growth beyond the stock exchange, but they carry valuation, manager and governance risks. They should be an additional layer in the portfolio, not a destination for money leaving FGN securities.

What it means for contributors and for Nigeria

For RSA holders, the point is simple. Every allocation decision should serve one goal: a retirement balance large enough to live on decently. Diversification is a tool for building savings that can withstand inflation, interest-rate swings and economic shocks across a working lifetime. Returns finally beating inflation in March 2026, after seven lean years, show what a more balanced approach can deliver.

The effect reaches beyond individual savers. A pool above N31.8 trillion is among the most powerful forces in Nigeria’s capital market. Where it flows shapes the depth of the stock market, the growth of corporate bonds, the funding of long-term infrastructure and the development of private markets. Done well, this becomes a virtuous circle: pension money backs quality opportunities, those opportunities grow the economy, and a stronger economy produces better retirement outcomes.

The industry has come from a market with few choices to one with a widening menu. Its task now is to move deliberately, at a pace set by asset quality, liquidity and institutional capability. PenOp believes that if the industry holds that discipline, the next chapter of Nigeria’s pension story could prove as consequential as the first.

Underwriting firm, Linkage Assurance Plc has recorded 31 percent growth in profit after tax (PAT) to N4.09 billion in the nine months ended September 2026, despite the challenging business environment.

The insurer’s unaudited financial results submitted to the NGX Limited for shareholders and investors showed that PAT rose from N3.12 billion recorded in the corresponding period of 2025 to N4.09 billion in the review period, while profit before tax increased by 29 percent to N4.32 billion from N3.34 billion.

The growth in profitability was largely supported by investment and other income, which rose 27 percent to N7.71 billion from N6.05 billion a year earlier, helping the company manage rising claims and other insurance-related costs during the review period. Insurance revenue increased by six percent to N20.55 billion from N19.30 billion, reflecting growth in the company’s insurance business, while the company continues to meet its obligation to customers as reflected in gross claims pay out of N5.59 billion during the nine-month period, compared with N4.02 billion in the corresponding period of 2025.

On the balance sheet, the insurer recorded stronger growth, with total assets increasing by 31 percent to N100.83 billion as of September 30, 2026, compared with N76.90 billion at the end of December 2025.

In its outlook, Linkage Assurance said its strategic focus for 2026 is centred on consolidation, with emphasis on business growth, operational excellence, financial excellence, and customer and people development.

Daniel Braie, managing director/CEO, Linkage Assurance Plc said the company’s strategy would guide its efforts to increase market share in profitable business segments while improving customer experience in an increasingly competitive insurance market.

He also identified technology and digital transformation as important components of its growth strategy, particularly in improving products and services for direct and personal insurance customers.

Braie said, Linkage would offer customers different motor insurance options based on their risk exposure, willingness and ability to pay, while continuing its brand awareness and customer value initiatives.

Linkage Assurance’s nine-month performance comes as Nigeria’s insurance industry enters a new phase following the recapitalisation exercise, which has increased expectations for stronger underwriting capacity, improved claims settlement and more sustainable business growth.

The contest for the presidency of the 11th Senate has taken a fresh turn following a Federal High Court judgment removing Hope Uzodimma, the Imo State governor, as the All Progressives Congress (APC) senatorial candidate for Imo West and recognising former governor Rochas Okorocha as the winner of the party’s primary election.

The ruling, delivered on Thursday, October 29, by Justice Obiora Egwuatu of the Federal High Court in Abuja, ordered the Independent National Electoral Commission (INEC) to recognise Okorocha as the APC candidate for the January 16, 2027 National Assembly election.

The court also directed Uzodimma to stop presenting himself as the party’s candidate and ordered the APC to forward Okorocha’s name to INEC.

But in a swift response, the Imo State chapter of the APC rejected the position, insisting that Uzodimma remained its candidate for the senatorial district.

In a statement signed by Jones Onwuasoanya, its State Publicity Secretary, the party said Uzodimma emerged from the May 18 primary with the overwhelming support of party members, adding that its legal department would study the judgment and determine the next line of action.

‘The party wishes to state without any confusion that His Excellency Distinguished Senator Hope Uzodimma, CON, remains the candidate of our Party for Imo West Senatorial District, having won the primaries of our great Party with the overwhelming support of the majority of our Party members,’ the statement said.

The party’s position has introduced another layer of uncertainty into the political calculations surrounding the next Senate presidency, particularly as Uzodimma has been linked to the race to succeed incumbent Senate President Godswill Akpabio.

Although the court case concerns the APC’s Imo West nomination and not Uzodimma’s general eligibility to become Senate President, the judgment directly affects the first hurdle he must cross: securing a seat in the next Senate.

The 11th National Assembly is expected to be inaugurated in June 2027, following the January 16 National Assembly elections. Senators-elect will elect the Senate President and Deputy Senate President at the inauguration.

For Uzodimma, the immediate challenge is therefore no longer simply whether he can secure support for the Senate’s top position, but whether he can remain the APC’s candidate and win election into the chamber.

The ruling followed a suit filed by Okorocha, who challenged the recognition of Uzodimma as the party’s candidate. Okorocha argued that he won the May 18 primary and that INEC was bound by the report of its officials who monitored the exercise.

In its judgment, the court held that the evidence before it established that Okorocha, rather than Uzodimma, won the primary. It consequently ordered the APC to submit Okorocha’s name to INEC.

