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As Nigeria pushes for economic reforms, experts have called on the government and private sector to prioritise the development of botany, stressing the nation’s rich plant biodiversity holds potential for economic growth, scientific innovation, and global competitiveness.

Specialists, and professors at the University of Lagos (UNILAG), Akoka, Botany@60, organised by the department of Botany, faculty of Life Sciences, have advocated that Nigeria must be intentional about embracing the potential of botany or be limited in its economic, scientific, and social advancements.

Oluwarotimi Fashola, special adviser to the Lagos State governor on Agriculture and Food Systems, in his keynote address titled, ‘Botany the Cradle of Crop Production, Opportunities and Challenges: The Rice Value Chain’ on Thursday, October 9, said that the country can either embrace the potential that botany offers or remain tethered to outdated systems that limit our growth.

‘Nigeria stands today at a crossroad. We can either embrace the potential that botany offers or remain tethered to outdated systems that limit our growth,’ he said.

Fashola emphasised that botany is a dynamic field that touches every sector of the society; hence, the country must be deliberate in harnessing its potential.

He explained that over two percent of the GDP of Netherlands is tied to botany-related activity, such as agriculture, vegetable farming, food farming, greenhouse, innovation, and agrotech, among others.

Similarly, he said that in India, centuries of deep botanical knowledge have led to global breakthroughs in plant-based medicine and wellness.

This, he stressed, is a good model for the country to emulate and grow its economy and become globally competitive.

He commended UNILAG for maintaining a biological garden, especially with the department of botany.

‘This should be more than just a green space. It must be a national treasure and a global opportunity. But it cannot reach its full potential without deliberate investment,’ he noted.

Fashola advocated for the establishment of a robust public-private partnership that will involve NGOs, companies, government agencies, and community stakeholders to transform the UNILAG’s biological garden into a reference of excellence, a place not only for research but for recreation, learning, and healing, among others.

In the same vein, Dele Olowokudejo, chairman of the anniversary event, reiterated that food security is a social security, stressing the need to preserve the plants.

‘The issue of sustainable living is central to other beings on earth. The science of conservation is key. We owe it a duty to look after other organisms,’ he said.

He maintained that human health and economic development is tied to how well a country optimises and invests in the development of botany potential, which he said, Nigerians are yet to feel the impact of many of the botanic beings, though they exist there.

Peter Adeonipekun, head of the Department of Botany at UNILAG, said the department has come a long way and proven its worth in teaching, research, innovation and community services.

‘The University of Lagos, Department of Botany stands out with the number of sub-disciplines of botany in operation, apart from academic excellence, it is noted for.

The department has capabilities in plant taxonomy and biosystematics, molecular biology, mycology, plant pathology, algology, palynology, paleoecology, biostratigraphy , aerobiology, ethnobotany, plant histology, plant ecology, plant anatomy, plant conservation , and plant biotechnology,’ he said.

Besides, he said the UNILAG’s Department of Botany, has served as one of the best-rated centres for plant authentication, and voucher preservation in the world.

Ganiyu Oyetibo, dean, Faculty of Life Sciences at UNILAG urged the Lagos State government to provide the department with enough land to facilitate the students research and hand-on learning experiences.

He assured the state that the Botany Department will upscale the quality of the Eko Rice if given the opportunity through the needed partnership.

Oluwatoyin Ogundipe, the immediate past vice-chancellor of the University of Lagos and other past lecturers and alumni of the department grace the occasion.

The event also featured the launching of the anniversary project, ‘UNILAG Bioconservation Centre’, and awards.

Your professional background is unique, combining high-level business strategy with rigorous legal expertise. What foundational philosophy drives your integrated approach to business development?

My philosophy is rooted in one conviction: viability must precede visibility. We have so many brilliant concepts, but few are built on the necessary legal and corporate infrastructure to generate sustained economic outcomes. My approach, proven with Zinn Arts Gallery, involves treating every entrepreneur as the founder of an enterprise, regardless of industry. This means implementing sound corporate structure, securing legal compliance, and establishing frameworks that protect and monetise intellectual capital from day one. This systemic foundation is what transforms passion into a predictable, scalable business.

Your specialisation is often defined by corporate structuring and legal foresight. When advising early-stage ventures, what are the first essential steps you take to ensure they are investment-ready?

The immediate priority is to de-risk the venture. This involves two essential components: First, corporate structuring. We ensure the legal entity is correctly established for scalability, investment, and cross-border operations. An improper structure can halt capital infusion instantly. Second, IP diligence. We perform comprehensive audits to confirm clear ownership of all assets: trademarks, copyrights, and proprietary methods. Investors require certainty that what they are funding is legally defensible. By proactively managing these areas, we shift the venture’s perception from a high-risk startup to an attractive, well-governed business.

As someone with a comprehensive understanding of global commercial regulations, how does that perspective directly influence your strategies for the international market development of a business?

