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Consolidated Hallmark Holdings Plc, a financial services group, announced the appointment of Tope Ilesanmi as the managing director/CEO of CHI Life Assurance Limited. He replaces Ose Oluyanwo who was the pioneer managing director, who has since taken on a new strategic leadership role in the Group.

In a similar vein, Patience Ugboajah has been appointed as executive director, Operations for the new Life Assurance arm of the Group.

Other new appointments to the Board are Bode Opadokun and Folashade Onanuga, as non-executive directors. All the appointments have been duly approved by the National Insurance Commission (NAICOM).

Tope Ilesanmi is an Associate member of the Chartered Insurance Institute of Nigeria (CIIN) and the National Institute of Marketing of Nigeria. He is a dynamic and seasoned insurance professional with close to three decades of experience in risk management, insurance underwriting, claims administration, reinsurance and marketing.

He holds a bachelor’s degree in finance from the University of Lagos, an MBA from Bayero University, Kano and an MSC degree from the University of Port Harcourt.

Tope served as General Manager/Divisional Director at Consolidated Hallmark Insurance before his recent appointment. In this new role, Tope is expected to build on the strong brand equity of the Consolidated Hallmark Holdings to lead the new Life Insurance arm of the Group to deliver exceptional and innovative Life Assurance solutions into the Nigerian market.

Patience Ugboajah joins the board of CHI Life Assurance Limited as the executive director, Operations. She is a seasoned insurance executive and transformation leader with over 18 years of experience spanning strategy, operations, technical functions and business development across leading Nigerian insurance institutions.

Before joining CHI Life, she was acting executive director, Technical at SUNU Assurances Nigeria and had earlier served as executive director at Zenith General Insurance. She also held senior leadership roles at Allianz Nigeria and AXA Mansard, building deep expertise across life and non-life portfolios. Patience holds a National Diploma in Insurance, a B.Sc. in Economics and an Executive MBA from Lagos Business School. She is a Fellow of the Chartered Insurance Institute of Nigeria, an Associate of NCRIB and CIoD, and was elected to the Governing Council of CIIN in 2024.

Bode Opadokun is a multi-versatile, prudent Insurance professional with over two decades of Underwriting, Marketing and Executive Managerial experience. He is the immediate past managing director of Sanlam General Insurance Nigeria and also served as Managing Director of the Nigerian Agricultural Insurance Corporation. He is a graduate of the Lagos State Polytechnic, Fellow of the Chartered Insurance Institute of Nigeria and has an MBA in Insurance from the Delta State University. His industry footprints cover General Business and Special Risks, as well as Agricultural Insurance.

Folashade Onanuga is a chartered insurance practitioner with over 30 years’ experience in pension consultancy and was, until recently, the director general of the Lagos State Pension Commission. She earlier served as general manager/CEO with Glanvill Enthoven Life and Pension Consultants and also Chief Operating Officer/Executive Director of Veritas Glanvills.

She is a graduate of the University of Ife (now Obafemi Awolowo University), a Chartered Secretary of the Institute of Chartered Secretaries and Administrators and a Fellow of the Certified Pension Institute.

CHI Life Assurance Limited, a member of Consolidated Hallmark Holdings, was recently licensed by the National Insurance Commission (NAICOM) to underwrite Life Insurance business in Nigeria with a shareholders’ fund of N8 billion.

In line with the Group’s vision ‘to be the first-choice provider of Insurance and other financial services in Nigeria,’ CHI Life is strategically positioned to provide innovative, tailor-made solutions that address existing gaps in the Life Assurance market. Built on a strong legacy of professionalism, trust, and customer satisfaction, we are poised to leverage the exceptional service delivery and solid market reputation of the Group, not only to meet but also to surpass stakeholders’ expectations through prompt service to customers and exceptional returns to shareholders.

The Group Managing Director of Consolidated Hallmark Holdings Plc, who doubles as the chairman of CHI Life Assurance, congratulated Tope Ilesanmi on this new appointment. He expressed his full confidence in his ability to lead the next phase of the company’s market entry and growth. He assured him of the needed support to thrive in this new assignment, having proven himself over time as a performer. He also welcomes on board the new non-executive directors who are accomplished industry leaders.