The governor and the APC had opposed the suit, arguing that it was filed outside the 14-day period prescribed by Section 285(9) of the Constitution for pre-election matters. The court nevertheless ruled in Okorocha’s favour.

The APC’s insistence that Uzodimma remains its candidate means the dispute could continue through further legal and party processes. Uzodimma also retains the right to appeal the judgment.

The development has revived attention on the political rivalry between the two former governors. Okorocha governed Imo State from 2011 to 2019 and represented Imo West in the Senate from 2019 to 2023, while Uzodimma represented the same district from 2011 to 2019 before becoming governor in January 2020.

Beyond the dispute over the party ticket, the outcome could affect the calculations of politicians positioning themselves for the Senate presidency.

The Imo dispute is unfolding against the backdrop of an increasingly public contest between Akpabio and politicians reportedly interested in succeeding him.

On October 14, during the inauguration of the APC Presidential Campaign Council at the State House in Abuja, Akpabio openly appealed to President Bola Ahmed Tinubu to support his return as Senate President in the 11th National Assembly.

He also used the occasion to caution governors against abandoning their constituents to pursue other political offices before completing their tenures.

‘I did eight years as a governor, and the constitution says you should do eight years. There’s no need for you to start eyeing another position that is not available,’ Akpabio said.

Although he did not mention Uzodimma by name, the remarks were widely interpreted as directed at the Imo governor, whose reported interest in the Senate presidency had become a subject of political discussion.

Akpabio also told Tinubu to encourage lawmakers to return to the National Assembly and support his second-term ambition.

‘Mr President, you already know that we (the National Assembly) are with you. Please, take the advice of Governor Soludo seriously. He (Soludo) said if the cloth is not torn, why try to amend it? If you try to amend it, you are going to tear the cloth,’ he said.

‘If the National Assembly is so much with you, why not encourage them to come back and support you in your second term?’

The Senate President’s comments were significant because they brought his ambition into the open while also drawing attention to the possibility of a rival candidate emerging from within the ruling party.

Uzodimma, who was also present at the campaign council inauguration, confirmed that he would contest the senatorial election.

‘Mr President, you will be on the ballot on 16 January 2027. But if we are honest with ourselves, so will we,’ he said.

‘I will be on the ballot as a senatorial candidate. So, all of us. The challenge of re-electing Mr President is the challenge of re-electing every member of APC.’

Uzodimma’s second term as governor is expected to end in January 2028, while the 11th Senate is scheduled to begin in June 2027.

If elected senator and determined to take up the seat before his governorship tenure expires, he would have to leave the governorship early, as he cannot simultaneously occupy both offices.

The timing has therefore become part of the political debate around his reported ambition.

A day after Akpabio’s appeal to Tinubu, the Senate witnessed another episode that further exposed the struggle over the next leadership of the chamber.

During plenary on October 15, Tahir Monguno, the Senate Chief Whip, moved to publicly endorse Akpabio’s return, declaring that the Senate presidency would not be open for contest in the 11th National Assembly.

Monguno also extended the endorsement to Deputy Senate President Barau Jibrin and other principal officers, expressing confidence that most of the serving lawmakers would secure re-election.

‘By the grace of God, the majority of us are going to make it back to the Senate, and this seat is hereby declared: there is no vacancy. No vacancy at all, including the seat of DSP, and all other principal officers,’ Monguno said.

Cyril Fasuyi, senator representing Ekiti North, seconded the motion, insisting that the Senate presidency was already occupied by Akpabio.

‘The seat of the Senate President in the 11th Assembly is not open to any contest. It is already occupied by Senator Godswill Obot Akpabio,’ Fasuyi said.

Akpabio put the motion to a voice vote, which received support from lawmakers present.

The declaration was an unusually early public expression of support for the incumbent and his principal officers, coming months before the general election and before the composition of the next Senate is known.

Akpabio subsequently suggested that the controversy surrounding his remarks on the bill seeking to decriminalise attempted suicide was being exploited by politicians interested in the Senate presidency.

‘I know the position of president is gone. The position of vice president is gone. The only one that is left now is the position of Senate president that everybody wants to contest and have started mobilising,’ he said.

The declaration, however, does not amount to a formal election or guarantee that Akpabio will retain the office. Under the legislative process, the Senate President is elected by senators-elect at the inauguration of a new National Assembly.

The voters in the senatorial elections will first determine who enters the chamber, while the newly elected lawmakers will decide who leads it.

The episode nevertheless demonstrated that the battle for the 11th Senate presidency has begun well ahead of the inauguration.

The public endorsements followed an earlier controversy over amendments to the Senate Standing Orders in May 2026, which raised questions about whether the rules were being adjusted to shape the field of contenders for the next leadership.

On May 5, the Senate amended its rules to require lawmakers seeking the positions of Senate President and Deputy Senate President to have served for at least eight years in the chamber, across two consecutive terms immediately preceding their nomination.

The change represented a departure from the previous arrangement, under which ranking senators who had served at least one term could contest for presiding offices.

The amendment had implications for several politicians believed to be interested in leadership positions in the 11th Senate, including Uzodimma and Adams Oshiomhole, senator representing Edo North.

Uzodimma had served two consecutive terms in the Senate between 2011 and 2019, but had been outside the chamber since becoming governor. Oshiomhole, on the other hand, entered the Senate in 2023 and was serving his first term.

