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Sunday, 10 May 2026

The Minister Who Saw the Problem After Office: The Curious Case of Adelabu’s Power Legacy

 

The Minister Who Saw the Problem After Office: The Curious Case of Adelabu’s Power Legacy

In a country where electricity supply remains one of the most defining measures of governance, the legacy of any Minister of Power is not written in speeches but in megawatts delivered, homes lit, and industries sustained. It is against this backdrop that the political re-emergence of Adebayo Adelabu invites scrutiny and, inevitably, criticism.

Having presided over a sector long plagued by inefficiency, under investment, and regulatory inconsistencies, Adelabu now appears poised to transition from federal stewardship to state ambition, with reports suggesting interest in the governorship of Oyo State. The question is not whether he has the constitutional right to contest he does but whether his record justifies the confidence such ambition demands.

A Record That Raises Questions

Nigeria’s power sector is a notoriously difficult terrain, no doubt. From generation constraints to transmission bottlenecks and the often-criticized performance of distribution companies (DisCos), the system is layered with structural challenges. Yet leadership, especially at ministerial level, is measured by the ability to navigate precisely such complexity.

During his tenure, tangible, transformative reforms were expected, reforms that would move the sector beyond cyclical blame games into sustainable progress.

Instead, what many observers note is a continuation of familiar patterns: persistent grid instability, tariff controversies, and limited visible improvement in service delivery.

Now, in a striking turn, Adelabu has reportedly called for government action against distribution companies, even suggesting licence revocations. While this position may resonate with public frustration, it raises an uncomfortable question: why now?

The Politics of Blame

Blaming DisCos is neither new nor entirely unfounded. Many Nigerians have long criticized them for estimated billing, poor infrastructure, and inadequate customer service. However, to elevate this argument after leaving office risks sounding less like reformist clarity and more like retrospective distancing.

Policy leadership requires ownership not selective attribution. If DisCos were indeed the central obstacle, then the period in office presented the most potent opportunity to confront, regulate, or restructure them decisively. To do so after the fact risks undermining the credibility of both past governance and present advocacy.

From Power to Politics

The transition from technocratic responsibility to electoral ambition is not unusual in Nigeria’s political landscape. Yet it demands a bridge built on demonstrable results. Voters, particularly in states like Oyo, are increasingly attentive to performance history rather than rhetorical promise.

Ambition, in itself, is not the issue. What is at stake is accountability the willingness to subject one’s public record to the same scrutiny one applies to others. When a former minister pivots quickly to gubernatorial aspirations while simultaneously redistributing blame, it creates the impression of unfinished business rather than earned progression.

A Democratic Test

Ultimately, democracy offers its own mechanism for judgment. The electorate will decide whether Adelabu’s stewardship of Nigeria’s power sector reflects the competence required for state leadership.

But as that moment approaches, one principle remains essential: public office is not merely a platform for future ambition; it is a test of present responsibility. And in the court of public opinion, records not rhetoric carry the final verdict.

From Darkness to Déjà Vu: Adelabu’s Reinvention Tour.

There is a peculiar genre of Nigerian politics one where yesterday’s steward of failure returns today as tomorrow’s redeemer. It is a script so familiar that it no longer shocks, only exhausts. The latest protagonist appears to be Adebayo Adelabu, a former Minister of Power now reportedly warming up for a governorship bid in Oyo State.

It would be comedic if it were not consequential.

During his time at the helm, Nigeria’s electricity sector did not suddenly collapse it simply continued its stubborn tradition of underperformance. Blackouts persisted. Consumers groaned under erratic supply and controversial billing. Businesses adjusted, as always, by turning to generators  the unofficial backbone of the Nigerian economy.

Yet, in a twist that would make even seasoned political dramatists pause, Adelabu has now found his voice directed squarely at distribution companies (DisCos). Licences, he suggests, should be revoked. Accountability must be enforced. Standards must improve.

All valid points. All painfully late. Because if the diagnosis is so clear today, what stayed the hand yesterday?

A Convenient Epiphany: There is something deeply unsettling about post-office clarity. It suggests that either: the problems were known but not acted upon, or, they were not understood at the time an even more troubling admission.

In either case, the sudden urgency now feels less like leadership and more like repositioning. Nigerians have seen this film before: officials who discover courage only after surrendering power.