My perspective provides a crucial vantage point: I see creative and technology-driven businesses as global commerce not as separate local markets. Art, innovation, and business are part of an interconnected trade system shaped by policy, regulation, and market behaviour. This means that when we design a market development framework, we go beyond local demand. We proactively analyse export potential, anticipate compliance with foreign licensing regulations, and build the corporate architecture required for cross-border distribution. Every strategic decision, from vendor contracts to collaborations, is designed to maximise global market sustainability and mitigate international legal exposure from the outset.

You founded Zinn Arts Gallery as a successful model for sustainable business. How has that experience prepared you for your next chapter?

Zinn Arts Gallery was, in essence, my proving ground. It allowed me to research, develop, and implement the precise legal and entrepreneurial frameworks needed to take creative output and commercialise it successfully. My work at May 19 LLC (my new U.S.-based venture) will not represent a career shift, but rather a direct extension of this established path. The foundation is the same: applying entrepreneurial innovation, strategic IP management, and cultural leadership to businesses seeking measurable industry impact, now scaled for the highly competitive U.S. and global technology venture markets.

Tell us more about May 19 LLC. What is its core value proposition, and how does it leverage technology to drive creative growth globally?

May 19 LLC is designed to be a strategic consulting and digital platform, focusing squarely on scaling and commercialisation. Its value proposition is integrating legal structure and technology. We utilise technology, including AI, to match a venture’s intellectual property with the right markets and potential investors. Furthermore, the platform offers resources focused on business education, mentorship, and structured revenue strategies, such as subscription fees and transaction-based models, to ensure founders can diversify and stabilise their income streams. Our aim is to provide the Founder’s Blueprint for going from concept to sustainable, global business.

Intellectual property is a cornerstone of your work. How do you help clients leverage their IP to attract investment and expand market access, beyond mere registration?

IP registration is just the first step; strategic IP management is where the value lies. We guide artists, creatives, and other clients through turning their intellectual property into a transferable business asset. This means developing strong licensing systems and contract frameworks that allow them to generate passive revenue streams. When we approach an investor, we present the IP not as a cost, but as a quantifiable, defensible asset that guarantees market exclusivity, significantly increasing the valuation and commercial credibility of the business.

As a dual-licensed attorney, what unique advantages do you bring to early-stage businesses?

The dual-licensing capability is important for any business with international ambitions. I provide an integrated legal and commercial perspective that can simultaneously structure an entity for global compliance and simultaneously negotiate international business transactions, avoiding legal conflicts that often arise from mismatched contracts or regional regulatory hurdles. This integrated legal foresight is essential for any startup or enterprise aiming for international market development and long-term success.

Your vision includes scaling ventures and mentoring entrepreneurs globally. What is the expected impact of this work on the global economy and innovation sector?

My specialisation directly addresses a structural need: equipping talented entrepreneurs, especially those scaling innovative concepts, with the necessary legal and corporate tools to succeed. The work through May 19 LLC is expected to stimulate innovation by attracting high-potential international and domestic enterprises, creating jobs (including for web developers, marketers, and skilled strategists), and adding new, commercially viable businesses to the global economy. This accelerates the rate at which creative and tech-driven ideas transition from ideation to commercial success.

In your experience, what metrics are most indicative of the long-term commercial viability of a business?

Beyond gross revenue, which can be misleading, I prioritise three core metrics. First, The Commercialisation Rate: How quickly and effectively is the business converting new IP into revenue-generating products or licenses? Second, The Margin of Defensibility: This is a qualitative assessment of the strength of their legal and IP protections. How easily can they be replicated or challenged? Third, Repeat Market Engagement: Do the business models support recurring revenue (subscriptions, renewed licensing) that demonstrates market sustainability, rather than relying solely on one-off sales?

What is your long-term vision for the field of business creation, and how will your work through Zinn Arts Gallery and May 19 LLC lead this evolution?

My long-term vision is to democratise sophisticated business structure. I see a future where high-potential creative entrepreneurs, regardless of their background, have immediate access to the legal strategy and technology required for global scaling. Through Zinn Arts Gallery and May 19 LLC, we are building the definitive Founder’s Blueprint to achieve this. Our work is the strategic application of knowledge, proving that with the right corporate structure and IP defense, any innovative concept can evolve into a significant global business.

The Nigerian Army has cautioned the general public against relying on unverified sources for information about its operations, following doctored images and misleading posts continue to flood digital platforms.

In a statement released on Friday, Appolonia Anele, Acting Director of Army Public Relations, emphasised that only the Army’s official social media channels should be regarded as authentic sources for updates and announcements.

According to Anele, the proliferation of misinformation poses serious risks to national security and public trust, especially when false narratives about military activities are circulated online without verification.

She said such acts can fuel panic, distort facts, and undermine the morale of troops deployed across the country.

