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Nigeria’s ambition to lead Africa’s digital transformation is set to rest well on a standardised, secure, and globally recognised digital ID system.

A trusted, standardised digital ID is not just about convenience; it is the passport to Nigeria’s digital future and one that promises growth, inclusion, and global competitiveness.

Anas Mostafa, regional sales director at Veridos, said Nigeria cannot afford fragmented or insecure platforms. ‘First, it has to be standardised. Second, it has to be secure. Third, it has to be future-proof.’

He warned that without global compatibility, Nigeria risks building systems that fail international recognition and lose citizens’ trust. He pointed to e-passports as an example, saying, ‘A passport is issued locally but used globally. Nigeria’s e-passport must meet international requirements to be recognised abroad.’

Beyond global recognition, he noted that regional harmonisation within ECOWAS could accelerate business travel, cross-border education, and trade opportunities, boosting Nigeria’s competitiveness. For the Nigerian economy, building trust in digital infrastructure is not simply about convenience but about unlocking new markets, driving inclusion, and positioning Nigeria as a leader in West Africa’s digital revolution.

Although the country has made progress, the World Bank warns that Nigeria is still capturing only a fraction of its vast digital economy. Strategic investments and stronger policy direction will be required to turn ambition into a truly transformative digital ecosystem.

Experts say this step is not just about identity management, but it is about unlocking economic potential, driving inclusion, and positioning the country as West Africa’s digital hub. Closing infrastructure and policy gaps

Nigeria’s digital economy faces well-documented challenges, which include policy inconsistencies, infrastructural bottlenecks, and market limitations. Yet, experts agree that with a unified approach, clear standards, and stronger partnerships, the country can have a systemic transformation.

Siegfried Zottel, World Bank’s senior financial sector specialist, highlighted structural hurdles holding back digital growth, from unfriendly business environments to limited early-stage financing and underdeveloped markets outside major cities.

Gbenga Adebayo, chairman of the Association of Licensed Telecom Operators of Nigeria (ALTON), said addressing these gaps requires joint action. ‘There’s a need to roll out infrastructure in hard-to-reach areas through co-investment models and shared infrastructure.’ ALTON continues to push for enabling policies that reduce multiple taxation, ease Right of Way (RoW) bottlenecks, and protect existing infrastructure.

Shared responsibility for resilience

At GITEX Nigeria 2025, Bosun Tijani, Minister of Communications and Digital Economy, said the government alone cannot carry the digital agenda.

‘We believe we should build and are building a resilient global system to ensure Nigeria is not just keeping pace with digital infrastructure but also strengthening it,’ Tijani said.

Chidera Ezenwanne, Associate at Kenna, underscored the importance of data protection and inclusion. ‘By supporting homegrown innovation and tracking real progress on inclusion, Nigeria can create a digital ecosystem that truly works for everyone.’

Coca-Cola has unveiled plans to re-introduce the ‘Share a Coke’ campaign, in which customers can find different names on Coca-Cola bottles and cans.

The company said in a statement on Monday that the brand relaunch would be on an unprecedented scale of shareability and personalisation for a new generation, pushing the boundaries of innovative brand experiences.

In 2011, the brand launched this first-of-its-kind campaign in which one could find his or her name in place of the logo – an industry-first in personalisation. Now the brand wants customers to ‘share a Coke’ with their friends to celebrate friendship and create memories that will last a lifetime.

The new campaign, according to the statement, will have a focus on Gen Z, who, according to the company, were very young when the first campaign hit the market in 2011. The company statement said further that it had found out that 72 per cent of Gen Z crave authenticity and want to connect with real people in everything they do, and the current campaign

Valerie Odubogun, Director, Frontline Marketing, Coca-Cola Nigeria, says: ‘In today’s digital world, it is important to celebrate the unique bonds of friendships and celebrate this important human connection. ‘Share a Coke’ reminds us that memories happen when we come together and experience the real magic of human connection; those spontaneous moments of laughter, stories, and genuine connection, shared over a Coca-Cola can, make life so special.’

Under the current campaign, the brand’s unique customisation platform offers more names to choose from and the ability to add one’s personal touch and create a truly unique Coca-Cola can or bottle to express appreciation for friends, family, and loved ones.