The Blame Carousel

To be fair, DisCos are far from innocent actors in this saga. Their inefficiencies, opaque billing practices, and chronic underinvestment have rightly drawn public anger. But governance is not a spectator sport. A minister does not merely observe dysfunction, he is expected to confront it.

Shifting the spotlight entirely onto DisCos risks turning a systemic failure into a selective narrative. It is easier to point fingers than to explain why those fingers did not move levers of reform when it mattered most.

The Governorship Gambit

Now comes the next act: a gubernatorial ambition dressed in the language of renewed purpose. But elections, especially in a politically aware state like Oyo, are no longer won on aspiration alone. They are increasingly referendums on past performance.

The question voters may quietly ask is simple: If the lights did not come on under your watch then, why should we expect illumination now?

A Democracy That Remembers

Nigeria’s democracy has its flaws, but it possesses one enduring strength—memory, however slow, eventually catches up with rhetoric. Political reinvention is not a crime. But reinvention without reckoning is an insult.

There are many ways to describe this unfolding spectacle ambition, optimism, even audacity. But perhaps the most fitting is this: a performance that mistakes public frustration for public forgetfulness. And if history is any guide, that is a gamble rarely rewarded.

Air Peace: From Domestic Giant to Strategic Aviation Player

 


Air Peace, founded by Allen Onyema, has grown into Nigeria’s largest airline, operating across domestic, regional, and intercontinental routes.

But beyond passenger flights, the airline has built influence through high-profile contracts, partnerships, and symbolic assignments including one that brought global attention, the transportation of Prince Harry during his Nigeria visit.

The Prince Harry moment: branding meets diplomacy

In May 2024, Air Peace secured one of its most symbolic assignments transporting Prince Harry and Meghan Markle during their visit to Nigeria.

The royal couple and their entourage flew on an Air Peace charter flight from Abuja to Lagos. The aircraft used was one of its new Embraer 195-E2 jets. The airline also handled return logistics for the visit

This wasn’t just a flight, it was a prestige contract

It positioned Air Peace as a trusted carrier for international VIP movements,  It boosted its global visibility and brand credibility, It reinforced Nigeria’s ability to use local airlines for diplomatic-level logistics. 

In aviation terms, this is soft power, a branding win disguised as a transport job.

Other key deals and strategic engagements

1. International interline agreements: Air Peace has signed interline partnerships with major global carriers like: Emirates,  Hahn Air  

These agreements allow: Seamless ticketing across airlines, Passenger connections from Nigeria to global destinations. This is a commercial contract type that expands reach without owning more aircraft.

 2. Government and emergency operations: Air Peace has repeatedly stepped in for national assignments, including: Evacuation flights during the South Africa xenophobia crisis, where it airlifted Nigerians back home some free of charge. These missions: Strengthen its relationship with government, Position it as a national carrier in practice (if not by law)

3. Charter and special mission services

 Outside prince Harry Chartered flight, Air Peace regularly handles: VIP charters, Government delegations, Religious pilgrimage logistics (e.g., Hajj/Umrah support roles indirectly via routes). These are high-margin contracts, compared to regular ticket sales.

 4. International route rights (quasi-contracts), Air Peace has secured approvals and launched routes to United Kingdom (London), Caribbean (Antigua, Barbados), Middle East and West Africa These route rights are critical because: They function like bilateral aviation agreements, they unlock foreign revenue streams (in dollars). Brand positioning as Nigeria’s flag bearer, even though Nigeria has no strong national airline, Air Peace is gradually acting like one: Flying international dignitaries, Supporting national emergencies, Expanding global routes

3. Competitive advantage over rivals

But there’s a reality check

Not all is smooth:

a. High fuel costs still affect operations

b. Managing a large fleet creates complexity

c. Past regulatory and legal controversies around leadership remain a reputational factor, So while it secures big opportunities, execution risk remains high.

Final take

Air Peace is evolving beyond a traditional airline into something bigger commercial airline , charter operator, quasi-national carrier. The Prince Harry engagement showed that, Nigeria can rely on local airlines for global-standard operations, Air Peace can compete for high-profile international assignments.

Airpeace has proven that Private sector is better suited in preserving and managing  public infrastructures than the so called government run business



Read also Enugu Air: The ambitious New Comer.

 

 

Saturday, 9 May 2026

Jonathan requests that the lawsuit contesting eligibility be dismissed.