‘The Nigerian Army urges the media and the public to confirm any report concerning its operations through our verified social media handles. This will ensure the dissemination of accurate, credible, and timely information,’ the statement read.

The official social media platforms of the Nigerian Army include: X (Twitter): @NigeriaArmyInfo and @HQNigerianArmy; Instagram: @NigerianArmyInfo and @HQNigerianArmy; Facebook: NigerianArmyInfo and HQNigerianArmy ,and YouTube: NigerianArmyInfoTV

It appealed to journalists and citizens to follow and amplify content from these verified channels as a collective effort to combat fake news and strengthen public understanding of the Army’s true engagements and contributions.

The statement added that the Nigerian Army remains committed to transparency and open communication with the media, noting that responsible reporting and digital literacy are vital in countering the influence of disinformation campaigns targeted at national institutions.

What does this 60th anniversary mean to you, and how do you reflect on Academy Press’s journey since its founding in 1965?

Sixty years is a milestone of celebration-and of gratitude. We thank God for surviving and still standing strong. We owe thanks to stakeholders, staff, loved ones-everyone who has contributed. The journey has included challenges and triumphs. Though there were many hurdles, there have also been accomplishments and milestones year by year. We remember those who had the initial vision, who laid firm foundations upon which others, like myself, have built.

What foundations did the founding fathers establish, and how have these influenced the values, culture, and evolution of Academy Press?

Our founders shared a rare mindset. They were not driven by personal wealth, but by a conviction to benefit society and to build an organisation of repute. They envisaged a printing company of world-class standard, not merely local.

That vision shaped everything: our values of quality, integrity, resilience; our culture of international competitiveness; and our refusal to limit ourselves to the local scene. These traits remain central to who we are, even now.

Looking back, what do you consider the most significant achievements of Academy Press in its growth and standing in the industry?

We have consistently maintained printing excellence; our quality and products speak for us. Turning points have included the landmark anniversaries-25, 40, 50, and now 60-each marking visible growth and endurance when many competitors have not lasted.

Financially, our turnover has grown from modest beginnings to well in excess of ?4 billion since 2006. Technologically, we began with one or two machines, many obsolete now; today we continuously modernise, acquiring some of the first equipment of its kind in Africa or Nigeria. Our staff are trained to high standards; many alumni of Academy Press have gone on to lead in other organisations. This institutional strength is a core differentiator.

As customer expectations, market demands, and technology shift, how has Academy Press adapted to stay competitive and forward-looking?

To remain world-class, we must keep pace with change. Whenever new technologies emerge, we adopt them quickly-often we lead in introducing innovations and designs we have observed internationally. We also anticipate customer preferences. Loyalty comes when clients see we are not merely responsive but proactive. By doing so, we ensure our service remains relevant and of high value.

What sets Academy Press apart in Nigeria’s printing sector, and how do you envision the company over the next five to ten years?

We are distinct in our capacity and scale. We manage both low-volume and very high-volume projects-from daily jobs to massive orders like examinations, census materials, or large educational contracts. We handle orders other presses cannot. Looking ahead, we’ll continue investing in equipment, expanding capacity, and deepening partnerships-especially with educational publishers. We want clients who go abroad for printing to know they can get equal or better quality here. Our strategy is modernisation, local capacity building, and maintaining international-standard delivery.

What key challenges does the printing and publishing sector currently face, and how is Academy Press positioned to address them?

The challenges are many:

Dependency on imports: Raw materials (paper, inks), equipment, and spare parts are often not locally produced, so we face forex volatility and supply-chain issues.

Tariffs and competition: Input materials are taxed, while finished imported books often aren’t, giving foreign competitors a price advantage.

Skill gaps: Practical, industry-specific training is scarce, so we invest in in-house training and send staff abroad to fill those gaps.

To address these, we built internal engineering capability for maintenance and fabrication, upgraded machinery, trained personnel rigorously, and adjusted margins where possible to remain competitive. Although the environment is challenging, we continually strive to find sustainable solutions.

How has innovation been integrated into operations, and what impact has it had on performance and customer satisfaction?

Innovation is embedded in how we work. We continually monitor global trends, adopt new technologies, and modernize our processes. This has led to:

Improved quality control at all levels

Faster turnaround times

Enhanced product offerings

Stronger customer trust and loyalty

Our readiness to change when change is needed has kept us relevant, efficient, and appreciated by our clients.

You’ve said innovation is key to longevity. How has Academy Press integrated innovation into its operations, and what impact has this had on performance and customer satisfaction?

At Academy Press, innovation is not a buzzword-it’s a necessity. We actively seek out new ideas and global trends to introduce to our customers. Whether it’s digital or technological innovation, we continuously modernise to stay ahead.

We don’t wait for change; we drive it. Our internal mantra is: ‘Innovate and elevate.’ This mindset ensures we remain relevant, competitive, and aligned with our customers’ evolving expectations. It also enhances customer satisfaction because they know we’re proactive, not reactive, in delivering quality solutions.

