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The United States has been ranked the best country in the world for doing business in 2026, followed by Singapore and the United Kingdom, according to the Innovators Business Environment Index (IBEI) 2026 published by StartupBlink.

The index assesses 125 countries using more than 30 indicators covering regulation, access to capital, taxation, digital infrastructure, global mobility, governance and market perception.

The ranking shows that there is no single formula for creating a business-friendly environment. The United States benefits from its large market, access to capital and operating conditions, while Singapore stands out for systems that reduce barriers to businesses.

Saudi Arabia and the United Arab Emirates also feature strongly, reflecting the role of business incentives and taxation, while European countries account for a significant share of the top 20.

The findings indicate that low taxes alone are not enough to create a strong business environment. Access to finance, predictable regulations, digital infrastructure, functioning institutions and administrative efficiency also influence how easily companies can start, operate and scale.

For businesses considering international expansion, the ranking offers a basis for comparing markets, although sector requirements, labour conditions, customers, taxes and regulations remain important considerations.

Here are the 20 countries that lead the 2026 ranking and what stands out about their business environments.

1. United States

The United States takes the number one position, with the strongest overall score in the index.

Its position is linked to its performance in ease of operating a business and access to capital and financial infrastructure. The country also ranks highly for financial tools, resolving insolvency and market size.

The US ranking shows the importance of combining access to finance with a large market and systems that allow companies to establish and expand operations.

2. Singapore

Singapore ranks second globally and first in Asia.

The country is among the economies that have built their business environment around efficient administration, access to finance and digital infrastructure. Its position also reflects the ability of a smaller economy to compete by reducing barriers for businesses and maintaining systems that support international activity.

3. United Kingdom

Its presence near the top reflects the importance of financial infrastructure, international business links and institutional systems. The UK also remains one of the major markets for financial and professional services.

4. Switzerland

Switzerland ranks among the leading European business environments.

Its position highlights the role of financial systems, access to capital and institutional reliability in attracting businesses. The country also benefits from its position within European and international markets.

5. United Arab Emirates

The UAE takes fifth place and stands out for its business incentives.

It is one of the few countries in the Top 20 where taxation forms a significant part of its competitive position. The UAE’s ranking also reflects its financial infrastructure, international accessibility and efforts to attract businesses and investment.

6. Canada

Canada’s position reflects the combination of access to finance, institutional systems and market opportunities. The country also provides businesses with access to the wider North American market while maintaining links to international trade.

7. Netherlands

The Netherlands is supported by its business infrastructure, financial system and connections to European and global markets. The country’s presence in the Top 10 also adds to the strong representation of European economies in the ranking.

8. Japan

Japan’s business environment combines financial infrastructure with a large domestic market and established technology and industrial sectors. Its position shows that scale and economic infrastructure remain important factors for businesses.

9. Saudi Arabia

Saudi Arabia ranks ninth and is the IBEI’s 2026 Country of the Year.

The country ranks first worldwide for the index’s Rewards and Penalties mechanism and fourth globally under the Business Incentives pillar. It also ranks second in the Gulf Cooperation Council for access to capital and financial infrastructure.

Its position puts Saudi Arabia ahead of every other Middle Eastern country except the UAE.

10. Norway

Norway position reflects the contribution of institutions, financial infrastructure and conditions for businesses to operate. The country also demonstrates that a smaller population does not prevent an economy from competing with larger markets when its business systems support investment and entrepreneurship.

11. New Zealand

New Zealand is among the smaller economies in the Top 20 and illustrates how business conditions can compensate for market size. The IBEI highlights New Zealand alongside Estonia and Luxembourg as examples of economies that compete by reducing structural barriers, supporting digital infrastructure and maintaining predictable taxation.

12. Sweden

Sweden ranking reflects the role of digital infrastructure, finance and institutions in supporting businesses. Its position also adds another Nordic economy to the upper part of the global list.

13. Luxembourg

Luxembourg country’s position demonstrates how a small economy can remain competitive through finance, international business links and systems that support cross-border activity.

The IBEI specifically identifies Luxembourg as one of the smaller economies using digital infrastructure, predictable taxation and reduced barriers to compete internationally.

14. Israel

Israel position reflects conditions that support innovation and entrepreneurship, including access to finance and digital infrastructure. The country is also one of the few non-European countries appearing in the upper half of the ranking.

15. Cyprus

Cyprus is one of the three countries in the Top 20, alongside the UAE and Saudi Arabia, where taxation is identified as a competitive factor.

Its position also reflects its links to European markets and its role in international business and financial services.

16. Australia

Australia’s position is supported by its financial system, institutions and international market links. The country also provides businesses with access to the Asia-Pacific region.

17. Ireland

Ireland has built a business environment that supports international companies and cross-border investment. Its presence in the Top 20 also reflects the strong representation of European Union economies in the ranking.

18. Estonia

Estonia stands out because of its digital approach to business and public services. The IBEI identifies Estonia as an example of a smaller economy that competes by reducing barriers, investing in digital infrastructure and maintaining predictable taxation.

19. Finland

Finland’s position adds another Nordic country to the list. Its business environment reflects the importance of digital infrastructure, institutions and access to financial services.

20. Denmark

Denmark reinforces the presence of Nordic economies in the ranking, with Sweden, Finland, Norway and Denmark all appearing among the leading 20 countries.

TEXEM UK, the United Kingdom based leadership development organisation is set to host international delegates at York city, to its programme ‘Winning in the age of Ecosystems’ from 24th to 27th August.

TEXEM’s Director, Special Projects, Caroline Lucas in a statement on the organisation’s website, www.texem.co.uk said it will be a rich and rewarding experience for the leaders and CEOs expected from Africa and Europe.