According to the statement, in a world where interactions online can feel momentary, sharing a Coke offers a tangible way to show you care.

‘Meaningful connections thrive both online and offline. While digital spaces keep us close, it’s those shared moments in real life that make for long-lasting memories, yet the physical ‘third spaces’ that nourish these meaningful connections are in decline. ‘Share a Coke’ is celebrating the connections and experiences that define this generation in spaces that allow moments of togetherness to thrive, ‘ the company stated.

On the dusty roads of Ondo State, old palm groves once crowned rolling hills. Shadows of oil palms stretched far, and the air smelled of rich red oil and promise.

Among the few who remain is Pa Olumide Ojo, a farmer now mostly silent under those palms. His grove, once vibrant, stands half-abandoned, tractor tracks overgrown, presses unused. Yet, he remembers how his father’s harvests paid for school fees, church, and weddings.

‘I sold drums by the roadside,’ he repeats. ‘Now I buy oil from Malaysia. It’s a dream turned inside out.’

The Rise, Fall, and the Bill at Hand

Nigeria was once among the world’s leading producers of palm oil. For decades in the mid-20th century, palm oil was a major export, feeding both local industries and foreign demand. But over time, a mixture of ageing plantations, weak infrastructure, poor policy consistency, and neglect eroded production capacity.

Key figures paint the urgent reality:

Imports Are Surging: In 2023, Nigeria imported 304,043 metric tonnes (MT) of palm oil from Malaysia alone – up 34% from 227,035 MT in 2022. (FoodBusinessAfrica, Matrix News)

Demand vs Supply Gap: Experts estimate national demand at over 2.1 million MT, but local production lags at about 900,000 to 1.3 million MT, leaving a deficit of ~800,000 MT. (LagosLocalNews, [MPOC data])

Profitability Among Producers: Companies like Presco Plc have shown what’s possible. In 2024, Presco posted revenue of ?207.5 billion, a 102% leap from ?102.4 billion in 2023. Profit Before Tax rose by 128.7% to ?113.2 billion. (Vanguard, EconomyPost)

Despite these gains among large players, the smallholder and village farms – like Pa Ojo’s – remain under-resourced, under-invested, and unable to access the technical enhancements needed to compete or scale.

The Abandonment and Its Roots

What caused the retrogression?

Ageing Trees and Low Yields: Many oil palm plantations are over 20 years old – a threshold beyond which productivity declines sharply. Few replant; many groves were left untended.

Poor Processing Infrastructure: Without nearby mills, drying facilities, or reliable refineries, smallholders suffer from high post-harvest losses, low oil recovery, and poor quality.

Fragmented Value Chains: Lack of organised offtake, poor transport logistics, and weak linkages between farmers and processors reduce earnings and incentivise import reliance.

Policy Wash and Crumbling Support: Inconsistent tariffs, import bans occasionally flouted, weak enforcement, and insufficient investment in RandD and extension services have all contributed.

Technical Fixes: The Road to Redemption

For Nigeria to reclaim red gold, several levers must be pushed – drawing both from corporate successes and agricultural research.

Hybrid Seedlings and Replanting Old Groves

Research institutes like NIFOR (National Institute for Oil Palm Research) advocate using high-yield hybrids (such as Tenera) that significantly out-produce wild palms. Replanting old groves could more than double yields per hectare.

Processing Mills and Downstream Integration Establishing mini and regional mills closer to farms reduces transport costs, improves oil quality, and retains value locally. Companies like Presco show vertically integrated models (plantation + mill + refining + packaging) deliver both scale and profitability.

Policy and Tariff Consistency

Though Nigeria imposed a 35% tariff (10% duty + 25% levy) on palm oil imports, these are often insufficient against undercutting by foreign producers with heavily subsidised supply chains. Consistent enforcement, incentives for local refining, and support for smallholder cooperatives are essential.

Access to Finance and Extension

Smallholders need affordable loans, technical assistance, improved seedlings, and training in good agricultural practices – e.g., best harvesting times, proper drying, pest control.