Culture plays a crucial role in sustainability. What kind of culture exists at Academy Press, and how does it support talent development and employment? Our culture is deeply rooted in strong core values: quality, trust, resilience, and integrity.

These are not just ideals-they guide everything we do.

Quality is non-negotiable. If a product doesn’t meet our standards, it doesn’t reach the customer-regardless of cost implications. We build systems that prevent quality issues from occurring in the first place.

Trust is vital, both internally and externally. Our staff understand that customer satisfaction is our top priority. Every employee aligns with our core values and knows their role in upholding them.

We also invest in people. We have internal training systems and development pathways to equip our staff with the skills needed in a modern printing environment. That commitment to human capital ensures we don’t just retain talent-we grow it.

As Academy Press celebrates 60 years, what message do you have for stakeholders-employees, clients, shareholders, and partners?

The message is simple: gratitude.We are deeply thankful to our staff, customers, shareholders, vendors, regulators, financiers-everyone who has supported us over these six decades. They’ve made this milestone possible. We also ask for their continued support as we enter a new phase. We promise to keep delivering quality products, fulfilling our commitments to government and partners, and ensuring competitive returns for shareholders. We see this as a partnership, and we intend to uphold our part of that relationship.

What are the most exciting upcoming projects or partnerships that Academy Press is exploring as part of its future strategy? What should stakeholders look forward to?

At Academy Press, we refer to our customers not just as clients but as partners-and that includes the broader society who consume our products. These relationships are central to our strategy moving forward.

We have a number of investment-driven projects in the pipeline, and we plan to deepen our partnerships across various sectors to bring these to fruition. Our commitment remains steadfast: to deliver quality service and protect the interests of our stakeholders-not only for our benefit, but for theirs as well. Our various diversification agenda in backward integration for input materials will be a game changer. More importantly is the expansion of our light packaging and label line to become full fledge venture. Our customers will have a one stop shop for their printing and packaging needs as a consequence.

For our financiers and banking partners, we greatly value the confidence they’ve placed in us, and we are committed to preserving that trust as we expand. We’re counting on their continued support for our upcoming projects.

A key area of focus is in educational publishing, particularly in the printing of evaluation books and textbooks for schools. We are encouraging publishers, especially those who currently print abroad, to place their confidence in us. We want them to know that Academy Press has the capacity, expertise, and quality standards to match-and even exceed-what is available internationally.

We are also committed to continual modernisation and capacity building, and we actively keep our partners informed about these upgrades. This transparency helps them see firsthand that partnering with us is not only viable but beneficial for their long-term goals.

Our vision for the future is a stronger, more self-reliant printing industry in Nigeria-and we are proud to be at the forefront of that transformation.

I was not born independent. I came after four boys, so while my mother finally got her dream of pretty dresses and pink bows, my earliest memories tell a different story. On one hand, I was the apple of my father’s eye; on the other, I was constantly being shooed away from ‘serious’ play.

‘This is boys’ business! Do you see any girls here? My fren, come on, leave here!’

This exclusion from play made me very determined to show that I was just as capable – climbing the same trees, playing the same games, getting interested in the same things. I drew the line at making kites with eba, though, because what?

This stubborn streak has followed me all my life. It’s not born out of rebellion or ideology; it’s just actually never occurred to me that there were things I couldn’t do. I’ll happily stand alone, work alone, live alone, eat alone, or navigate a challenge alone if that’s what it takes to reach a goal. It may not be my preference, but it’s never hindered me either.

And it has served me well. I’ve moved countries more than once, travelled and seen something of the world, made extraordinary friends, and stepped into roles I once thought were beyond me. But the more I did on my own, the more I realised that I didn’t actually want to do it alone.

And, if I’m being honest, I never truly have. Some of the most rewarding opportunities, positions and roles in my life came through people who spoke my name in rooms I hadn’t yet entered. I have a neighbour who has saved my life more times than I can count. From jumpstarting my car to fixing leaky taps or putting up shelves.

I have fallen seven times, and people have picked me up eight.

This October, as Nigeria marked 65 years of independence, I found myself reflecting on what that word – independence – really means.

Independence isn’t isolation. It’s freedom from anything that seeks to stifle, diminish or chain you. Independence is about self-determination with connection. Growth with community. Freedom with responsibility.

We can’t truly call ourselves independent if we’re disconnected from one another. Our progress, like our country’s, depends on collaboration – on learning from those who came before us, on uplifting those coming behind, and on understanding that no one builds alone.

So maybe this Independence season, your task – and mine – is to redefine what ‘freedom’ looks like in real life.

Maybe it’s asking for help where you’ve been trying to ‘handle it’ all alone.

Maybe it’s mentoring someone who reminds you of your younger self.

Or maybe it’s simply taking stock of the quiet army of people, seen and unseen, who help you stand tall every day.