Lucas said during the programme, the delegates will acquire more insights on how to excel in an age of ecosystems.

The Director said that York is a city that has, for over a thousand years, sat at the crossroads of trade, migration, and reinvention adding that there is something fitting about that.

She said among other things, the delegates will spend the time together asking a question that York itself has had to answer many times over the centuries: how do you remain relevant when the world around you keeps changing?

‘That is precisely the question at the heart of this programme. For much of the last century, competitive advantage belonged to the strongest firm, the best run company, the sharpest strategy, the most efficient operation.

‘That era is not over, but it is no longer sufficient. Today, the enterprises that are winning are not necessarily the ones with the strongest individual capabilities. They are the ones that have learned to orchestrate; to build coherent networks of partners, suppliers, regulators, technology platforms, and customers that create value no single firm could create alone.

‘This shift matters everywhere. But I would suggest it matters with particular urgency across the African continent. You are operating in markets where infrastructure gaps, fragmented regulation, and disconnected value chains have historically punished even the best managed organisations.

‘And you are operating at a moment when the African Continental Free Trade Area is beginning to change the physics of the problem; creating, for the first time, the possibility of continental scale ecosystems rather than fifty-four separate national ones,’ Lucas said.

She observed that the leaders who will define the next chapter of African growth will not simply be the ones who run the strongest firms.

Lucas added that they will be the ones who design the strongest ecosystems; who understand interoperability, who align incentives across organisational boundaries, who build the connective tissue between institutions that were never designed to work together.

‘That is challenging work. It is also, I would argue, some of the most consequential leadership work available to any generation, anywhere in the world right now.

‘During the coming programme, we will draw on case studies, frameworks, and, most importantly; on each other. Some of you lead established institutions. Others are building new ones. Some of you know Africa’s markets intimately from within; others bring an outside-in perspective from London, Manchester, or further afield.

‘That diversity is not incidental to this programme; it is the whole point. Ecosystems, after all, are built by people who are different from one another, learning to move in the same direction,’ the TEXEM’s Director said.

Three reputable TEXEM faculty, Professor Wim Vanhaverbeke, Professor Nic Cheeseman and John Peters, are expected to deliver the programme.

Professor Wim Vanhaverbeke is a global authority on Digital Transformation, a Professor (Emeritus) of Digital Strategy and Transformation at the University of Antwerp and Antwerp Management School recognised worldwide for advancing open innovation and ecosystem management.

On industry – focused research, his work explores how digital strategies and innovation ecosystems reshape sectors such as healthcare, agriculture, and energy.

With respect to prestigious academic appointments, he has held visiting professorships at top institutions including the National University of Singapore, Zhejiang University (China), ESADE Business School (Spain), and Politecnico di Milano (Italy).

As an influential scholar, he has published in leading journals such as Organization Science, Research Policy, Technovation, and California Management Review.

He is also a renowned author and editor who has co-edited four books on open innovation and authored Managing Open Innovation in SMEs (Cambridge University Press); Editor-in-Chief of Technovation, the leading innovation management journal.

He advises global corporations and public organisations on ecosystem strategy, sustainability – driven innovation, and digital transformation; delivers executive and MBA programmes worldwide.

As a thought leader bridging academic and practice, he combines rigorous research with practical insight to help leaders harness collaboration and innovation for competitive advantage in the digital era.

Professor Nic Cheeseman is a former Professor and Director of the African Studies Centre at the University of Oxford.

He has advised world leaders including the Secretary-General of the UN, Presidents of nations as well as Global CEOs.

He is a leading scholar on democracy, elections and governance in Africa. Also a regular media commentator and editor of Democracy in Africa.

He has advised governments and international organisations on democratic accountability, good governance, strategic leadership, geopolitics and electoral integrity.

John Peters (RAF officer) is a former Chair of Association of MBAs (Accreditors of top Business Schools such as Harvard, London Business School, Stanford and IMD).

Also a world-renowned Resilience expert with documentary on his life winning Independent Documentary of the Year and was also nominated for a BAFTA award.

He is a former RAF fast jet pilot and Gulf War Prisoner of War; and later Director of Performance at Aston Business School.

He is an international keynote speaker leadership under pressure and leading in turbulence.

The following testimonials from past delegates of TEXEM programmes were also shared in the statement.

‘I found that it’s quite a new approach of workshop than I’m used to because I’ve attended so many workshops organized by other organizations. But, I found that the approach made by TEXEM is quite different.’ ‘…first of all when I found that the first day of the program would be visits to the

Shakespeare’s birthplace and also to visit a chocolate factory, I was skeptical. So, I said, I’m in love with Shakespeare but I just said what is it to do with business or whatever it is. But then, after the visit and then to the two places and coming back and then I could see the collaboration between what I’m supposed to know and I really could understand the issues there,’. – Previous TEXEM delegate. Ambassador Mustafa Sam Non-Executive Director Jaiz Bank.

‘TEXEM is a very serious consultancy organization. I’m rating them as such because of the caliber of resources that have been mobilized to interact with us to discuss all the issues that are needed in building our leadership capacity further, in ensuring that theTax Appeal Tribunal becomes the best adjudicator of taxes in Africa and even globally. So I am very, very impressed with them, and I recommend them to other institutions that are serious about ensuring effective leadership

and management,’. -Previous TEXEM delegate. Prof. Kabiru Isa Dandago Bayero, Hon Commissioner Tax Appeal Tribunal.

‘So many things have inspired me because I have a new look at what leadership is all about now, and then I think the operation and also aspects of that has to do with what I need to do and make decisions at the right time that involves what the future holds. It’s something that really has inspired me, so many ideas; of course I can’t thank the faculties enough you know in terms of what they have done,’. -Previous TEXEM delegate, Muhammad Bello Aliyu, Registrar/CEO, Computer Professional Council of Nigeria (CPN).