He expressed his strong belief that their membership on the Board, working with other Board members, will help to raise the bar in delivering on the mandate of the Group.

The Lagos State Government (LASG) has unveiled a perception survey for commuters’ experience on the city’s public transportation systems.

According to a statement by Lagos on its official X handle, the Lagos Bureau of Statistics, in collaboration with the Lagos Metropolitan Area Transport Authority (LAMATA) and the Lagos Ferry Services Company (LAGFERRY), convened a one-day training session that brought together coordinators, supervisors, and enumerators from across the state who will engage commuters and collect feedback on the rail, road, and water transport services

The statement noted that the survey is designed to capture how Lagosians truly experience public transportation, not just in terms of service delivery, but in terms of impact.

‘It’s a listening exercise, a mirror held up to the system, and a tool for shaping smarter and more inclusive policies. It aligns with Governor Babajide Olusola Sanwo-Olu’s THEMES Plus development agenda, which emphasises traffic management, transportation, health, education, technology, and inclusive governance,’ it stated.

Delivering the keynote address, Olayinka Ojo, permanent secretary, Ministry of Economic Planning and Budget (MEPB), represented by Alao Akinkunmi, director economic intelligence department, commended LAMATA and Lagos Ferry Services for embracing transparency and accountability through citizen engagement.

‘This initiative shows we are learning, adapting, and evolving to meet the real needs of our citizens.

‘Field officers are the first and most critical link in the data value chain. Their accuracy and professionalism directly influence how effectively the government can plan, allocate resources, and evaluate programmes,’ Ojo said.

She also highlighted the importance of empathy and public trust in the data collection process, urging enumerators to approach their work with integrity and respect for the voices of everyday Lagosians.

‘When citizens feel heard, they are more likely to participate, and that participation strengthens our democracy,’ Ojo said.

She expressed confidence that the training would empower field officers to deliver high-quality data that would shape the future of mobility in Lagos State.

Ayodeji Adegboye, Lagos Metropolitan Area Transport Authority (LAMATA) representative, offered practical guidance to enumerators, highlighting peak operational hours (6:30 a.m. to 10 p.m.) and the importance of understanding the various transport systems from the Ikorodu-TBS BRT to standard bus routes like Abule Egba and Oshodi, and the seven-seater (FLM) buses.

He urged officers to be patient, punctual, and professional, noting that their role is vital in clarifying transport options to the public and gathering meaningful feedback.

FAW Group, through GoCab Nigeria, has launched its next-generation electric vehicles (EVs) into the Nigerian market to make sustainable mobility affordable and accessible.

According to GoCab, the introduction of these EVs marks a significant milestone in the country’s journey toward cleaner transportation, reduced carbon emissions, and alignment with global shifts toward sustainable energy.

The company stated that the EV range is designed to deliver cutting-edge technology and cost efficiency, while addressing the needs of Nigerian drivers across both urban and rural communities.

‘This is the beginning of a new era in Nigeria’s automobile sector. Our vision is to ensure that EVs are not just seen as luxury items, but as practical, affordable, and reliable solutions for Nigerians everywhere,’ Debanjan Paul, AVP Sales, GoCab Nigeria said.

It includes features such as extended battery life, fast-charging capability, smart infotainment systems, and rugged adaptability for Nigerian roads.

The company also stated that with these vehicles, it aims to empower individuals, businesses, and public institutions to embrace cleaner energy solutions without compromising on performance or affordability.

‘In addition to introducing EVs, GoCab Nigeria is committed to collaborating with stakeholders including government agencies, energy providers, and private sector partners to build the necessary infrastructure, from charging stations to after-sales service centers, ensuring that adoption is both seamless and sustainable.

‘This initiative reflects the FAW Group’s long-term vision to redefine mobility in Africa’s largest economy, creating opportunities for economic growth, environmental sustainability, and improved quality of life for millions of Nigerians,’ the company stated.