Because independence, in its truest form, doesn’t mean doing it all alone. It means choosing your path freely, while recognising that every step is steadied by others.

I am independent, yes, but I am covered. Covered by the love of friends, the wisdom of mentors, the generosity of sponsors, and the support of acquaintances and allies.

As artificial intelligence transforms how organisations operate, leaders are under growing pressure to adapt. Beyond understanding new technologies, they must learn to embed AI into decision-making, team structures, and company culture. A Financial Times analysis revealed that 374 SandP 500 companies mentioned AI in their earnings calls last year, most in positive terms, yet few could point to concrete productivity gains.

Experts say the problem isn’t the technology but leadership alignment. Many organisations fail to link AI to their value propositions or adjust how teams work. Research involving more than 300 board directors shows that fear among employees and poorly designed AI pilots often block progress.

According to recent academic studies, leading effectively in the age of generative AI requires a new set of competencies. The skills that once defined executive success are no longer enough to navigate the rapid transformation ahead.

Experts say five key skills will determine which leaders succeed in this new era.

1. Span organisational boundaries

AI leadership starts with building diverse networks. Research shows that people connected across industries and professions are more likely to innovate. In Diffusion of Innovations (2003), Everett Rogers explained that technology spreads faster when people observe credible peers using it and understand how it applies to their own work.

For executives, this means engaging with regulators, technologists, startups, and leaders in other sectors. Exposure to different viewpoints helps leaders grasp both the opportunities and risks of AI. In executive classrooms, those who have used AI often guide peers on practical lessons, sharing what works and what does not.

Satya Nadella demonstrated this approach when he became Microsoft’s chief executive. He invited leaders of small tech firms acquired by Microsoft to attend the company’s annual strategic meeting. The result was a broader exchange of ideas that strengthened collaboration and innovation.

Leaders who operate across these boundaries are better positioned to introduce new insights into boardroom discussions and drive informed decision-making.

2. Redesign organisations

AI creates value only when companies change how they work. Studies have shown that productivity gains depend on new processes, incentives and structures-not the technology alone. Many firms simply attach AI to old workflows and see little improvement.

Leaders must decide when to automate, when to use AI to assist human judgment, and when to keep control in human hands. They also need to focus on building new business models rather than only cutting costs.

At SAP, chief financial officer Dominik Asam has led a major redesign of finance and back-office operations using AI. His team automated routine work, redirected staff towards higher-value tasks, and used data-driven insights to allocate resources more efficiently.

At Russell Reynolds, an executive search firm, managers assign AI ‘agents’ defined tasks while employees handle more complex work. This redesign not only improves productivity but also reshapes organisational culture.

PepsiCo took a similar step by merging its strategy, transformation and technology functions under Athina Kanioura. The move enabled AI to drive process improvement across the business. Leaders who act as organisational architects can turn AI into a source of growth rather than disruption.

3. Orchestrate team collaboration

AI’s greatest value often emerges in collective decision-making. At Amazon, finance teams now use AI for analysis and forecasting, integrating insights directly into senior meetings. This provides a stronger evidence base for key discussions.

However, effective collaboration requires more than technical use. Studies show that results improve when teams interact with AI iteratively-treating it as a ‘teammate’ rather than a tool. Some experiments even assign AI the role of ‘devil’s advocate’ to challenge group consensus and promote critical thinking.

Leaders must learn to balance human and algorithmic inputs while maintaining psychological safety. Teams should feel comfortable questioning AI outputs and discussing errors. The best leaders act as conductors, ensuring that both people and technology contribute to shared goals.

4. Coach and develop talent

AI adoption depends on people, not just systems. Workers need guidance, encouragement and space to experiment. Data from millions of managerial job postings in the United States shows a shift away from supervision toward coaching and collaboration.

Jean-Philippe Courtois, who led global sales, marketing and operations at Microsoft, replaced a long-standing inspection culture with one based on coaching. Managers were trained to listen, support learning, and use digital dashboards for real-time feedback. The change freed time for client engagement and made the organisation more adaptive to AI-driven forecasting tools.

As automation handles repetitive tasks, leaders must help employees build new capabilities that complement AI. They must act less as inspectors and more as teachers, ensuring that their teams grow alongside the technology.

5. Lead by example

When asked how leaders can remain relevant in the age of AI, Courtois offered a simple answer: ‘Use AI every day.’

Donna Morris, Walmart’s chief people officer, follows this advice. She uses AI tools such as ChatGPT when beginning executive searches and for personal tasks like travel planning and research. Her regular use of AI signals to others that experimentation is welcome.

Yet, studies show that many senior leaders speak positively about AI without actually using it. This gap weakens credibility. Leaders who use AI personally build genuine fluency, recognise low-quality outputs, and model curiosity for their teams.

By demonstrating hands-on use, leaders create the social proof that accelerates adoption across their organisations.