I had lost the people I loved and I had accepted that death was something I could not control. But after seeing that strange woman in every photograph, I could no longer tell myself that their deaths were simply a terrible coincidence.

I needed answers.

I began asking questions about my family, especially about my father.

That was how I learned about Grace.

Before my father married my mother, he had loved another woman.

Grace had stayed with him when he had nothing. She had believed in him, supported him and remained by his side through the difficult years.

Then my father left her.

He chose my mother and married her.

Grace was devastated. She had felt betrayed after giving him the best years of her life. In her bitterness, she had sworn that my father would pay for what he had done.

Those words frightened me now.

I had to find her.

It took time, but I eventually did.

When I told her about my family and why I had come, she was shocked. She admitted that she had made those threats but insisted they had been nothing more than the angry words of a woman with a broken heart.

She had never done anything to my his family. She had moved on. She had even married another man who, according to her, had treated her far better than my father ever did.

Then I showed her the photographs.

I pointed to the strange woman standing in the background.

Grace stared at the pictures. Her face changed. She recognized the woman immediately. It was her mother.

But her mother had been dead for years.

For a moment, neither of us knew what to say. Grace contacted her older sister, the person who had been closest to their mother before her death.

Her sister remembered something.

She vaguely recalled their mother threatening to deal with my father after he abandoned Grace.

She had assumed it was simply the anger of a mother who could not bear to see her daughter hurt.

She had never imagined that their mother would actually act on the threat.

But now, looking at the photographs, there was very little left to dismiss as coincidence.

The woman who might have started it all was dead. And that was the problem.

Nobody knew exactly what she had done.

Nobody knew what power she had used.

And nobody knew how to stop it.

I was exhausted.

For years, I had lived with loss without understanding it. Now I had finally found something that could explain it.

I had lost too many people already.

I was not going to sit and wait for another death. I was not going to fold my hands and watch death come for my children. No way!

Whatever my father had done to Madam Grace, I had not done it.

I was not responsible for his choices.

I was not going to spend the rest of my life paying for his mistakes.

Grace’s mother was dead.

Whatever she had started was not.

And I was going to find a way to end it.

I did not know where to begin.

I did not know what I was fighting against. But I knew one thing.

I had spent my entire life losing the people I loved. I was not going to lose anyone else without a fight.

This whole thing made ma start thinking that sometimes, the people who love us so deeply want to fight our battles for us that they end up hurting innocent people in the process.

Grace had been hurt by my father. Her mother had seen her pain and wanted to protect her. But somewhere along the way, a mother’s love had become something dark and the consequences had fallen on people who had never wronged her.

My mother had paid for a wound she did not create, my siblings and Eben, the man who had given me fifteen beautiful years, had paid too.

None of them had anything to do with the heartbreak that started it all.

It taught me something I would never forget.

Sometimes, the person fighting for you may cause more damage than the person who hurt you.

Sometimes, words spoken in pain do not end with the person who hears them. Not everyone who listens to your pain knows what to do with it.

Some people will pray for you.

Some will comfort you.

And some will take your pain and turn it into a battle you never asked them to fight.

The saddest part was that none of my loved ones had to die. They were simply caught in a battle that was never theirs.

I was not the one who started the war but I was the one left to bury its victims.

The battle line had been drawn. The war to end the deaths in my family was about to begin. I did not know what was waiting for me on the other side or what it would cost me to end this. But for the first time, I was not afraid of what was coming. I was ready.

Whatever this was, I would face it. I had lost enough. I would not lose anyone else. And I knew one thing with absolute certainty: this time, death would not have the final word.

The Federal Government has approved the next phase of Nigeria’s plan to expand its satellite capacity with the acquisition and deployment of NIGCOMSAT-2A and NIGCOMSAT-2B.

The approval by the Federal Executive Council (FEC) clears the way for Nigeria Communications Satellite Limited (NIGCOMSAT) to proceed with the two next-generation communications satellites.

The satellites are expected to improve internet and communications services, particularly in areas where building traditional telecom infrastructure is difficult or too expensive.

NIGCOMSAT said the new satellites will provide additional capacity for broadband internet, broadcasting, business communications and government services.

They are also expected to improve access to digital services in underserved and hard-to-reach communities.

Jane Nkechi Egerton-Idehen, managing director and chief executive officer of NIGCOMSAT, described the FEC approval as a major milestone for the company and the country.

‘NIGCOMSAT-2A and NIGCOMSAT-2B will strengthen our national satellite capacity, expand connectivity and support critical communications across the country,’ she said.

She added that the company’s focus would be on ensuring that the investment delivers measurable benefits to Nigerians and strengthens NIGCOMSAT’s position in the global satellite and digital economy.

The satellites will complement existing terrestrial broadband networks by providing coverage in locations where conventional telecom infrastructure may not be commercially viable.

Beyond internet access, the additional satellite capacity is expected to support services in education, healthcare, agriculture, financial services, broadcasting and government.

The project is also expected to strengthen communications for critical national needs, including security and defence, while reducing Nigeria’s dependence on foreign satellite infrastructure.

NIGCOMSAT said the project could also create opportunities for local businesses in areas such as telecommunications, broadcasting, satellite terminals, ground infrastructure, technical support and systems integration.

It is expected to contribute to the development of local expertise through technology transfer, professional training and the growth of skills in satellite engineering, network operations, cybersecurity and other space-related technologies.

Following the FEC approval, NIGCOMSAT will move into the next stage of the project, which includes engaging technology partners, finalising contracts and undertaking the technical planning required for the manufacture, launch and deployment of the satellites.