The proposed requirement for two consecutive terms immediately preceding nomination would therefore have excluded both men.

The amendment also generated questions about Akpabio’s own eligibility under the proposed framework, given that his previous Senate service was not continuous with his current tenure.

Oshiomhole publicly criticised the amendment, arguing that it raised questions about fairness and the circumstances in which lawmakers were changing the rules governing their own leadership.

Beyond Akpabio and Uzodimma, Oshiomhole is among the politicians whose names have featured in discussions about the next Senate presidency.

The former Edo governor, former APC national chairman and former president of the Nigeria Labour Congress has built a political profile around his confrontational style and public criticism of powerful interests.

His challenge to the May amendments placed him at the centre of the debate over the eligibility rules, although he must first secure re-election to the Senate before any leadership contest can take place.

Other political actors have also become part of the conversation.

Nyesom Wike, minister of the Federal Capital Territory, publicly opposed Uzodimma’s reported ambition during an appearance on TVC’s Journalists’ Hangout in September.

Wike accused governors of seeking to influence the emergence of the next National Assembly leadership by determining which candidates secure legislative seats.

He specifically criticised the possibility of Uzodimma seeking to become Senate President after leaving office as governor.

The dispute has therefore moved beyond the Senate chamber, drawing in governors, federal ministers and party leaders whose interests may shape the emergence of the next legislature.

The president’s position is also important. Although the Senate President is elected by senators and not appointed by the president, the ruling party’s internal arrangements and the president’s political preference can influence the contest.

Akpabio’s direct appeal to Tinubu for support reflects the importance he attaches to the relationship with the Presidency.

At the same time, Uzodimma’s position as chairman of the Progressive Governors’ Forum and his reported relationship with Tinubu have made his possible entry into the Senate a subject of wider political interest.

The question is whether the next Senate leadership will emerge primarily from the choices of senators-elect or from negotiations among powerful figures within the ruling party.

The Federal University of Science and Technology (FUST), Kabo, Kano State, has secured accreditation for 20 academic programmes, including medical courses, ahead of the commencement of its maiden academic session.

The development marks a major step in the take-off of the institution, which was upgraded from the Federal Polytechnic, Kabo, to a full-fledged university in 2025.

Deputy Senate President Barau Jibrin, who disclosed his satisfaction with the development, urged the university’s Governing Council and management to sustain the progress by maintaining high academic standards.

Barau spoke on Thursday when the Pro-Chancellor and Chairperson of the Governing Council, Grace Titilayo Laoye-Tomori, led members of the council on a courtesy visit to him at the National Assembly in Abuja.

Laoye-Tomori, a former deputy governor of Osun State, said securing accreditation for 20 programmes, including medical courses, had placed the institution on a strong footing to commence academic activities.

She attributed the development to the support of Barau, who sponsored the legislation that led to the establishment of the institution as a federal polytechnic in 2016 and its subsequent conversion into a university in 2025.

According to her, the senator’s intervention was driven by a vision to expand access to higher education for young Nigerians, particularly those in northern Nigeria.

She commended him for sustaining his commitment to the institution’s development, saying the accreditation achievement reflected the progress made towards establishing a university capable of delivering quality science and technology education.

Responding, Barau congratulated the governing council, management and staff on securing accreditation for the programmes within a relatively short period.

He called on the university authorities to consolidate the achievement through quality teaching, effective administration and adherence to academic standards.

The deputy Senate president also acknowledged President Bola Tinubu for signing the legislation that facilitated the conversion of the polytechnic into a university.

He said investment in education and skills development remained essential to harnessing Nigeria’s human resources, particularly its youthful population.

Barau reaffirmed his commitment to supporting the institution, stressing that expanding access to quality education would help prepare young people for national development.

The accreditation of the 20 programmes represents an important milestone for the university as it prepares to admit students for its first academic session.

Nigeria stands today at a decisive inflexion point in its democratic journey. The nation’s political landscape is increasingly defined not by the loudness of electoral participation but by the silence of abstention. The politics of no-vote-often dismissed as apathy-has matured into a potent political signal, a collective expression of disillusionment, distrust, and frustration with a system perceived as unresponsive to the needs of its people. This phenomenon is not merely a democratic inconvenience; it is a structural warning that Nigeria’s political and economic foundations are under strain.

In a country where economic development and sustainability are urgent imperatives, the rise of no-vote politics threatens to weaken the very mechanisms required to achieve national progress. Democracy thrives on participation, legitimacy, and accountability. When citizens withdraw their consent through abstention, the democratic engine slows, governance becomes fragile, and economic transformation becomes increasingly elusive. Nigeria must therefore confront this challenge with intellectual honesty, institutional courage, and strategic foresight.

Understanding the politics of no-vote

The politics of no-vote is not a passive act of indifference. It is an assertive political stance rooted in accumulated disappointments. Many Nigerians have come to believe that voting does not produce meaningful change, a perception shaped by decades of electoral irregularities, unfulfilled promises, and governance failures. The ballot box, once a symbol of hope, has become for many a symbol of futility.

This disillusionment is particularly pronounced among the youth, whose political energy has migrated from polling units to digital platforms. Social media has become a theatre of civic expression, where frustrations are aired, movements are mobilised, and alternative visions of governance are debated. Yet this digital vibrancy contrasts sharply with declining physical participation in elections. The youth, who constitute a significant portion of Nigeria’s population, now engage politically without engaging electorally.