Nigeria’s crude oil production fell to 1.39 million barrels per day in September from 1.43 million barrels per day (mbpd) recorded in August 2025, the Nigerian Upstream Petroleum Regulatory Commission (NUPRC) report has revealed.

According statistics which was released on Saturday, the total crude oil and condensates production for the month of September 2025 fell to an average of 1.581 million barrels per day, with total condensate at 191,373 mbpd.

The NUPRC in a statement signed by Eniola Akinkuotu, head, Media and Strategic Communication, attributed the development to the three-day industrial action by the Petroleum and Natural Gas Senior Staff Association of Nigeria (PENGASSAN), which resulted in the shutdown of some production and export facilities.

The Commission also noted that two strategic facilities had a scheduled turnaround maintenance which led to a reduction in overall production.

‘In September, the industry recorded total crude oil and condensate production of 47.43 million barrels which reflects a modest 1.61 percent year-on-year increase in average daily crude oil and condensate production year on year.

‘This is a slight improvement over the 1.55 million bopd recorded in the same month of 2024, an uptick that suggests incremental progress.

‘However, when measured on a month-on-month basis, crude oil and condensate production slightly dropped by 3.09 percent in September 2025, compared to the 1.63 million bopd recorded in August 2025,’ it stated. The Commission also noted that the total production is September is 93 percent of the OPEC quota of 1.5 million bopd.

During the review month, peak combined crude oil and condensate production hit 1.81 million bopd, while the lowest was 1.35 million bopd. Analysis of production by the top eight streams shows Forcados Blend accounted for 15.86 percent of total production, while Bonny Light accounted for 13.31 percent of September production.

QUA IBOE was third accounting for 9.88 percent; ESCRAVOS Light contributed 8.96 percent, while BONGA Crude delivered 6.83 percent of production in the review month.

Also, AGBAMI Condensate accounted for 4.94 percent; ERHA Crude accounted for 4.55 percent, while Amenam Blend accounted for 4 2 percent of production.

What role did your early education in Nigeria play in shaping who you are today?

Studying at the University of Lagos gave me more than an academic foundation; it gave me resilience. Back then, the student onboarding, enrollment, and accommodation processes weren’t streamlined. Navigating those challenges required persistence, resourcefulness, and a strong community. Those qualities have carried through my career. Every time I face a new project or leadership challenge, I think back to those days in Lagos, where success meant being patient, creative, and resilient. Studying at the University of Lagos taught me resilience. That resilience has carried me through every challenge since.

Tell us about your first role in technology.

My very first role was as a data analyst intern on a social impact project. I was responsible for cleaning data to ensure timely payments, reporting on both qualitative and quantitative program impact, and overseeing the delivery of several projects. It may not have seemed glamorous at the time, but it taught me discipline. Handling raw, messy data and turning it into something meaningful for decision-making showed me the power of data and the importance of precision. Data wasn’t abstract; it determined whether people received the support they needed on time. That realisation sparked my passion for building reliable data systems.

What continues to drive you in your career?

Learning and innovation. Technology evolves so quickly, and with every new project, there’s a chance to solve problems that genuinely make a difference in the world. That combination of constant learning and impact is what keeps me going.

You’ve founded Code and Culture. Can you tell us about its vision and impact?

Code and Culture was born out of my desire to see more underrepresented professionals, especially Black talent, represented in technical roles. Too often, people face barriers not because of lack of skill but because of lack of access. Through Code and Culture, we create opportunities for mentorship, knowledge sharing, and professional development. For example, our most recent event hosted four industry-leading speakers and drew nearly 50 participants.

The feedback was inspiring. Attendees walked away not only with insights but with a sense of belonging and a network to lean on. Code and Culture was born out of my desire to see more underrepresented professionals represented in technical roles.

You also serve on the board of SWE CRS. Why was that important to you?

SWE CRS allows me to give back at scale. Being on the board means I can help shape programs that support women in engineering and technology across entire regions, not just within one organisation. Representation matters. When people see leaders who look like them and share some of their experiences, it makes their own path feel more possible.

You’ve collaborated with teams across Europe, Asia, and the U.S. What’s that experience been like?

It’s been eye-opening. Working with global teams pushes you to think differently. Technically, you learn to design systems that are robust enough to work across geographies but flexible enough to adapt to local needs. Interpersonally, you learn to respect different communication styles and work cultures. It’s made me a more empathetic leader and a stronger engineer.

What’s one of the biggest challenges you’ve faced working on global teams?

Time zones can be tough. It’s not unusual for me to work very early mornings or late nights. But beyond the logistics, one of the bigger challenges is cultural understanding. Each team has not only its own internal culture but also the culture of the location it’s based in. For example, the way feedback is given or collaboration happens can look very different in Europe, Asia, or the U.S. As a leader, I’ve learned that success requires more than technical skill; it requires empathy, curiosity, and the willingness to bridge cultural differences. Success in global teams requires more than technical skill; it requires empathy

and the willingness to bridge cultural differences.