Thales Alenia Space of France and Israel Aerospace Industries (IAI) will deliver the satellites, while NIGCOMSAT will oversee implementation in collaboration with the Federal Ministry of Communications, Innovation and Digital Economy and other relevant stakeholders.

The government said the investment is part of its broader effort to expand digital infrastructure, improve national connectivity and increase the use of satellite technology in Nigeria.

For Nigerians, the main expected benefit is wider access to reliable communications, particularly for communities that remain poorly served by conventional telecom networks.

NIGCOMSAT, a federal government-owned satellite communications company, manages and commercialises Nigeria’s communications satellite assets and provides services for broadband, broadcasting, businesses, government and other strategic users.

The naira ended the week with a gain of N11.12 per dollar in the official foreign exchange (FX) market, as market liquidity surged amid growing external buffers.

Data published by the Central Bank of Nigeria (CBN) showed that the naira appreciated by 0.83 percent week-on-week, with the dollar quoted at N1,346.49 on Friday compared with N1,357.61 quoted on Friday last week at the Nigerian Foreign Exchange Market (NFEM).

On a day-on-day basis, the local currency strengthened marginally by N1.14 from N1,347.63 on Thursday. Over the five trading days, the naira gained N3.05 per dollar from N1,349.54, the opening rate on Monday.

In the parallel market, also known as the black market, the local currency closed the week at N1,405, marking a gain of 0.35 percent compared with N1,410 previously. The gap between the official and parallel market rates widened to 4.75 percent on Friday, compared with 4.64 percent last week.

Although NFEM figures for deals and turnover on Friday were not available as of the time of reporting, market activity increased during the week, with total turnover at the NFEM window surging by 33.16 percent week-on-week to $5.26 billion on Thursday, compared with $3.95 billion recorded on Thursday last week.

The number of deals also rose by 6.59 percent week-on-week, from 1,791 on Thursday last week to 1,909 deals on Thursday.

In the interbank segment of the FX market, the number of deals increased slightly to 766 on Friday, representing a 0.66 percent increase from the 761 deals recorded on Friday last week.

Total interbank turnover, however, jumped by 82 percent to $1.82 billion on Friday, compared with $1.00 billion recorded last week.

Nigeria’s external reserves, which provide the CBN with the firepower to support the naira and meet the country’s external obligations, have maintained a steady growth trajectory, rising to $52.65 billion as of August 19, 2026.

This represented a 28.41 percent increase from the $41.00 billion recorded in the corresponding period of 2025, according to data published on the CBN website.

Meanwhile, dollar demand by end-users declined sharply in April 2026, with total FX utilisation across sectors falling by 35.23 percent to $3.42 billion, as the naira maintained relative stability in the official foreign exchange market, according to the CBN’s monthly economic report.

Data showed that visible imports accounted for 41.92 percent of total FX utilisation, while invisible imports accounted for the larger share of 58.08 percent.

Within visible imports, the industrial sector was the largest user of foreign exchange, accounting for 37.44 percent of total utilisation. This was followed by manufactured products with 21.85 percent, oil imports with 20.11 percent and food products with 14.47 percent.

The transport sector accounted for 3.54 percent of visible import-related FX utilisation, while minerals and agriculture accounted for 1.47 percent and 1.12 percent respectively.

For invisible imports, financial services dominated FX utilisation, accounting for 91.51 percent of the total. Business services followed with 4.37 percent, transport services with 2.58 percent and communication services with 0.84 percent, while other service categories accounted for the balance.

The decline in FX demand came as the naira appreciated against the dollar at the NFEM during the month.

Taiwo Oyedele, finance minister and coordinating minister of the Economy, who presented the reforms scorecard at a media conference, said: ‘Without the reforms, the naira could have traded between N550 and N800 to the dollar in 2026, and the currency would have been largely unavailable.’

The minister, in a presentation on the impact of the reforms, said the official exchange rate had moved from about N460/$ in May 2023 to around N1,358/$ in August 2026, while the foreign exchange premium between the official and parallel markets had fallen from more than 60 percent to less than 5 percent.

He said that without the reforms, the official exchange rate could have been between N550 and N800 to the dollar, although the currency would have been largely unavailable.

A recent event had me anchoring a speed mentoring segment. What participants probably did not expect was the reverse mentorship component.

The conversations were fascinating. But one insight kept surfacing: many older leaders are struggling to understand and navigate their relationships with younger people, particularly Gen Z.

It was not simply about technology or social media. It was about communication, expectations, workplace culture, authority, values, and even how different generations understand respect. And as I listened, I realised that some of the answers were sitting in the room, with the very young people many institutions are struggling to understand. That is the opportunity of reverse mentorship.

We often think of mentorship as knowledge flowing in one direction: the senior person teaches, the younger person learns. But organisations are increasingly operating in environments where experience is not the only form of expertise. A young professional may understand emerging consumer behaviour, digital culture, new workplace expectations or the perspectives of a generation far better than someone who has spent decades at the top of an organisation.

The challenge is that reverse mentorship requires something many institutions are not particularly good at creating: psychological safety across hierarchy.

Let’s address a timely Elephant in the Room

Recently, a conversation involving a senior leader and a young graduate trainee circulated widely online. The exchange was relatively simple: the young woman addressed the senior executive by his first name, and he politely explained that he preferred a more formal title. The internet, predictably, turned it into a much larger conversation about respect, hierarchy and generational attitudes.

I found the reaction more interesting than the exchange itself. Somewhere along the way, we began collapsing several different things into one: respect, formality, hierarchy, authority and power. They are related, but they are not the same.