Regional disparities further complicate the landscape. Communities that feel historically marginalised or economically neglected often abstain from voting as a symbolic protest. Their silence is a message: the system does not serve them, and participation feels pointless. When such sentiments become widespread, they weaken national cohesion and erode the legitimacy of democratic institutions.

The economic consequences of no-vote politics

Democracy and economic development are inseparable. A disengaged electorate produces leaders with weakened mandates, undermining the stability required for economic growth. Investors-both domestic and foreign-monitor voter turnout as an indicator of political stability. Low participation signals uncertainty, discouraging long-term investments and slowing economic progress.

Policy continuity, essential for sustainable development, becomes fragile when electoral outcomes are shaped by disengagement rather than robust participation. Leaders elected by a minority of eligible voters often struggle to implement transformative policies, lacking the broad public mandate necessary for bold reforms. This fragility disrupts long-term planning, weakens institutions, and creates an environment where economic policies are easily reversed or abandoned.

Political disengagement also erodes accountability. Leaders who do not fear electoral consequences may become complacent, allowing corruption to flourish. Corruption undermines economic development, widens inequality, and perpetuates poverty. Communities that abstain from voting lose political leverage, becoming invisible in policy formulation and resource allocation. Their economic marginalisation deepens, creating a vicious cycle of disengagement and deprivation.

Thought processes behind no-vote behaviour

To address the politics of no-vote, Nigeria must understand the psychological and social dynamics that drive it. Many citizens believe their votes do not count, a perception reinforced by historical electoral malpractice. Others feel that all politicians are indistinguishable, lacking ideological diversity or moral distinction. This belief fosters cynicism and discourages participation.

Another prevailing thought is that democracy has not improved daily life. Citizens judge governance by tangible outcomes-jobs, security, infrastructure, fairness. When these outcomes remain elusive, democracy itself becomes suspect. The perception that the system is rigged against ordinary people further fuels disengagement, creating a sense of powerlessness.

Digital participation also shapes no-vote behaviour. Many young Nigerians feel more empowered through online activism than through voting. Social media provides immediate visibility and influence, whereas electoral participation feels distant and ineffective. This shift in civic engagement must be understood and addressed if Nigeria is to revitalise its democratic culture.

The link between democracy, economic development, and sustainability

Nigeria’s democratic health cannot be separated from its economic realities. Sustainable development requires stable institutions, predictable policies, and inclusive growth. Democracy provides the framework for these outcomes, but only when citizens participate meaningfully. A disengaged electorate weakens institutions, undermines policy continuity, and erodes public trust.

Economic development thrives in environments where the rule of law is respected, public institutions are transparent, and leadership is accountable. These conditions attract investment, stimulate innovation, and promote equitable growth. Sustainability, in turn, demands responsible resource management, climate-resilient infrastructure, and long-term planning. Nigeria’s vast natural resources, youthful population, and emerging digital economy offer immense potential, but this potential cannot be realised without a stable and participatory democratic system.

Solutions: Re-engineering Nigeria’s democratic and economic future

Nigeria must adopt a comprehensive strategy to reverse the politics of no-vote and strengthen democratic sustainability. Rebuilding trust in electoral processes is paramount. Transparent systems, secure digital technologies, and strong institutional independence are essential. Electoral malpractice must be met with strict penalties, and real-time monitoring should be made accessible to the public to enhance transparency.

Civic education must be revitalised. Citizens need to understand how voting influences economic outcomes and national development. Schools, religious institutions, and digital platforms should be leveraged to promote democratic participation. Influencers and community leaders can play a vital role in reshaping public perceptions of voting.

Governance performance must improve. Citizens disengage when leadership fails to deliver. Governments must prioritise policies that directly impact daily life-job creation, security, healthcare, and infrastructure. Performance-based governance metrics and quarterly scorecards can enhance accountability and rebuild trust.

Economic reforms are critical for inclusive growth. Nigeria must expand opportunities in the digital economy, strengthen small and medium-scale enterprises, and implement regional development plans to reduce inequality. Green industries and sustainable agriculture should be promoted to align economic growth with environmental stewardship.

Technology offers powerful tools for democratic sustainability. AI-driven platforms can facilitate public consultations, while blockchain can enhance transparency in public finance. Digital town halls can bridge the gap between leaders and citizens, fostering dialogue and trust.

Essentially, Nigeria must strengthen its social contract. National unity requires inclusive dialogue, recognition of historical grievances, and the promotion of shared national narratives. Democracy thrives when citizens feel heard, valued, and included.

A new democratic imagination for Nigeria

Nigeria stands at a crossroads. The politics of no-vote is a warning sign, signalling that citizens are losing faith in the democratic process. To build a sustainable future, Nigeria must re-imagine democracy as a continuous, participatory, and economically productive system. A sustainable democracy is one where citizens feel heard, leaders are accountable, institutions are strong, and economic opportunities are widespread.

The next chapter of Nigeria’s democratic evolution will depend on whether the nation can transform no-vote politics into renewed civic engagement and align democratic governance with economic development and sustainability. The stakes are high, but the possibilities are immense. Nigeria must seize this moment to build a democracy that works, an economy that grows, and a future that endures.