GoCab Nigeria remains committed to driving transformation by delivering world-class solutions tailored to the Nigerian market. With a mission to provide affordable, efficient, and sustainable mobility, the company aims to serve both individuals and businesses alike.

The Institute of Capital Market Registrars (ICMR) is set to hold its 14th Annual Conference and Investiture of the President-Elect on November 1.

A statement signed by Oluseyi Owoturo, president/chairman of council, ICMR said the conference with the theme: ‘Unlocking Global Value: The Evolving Role of Capital Market Registrars in Trust, Efficiency and Innovation,’ would feature Alake Olakunle, Vice President, Dangote Industries as a keynote speaker.

It noted that a key agenda of the annual conference would be the investiture of Catherine Nwosu, the Chief Executive Officer, Africa Prudential Plc, as the fourth President and Chairman of Council by the outgoing President and Chairman of Council, Oluseyi Owoturo, (the Chief Executive Officer, Coronation Registrars Ltd).

The institute said the event which holds in Lagos would be chaired by Abdulsamad Isyaku Rabiu, Founder and Chairman of BUA Group, while Emomotimi Agama would be the special guest of honour.

The statement further added that Toyin Sanni, founder, Emerging Africa Group would speak on the topic ‘Strategic Differentiation Through Expertise: Elevating Registrar Services in Cross-Border and Complex Transactions.’

According to the statement, other discussants at the conference include Abiodun Adebimpe of Rand Merchant Bank, Babatunde Majiyagbe of Stanbic Nominees, Fiona Ahieme of FBNQest, Haruna Jalo-Waziri of CSCS Plc and Mubo Olasoko of Meristem Nigeria.

Segilola Resources Operations Ltd. (SROL), Nigeria’s leading gold mining firm, is pushing for stronger bilateral collaboration between Nigeria and South Africa to unlock Africa’s vast mineral wealth and deepen trade relations between both countries.

Speaking at the Nigerian-South African Chamber of Commerce breakfast forum in Lagos, themed ‘Unlocking Africa’s Hidden Wealth: Mining as a Catalyst for Bilateral Movement,’ Austin Menegbo, SROL’s country manager, said mining can serve as a critical bridge for cross-border investment and sustainable development across the continent.

The event brought together senior executives, policymakers, and industry leaders from both countries to explore opportunities for shared prosperity through mining and related value chains.

Menegbo, who delivered the keynote address and joined a panel discussion, praised the vision and leadership of Segun Lawson, chief executive officer of Thor Explorations Ltd., SROL’s parent company. Lawson, he said, has been instrumental in positioning Segilola as a model for responsible gold mining in Nigeria’s emerging extractive sector.

‘When communities thrive, investors are protected. When investors are protected, capital flows,’ Menegbo said during the panel session. ‘That is the essence of bilateral investment. Without structures, institutions, and partnerships that sustain operations, growth becomes impossible.’

He outlined SROL’s four-pillar community agenda – gender inclusion and skills training, infrastructure development, capacity-building for local expertise, and long-term empowerment programs – as evidence of the company’s approach to sustainable mining.

The firm’s initiatives, he added, are designed to ensure host communities benefit from mining activities beyond resource extraction, creating an environment that supports both social progress and investor confidence.

SROL’s model, observers at the forum noted, offers a template for how responsible mining can catalyse broader economic cooperation between Nigeria and South Africa, Africa’s two largest economies.

By aligning investment with community wellbeing, SROL aims to demonstrate that mining can be a driver of inclusive growth and a foundation for deeper regional partnerships.

Governance models across industries are being examined in a time when digital disruption, changing global power arrangements, and increased transparency demand characterise society. All governments, businesses, multilateral organisations, and non-profits are struggling with the requirement to be more agile, accountable, and citizen- or stakeholder-focused. Amid this change, the principal analyst, a professional whose strategic insights and data-driven methods provide guidance for institutional reform, has an understated yet crucial role.