I understand the distinction personally. There have been situations where I have preferred people to use my professional title rather than my first name, particularly in formal settings. The formality communicated something about the context in which we were engaging. There have also been moments when informality felt less like familiarity and more like an erosion of a professional boundary. But there is a line between maintaining professional boundaries and protecting one’s authority from challenge.

Reverse mentorship is not the removal of hierarchy. It is the intentional suspension of hierarchy as a barrier to learning.

So how do we Create Safe Spaces?

1. Separate respect from silence

Reverse mentorship cannot work if respect is interpreted as agreement or silence. A young person can respect someone’s age, experience, title and authority and still disagree with them. In fact, that ability to disagree constructively is one of the reasons reverse mentorship is valuable in the first place.

This requires institutions to become more deliberate about what they mean by respect. Respect should not simply mean knowing how to address the chairman, CEO or director. It should also mean recognising that expertise can exist at every level of an organisation. A 25-year-old may know more about how young consumers think, how a particular digital platform works, or why younger employees are disengaging than the person sitting at the top of the organisation.

The question is therefore not whether the senior person remains the senior person. They do. The question is whether their position makes it difficult for someone younger to tell them something they need to hear.

That distinction matters because silence can look like respect when it is actually fear.

2. Make psychological safety explicit

Psychological safety cannot be assumed it has to be deliberately created. Senior leaders should be clear about what they want to learn and, perhaps more importantly, what they are prepared to hear. A young person should not have to guess whether telling the truth will be welcomed or remembered against them later.

This is where vulnerability from the top becomes important. Senior leaders have to be willing to say, ‘I don’t understand this,’ ‘I may be getting this wrong,’ or ‘Tell me what I am missing.’ That admission can be more powerful than any formal programme design because it signals that the purpose of the relationship is genuinely learning, rather than giving a junior employee an opportunity to tell a senior person what they already want to hear.

There also needs to be a clear no-retaliation principle. If a young mentor believes that something they say could later influence their performance appraisal, promotion, assignments or relationship with their manager, they will naturally edit themselves. And once people begin editing themselves, the value of reverse mentorship diminishes.

The strongest programmes therefore need clear boundaries around confidentiality, feedback and consequences. People cannot be expected to speak candidly if they are unsure where their words will travel.

3. Protect the younger person from the power relationship

We can create a beautiful mentoring programme on paper, but the power relationship does not disappear because we have put two people in a room together. One person may still control budgets, promotions, opportunities or access to decision-makers. The other may still be a relatively junior employee.

So the institution has to compensate for that imbalance.One simple way is to create a protected space for the relationship. Some organisations may choose to remove formal titles during the session, use neutral meeting spaces or establish agreed rules for how conversations will work. I would not make ‘ditch the titles’ a universal rule, because, as we have already discussed, formality is not inherently oppressive. A young person should be able to say, ‘I disagree,’ without having to first prove that they understand the hierarchy.

And institutions should be careful not to turn reverse mentorship into another form of unpaid labour. The junior person is there to contribute knowledge and perspective, not to become the senior executive’s informal social media assistant, technology troubleshooter or personal Gen Z translator. That distinction protects the integrity of the relationship.

4. Teach senior leaders how to receive feedback

We have become very good at teaching younger professionals how to communicate upward.We teach them how to write emails to executives, how to present ideas, how to disagree diplomatically, how to manage stakeholders and how to navigate organisational politics. But perhaps we have spent far less time teaching people at the top how to receive downward. Because listening is not the same as receiving.

A senior leader can listen politely to a young person and then completely dismiss what they have heard. They can also become defensive, explain why the young person is wrong, or immediately turn the conversation into a lesson about how things were done in their time.

Reverse mentorship requires something different: curiosity before correction. Senior leaders need to resist the instinct to immediately translate a younger person’s experience into something they already understand. Sometimes the value of the conversation is precisely that the experience is unfamiliar. And perhaps the most powerful demonstration of this is visible application.The young person is no longer simply the mentee who happens to know technology. They become a source of institutional knowledge.

5. Make it reciprocal, structured and bounded

Reverse mentorship should not become a one-way transaction in which the senior person extracts knowledge from a younger employee. The relationship should have a two-way value loop.

The younger mentor might bring insight into Gen Z, technology, changing consumer behaviour, workplace culture or emerging social trends. The senior mentor can, in turn, provide access to institutional knowledge: navigating boards, understanding organisational politics, managing complex stakeholders, making strategic decisions or building a career over the long term. Both people should leave the relationship having learned something.

Structure also matters. Without clear objectives, a reverse mentoring session can quickly become an informal conversation that defaults back to the usual power relationship. Agreeing on a few learning pillars gives the relationship purpose and makes it easier to assess whether it is actually working.

And there should be a clear no-task zone. The senior leader should not leave the meeting thinking, ‘Great, now I have someone to fix my LinkedIn, explain TikTok to me and sort out my presentation.’ That is not mentorship. The junior person is there because they possess knowledge, perspective and insight that the institution needs. That is a very different proposition.

Final Thoughts

Perhaps the real opportunity is not to flatten hierarchy, but to make it safer for knowledge to move across it. Reverse mentorship works when both generations can listen, learn and challenge without fear.

There is a question we should be brave enough to ask ourselves: When does protecting a person become protecting a crime?

It is easy to point at the man who beats his wife, the adult who abuses a child, the person accused of rape or the parent who protects an abusive son and say, ‘That person is the problem.’But what about the people who knew what was happening and told the victim to remain silent? What about the pastor who advised her to keep praying and endure? The relative who begged her not to ‘destroy the family’? The neighbour who knew a child was being abused but decided it was ‘a family matter’? The influential person who persuaded a victim to withdraw a complaint?