You’ve since held roles in industries as varied as airlines, software, and global tech. Where do you see your deepest expertise today?

Pipeline development is where I thrive. Designing and maintaining reliable pipelines that keep data flowing is the backbone of modern organisations. Alongside that, I’ve specialized in testing frameworks, data quality, and cross-functional program management. But I think what makes me unique is that I’m equally comfortable being technical and being strategic. I don’t just write pipelines; I lead teams to ensure those pipelines support business outcomes.

How do you balance being both a technical expert and a program manager?

For me, it comes down to time management and delegation. I dedicate space in my schedule for hands-on technical work, because staying close to the details keeps me sharp. But I also know when to step back and orchestrate the larger picture; aligning stakeholders, removing blockers, and driving execution across multiple teams. The sweet spot is when my technical knowledge informs my program management, and my program management ensures my technical work creates real impact.

The best outcomes come when my technical knowledge informs my program management, and my program management ensures my technical work creates real impact.

Where do you see data engineering going in the next 5-10 years?

I believe we’re on the verge of pipelines becoming much smarter with the integration of AI. Imagine self-debugging pipelines that identify and resolve issues before they cause failures. Or automated monitoring that doesn’t just flag anomalies but learns from them and adapts in real time. For program management, AI could drive dynamic scheduling, risk prediction, and smarter resource allocation. Instead of being reactive when something goes wrong, teams will be proactive, with systems that anticipate and prevent problems. This shift will redefine what reliability means in data engineering. I see pipelines getting smarter with AI; self-debugging, adaptive, and resilient.

What motivates you personally in this technical journey?

Innovation excites me. Every project is an opportunity to push boundaries and solve complex challenges. I love that the work I do isn’t just about abstract code; it powers real systems that people depend on. Whether it’s optimizing operations, improving customer experiences, providing data that powers key business insights or ensuring data quality at scale, the impact is tangible.

Finally, what advice would you give to young professionals in Nigeria who dream of making it in global tech?

Take risks. Don’t wait until everything is perfectly lined up. Go solve the problems everyone else is afraid to touch. You may not see ten steps ahead, but if you can see the next one, take it. Keep moving forward. That’s how I went from Nigeria’s start-up ecosystem to global tech – one step at a time, with courage and persistence.

You may not see ten steps ahead, but if you can see the next one, take it. Keep moving forward.

Closing

Kevwe Onome-Irikefe’s journey reflects more than professional growth; it reflects a vision for a more inclusive technology industry. She represents a new generation of leaders who bridge the technical and the strategic. From the resilience forged in Lagos to the boardrooms of international organisations, she continues to expand opportunities not only for herself but for

countless others. Her vision of AI-powered, self-healing pipelines may sound futuristic, but in her hands, it feels like the next logical step. For Kevwe, the story of data isn’t just about systems, it’s about resilience, innovation, and building the future one pipeline at a time.

Joe Biden, former United States president has begun radiation therapy as part of treatment for prostate cancer, his office confirmed on Saturday.

Biden, 82, was diagnosed in May with what doctors described as an ‘aggressive’ form of the disease that had already spread to his bones. The diagnosis followed medical tests after he reported urinary symptoms earlier in the year. Kelly Scully, his media aide, said the former president is ‘undergoing radiation therapy and hormone treatment as part of a comprehensive plan for prostate cancer care.’ The radiation therapy is expected to last about five weeks, according to reports by NBC News.

In May, Biden’s office revealed that he had been diagnosed with prostate cancer ‘characterised by a Gleason score of nine (Grade Group 5) with metastasis to the bone.’ A Gleason score of nine indicates a high-grade form of cancer, meaning the cells are more likely to grow and spread quickly.

Despite the seriousness of the diagnosis, doctors noted that Biden’s cancer is hormone-sensitive-meaning it can respond well to hormone therapy designed to slow its growth. Prostate cancer is one of the most common cancers among men, particularly older men. According to the American Cancer Society, about one in eight men will develop prostate cancer during their lifetime, while the US Centres for Disease Control and Prevention (CDC) estimates that 13 out of every 100 men will be diagnosed at some point.

Biden’s medical history includes several other health challenges in recent years. Last month, he underwent Mohs surgery to remove cancerous cells from his skin. In February 2023, doctors removed a small lesion from his chest that was identified as basal cell carcinoma-a common and typically non-aggressive form of skin cancer. Earlier, in 2021, he had a benign but potentially pre-cancerous polyp removed from his colon. The former president, who turns 83 next month, left office in January as the oldest person ever to serve as US president. Concerns about his health and age were a recurring issue during his first term,

eventually prompting him to end his re-election campaign earlier this year. His former vice-president, Kamala Harris, went on to represent the Democratic Party in the presidential race but lost to Donald Trump, the current US president.