Conclusion

The politics of no-vote is not a trivial trend; it is a profound democratic alarm. Nigeria cannot afford to ignore it. The nation’s economic aspirations, sustainability goals, and democratic stability depend on revitalising citizen participation. A democracy without voters is a democracy without legitimacy, and a nation without legitimacy cannot build a resilient economy or a sustainable future.

Nigeria must therefore confront this challenge with urgency and resolve. By rebuilding trust, strengthening institutions, enhancing governance performance, and expanding economic opportunities, the nation can transform political disengagement into renewed civic energy. The future of Nigeria’s democracy-and its economic destiny-depends on the choices made today.

.Ademola is first African Professor of Cybersecurity and Information Technology Management; Global Education Advocate; Chartered Manager; UK Digital Journalist; Strategic Advisor and Prophetic Mobiliser for National Transformation; Public Intellectual; African Governance Thinker; General Evangelist, CAC Nigeria and Overseas.

President Bola Ahmed Tinubu has commended the Dangote Group for its significant contribution to Nigeria’s economic growth, citing the conglomerate’s strategic investments in key sectors as instrumental in boosting domestic production, creating jobs, reducing dependence on imports, conserving foreign exchange and strengthening the country’s industrial capacity.

The President gave the commendation during a visit to the Dangote Group pavilion at the just-concluded 32nd Nigeria Economic Summit at the Transcorp Hilton, Abuja.

Represented by Vice President Kashim Shettima, the President praised the Group’s performance across its business operations, highlighting the critical role of private-sector investments in expanding productive capacity, stimulating economic activities and supporting national development.

The Dangote Group has investments spanning cement manufacturing, fertiliser production, sugar refining, salt processing and petroleum refining.

These investments contribute to local value addition, employment generation and the development of domestic supply chains, while supporting efforts to reduce Nigeria’s dependence on imported products.

He said his administration is creating conditions for public and private sectors to invest, expand and generate productive employment.

Dangote Group is the second biggest employer of labour after the federal government.

The 2026 Nigeria Economic Summit, themed ‘Growth That Works: Delivering Jobs, Productivity and Shared Prosperity,’ was declared open by the President, who used the occasion to defend the Federal Government’s ongoing economic reforms and emphasise the importance of industrial harmony and private-sector-led growth.

The summit brings together policymakers, business leaders, investors and other stakeholders to discuss practical strategies for accelerating economic growth, improving productivity, generating employment and ensuring that the benefits of economic expansion reach more Nigerians.

The President’s commendation underscores the importance of sustained collaboration between government and the private sector in building a more productive, competitive and resilient Nigerian economy.

He said Nigeria has performed below its potential for far too long, but ‘there is no shortcut for economic development.’

We came to rewrite the story of a nation that has performed below its potential for far too long,’ he said.

Through its investments in strategic industries, the Dangote Group remains a major private-sector participant in Nigeria’s industrialisation drive, with the potential to deepen local manufacturing, strengthen supply chains and support the country’s broader economic development objectives.

Through the Dangote Group’s diversified operations, the conglomerate has established a substantial presence across critical sectors of the economy, providing products and services that support construction, agriculture, manufacturing, energy and other productive activities.

One of its investments is the Dangote Petroleum Refinery and Petrochemicals complex in Lagos, which has the potential to transform Nigeria’s downstream petroleum industry by increasing domestic refining capacity and reducing the country’s reliance on imported refined petroleum products.

When Nigeria’s premier private University of Technology commenced operations on 1st July 2005 at Ota, Ogun State, with the noble, bold and brilliant Vision: ‘To be a world-renowned university that is committed to the development and transformation of society through environment-friendly technologies and other innovations’, the futuristic founders and patriotic minds behind it perhaps could only have guessed what it would achieve years later.

But hardly could they have realised that it would attain this lofty level with some of the best-performing graduates in engineering and different fields of human endeavour across the globe, and currently boasting two professors listed in the 2026 Ranking of the Top 2% Scientists in the World. Yes, you read that right. That is the power of vision acted upon with total commitment, character, creativity, and an unwavering passion for excellence sustained all through two demanding decades.

As Sam Walton, the world – renowned American business magnate (now of blessed memory), rightly noted: ‘The secret of success is constancy of purpose.’ That is it! Right from the period of the first Vice Chancellor Prof Julius Okogie through that of his highly committed and capable successors from Prof. Isaac Adeyemi, through that of Prof. Jeremiah Ojediran to the current one, Prof Abel Olorunnisola the momentum has been consistent.

Good enough, all the members of staff, including the lecturers and administrators have keyed into the vision and have been guided by that moving mantra that: ‘Only the Best is Good for Bells’

Apart from raising students who are so well heeled in academics that they practicalise their knowledge while still in school to the point of owning their businesses and graduating as solution-providers instead of being job-seekers, they have become problem solvers to all manner of society’s multifaceted challenges.

As the Vice Chancellor, Prof. Olorunnisola highlighted during the recently held and well attended Press Conference ahead of the 18th Convocation the citadel of knowledge stands at the threshold of another milestone as it ‘prepares to graduate a new cohort of skilled individuals who have been found worthy in both character and learning.’

Interestingly, the past year has been a defining epoch for Bells University of Technology as it successfully celebrated its 20th anniversary, described as ‘a monumental two decades of pioneering private tertiary technological education in Nigeria. ‘

Guided by the University’s commitment to innovation and research impact it has recorded significant strides by making a historic debut in the prestigious 2026 Times Higher Education (THE). That is outstanding, is it not? Of course it is.