Jonathan requests that the lawsuit contesting eligibility be dismissed.


 Goodluck Jonathan, the former president, officially contested a lawsuit on Friday that sought to bar him from running for president in 2027.


Justice Peter Lifu of the Federal High Court in Abuja was notified by Jonathan's attorney, Chris Uche, a Senior Advocate of Nigeria (SAN), that the former president had already submitted the required legal documents contesting the lawsuit.

On May 5, the defense filed a conditional appearance, preliminary objection, counter-affidavit, and written address requesting that the court dismiss the case, according to Uche.

He clarified that after learning about the situation through media reporting, Jonathan's legal team moved quickly.

Uche maintained that the matter had previously been resolved by the courts, including the Court of Appeal, and that the lawsuit focused on the former president's eligibility to run for office once again in 2027.

However, Ndubuisi Ukpai, the plaintiff's attorney, informed the court that he had just received Jonathan's response and needed time to review the paperwork and file a reply.

After the submissions, Justice Lifu postponed the hearing on the preliminary objection and the substantive litigation until May 11.

Additionally, the judge ordered the Attorney-General of the Federation and the Independent National Electoral Commission (INEC), who were not present in court, to receive hearing notices.

Attorney Johnmary Jideobi filed the lawsuit, requesting that the court permanently bar Jonathan from running for president in 2027.

The plaintiff specifically asked for an order prohibiting the former president from running for president on behalf of any political party.

Additionally, he requested that INEC not acknowledge or publish Jonathan's name as a legitimately nominated candidate.

Jonathan is listed as the initial defendant in the lawsuit, which was filed on October 6, 2025. INEC and the Attorney-General of the Federation were added as co-defendants.

The central question in the legal controversy is whether Jonathan is still qualified to run for president under Sections 1 and 137(3) of the Nigerian Constitution after taking the oath of office twice.

Emmanuel Agida characterized the plaintiff as a defender of constitutionalism and the rule of law who went to court to stop what he saw as a potential constitutional infringement in an affidavit submitted in support of the lawsuit.

According to the declaration, Jonathan served as vice president until taking over as president on May 6, 2010, after former President Umaru Musa Yar'Adua passed away. It also mentioned that he went on to win the 2011 presidential election and serve out his entire term.

The affidavit stated that Jonathan might be thinking about running for president again in 2027 based on recent media stories.

“That if the court does not intervene in a timely manner, a political party may present the 1st defendant as its presidential candidate in the 2027 general election, thereby breaching the Constitution.”
Additionally, he contended that if the court did not step in, Jonathan might eventually run for office and possibly win, which he claimed could lead to constitutional concerns regarding presidential eligibility and tenure restrictions.

Regarding legal standing, the plaintiff emphasized that the complaint was filed in the public interest and that it was his duty as an attorney to uphold the rule of law and avoid constitutional violations.

In order to uphold Nigeria's constitutional democracy and safeguard the supremacy of the Constitution, he pleaded with the court to grant the requested relief.





An international drug syndicate with hundreds of billions of naira is busted by NDLEA

 

A international drug syndicate with hundreds of billions of naira is busted by NDLEA


A global criminal organization accused of laundering drug revenues worth hundreds of billions of naira throughout Europe and Nigeria has been dismantled by the National Drug Law Enforcement Agency (NDLEA) in cooperation with foreign law enforcement authorities.


Femi Babafemi, Director of Media and Advocacy at NDLEA Headquarters in Abuja, made the revelation in a statement released on Thursday.

Along with two accused female kingpins in Nigeria, the operation resulted in the arrest of reputed billionaire drug lord Amadi Simon in Switzerland. Authorities also tracked down and froze numerous assets, bank accounts, and cryptocurrency wallets associated with the network.

Nigeria's expanding involvement in international anti-drug enforcement collaborations and the increasing sophistication of global drug trafficking networks are highlighted by the concerted crackdown.

What they're saying

After months of coordinated investigations and intelligence gathering, the NDLEA claims that agents from its Special Operations Unit collaborated closely with the US Drug Enforcement Administration (DEA) Lagos Country Office and law enforcement organizations in Switzerland, France, and Greece to dismantle the transnational criminal organization.

The operation, according to the FBI, was one of its biggest triumphs in recent years regarding international financial crime.