At some point, we have to confront an uncomfortable truth: a crime does not happen only because of the person who commits it. It can continue because of the people who enable, conceal, excuse or normalise it.

Nigeria has a serious problem with the culture of silence surrounding violence, particularly violence against women and children.

UNICEF reports that six in 10 children in Nigeria experience some form of violence before they reach adulthood, while many never receive support. It also notes that perpetrators are often people the child knows and that violence frequently occurs in places where children should be safest-homes, schools and communities.

These numbers should frighten us.

But statistics alone cannot capture what happens behind closed doors.

There is the young woman whose husband repeatedly beats her, but whenever she seeks help, someone tells her, ‘Men are naturally polygamous.’

There is the child who tries to tell an adult that someone is touching them inappropriately, only to be told, ‘Don’t say that about Uncle. He is a good man.

There is the wife who discovers repeated infidelity and is labelled disrespectful when she asks questions, while the husband is excused because ‘men are men.’

There is the girl who reports sexual abuse and is asked what she was wearing, where she was, why she went there or why she did not fight harder.

There is the family that knows a relative has sexually abused children but chooses silence because exposing him might bring embarrassment to the family.

And there is the survivor who is eventually persuaded to withdraw a complaint because ‘nothing good will come from destroying his life.’

But what about the life that was already destroyed?

When tradition becomes an excuse

Nigeria has many beautiful traditions built around family, community, reconciliation and respect for elders. But traditions become dangerous when they are used to protect wrongdoing.

We have to stop confusing forgiveness with the absence of accountability.

Forgiveness may be a personal decision. Reconciliation may be possible in some circumstances. Therapy can be important. Religious faith can provide enormous emotional strength.

But none of these should be used as substitutes for protecting victims or dealing appropriately with serious allegations and crimes.

A woman being beaten by her husband does not need someone to tell her simply to pray harder.

She may need safety.

She may need medical attention.

She may need counselling.

She may need legal advice.

And if a crime has occurred, she may need access to the justice system.

Prayer and professional intervention do not have to compete with each other.

The dangerous double standard

We also need to examine the double standards that exist around relationships.

When a married man is unfaithful, people sometimes dismiss it with the familiar expression that ‘men are polygamous.’ Yet when a woman cheats, the insults can become vicious and degrading.

Infidelity is wrong regardless of gender. A marriage should not operate under two different moral rulebooks.

But the bigger issue is what happens when these attitudes are extended to violence.

A man who beats his wife should not be defended because he is the husband.

A woman who abuses her husband should not be excused because she is a woman.

A parent should not protect an abusive child because of blood relationship.

And an adult who sexually abuses a child should never be shielded because the family fears embarrassment.

The protection of a family name should never become more important than the protection of a child.

Who protects the child when adults choose silence?

One of the most heartbreaking aspects of child abuse is that children often depend entirely on adults to protect them.

They cannot always leave.

They may not understand what is happening.

They may be afraid of being blamed.

They may depend financially on the person abusing them.

And sometimes, tragically, the adults they trust are the very people who silence them.

UNICEF’s account of a 14-year-old Nigerian girl, identified under the pseudonym Alice, illustrates how difficult this silence can be. She experienced three years of sexual abuse before finally disclosing it after hearing information about how to report violence safely. Her case was subsequently referred to the Nigeria Police Force’s Gender Desk for investigation.

That adult could be a parent.

A teacher.

A doctor.

A police officer.

A religious leader.

A neighbour.

Or a relative.

Pastors, parents and elders must understand the weight of their advice

This is not an attack on religion. Far from it.

Faith communities have an important role to play in supporting families, protecting vulnerable people and helping survivors rebuild their lives.

But religious leaders must recognise the limits of pastoral advice.

If someone reports serious abuse, the first response should not be to pressure the victim into silence for the sake of preserving a marriage, reputation or congregation.

The same applies to parents and elders.

When someone comes to you with an allegation of abuse, you are not being asked to become judge and jury. You are being asked to respond responsibly.

Listen.

Protect the vulnerable person.

Seek appropriate professional assistance.

Report where required.

And allow qualified professionals and lawful processes to establish what happened.

The same principle applies to lawyers, counsellors, medical professionals, teachers and law-enforcement officers. Every profession that comes into contact with vulnerable people carries an enormous responsibility.

Nigeria’s Violence Against Persons (Prohibition) Act was designed to prohibit violence against persons, provide protection and remedies for victims, and punish offenders. NAPTIP is mandated to administer the Act and provides mechanisms for reporting sexual offences and accessing service providers.

There are systems.

The challenge is making sure people use them effectively.

Covering for an offender does not make the problem disappear

Imagine a mother discovers that her teenage son has sexually abused another child.

She has two choices.

She can confront the reality, seek professional help, protect potential victims and allow the appropriate authorities to deal with the matter.

Or she can hide it because ‘he is my son.’

The second choice may feel like protection.

It is not.

If the behaviour continues and another child is harmed, the consequences become even more devastating.

Parents have a responsibility to raise children with boundaries, accountability, respect for consent and respect for other people’s bodies.

Love does not mean defending everything your child does.

Sometimes loving your child means confronting behaviour that could destroy both their life and someone else’s.

The victim should not become the person on trial

One of the most damaging things we do is turn survivors into suspects.

Why did you stay?

Why did you go there?

Why didn’t you scream?

Why didn’t you leave earlier?

Why are you reporting him now?

What will people say?

These questions can deepen trauma.

Of course, investigations must establish facts. Allegations should be handled fairly, and everyone accused of a crime is entitled to due process.

But due process does not mean humiliating survivors.

Justice requires both fairness to the accused and protection for victims.

We should be capable of holding those two principles at the same time.