Global Context: Price Maker, Not Price Taker

Palm oil isn’t just for cooking. Globally, it is used in:

Food products (margarines, snack foods)

Cosmetics and personal care (soaps, creams)

Biofuels and industrial lubricants

Countries like Malaysia and Indonesia have built massive export industries, with hundreds of millions in revenue, deeply integrated processing, and strong export networks. Nigeria, with its vast oil palm belt and climatic advantage, should be among these leaders – not reliant on imports.

What Success Looks Like: A Vision

Envision a renewed Nigeria where:

Pa Ojo’s grove is replanted with hybrid seedlings; local cooperative members process fruit into refined red oil, olein, and stearin, with value retained locally.

Mini-mills dot oil palm zones in Ondo, Cross River, Edo – reducing losses, improving quality.

Companies like Presco replicate operations at a smallholder scale: bringing extension, finance, inputs, and market access.

Nigeria reduces edible oil imports by as much as 40%, pocketing billions in foreign exchange and strengthening food sovereignty. (Vanguard, Presco projections)

The Takeaway: Reclaiming Red Gold

Palm oil is a silent inheritance. It fed colonial trade. It filled national treasuries. It was red gold. We lost it – not overnight, but little by little. But with data, intention, and investment, Nigeria can reclaim it.

The story of Pa Ojo is one of many. But each grove rebuilt, each tree planted, each mill built, moves us back toward being price makers, not price takers. The throne is still empty – let us grow into it.

As the newly enacted Insurance Industry Reform Act (NIIRA) 2025 takes root in Nigeria’s risk management sector, loss adjusters are finding fresh opportunities to expand their relevance and influence within the industry.

By leveraging key provisions of the law, these professionals, once regarded primarily as post-claim arbiters are now positioning themselves as vital partners in risk management, policy development, and claims resolution.

At its recent Annual General Meeting (AGM) in Lagos, the Institute of Loss Adjusters of Nigeria (ILAN) described NIIRA not only as a significant piece of legislation, but also as a game-changer for loss adjusters across all facets of their profession. Diipo Olarenwaju, outgoing ILAN President, who concluded his tenure at the AGM, highlighted that NIIRA 2025 now provides a five year validity period for the renewal of operating licenses for loss adjusters.

Speaking on the Institute’s engagement with the law, he noted:

‘Your Council met to address pressing areas of concern affecting us as an Institute, such as the payment of professional fees earned by loss adjusters and the corresponding ISS levy. These concerns were formally communicated to NAICOM,’ he said, expressing optimism that the Commission’s leadership will respond positively.

He advised members whose licenses are due for renewal to continue submitting applications under the existing process until formal guidance is received:

‘I will therefore advise that those with renewals due should submit applications in line with the current process as previously done, until we receive appropriate feedback and are clear on the way forward.’ On the issue of the ongoing review of the adjusters’ scale of fees, Olarenwaju noted that discussions with underwriters are still in progress and expressed hope for a favourable outcome.

In his maiden address as the newly elected ILAN President, Ikechukwu Udobi pledged to elevate the profile and professionalism of loss adjusters through a strategic vision built around the acronym BIRDS, which symbolises a flight pattern, suggesting upward movement and visibility.

According to Udobi, the BIRDS agenda will shape his three-year tenure as follows: B standing for Better Infrastructure, which he said will focus on relocating the Loss Adjusters’ House to a more conducive environment.

I he noted stands for Internal Process Improvement: He said his administration will overhaul internal systems, particularly the subscription levy structure, to reflect more realistic pricing and ensure sustainability.

The other letter R, implies Roadmap Development: Laying out a 10-year succession plan, beginning with three years as a council member, followed by the vice presidency, and then transitioning into the presidency. This model, he explained, would ensure seamless and sustainable leadership. The D stands for Digital Revolution: Driving innovation and digital transformation in line with NIIRA’s emphasis on modernization and technology, while S is Status Upgrade: Pursuing chartered status for the Institute, enhancing member development programmes, and ensuring ILAN’s active involvement in broader industry activities.

Udobi affirmed that his administration will focus on positioning ILAN at the forefront of industry development and visibility, reflecting the evolving role of loss adjusters in Nigeria’s insurance ecosystem

Governor Sheriff Oborevwori of Delta State says his administration has abolished the arbitrary upward review of contract sums in order to promote accountability, ensure value for money and protect public resources of the State.