 "A transnational criminal organization involved in drug money laundering operations totaling hundreds of billions of Naira across Europe and Nigeria has been successfully dismantled by operatives of a Special Operations Unit of the National Drug Law Enforcement Agency (NDLEA), in close coordination with the United States Drug Enforcement Administration (DEA) Lagos Country Office and law enforcement partners from Switzerland, France, and Greece." 

Simon in Switzerland, Jecinta Amara Ikechi, 34, in Anambra State, and Blessing Ngozi Amadi, 28, in Agbor, Delta State, were all arrested at the same time as a result of the multi-national sting operation in April 28, 2026.

Investigators claimed that in order to hide illegal gains from drug trafficking, the organization ran a sophisticated money laundering scheme that included shell corporations, proxy operators, conventional banking channels, and cryptocurrency platforms.

A number of valuable assets associated with the syndicate, such as the Jovi Hotel in Asaba, the Jovi Hotel and Suites in Agbor, and the Jovi Apartments in Abuja, were also located by NDLEA and its foreign partners. These assets are thought to have been obtained with money obtained from drug trafficking and related financial crimes.

Since then, authorities have located and blacklisted a number of cryptocurrency wallets and bank accounts linked to the network.

Brig. Gen. Mohamed Buba Marwa (Rtd), the chairman and chief executive officer of NDLEA, stated that the operation exemplified the organization's zero-tolerance policy on financial crimes and drug trafficking.

"The crackdown sends a strong message that Nigeria will not serve as a safe haven for international drug traffickers or money laundering operations," Marwa said.

He underlined that in order to combat increasingly complex transnational criminal organizations, strategic collaboration with international law enforcement agencies is still essential.

Additionally, he praised the U.S. DEA's and other foreign agencies' assistance with tactical operations, operational support, and intelligence sharing.

As authorities continue to work to dismantle the syndicate's remaining operational and financial infrastructure, the agency promised that investigations will continue.



Friday, 8 May 2026

CBN Calms Nerves as Union Bank, Providus and Others miss Recapitalisation Deadline

 

CBN Calms Nerves as Union Bank, Providus and Others Miss Recapitalisation Deadline


Nigeria’s banking sector is once again under the spotlight after several lenders including Union Bank of Nigeria and Providus Bank failed to meet the Central Bank’s recapitalization deadline. But in a swift move to prevent panic, the Central Bank of Nigeria (CBN) has reassured the public that the situation does not threaten the stability of the financial system.

No Cause for Alarm, Says CBN

The apex bank moved quickly to contain growing anxiety among depositors and investors, emphasizing that the affected institutions remain operational, liquid, and capable of meeting their obligations.

The recapitalization policy, introduced in 2024, is part of a broader effort to strengthen Nigeria’s banking system by significantly raising minimum capital requirements. While most banks successfully met the new thresholds, a few fell short triggering concern but not, according to the regulator, a crisis.

The CBN’s message is clear: missing the deadline is not the same as being financially distressed.

Union Bank: Legal Battles Cloud Stability

Among the affected lenders, Union Bank of Nigeria stands out not just for missing the capital target, but for its ongoing legal and governance challenges. A recent court ruling overturned regulatory actions affecting the bank’s leadership, sparking uncertainty over board control and decision-making authority. The development has raised critical questions about corporate governance, regulatory boundaries, and operational continuity.

For investors, this is a red flag. Even when financial fundamentals remain intact, leadership instability can slow capital raising, weaken confidence, and complicate long-term strategy.

Providus Bank: Betting on Consolidation

In contrast, Providus Bank appears to be taking a more strategic route. The bank is pursuing a merger with Unity Bank, a move widely seen as a practical solution to meet regulatory capital requirements. If completed, the combined entity is expected to comfortably cross the required threshold, positioning it for stronger competition in the industry.

This reflects a growing trend: mid-tier banks turning to mergers and acquisitions as a survival and growth strategy.

Why Some Banks Fell Short. The failure to meet recapitalisation targets is less about weakness and more about timing and complexity. Several factors played a role:

a.     Prolonged legal disputes delaying capital inflows

b.    Investor caution amid economic uncertainty

c.     Regulatory approvals slowing mergers and restructuring plans

d.    Macroeconomic pressures, including inflation and currency volatility

Together, these challenges reveal that recapitalisation is not just a financial exercise it is also deeply tied to governance, market sentiment, and execution risk.