Nigeria must move from private settlement to responsible intervention

There are circumstances where families can resolve disagreements privately. Not every marital disagreement is a criminal matter, and not every family conflict requires police intervention.

But serious violence, sexual abuse and crimes against children should never be casually dismissed as *’family matters.’*

When a person is in immediate danger, safety must come first.

When a child is being abused, protecting the child must come first.

When a serious crime is alleged, qualified authorities should be allowed to investigate.

When survivors need psychological support, they should be connected to competent professionals.

This is not about destroying families.

It is about preventing destroyed lives.

NAPTIP’s national sexual-offender and service-provider database demonstrates that Nigeria has established mechanisms for reporting sexual offences and connecting survivors with support. Its database currently records thousands of sexual-offence records across different stages of the justice process, including convictions, investigations and cases before the courts.

The existence of such systems matters-but systems only work when people use them.

We must stop rewarding silence

Perhaps the hardest change Nigeria needs is cultural.

We need to stop asking, ‘What will people say?’ and start asking, ‘Is this person safe?’

We need to stop asking, ‘How will this affect the family’s reputation?’ and start asking, ‘How many more people could be harmed if we remain silent?’

We need to stop protecting adults at the expense of children.

We need to stop telling women to endure violence simply because they are married.

We need to stop telling men that violence is an acceptable expression of masculinity.

We need to stop treating sexual abuse as something that should disappear because the offender is a relative, church member, respected professional or wealthy individual.

And we need to stop confusing silence with peace.

Silence is not peace when someone is being abused.

Silence is not forgiveness when someone is being threatened.

Silence is not family loyalty when a child remains at risk.

Sometimes silence is simply permission for the abuse to continue.

The question is no longer whether we know

Nigeria cannot say it does not know.

We know that children are being abused.

We know women experience violence.

We know victims are sometimes pressured into silence.

We know stigma discourages reporting.

We know some families protect offenders because they fear shame.

And we know that professional, survivor-centred responses can make a difference.

The real question is what we will do with that knowledge.

If a victim comes to you, do not become another wall standing between them and justice.

If you are a parent, teach your children boundaries, respect, empathy and accountability.

If you are a religious leader, provide spiritual support without substituting it for professional intervention.

If you are a police officer, treat complaints seriously and professionally.

If you are a counsellor, understand that your advice can determine whether someone seeks safety or returns to danger.

If you are an elder, remember that age should bring wisdom, not merely authority.

And if you know that a child is being abused, do not look away.

Because there is a profound difference between protecting a person from injustice and protecting a person from the consequences of their own wrongdoing.

We must learn that difference.

A society is judged not only by how it treats its most powerful citizens, but by how fiercely it protects those who are most vulnerable.

The next time someone asks us to ‘let it go,’ perhaps we should ask one more question:

Let what go-and who will pay the price?

Too many lives have already paid it.

Nigeria can do better.

And sometimes, doing better begins with refusing to keep a secret that is hurting someone.

The Christian Association of Nigeria (CAN) Taraba State chapter has commended Taraba State Governor Agbu Kefas for his efforts to instil peace, provide free education, empower youths, and develop infrastructure in Taraba State.

The statement by CAN is contained in a 13-paragraph communique issued by the CAN at the end of its 3-day ministers’ conference held in Jalingo, Taraba State, from 18th to 21st August 2026.

CAN, in the communique, also admonishes its leaders to actively encourage moral values, integrity, and responsible citizenship among their members while also calling on government at all levels to continue to engage faith-based organisations as critical partners in community development and nation building.

The Conference, themed ‘The Church and the State: Partners in God’s Plan in a Changing World,’ brought together Christian leaders, government officials, traditional rulers, members of the gospel, stakeholders, and members of the Christian community from across the state and beyond in Jalingo.

The conference featured insightful teachings within the 3 days include, discussions, prayers, and presentations by distinguished speakers, including Governor Kefas, Chief Donald Duke, former Governor of Cross River State; Pastor Ayo Oritsejafor, former National President of CAN; Rev. Caleb Alima, former Vice President of CAN, Archbishop Benjamin Kwashi Rev Fr. William P. Awoshiri; and Bishop Innocent R. Solomon, among others.

‘After extensive deliberations, the Conference resolved that,

The Church and the State must continue to collaborate closely for the promotion of peace, justice, good governance, and sustainable development.

‘Christian leaders should actively encourage moral values, integrity, and responsible citizenship among their members and government at all levels should continue to engage faith-based organizations as critical partners in community development and nation building.

CAN therefore call for religious tolerance, mutual respect, and peaceful coexistence among all faiths to be promoted and strengthened across Taraba State and Nigeria at large.

President Bola Tinubu on Saturday announced members of the 2027 APC Presidential Campaign Council, with former Zamfara Governor Abdulaziz Yari as the Director General DG, while Governor Hope Uzodinma of Imo State will serve as Secretary

Bayo Onanuga, the presidential Spokesman, in a statement, said President Tinubu retains the position of Chairman of the Council, while Vice President Kashim Shettima will serve as vice chairman of the APC Presidential Campaign Council.

Party Chairman, Nentawe Yilwatda, will also serve as vice chairman, while former Zamfara State governor Abdulaziz Yari will serve as the director-general of the campaign.

Governor Hope Uzodimma will serve as secretary of the campaign council.

The statement said the APC National Secretary, Ajibola Bashiru and Hadiza Bala-Usman will serve as deputy and assistant secretaries.

As chairman of the campaign Council, President Tinubu will work with a body of advisers comprising Bisi Akande, Segun Osoba, Rochas Okorocha, Abdullahi Adamu, and Florence Ita Giwa.

Senate President Godswill Akpabio, Speaker Tajudeen Abass, and Governor Mai Mala Buni of Yobe State have been assigned as deputy director-generals for the campaign in the south and the north.