He stated this on Monday at the thanksgiving service marking the opening of the 2025/2026 Legal Year of the Delta State Judiciary, held at Emmanuel the Saviour Catholic Church, Asaba.

He said, ‘We have ended the old practice of arbitrary review of contract sums and variations after agreements have been signed.

‘Today, every state contract contains a clause that prevents such adjustments, and no contractor receives payment without a duly executed agreement. This is a major step towards transparency and responsible financial management in line with the Delta State Public Procurement Law of 2020.’

The governor nited that the move was part of a broader commitment under his MORE Agenda – Meaningful Development, Opportunities for All, Realistic Reforms, and Enhanced Peace and Security – to strengthen good governance and uphold fiscal discipline.

He noted that the Government’s partnership with the legislature had also yielded landmark laws in the electricity and health sectors, among others, as part of efforts to deepen the rule of law and transparency in governance.

‘Our efforts in justice infrastructure, procurement, and law-making reflect our belief that democracy thrives best when there is synergy among the executive, the legislature, and the judiciary,’ the governor said. Governor Oborevwori, who took the first reading from Isaiah 32:15-18, reaffirmed his administration’s resolve to sustain the independence of the judiciary, enhance its infrastructure, and make justice more accessible and efficient.

Highlighting his administration’s reforms in the public service, the governor recalled the approval of a 158 percent increase in Delta’s minimum wage regime in October 2024, surpassing the Federal Government’s 133 percent, as part of its efforts to motivate workers and strengthen institutional efficiency.

He also said that over ?70 billion had been released to clear outstanding state pension arrears, including a fresh ?10 billion intervention to the State Pensions Board, with an additional ?2 billion released monthly to sustain payments.

On social welfare, Governor Oborevwori said the Government had launched a Widows’ Welfare Scheme, providing free healthcare and monthly stipends to 10,000 widows across the State, describing it as a reflection of the human face of his MORE Agenda.

He also listed several youth empowerment programmes which are helping thousands of small businesses and artisans become self-reliant and economically active.

Prospecting the future, Governor Oborevwori pledged continued investment in judicial infrastructure and technology, including automatic recording systems, e-filing, e-payment, and virtual hearing facilities in courts across the state.

He urged all arms of Government to remain united in the pursuit of justice and fairness, emphasising that peace and progress could only thrive where the rule of law prevails.

United Nigeria Airlines has announced the commencement of direct flights to Accra, Ghana, beginning November 10, 2025.

In a statement issued on Tuesday, the airline revealed that the new service will operate from both Lagos and Abuja to Kotoka International Airport, Accra, marking United Nigeria Airlines’ first regional route beyond Nigeria’s borders.

Speaking in Lagos, Mazi Osita Okonkwo, the Chief Operating Officer, described the launch as a major milestone in the airline’s expansion strategy.

‘Ghana is an important part of our regional growth plan. This marks our first operation outside Nigeria, and we are truly excited about it,’ Okonkwo said.

‘Over the past four years, United Nigeria Airlines has built a strong reputation for safety, regulatory compliance, exceptional customer service, and on-time performance, values we are committed to extending across all regional and international routes. ‘With United Nigeria Airlines now operating on the Accra route, we are expanding travel options for the flying public, including business and leisure travelers, while proudly flying the Nigerian flag and strengthening connectivity between Nigeria and Ghana.

‘Our mission is to Unite. Uniting people, cultures, and dreams while bridging the gap in connectivity through efficient flight operations.’ Okonkwo said.

Tickets for the Lagos-Accra-Lagos and Abuja-Accra-Abuja routes are now available for purchase on the United Nigeria Airlines booking portal and agents.

More domestic routes are also scheduled to commence operations in November, including the Abuja-Sokoto and Ilorin routes, among others.

Reel Fruit founder, Affiong Williams speaks to Obidike Okafor on the second episode of Triumph Against Odds about stubborn resilience, and what it really takes to turn a local snack brand into a global export.

Growing up in Nigeria, where fruit was abundant but often perishable, how did those early experiences shape your outlook on business?