For instance, on the Sustainability Impact Rankings, assessing the Institutional contributions to the United Nations Sustainable Development Goals (SDGS), out of over 309 Universities in Nigeria, Bellstech proudly secured A place among the elite Ranked Institutions, placing 7th overall in Nigeria and 6th among Nigerian Private Universities. This is highly commendable. But there was more to come.

In strict compliance with National Universities Commission (NUC) Directives, Bells University formally established the College of Computing (COLCOMP), positioning its Curriculum right at the Cutting Edge of Information Science, Cybersecurity, and Computer Science.

Furthermore, on the provision of infrastructure and facilities, acting as catalysts to enhance the much – needed learning environment, he listed the completion and commissioning of several state-of-the-art facilities. These include a Centre for Climate Change – a Climate Monitoring Centre established in partnership with the National Meteorological Centre (NiMet); a newly established Centre for Artificial Intelligence (AI); a newly renovated central laboratory, and an expanded Digital Library Facility.

To prove the delivery of academic excellence with empirical evidence on the ground through awards, recognitions and grants, he stated that: ‘The students and faculty members have distinguished themselves globally, securing competitive scholarships, fellowships and research grants.

A few examples would suffice. For instance, Miss Rosemary Funke Adekunle and Mr Olawale Joel Adeyemi, two of the recent graduates, arrived in China on September 6, 2026 to commence Postgraduate Studies (up to PhD level) in Software Engineering and Computer Science and Technology respectively on full Chinese Government Scholarship. That is at the University of Electronics Science and Technology of China (UESTC).

Worthy of note is that a student of the University, Miss Fariat Damilola Hamzat emerged as the Overall Best Female Graduate in Food Science and Technology in Nigeria, clinching the prestigious Dolapo Coker Award. Furthermore, Mrs. Bolanle Esther Daramola secured the Second Position in the Poster Presentation Category, reinforcing the institution’s dominance in Agricultural and Food Science Research.

In a similar vein, students in the Surveying and Geoinformatics programme came 2nd in the Legacy Pitch Competition organised by Young Surveyors Network, Ogun State.

Another set of students secured 2nd and 3rd positions in Architecture Design Competition organised by the NIA Ogun Assembly. Yet, that was not all to the bumper package of well – deserved academic garlands. Also, three of the students have qualified for the Finals of the Smart Challenge Competition 2026-2027, Edition.

And on the sterling achievements of the lecturers, two professors of Bells University were listed in the 2026 Ranking of the Top 2% Scientists in the World. While Prof. Sunday O. Oyedepo was ranked no. 54, Prof. O. S. I. Fayomi was ranked no. 62, both in the Engineering Discipline.

Similarly, two of the lecturers, Dr B. I. Adetunji and Dr Tunde Adeleke secured Postdoctoral Research Fellowships at INTI International University, Malaysia and Durban University of Technology, South Africa respectively. These are truly commendable and worthy of emulation across the nation’s University spectrum.

As if all these were not enough, in the field of sports and holistic development, staying true to its Ethos of Building the ‘Total Person,’ Bellstech successfully hosted the 2nd Nigerian Private University Games Association (NPUGA) Championship, where the vibrant Student Athletes delivered stellar performances, proudly capturing the coveted Football Championship Crown.

The University deserves commendation for certifying a total of one thousand and sixty-one (1,061) graduands across various programs with

114 (15.6 percent) of them smiling back home with First Class degrees. And big kudos also goes to the overall Best Graduating Student, Miss Kafayat Abisola Lawal, from the Department of Computer Science who achieved a perfect Cumulative Grade Point Average (CGPA) of 5.0/5.00 in Computer Science.

Twenty good years after, one’s standing ovation goes to all those who have breathed life into the University ‘s Mission Statement: ‘To discover, disseminate and apply the knowledge of science and engineering for human well-being and the development of the society’.

Badejo Olawale, Clinical Director for General Medical and Surgical Services, at the African Medical Centre of Excellence (AMCE) Abuja, discusses the growing concern over breast cancer among younger women, why African patients may require different treatment approaches, and the importance of early detection, accurate diagnosis and locally driven cancer research in improving treatment outcomes in Nigeria in this interview with GODSGIFT ONYEDINEFU: Excerpts:

Generally speaking, what is your assessment of the cancer burden in Nigeria, particularly breast cancer?

Breast cancer is the most common cancer in Nigeria and is now also the leading cause of cancer deaths, followed by colorectal cancer and cervical cancer. In terms of burden, it accounts for about 20 to 25 percent of the cancer cases we see in the country.

Cancer is rising globally, and it is also increasing in Nigeria. We used to think that increased awareness was bringing more patients to hospitals, but statistics and findings now show clearly that the incidence of cancer is rising in Nigeria.

This is happening, especially as we begin to adopt some non-African cultures, particularly in our dietary habits and social habits, such as smoking, alcohol consumption and the consumption of low-residue diets. So, yes, breast cancer is rising in Nigeria.

The other thing about breast cancer in Nigeria and the West African sub-region is that we tend to find cancers in younger age groups. While it is true that breast cancer is a disease of older people, starting from the fifth decade of life, we are beginning to see cancers in the third and fourth decades, mainly the fourth decade. By the fourth decade, I mean patients aged 30, 35 and above, particularly those in the 35 to 45 age group.