Biden has long made cancer research one of his defining causes. In 2022, he and his wife, Jill Biden, relaunched the ‘Cancer Moonshot’ initiative, an ambitious programme aimed at cutting the cancer death rate in half over 25 years and preventing more than four million deaths by 2047.

His commitment to the cause is deeply personal. In 2015, Biden lost his eldest son, Beau Biden, to brain cancer-a tragedy that profoundly shaped his outlook on public service and medical research.

Speaking shortly after his own diagnosis earlier this year, Biden reflected on the shared experience of illness, saying, ‘Cancer touches us all.’

In recent months, the former president has kept a low public profile as he continues treatment and recovery.

Prostate cancer primarily affects older men, with research suggesting that up to 80 percent of men over the age of 80 may have cancerous cells in the prostate gland-though many cases remain slow-growing and harmless.

Medical experts stress that early detection and access to advanced treatment options like radiation and hormone therapy can significantly improve outcomes, even in high-grade cases like Biden’s.

While the coming weeks of treatment will likely be demanding, doctors say the combination of radiation and hormone therapy remains a proven, effective approach for managing prostate cancer, especially when caught before it becomes resistant to treatment.

When we talk about crisis preparedness, we often think about water, flashlights, and first aid kits. But what about the specific things that keep girls safe, informed, and empowered when everything falls apart?

International Day of the Girl Child, observed every October 11th, highlights the unique challenges girls face worldwide-and this year’s theme, ‘The girl I am, the change I lead: Girls on the frontlines of crisis’, hits differently when you realize how unprepared most communities are for girls’ specific needs during crisis. Whether it is climate disasters, conflict, or sudden attacks, girls are not just surviving these moments, they are leading through them. But they need the right tools first.

Here is what every girl deserves to have in place before a crisis hits.

A trusted adult outside your household

Natural disasters and emergencies can separate families in an instant. Every girl should have at least one trusted adult-an aunt, teacher, family friend, or mentor-who knows her well and lives in a different location. Exchange contact information, discuss emergency meeting points, and make sure this person knows they are your backup. It is not paranoia; it is having a safety net when you need it most.

Basic financial literacy

Money talks, especially in a crisis. Understanding how to budget, save, and manage resources is not just adult stuff, it is survival. Keep a small emergency fund if possible, even if it is just ?100 hidden safely on a daily basis. Know where important financial documents are stored. If you are old enough, have your own bank account. When systems fail, girls with financial knowledge can help their families make critical decisions.

Menstrual products (and knowledge about alternatives)

Period poverty becomes a crisis within a crisis. Stock up on menstrual products as part of your emergency kit, but also learn about reusable options like menstrual cups or period underwear that do not rely on supply chains. Know how to improvise safely if needed. Your period does not pause for emergencies, and you should not have to sacrifice dignity or health because no one thought to include this in disaster planning.

A network of peers who have your back

Your friends are not just for fun, they are your crisis response team. Build genuine connections with other girls and young people in your community. Exchange multiple ways to contact each other beyond social media. During emergencies, peer networks often mobilize faster than official systems. Girls who organize together protect each other, share resources, and create solutions that adults might overlook.

Self-defense skills and body autonomy knowledge

Unfortunately, crises can increase risks of violence and exploitation. Every girl deserves basic self-defense training and a deep understanding of bodily autonomy. Know that you have the right to say no, to set boundaries, and to ask for help. Recognize warning signs of unsafe situations. Understand that your safety matters, and seeking protection is not weakness.

Essential documents (copies and digital backups)

Identity documents, medical records, school certificates, these pieces of paper prove who you are and open doors when you are rebuilding. Make copies of everything important and store them separately from originals. Take photos of documents and save them in a password-protected cloud account. Girls without documentation become invisible in humanitarian systems, losing access to education, healthcare, and protection.

Basic medical knowledge

Know your blood type, allergies, and any medical conditions. Learn CPR and basic first aid. Keep a small kit with any prescription medications, glasses, or specific health supplies you need. If you manage a chronic condition, or need mental health support, have at least a week’s supply of whatever keeps you functioning. Medical systems collapse quickly in disasters, and girls are often last in line for care.

Practical skills that do not require electricity

Can you start a fire safely? Cook without modern appliances? These are not old-fashioned skills, they are crisis essentials. Learn basic repairs, knot-tying, food preservation, and other practical knowledge. Girls with these skills become community leaders during emergencies, not dependents waiting for rescue.

Voice and permission to use it

This might be the most important thing on the list. Practice speaking up in normal times so you can do it when stakes are high. Know that your ideas matter, your concerns are valid, and your leadership is valuable. Too many emergency responses ignore girls completely. Don’t wait for someone to ask your opinion-offer it. Your perspective as a young person experiencing the crisis firsthand is exactly what response teams need to hear.