I didn’t grow up directly exposed to fruit perishability. I was raised in Calabar, where my grandfather had a farm, but what shaped me most was freedom. As a child, I was very independent-walking to my cousin’s house alone, buying things at the market to resell, even cooking for older cousins. Those small ventures taught me initiative. They didn’t make me an entrepreneur yet, but they built the confidence and risk appetite I rely on today.

After launching your 800-tonne processing facility, where does ReelFruit stand, local expansion or global scale?

Both, but each comes with challenges. When I was raising money, investors worried I was building for a market that didn’t exist. I needed scale to reduce costs, but couldn’t reach large buyers without scale, it was a chicken-and-egg problem.

After we built the factory, I cold-messaged a buyer in the Netherlands on LinkedIn. She visited Nigeria, and that meeting led to our first export. Another buyer soon followed. Now exports take up most of our capacity.

Our new challenge is raw materials, seasonality, price spikes, and supply gaps. We’ve proven demand exists; now we must secure steady supply. It’s a better problem, but still a big one.

When you started in 2012 importing dried fruit from Ghana, did you ever feel the Nigerian market would reject it?

Absolutely. The first few years were painfully slow. It took about six or seven years to build loyal customers. I remember hearing ‘Come and pick your product, it’s not selling.’ It was discouraging.

What kept me going was youthful defiance, ‘Nigeria will not defeat me.’ I also believed from day one that ReelFruit would be global. That conviction kept me steady even when local sales were crawling.

You once had to convince Nigerians to eat dried mango when fresh ones were everywhere. What old market belief did you have to unlearn?

That every product in Nigeria must be a ‘?100 product.’ Everyone said, ‘If it were ?100, it would sell.’ I tried it once, made a ?100 line, opened a market stall, and it failed badly.

Eventually, I accepted ReelFruit wasn’t a mass-market brand. Once I leaned into being premium, premium product, premium price, consistent audience, everything changed. It’s better to own your identity than chase every customer.

Was there a time you genuinely considered walking away?

Around year eight. I was tired of running a small business and wanted something that could scale. I didn’t see it as failure, I just wanted more. I was even at peace with walking away. But right then, investment discussions picked up again. Fundraising can be brutal, term sheets that fall through, investors who ghost, but when my current investors came through, it gave the business a new life.

How did you carve a niche in Nigeria’s $10 billion food import market?

From day one, I focused on visibility. Our packaging, bright orange and yellow, stood out on shelves. People even thought we were imported.

Then we went everywhere: schools, hotels, airports, hospitals. Arik Air once ordered 40,000 packs a week. That gave us credibility. Consistency built trust, and before long, we became the go-to brand for dried fruit.

What’s one business decision you avoided too long?

Pricing. For years, I delayed increasing prices even when costs rose. I was scared customers would stop buying. But you can’t build a lasting business on broken margins.

Once we started adjusting prices intentionally, no emotions, just math, the business stabilized. It’s a common trap among entrepreneurs: underpricing from fear. I learned the hard way that survival depends on margin discipline.

If fear wasn’t a factor, what bold move would you make next?

I’ve faced all the fear already. So, if I had unlimited resources, I’d invest massively in tree crops, coconut, mango, cashew, cross strategic states.

Tree crops are long-term assets. Many trees we harvest from today were planted in the 1970s.

They’re profitable for decades and can secure Nigeria’s raw material base. We’re already starting with our first coconut plantation and a demo farm at our factory. It’s small now, but we’re proving the model so others can follow.

If the next five years of your life were a book chapter, what would the title be?

The Galloping Years.

The first 13 years were steady and slow. Now, we’re moving fast, international certifications, an expanded factory, a major European grocery chain as a client, all within a year. The next five years will be about scale, speed, and consolidation. I believe we’ll achieve double what we’ve done so far.

Finally, what’s one truth about entrepreneurship you wish someone had told you in 2012?

That it takes longer than you think. Whatever timeline you imagine, double it. Entrepreneurship compounds; day to day it feels slow, but over a decade it’s massive.

There’s that quote, people overestimate what they can do in a year and underestimate what they can do in ten. That’s exactly my journey. Building something real takes time, and peace with the pace.