Governance is not only a system of rules but also a dynamic interaction of leaders, policies, oversight, and accountability structures at the heart of institutional resilience. Redesigning this environment, principal analysts play as diagnosticians and architects.

1. From governance strategy to data analysis

Principal analysts have usually been data whisperers, mining, cleaning, and interpreting data to steer decisions. Today, though, they operate much more tactically. By examining difficult interdependencies inside institutions such as stakeholder networks, performance feedback loops, and regulatory compliance measures, they assist in clarifying more responsive and adaptable governance models.

For instance, the National Health Service (NHS) of the UK revamped its integrated care systems in 2021. Mapping population health patterns, resource distribution inefficiencies, and community involvement metrics to develop a new governance model centred on locality-based results required a major contribution from a Principal Analyst group. First-year outcomes showed a 19 percent rise in patient satisfaction and a 15 percent increase in budget optimisation across areas.

2. Scenario modelling and risk-based governance

Principal analysts also play a particularly important role in scenario modelling, which helps organisations see the potential long-term effects of several policy or plan decisions. This is particularly critical in the unstable conditions of today’s climate crises, geopolitical conflict, and market uncertainty.

Consider the World Bank’s implementation of governance changes in fragile countries. Predictive models were used by principal analysts to forecast the socio-economic impact of decentralisation policies in South Sudan. By guiding a hybrid model of local and central government, adapted to the ethnic and resource-based variety of the region, these simulations assisted in reducing the hazards of power imbalances.

Anti-corruption systems also have their foundations in statistical modelling. Revealed in 2022 by the Open Government Partnership (OGP), nations using predictive analytics to detect procurement fraud were 2.5 times more likely to impose punishments and produce deterrence. In countries such as Estonia and Singapore, principal analysts helped create these AI-driven dashboards that flag anomalies, therefore supporting excellent governance in public service delivery.

Recalibrating Institutional Accountability Through Data and Insights

Accountability is key to good governance. When institutions lack clear metrics, they can end up being either unclear or just putting on a show. Principal analysts help with this by creating performance indicators, setting benchmarks, and establishing evaluation methods that make accountability part of the institution’s culture.

1. Data-driven transparency

For institutions looking to rebuild public trust, being transparent is not just a nice thing to do; it’s a necessity. For example, in 2020, Denmark’s Ministry of Finance introduced a public expenditure tracker that showed real-time budget usage across different ministries. A team led by principal analysts put together the metrics and dashboards for this project, resulting in a 22 percent boost in public trust towards government spending, according to Eurobarometer. Likewise, big companies are starting to depend on principal analysts to improve their environmental, social, and governance (ESG) reports.

When Unilever revamped its governance with a focus on sustainability, its principal analysts created a dashboard that linked environmental data with executive performance. This approach not only built investor confidence but also helped raise Unilever’s ESG score by 18 percent in just two years.

2. Learning and feedback

Principal analysts also play a role in helping institutions learn and improve-something that’s crucial for good governance. They set up feedback systems like surveys, audits, and community chats to keep governance models up to date. A good example is New Zealand’s education reform, where principal analysts put together a national dashboard that combined student performance, teacher feedback, and parent involvement metrics. This real-time feedback loop enabled the Ministry of Education to allocate resources better, helping struggling schools. They managed to improve literacy scores for low-income students by 12% in three years.

The key to their success? Continually refining their processes. Institutions that adopt these analytical frameworks can stay flexible, accountable, and in sync with what their communities need.

Conclusion

With governance failures often making the news, we should highlight these essential reformers, Principal Analysts, who are working quietly yet effectively to build stronger institutions. As we move into an age focused on accountability and serving citizens better, it’s evident that we can’t progress without Principal Analysts leading the way in redesigning governance.

Natasha Akpoti-Uduaghan, the Kogi Central senator, has returned to the Senate on Tuesday after serving her six months suspension.

The Senate resumed plenary on Tuesday with Jibrin Barau, the Deputy Senate President presiding over the session.