The statement said they will work with Bamidele Opeyemi and Senator Jibril Barau in the two zones.

Former Edo State Governor, Adams Oshiomhole, was also assigned to serve as deputy director-general in charge of mobilisation, while Femi Gbajabiamila, the President’s Chief of Staff, will serve as deputy director-general for administration.

James Faleke, who played a pivotal role in the 2022/2023 campaign, has returned as deputy director-general for election planning, coordination and monitoring.

Faleke will work with zonal directors, including Senator Olushola Adeyeye in the South West, Ngozi Olejeme in the South South, Uche Ekwunife in the South East, Muntaqha Rabe in the North West, Ahmed Muhammed Ketso in the North Central, and Sani Danladi in the North East.

Others will include Stella Okotete, Abdullahi Garba Ramat and Audu Maikori, who will serve as secretaries of the election planning directorate.

‘Muiz Adeyemi Banire will lead the legal directorate as director, with Dr Liman Hassan and Babatunde Ogala as deputies. Other members are Prince Lateef Fagbemi, former governor Ibrahim Shema, Worgu Boms and Dr Kingsley Tochukwu Udeh.’

The statement said Minister of Information and National Orientation, Mohammed Idris Malagi, will serve as the coordinating director for media and Strategic Communication, along with Dele Alake, Bayo Onanuga, and Lanre Issa-Onilu.

The media directorate also includes Tunde Rahman, Sunday Dare, Daniel Bwala, and Felix Morka, who have been assigned as coordinating deputy directors.

‘Abdulaziz AbdulAziz will work with three others, Temitope Ajayi, Arabinrin Aderonke, and Frederick Nwabufo, as coordinating secretaries of the media directorate. Segun Dada will serve as Director, New Media, the same role he performed in 2022. Solomon Arowolo will serve as Secretary, New Media.’

According to Onanuga, ‘ the campaign has also appointed five spokespersons, led by Dele Alake. Other spokespersons are Alwan Hassan, Ayobami Oyalowo, Kemi Asekun-Shittu and Adamu Fanda.

President Tinubu charged all council members to work tirelessly to deliver victory for the party in the January 2027 elections.

He also encouraged the leaders of the various directorates to reach out to other party members who may not have been formally listed to join their crucial efforts.

‘We have delivered on our campaign promises and set our country on a path of economic progress. We are definitely out of the dark tunnel and are now at the cusp of reaping the benefits of a prosperous economy that will benefit all Nigerians.

‘As we march into the campaign season, we have many achievements to trumpet-let us confidently showcase our record and inspire hope in every corner of our nation.

‘Let us soundly defeat all those forces who plan to take our country backwards.’

Trading activity on Nigerian Exchange Limited (NGX) rose significantly in July 2026, with total transactions increasing to N2.37 trillion, representing a 38.17 percent increase from the N1.71 trillion recorded in June.

The combined activity across domestic and foreign investor segments brought total transactions on NGX for the first seven months of 2026 to N11.98 trillion, compared with N6.01 trillion recorded over the corresponding period of 2025, representing an increase of about 99.33 percent.

The July performance also represented a 30.45 percent increase from the N1.82 trillion recorded in the corresponding period of 2025, according to the latest Domestic and Foreign Portfolio Investment Report for July 2026 released by NGX.

The increase was driven by stronger domestic participation, with domestic investors accounting for 94.4 percent of total transactions during the month, while foreign investors accounted for 5.6 percent. Domestic transactions increased by 46.39 percent from N1.53 trillion in June to N2.24 trillion in July.

Institutional investors recorded the strongest growth within the domestic segment, with transactions rising by 66.18 percent to N1.65 trillion in July from N994.49 billion in June. Retail transactions also increased by 9.42 percent to N582.44 billion from N532.31 billion.

Institutional investors accounted for about 74 percent of domestic transactions during the month, while retail investors accounted for 26 percent, reflecting increased participation across both segments of the domestic market.

Foreign investor transactions stood at N132.62 billion in July, compared with N186.79 billion in June. Foreign inflows amounted to N41.59 billion, while outflows stood at N91.03 billion, resulting in a net foreign outflow of about N49.44 billion during the month.

Trading activity on Nigerian Exchange Limited (NGX) rose significantly in July 2026, with total transactions increasing to N2.37 trillion, representing a 38.17 percent increase from the N1.71 trillion recorded in June.

The combined activity across domestic and foreign investor segments brought total transactions on NGX for the first seven months of 2026 to N11.98 trillion, compared with N6.01 trillion recorded over the corresponding period of 2025, representing an increase of about 99.33 percent.

The July performance also represented a 30.45 percent increase from the N1.82 trillion recorded in the corresponding period of 2025, according to the latest Domestic and Foreign Portfolio Investment Report for July 2026 released by NGX.

The increase was driven by stronger domestic participation, with domestic investors accounting for 94.4 percent of total transactions during the month, while foreign investors accounted for 5.6 percent. Domestic transactions increased by 46.39 percent from N1.53 trillion in June to N2.24 trillion in July.

Institutional investors recorded the strongest growth within the domestic segment, with transactions rising by 66.18 percent to N1.65 trillion in July from N994.49 billion in June. Retail transactions also increased by 9.42 percent to N582.44 billion from N532.31 billion.

Institutional investors accounted for about 74 percent of domestic transactions during the month, while retail investors accounted for 26 percent, reflecting increased participation across both segments of the domestic market.

Foreign investor transactions stood at N132.62 billion in July, compared with N186.79 billion in June. Foreign inflows amounted to N41.59 billion, while outflows stood at N91.03 billion, resulting in a net foreign outflow of about N49.44 billion during the month.