Leadway Assurance, Nigeria’s leading insurance provider, has once again reinforced its industry leadership, clinching two prestigious honours at the 2025 BusinessDay Banks and Other Financial Institutions (BAFI) Awards Insurance, as the Insurance Company of the Year (for the second consecutive year) and Excellence in Claims Leadership and Digital Innovation.

These recognitions reaffirm Leadway Assurance’s position as Nigeria’s most trusted insurer, underpinned by fifty-five years of legacy of integrity, innovation, and customer focus. In 2024 alone, the company paid out ?117 billion in claims-the highest in the industry-further strengthening its reputation as the nation’s most consistent and reliable insurer. Each payout reflects restored livelihoods and renewed confidence for families and businesses across the country.

Commenting on the milestone, Gboyega Lesi, managing director of Leadway Assurance, said: ‘These double honours are a worthy recognition of the dedication of our team and our commitment to serving customers better every day. The recognition motivates us to continue building systems and teams that ensure no one faces uncertainty alone. Each innovation and every claim fulfilled reaffirms our promise to provide protection. For Leadway Assurance, these accolades celebrate our sense of purpose, reliability, and the lasting strength of an indigenous brand built to endure. ‘Winning the Insurance Company of the Year for the second consecutive year and adding Excellence in Claims Leadership and Digital Innovation awards reflects our consistent devotion to excellence, consistency, and innovation in delivering value. We thank the leadership of BusinessDay for celebrating our relentless pursuit of efficiency, transparency, and empathy in every customer interaction; from simplifying claims processes to leveraging technology for faster, smarter access to insurance policies, as we continue to redefine trust and innovation in the insurance industry.’

Leadway Assurance’s transformation of claims management has set a new benchmark in the insurance industry. Leveraging cutting-edge technology, the company has digitised its claims processes, enabling customers to file, track, and finalise claims seamlessly. This digital shift has significantly reduced turnaround times and elevated customer experience nationwide.

The BAFI Awards, regarded as the gold standard for financial excellence, celebrate institutions that embody innovation, strong governance, and customer-centricity.

Leadway Assurance is one of Nigeria’s foremost non-banking financial services groups, offering diversified solutions across insurance, pensions, health, and asset management. Founded in 1970, the company has built a legacy of trust and innovation, serving millions of individuals and businesses across Nigeria and West Africa.

The Nigerian housing market is expectant and ready to receive Eko Paragon’s 105 housing units as the developer sets to deliver the estate in the next 12 months.

AceRoyal Estates Homes, the developer of the estate, says it is on the verge of delivering the luxury units in just 12 months as part of its efforts to bridge Nigeria’s housing deficit.

Eko Paragon is a 5-star hotel-styled residential estate located in the serene Abijo GRA, Lagos, and represents a new benchmark for innovation, comfort, and affordability in real estate investment.

urance Agonor, AceRoyal Estates managing director and chief executive officer, revealed recently that construction, which commenced in February 2025, is nearing completion.

‘Just eight months in, 41 housing units are already fully fitted and ready. Eko Paragon embodies our commitment to delivering affordable yet luxurious housing solutions in collaboration with the Lagos State Property Development Corporation (LSPDC),’ he stated.

Eko Paragon is strategically located within the secure and serene Abijo Government Reserved Area (GRA), just a 10-minute drive from the Lekki-Epe Expressway. Notably, Abijo stands out as the only GRA on Lagos Island, offering both exclusivity and accessibility.

Designed to promote a balanced and healthy lifestyle, the estate features modern wellness and fitness facilities, including a gym, tennis courts, and spacious recreational areas. With only 32 percent of its land area built up, residents enjoy ample greenery, private parking for two vehicles per unit, and additional spaces for visitors.

Inside, each residence showcases exceptional attention to detail – from expansive living areas and kitchens elegantly designed for ease, to bathrooms bigger than typical BQs in Lekki. The estate is also powered by a 24-hour electricity supply, ensuring uninterrupted comfort for all homeowners.