Akpoti-Uduaghan was suspended on March 6, 2025, following a recommendation by the Senate Committee on Ethics, Privileges and Public Petitions chaired by Senator Neda Imasuen (Edo South).

The committee had found her guilty of unruly behaviour on the floor of the Senate on February 20, 2025, during her protest against seat reallocation ordered by Senate President Godswill Akpabio.

The Senate had on Tuesday, September 23 unsealed her office and granted her full access to the National Assembly complex.

In line with its commitment to decarbonise Nigeria’s construction sector, Lafarge Africa Plc, a foremost innovative and sustainable building solutions company and manufacturer of a range of cement brands, has officially launched EcoCrete, Nigeria’s first low-carbon ready-mix concrete.

The innovative product was unveiled at Lafarge’s Abuja Ready-Mix (RMX) plant recently, according to a statement.

The statemen said the EcoCrete delivers a minimum of 20% reduction in CO2 emissions compared to conventional CEM I concrete, without compromising on strength, durability, or performance.

Lolu Alade-Akinyemi, group managing director/chief executive officer of Lafarge Africa Plc, stated that Lafarge’s Abuja Ready-Mix plant has now been converted to 100% EcoCrete production, making a bold step in the company’s journey toward excellence, sustainability, and customer satisfaction.

‘Over the last year, we have introduced products like Ecoplanet Elephant and Unicem cement, each one a step forward in our journey toward excellence, sustainability, and customer satisfaction. Today, with the introduction of our low-carbon Readymix solution, EcoCrete, we take another bold step forward’, he said.

In his keynote address, Temitope Akinyemi, special adviser to the Minister of Finance and Coordinating Minister of the Economy on Climate Finance and Green Growth, commended Lafarge for leading sustainable innovation in the industry, stressing that the launch of EcoCrete aligns with Nigeria’s green growth strategy.

‘Also, this aligns with our global climate commitments, and also Nigeria’s journey towards our next-gen economy. Today, as we launch EcoCrete, we also launch a bold message that Nigeria is ready to lead in sustainable construction, to innovate and to prove that economic growth and environmental stewardship can go hand-in-hand.’

Speaking at the launch, Xu Gang, Vice President for International Business, Huaxin, said EcoCrete is a product of global expertise and local ambition, adding that the conversion of the Abuja plant signifies Huaxin’s commitment to the Nigerian market.

Currently, Nigeria stands at a critical juncture. With its infrastructure currently estimated at just 30 to 35 percent of gross domestic product (GDP), which is far below the 70 percent benchmark typical of middle-income nations. The question is no longer if the infrastructure gap should be closed, but how fast and by what means.

Recent official estimates put Nigeria’s infrastructure shortfall at $2.3 trillion over the period through 2043 under the National Integrated Infrastructure Master Plan. Meanwhile, Nigeria has committed to raising its infrastructure stock from its present level of GDP to at least 70 per cent by 2043.

‘Despite these promising steps, serious obstacles remain. Much of the funds for large infrastructure projects still come from external loans or foreign development finance institutions (DFIs). While necessary, such financing increases Nigeria’s debt burden and exposes the country to currency fluctuation risk.’

These are staggering figures dwarfing many of the past assumptions about the scale of investment needed, and they imply that incremental progress will no longer suffice.

Several recent developments show that Nigeria is beginning to mobilise resources more aggressively. The African Development Bank has invested $1.44 billion to support projects in power, transport, water, and sanitation. A $652 million package from China’s Exim Bank has been approved to build a road corridor that will serve as an evacuation route for goods from the Lekki Deep Sea Port and the Dangote Refinery.

The China Development Bank released around $255 million to help advance the standard-gauge rail project between Kano and Kaduna, a project valued at $973 million.

The Federal Executive Council has officially approved $11.17 billion for the Lagos-Calabar coastal rail line, part of a broader push to link up major coastal cities with modern rail infrastructure.

There are also commitments at the domestic level, as the Federal Government has disbursed N1.6 trillion to states (including FCT) between March 2024 and May 2025 for infrastructure and security-related projects.