A Familiar Path: Consolidation Ahead

Nigeria has seen this before. The 2005 banking consolidation exercise reduced dozens of banks into a stronger, more resilient few. Today’s situation appears to be following a similar script.

The CBN, rather than taking aggressive punitive action, is opting for a measured approach encouraging banks to explore mergers, secure new investors, and resolve internal issues.

The Bottom Line

The missed recapitalisation deadline has exposed cracks, but not a collapse. Union Bank of Nigeria highlights the risks of governance instability, Providus Bank underscores the role of consolidation. The Central Bank of Nigeria is focused on maintaining confidence, not triggering panic

As the dust settles, Nigeria’s banking sector is likely heading toward a new phase leaner, more capitalised, and shaped by strategic alliances rather than standalone survival.

Shakira releases the official World Cup 2026 song.

 



The official song for the 2026 World Cup has been revealed by Colombian pop sensation Shakira.


The 49-year-old, whose songs include Whenever, Wherever, and Hips Don't Lie, previewed Dai Dai as the anthem for this summer's competition in the US, Mexico, and Canada on Thursday.

Shakira teased the song, which will be released on May 14 and features Nigerian musician Burna Boy, with a one-minute Instagram video from Brazil's Maracana stadium.

After Waka Waka (This Time for Africa) for the 2010 competition in South Africa, this is Shakira's second official World Cup anthem.

Additionally, she performed La La La's second theme song for the 2014 competition (Brazil 2014).

which she gave during the Rio de Janeiro closing ceremony.

Shakira sang Hips Don't Lie at the 2006 closing ceremony in Germany. She has two sons from a previous relationship with former Barcelona and Spain defender Gerard Pique.

Colombia, her nation, is participating in the 48-team competition, which takes place from June 11 to July 19.

Enugu’s 660MW Coal Power Plant: Is it built as a Short-Term Industrial stabiliser or A Return to polluted past?

 

 
Enugu’s 660MW Coal Power Plant, is it as a short-term industrial stabiliser or Return to polluted past.

When Governor Peter Mbah announced plans for a 660-megawatt coal-fired power plant in Enugu State, the proposal immediately triggered two opposing reactions. One side sees it as the rebirth of the old Coal City and a bold attempt to escape Nigeria’s chronic electricity paralysis. The other sees it as a dangerous bet on a fuel the rest of the world is gradually abandoning. 

At the heart of the debate lies a brutal reality: Nigeria desperately needs power. 

Industries are collapsing under diesel costs. Manufacturers spend fortunes on self-generation. Small businesses die quietly under blackouts. In that context, a government promising uninterrupted electricity sounds revolutionary.

But the real question is not whether Enugu needs power.

It is whether coal is the right future for that power.

Why Enugu Is Looking at Coal

The decision is not accidental. Enugu’s history is literally tied to coal. The city itself rose around coal mining during the colonial era, earning the nickname “Coal City.” Large coal deposits remain in the region, and the state government argues that using a local resource to generate electricity is economically strategic. 

Governor Mbah insists the state’s coal has low sulphur content and high calorific value, making it cleaner and more energy-dense than many global coal reserves. According to him, the government has spent nearly two years studying feasibility and securing coal assets before unveiling the project. 

For Enugu, the attraction of coal comes down to five things:

  • Abundant local availability

  • Stable baseload electricity generation

  • Lower fuel import dependence

  • Potentially cheaper long-term electricity

  • Industrialisation ambitions tied to manufacturing growth.

  • It will not be subject to global fuel price volatility thereby adding stability to power generation.

Coal plants also provide what energy experts call “baseload power” — electricity that can run continuously for long hours without depending on weather conditions. Unlike solar or wind, coal plants do not shut down when clouds appear or winds slow.

To policymakers chasing industrialisation, that reliability is seductive.

Why Coal May Look Better Than Gas, At Least on Paper

Nigeria possesses enormous gas reserves, so critics immediately ask: why not gas instead of coal?

The answer is complicated.

Gas power plants may be cleaner, but they are heavily dependent on pipelines and gas delivery infrastructure something Nigeria notoriously struggles with. 

Pipelines are vandalised. Supply contracts fail. Gas producers sometimes prioritise exports over domestic supply. Several Nigerian gas plants today operate below capacity because they simply cannot get enough gas consistently.