The estate offers a mix of luxury and affordability and comprises three-bedroom terrace duplexes with BQ; two-bedroom signature suites; and one-bedroom executive business suites

‘We have mastered the art of blending comfort, class, elegance, and luxury – all at an unbeatable price,’ Agonor affirmed, adding, ‘our goal is simple: to redefine modern living while keeping it affordable and accessible.’

Clearly, Eko Paragon is a 5-Star Hotel Residence. It is a game changer in Nigeria’s real estate industry, offering residents the exclusive benefit of 5-star hotel services within their homes.

‘Imagine enjoying all the privileges of a luxury hotel – breakfast in bed, professional chef services, laundry, and cleaning services, right from the comfort of your home,’ Agonor explained, stressing, ‘Eko Paragon provides that everyday premium hospitality experience.’

The developer said they were committed to excellence and investor value, describing the project as ‘an A-list affair.’ He emphasized the exceptional level of investment, craftsmanship, and engineering that defines Eko Paragon.

‘From the deep foundation and top-tier materials to expert structural execution and scenic landscaping, every detail reflects our dedication to excellence,’ he said. ‘For us, there’s no better way to demonstrate our commitment than ensuring your investment is safe, secure, grows in value, and is worth more in returns.’

Cape Verde officially booked its first-ever spot at the FIFA World Cup, becoming the second-smallest country by population to ever reach the men’s global tournament.

The Atlantic island nation, with approximately 525,000 inhabitants, secured one of Africa’s automatic berths for the expanded 2026 World Cup with a commanding 3-0 victory over Eswatini.

Here is a look at the six smallest nations to ever qualify for the FIFA World Cup, based on their estimated population at the time of their debut appearance:

Iceland – Population: 340,000

With a population of just over 350,000, Iceland became the smallest country ever to qualify for the World Cup when it booked a spot at Russia 2018.

The Nordic nation had already captured global attention two years earlier when it eliminated England on its way to the quarterfinals of Euro 2016.

In Russia, Iceland earned a memorable draw against Argentina before bowing out after defeats to Croatia and Nigeria, but their achievement remains one of football’s great underdog stories.

Cape Verde – Population: 525,000

Cape Verde made history on Monday by qualifying for their first-ever World Cup after defeating Eswatini 3-0 in Praia.

The Atlantic island nation, which gained independence from Portugal 50 years ago, boasts a population of around 525,000 and sits 70th in the FIFA rankings.

Known as the Blue Sharks, Cape Verde have qualified for the Africa Cup of Nations four times, reaching the quarterfinals in 2013 and 2023.

They are the smallest nation among all the teams heading to the 2026 FIFA World Cup in the U.S., Mexico, and Canada. Paraguay – Population: 860,000

When Paraguay appeared at the inaugural World Cup in 1930, its population was under one million, making it one of the smallest nations ever to compete.

The South Americans exited in the first round after losing to the U.S. and defeating Belgium.

They have since become regular participants, qualifying eight more times, and will make their ninth appearance at the 2026 World Cup after clinching South America’s final direct qualifying spot.

Trinidad and Tobago – Population: 1.3 million

2017.08.23: during 1st half of the International Friendly Match between Trinidad and Tobago Men’s Senior Football Team. Jamaica, at the Hasely Crawford Stadium, Port of Spain. Halftime socre: 1-1. Photo: Allan V. Crane/CA-images.

The Caribbean nation qualified for its first and only World Cup in 2006 in Germany, becoming the smallest country in CONCACAF history to reach the finals.

Trinidad and Tobago earned their ticket after winning an intercontinental playoff and were eliminated in the group stage, but their qualification inspired a generation of Caribbean footballers.

Northern Ireland – Population: 1.4 million

Northern Ireland made their World Cup debut in 1958 with a population of just 1.4 million and reached the quarterfinals, defeating Czechoslovakia along the way before losing to France.

The team also appeared in 1982 and 1986, famously beating Spain on home soil in the 1982 group stage, one of their greatest football moments.

Kuwait – Population: 1.5 million

Kuwait qualified for their first and only World Cup in 1982, with a population of about 1.7 million at the time.

They finished bottom of their group in Spain, but remain one of only a few Gulf nations ever to reach the tournament. Their qualification followed a golden era for Kuwaiti football, highlighted by winning the 1980 AFC Asian Cup.