Despite these promising steps, serious obstacles remain. Much of the funds for large infrastructure projects still come from external loans or foreign development finance institutions (DFIs). While necessary, such financing increases Nigeria’s debt burden and exposes the country to currency fluctuation risk.

Some ambitious proposals, like a proposed $60 billion/N100 trillion plan for 4,000 km of high-speed rail lines, have drawn sharp criticism concerning cost, timelines, technical feasibility, and whether they divert focus from already underway or critical infrastructure.

In 2024, only 20 percent of Nigeria’s budget spending was allocated to capital projects, despite the urgent need in transport, power, healthcare, and education. This reflects an imbalance between recurrent costs and long-term investment.

Large projects like the Lagos-Calabar rail line are being approved, but securing full funding, completing right-of-way acquisition, and coordinating across states remain huge tasks.

To close the infrastructure gap, Nigeria must move beyond good intentions and incrementalism, such as accelerating public-private partnerships. Given the scale of the gap (~$2.3trn), public funding alone will not suffice. The government must strengthen regulatory frameworks, de-risk projects, and make investments more attractive to private investors and institutional funds.

Prioritise projects based on impact. Instead of spreading resources thinly, focus must be on projects with high multiplier effects, major transport corridors, energy generation and transmission, water and sanitation. Resources should target projects that unlock commerce, reduce costs, improve trade, and enhance connectivity.

Boost domestic resource mobilisation. Beyond external borrowing, there is a need to raise internal revenues via better taxation and bond markets (including local-currency bonds) and encourage infrastructure finance from pension funds and domestic institutional investors.

Improve implementation capacity and governance. Many infrastructure failures stem not from lack of funds, but from delays, cost overruns, land acquisition challenges, and poor intergovernmental coordination. Strengthening capacity at the state level, streamlining approvals, and ensuring transparency will be key.

A balance between large mega projects and essential local infrastructure should be considered. While grand rail lines and coastal rail networks are critical, there should not be neglect of feeder roads, rural access routes, local grids, and basic infrastructure that directly impact citizens’ lives, commerce, health, and education.

Nigeria’s infrastructure gap is real, large, and costly, not just in dollars, but in lost opportunities: reduced economic growth, constrained trade, weakened global competitiveness, and lower quality of life. Recent commitments give cause for cautious optimism, but they also raise the bar, as much more will need to be done.

If Nigeria can sustain a disciplined, transparent, well-prioritised investment strategy, leverage PPPs, mobilise both domestic and international finance, and strengthen project execution, then the goal of raising infrastructure stock to 70 percent of GDP by 2043 may be within reach. Otherwise, the risk is that the country remains trapped in underdevelopment while its peers accelerate forward.

The challenge before us is immense, but the cost of failure is far higher.

Nigeria’s U-17 women’s national team, the Flamingos, will depart Abuja in the early hours of Wednesday, October 8, as they begin the final phase of preparations for the 2025 FIFA U17 Women’s World Cup in Morocco.

The team is expected to arrive in Casablanca, Morocco’s industrial and economic capital, where they will hold a short training camp before proceeding to Rabat for the tournament proper.

While in Casablanca, the Flamingos will step up their build-up with two high-profile international friendlies: first against New Zealand on October 10, followed by a meeting with Paraguay on October 14.

The team will then move into the official FIFA hotel in Rabat on October 15, where all participating nations will be accommodated for the competition.

Nigeria has been drawn in Group D alongside Canada, France, and Samoa. The Flamingos will open their campaign against Canada on Sunday, October 19, before facing France three days later.

Both fixtures are scheduled for 8 p.m. Nigerian time at the Football Academy Mohammed VI pitches in the city of Sale. Their final group game will be against Samoa on October 25, with kickoff set for 5 p.m. at the same venue.

Flamingos head coach Bankole Olowookere’s side heads into the tournament in outstanding form, having played 10 matches, scoring an impressive 44 goals without conceding any.

Their dominant performances in camp and a well-balanced squad highlight the team’s determination to surpass their quarter-final finish at the last edition held in the Dominican Republic.