Why are we seeing younger patients being diagnosed with cancer? What do you think accounts for this shift in the age profile?

If you look at the age pyramid in developed countries, it is like an inverted pyramid, where you tend to have more older people than younger people. So, naturally, the burden of disease tends to be higher among older people.

In Africa, however, our pyramid stands tall, like a pyramid. We have more young people than older people. So, naturally, the burden of disease will be found among younger people. That is one explanation.

Another explanation is that, as we indulge in and imbibe Caucasian or non-African cultures, including smoking, alcohol consumption and the consumption of low-residue diets, the burden of cancer is generally rising among us.

Another very important factor is that it is becoming increasingly clear that the biology of breast cancer in Africans is completely different. We have seen this at the level of hormone receptors. At the molecular level, our molecular and genetic makeup tends to be somewhat different, and our tumours tend to be more aggressive, even when compared stage for stage and age for age.

We are finding that most treatment modalities and approaches to cancer management, particularly breast cancer, are adapted from research conducted in the developed world. However, some of those research findings and approaches do not really fit our tumour biology because of our genetic makeup.

Our genetic makeup can also contribute to the pattern of incidence and the timing of disease onset. If you look at the developed world, you will find that our disease patterns are somewhat similar to those of non-white populations in Europe and America. For example, among Africans and Hispanics, the pattern and behaviour of breast cancer tend to be similar. In America, for instance, the pattern and behaviour of breast cancer differ somewhat between white and black populations. The pattern of the disease among black people tends to resemble what we see in Africa, even when they are living outside the continent.

We are beginning to see that there is something about our genome or genetic makeup that affects the biology of breast cancer in terms of incidence and disease progression, ultimately going to affect the approach to treatment.

So, the combination of treatments and the approaches used will depend on the type of tumour biology each individual has. It is not a one-size-fits-all approach.

Breast cancer is often perceived as a disease that affects only women, but men can also develop it. Could you explain how breast cancer affects men and the risk factors that make them susceptible to the disease?

I have treated many men with breast cancer, so it is not something new to us.

Generally speaking, without trying to frighten anybody, the most common risk factor for breast cancer is being a woman. Any woman, or indeed anybody who has breast tissue, can develop breast cancer.

In women, it has a lot to do with hormonal balance, especially the hormone oestrogen, which is predominantly a female hormone. This is why breast cancer is more common in women. Men also have oestrogen, but it is expressed at a lower or suppressed level because of the predominance of the male hormone, testosterone.

In most cases, breast cancer may run in families. The vast majority of cancers, however, occur spontaneously, and a family history cannot be established. But when you begin to see patterns of breast cancer running in families, it should prompt even the men in those families to take precautions.

There are also situations in which men experience hormonal imbalances that may lead to increased oestrogen expression. This may also make them more susceptible. Habits such as smoking and chronic alcohol consumption can affect oestrogen metabolism and make a person more prone to developing breast cancer.

However, we must say that, up until now, we cannot point to one specific cause of breast cancer. Research is still ongoing. It is just that a few people, based on their genetic makeup and possibly a combination of other environmental factors, may be more susceptible to developing cancer.

Are all breast lump or tumour cancerous and require immediate surgery?

As we have said, breast cancer tends to be a disease of older people, particularly those in the older age groups. When we use the word ‘tumour’, we mean a swelling or mass in the breast. Tumours in the breast can be classified into two types. We have benign breast diseases, which are non-cancerous. Some of them are also not pre-cancerous, meaning they do not lead to cancer. The vast majority of breast swellings in younger women tend to be benign, non-cancerous conditions. For instance, when you see a 13- or 15-year-old with a breast lump, or a 25-year-old with a breast lump, the vast majority of such cases are benign.

However, there is a caveat to this. Let me explain why. The youngest patient I have treated for breast cancer was a 16-year-old girl. I also know a few people who have seen breast cancer in children as young as 13. So, that is not to say that every tumour in a young person is non-cancerous.

Every breast lump should therefore be examined in three ways. First, it should be examined clinically by a doctor. Second, it should be examined radiologically, and pathologically.

Sometimes, it may simply be a fluid-filled growth in the breast. At other times, it may be a solid tumour. It could also be an inflammatory or infectious process. Sometimes, it may be a traumatic lesion or a lesion in the skin of the breast that has nothing to do with the underlying breast tissue. So, quite a number of conditions can present this way.

At what age should women and girls begin breast screening or self-examinations, and what warning signs should they look out for that require prompt medical assessment to prevent late presentation?

Self-breast examination should actually begin in every girl or woman from the onset of menstruation. This is because many benign breast lumps begin to develop around this stage.

We are beginning to see quite a number of young girls presenting with benign lumps. Even a 13-year-old girl may have lumps in both breasts. So, self-breast examination should begin from the first menstruation.

Examine yourself in front of a mirror. There are five recommended steps. You examine your breasts in both the lying-down and standing positions. You should do this on the first day of your menstrual cycle to maintain regularity.

You should take note of any lump or swelling. Sometimes, you may also notice skin changes because there are some rare diseases that affect the skin of the breast. You may begin to notice rashes around the nipple, which could be a pointer to an underlying disease. Other warning signs include nipple discharge, unusual breast pain, particularly non-cyclical pain, and sometimes changes in the armpits, such as swellings. All these should prompt you to take action. See a doctor, undergo a proper clinical breast examination and proceed to other necessary diagnostic investigations, which may include imaging and tissue diagnosis.

Another important consideration is a positive family history. If a patient has a family history of breast cancer, she needs to be very vigilant and take appropriate action. Sometimes, genetic testing may be necessary. But one area where we have a gap in our practice is the absence of genetic testing, which has become very important. Breast cancer occurring at a younger age, such as 20 or 22, could also point to the possibility of a genetic predisposition. Other members of the family should take note and exercise caution. When cancers are detected early, the prognosis and outcomes, with appropriate treatment, are much better than when they are detected late.

Late presentation of breast cancer cases remains a major challenge in Nigeria. What practical steps should the government and other stakeholders take to encourage early presentation and improve survival rates?

The greatest reason people present late is a lack of education. I do not mean attending primary school, secondary school or university because we have seen even professors, Doctors presenting with advanced breast disease. Another major factor is fear: the fear that breast cancer is a death sentence and that when you go to the hospital, you may lose your breast.

I am of the opinion that one of the missing links in breast cancer awareness is advocacy for survivors and survivorship. There are many breast cancer survivors and survivorship groups that are unknown. In this part of the world, we have cultural limitations. People are not willing to come out. So, we need to interview people and let them tell their survivorship stories. We need to let people know that if they present early, their chances of a cure and survival are very high. That is what will encourage people to seek treatment early.

Of course, awareness can never be too much. Breast cancer awareness, cancer awareness and cancer screening should also be incorporated into the educational curriculum from primary school. I have just returned from the village, and there are so many unreached people. No matter what you do on Facebook, in newspapers or on television, some people will never receive the information. However, there are schools in these places where children can be taught from an early age about their bodies, the possibility of disease and disease prevention. So, awareness should extend to the grassroots.

Very importantly, many people in this part of the world have deep religious faith, whether in Christianity, Islam or other traditional faiths. Some are made to believe that cancer is a satanic affliction. So, you find many people who notice their lesions very early but do not present at the hospital until the disease has advanced significantly. We therefore need to involve our clergy and traditional rulers. Many cancer patients suffer or experience disease progression in their homes without seeking medical attention, regardless of their religious affiliation.

Another gap is the need for proper training for doctors. Better patient care, information and communication can help people who already have the disease to remain in care and complete their treatment. One of the things that happens with cancer is that it is a highly distressing disease. Even when a patient presents early at the hospital, the attrition rate, meaning the number of patients who are able to follow their treatment from beginning to end, is very high. That is another problem.

We should also advocate for cancer healthcare and treatment support. Because cancer treatment is very expensive many people drop out of treatment or are unable to start at all, even when the disease is detected early.

What role is the African Medical Centre of Excellence (AMCE), Abuja playing in tackling cancer, particularly in improving access to care and treatment?

One of the things that the African Medical Centre of Excellence brings on board is support for awareness campaigns. We have a big unit that is educating people about cancer. We work individually and support learning societies. We support research into cancer and research groups so that we can make people aware of some of the possibilities available for cancer treatment.

Secondly, we also support training and training institutions. The African Medical Centre of Excellence is complementary because of the type of equipment we have. We also carry out advocacy within the medical society. We collaborate for various reasons and to help people know what facilities are available. We also share that information with the learning community on different approaches.

We do a lot of outreaches. The African Medical Centre of Excellence has travelled to many states to support other institutions and help patients obtain a complete and specific diagnosis at the molecular level. We also support other institutions with tissue diagnosis and imaging, including very advanced imaging.

Standardisation is another major contribution that AMC brings. We do not treat patients based on how we feel. We want to standardise treatment so that patients know what comes next in their treatment journey.

The African Medical Centre of Excellence is also a major contributor to research. This hospital has a research directorate that is supported with funds to help us study our own disease patterns and ultimately develop a homegrown, specific treatment model. You cannot use results from Caucasian populations to treat Africans. The Centre of Excellence is supporting research in Africa to establish genuine disease patterns and understand disease behaviour so that we can provide appropriate solutions for our own types of diseases, including cancer.

Another important issue that we need to address at the African Medical Centre is cost. They say that if a problem is known, it is solved. Many of the problems associated with breast cancer management and cancer generally in Africa stem from incorrect diagnoses or misdiagnosis. If you can obtain a proper diagnosis, you have solved at least 50 percent of the problem. We support patients in obtaining the right diagnosis and ensuring early diagnosis. In most centres, it may take up to six weeks to two months to obtain the right diagnosis. As a result, a patient’s disease may progress even while they are within the four walls of the hospital. That part of the cancer journey has been addressed seriously at AMCE, where patients can sometimes obtain the right diagnosis within three or four weeks.

Finally, we talk about survivorship. AMCE offers a survivorship class and a survivorship clinic for people who have been treated and survived.

In the short time since AMCE started, we have been able to cure patients who came in with even some forms of advanced disease. Some have achieved a complete pathological response, and we could say that these patients have been cured. They are then enrolled in the survivorship class. A breast cancer survivorship programme is an opportunity to reassure people about the possibility of survival and the possibility of maintaining a good quality of life even after breast cancer. Breast cancer is a potentially curable disease. What is important is that people examine themselves and seek care early so that cure becomes more common than palliation.