Coal, by contrast, can be stockpiled on-site. Once mining and transportation chains are established, supply interruptions become less frequent.

Coal plants are also generally less sensitive to short-term fuel price volatility. Gas prices can fluctuate heavily depending on global energy markets. Coal, especially locally mined coal, can offer more predictable operational costs.

That is likely part of the calculation behind Enugu’s move.

Yet this is where the argument begins to crack.

The Technical Downfalls of Coal

Coal may provide steady electricity, but it comes with technical, environmental, financial, and geopolitical baggage.

The first problem is emissions.

Coal-fired plants release large amounts of: Carbon dioxide (CO₂), Sulphur dioxide Nitrogen oxides, particulate matter, Heavy metals like mercury

Even “clean coal” technologies do not eliminate pollution; they only reduce it at enormous cost.

A 660MW coal plant would become one of the largest single-point emitters of greenhouse gases in Nigeria. That matters because global finance is rapidly moving away from coal projects. Many international banks and climate funds now refuse to finance coal infrastructure altogether.

This creates a dangerous long-term risk:
Enugu may build a plant that becomes economically isolated in a world transitioning toward cleaner energy.

Coal Plants Are Expensive to Maintain

Supporters often focus on construction costs but ignore lifecycle realities.

Coal plants require:

  • Massive cooling systems

  • Ash disposal systems

  • Emission-control technologies

  • Continuous maintenance of boilers and turbines

  • Rail or trucking logistics for coal transport

Ash waste alone becomes a major environmental issue. Coal combustion produces fly ash and bottom ash containing toxic substances that can contaminate water and farmland if improperly managed.

Then comes water usage.

Coal plants consume huge volumes of water for cooling. In regions already facing climate stress and irregular rainfall patterns, that becomes another hidden pressure point.

Gas Has Its Own Advantages

Gas-fired plants are not perfect, but technically they offer several advantages over coal:

Faster construction

Gas plants are usually quicker to build than large coal facilities.

Lower emissions

Natural gas emits significantly less carbon dioxide and pollutants than coal.

Higher efficiency

Modern combined-cycle gas turbines can achieve higher thermal efficiencies.

Operational flexibility

Gas plants ramp up and down faster, making them better companions for renewable energy integration.

Easier global financing

Investors increasingly view gas as a “transition fuel” compared to coal.

So why not simply use gas?

Because Nigeria’s energy paradox remains unresolved: a country rich in gas still struggles to deliver gas reliably to domestic power plants.

That is the contradiction haunting the sector.

The Bigger Contradiction: The World Is Leaving Coal

The most controversial aspect of Enugu’s plan is timing.

While Enugu moves toward coal, much of the world is moving away from it.

Countries across Europe are shutting down coal stations. China, despite still using coal heavily, is aggressively expanding renewables and nuclear energy. Financial institutions increasingly blacklist coal projects.

Even African countries are facing mounting pressure to avoid new coal investments.

So Enugu risks building what could eventually become a stranded asset  infrastructure that becomes politically, financially, or environmentally unsustainable before the end of its intended lifespan. That does not mean the project will fail.

It means the project may succeed technically while becoming problematic economically and environmentally over time.

The Political Logic Behind the Project

Politically, however, the move is understandable. Reliable electricity changes everything:

  • factories reopen

  • investors arrive

  • SMEs survive

  • technology hubs expand

  • employment rises

Governor Mbah appears to be pursuing an aggressive industrialisation strategy tied to electricity independence. His administration believes power is the foundation upon which the state’s $30 billion economic ambition rests. 

In a country where federal electricity supply remains unstable, subnational governments are beginning to pursue their own energy ambitions after constitutional and electricity market reforms allowed states greater participation in power generation and distribution. 

That is the broader significance of Enugu’s announcement:
it signals the rise of state-driven energy federalism in Nigeria.

Editorial Conclusion

Enugu’s proposed 660MW coal-fired plant is both visionary and controversial.

Visionary because it recognises a hard truth: no economy industrialises in darkness.

Controversial because it bets heavily on a fuel many nations now consider yesterday’s technology.

Coal may give Enugu Stable Electricity faster than Nigeria’s Chaotic gas infrastructure currently can. But coal also drags along environmental liabilities, financing complications, public health concerns, and long-term sustainability questions.

The smartest path may not be coal versus gas.

It may be coal as a short-term industrial stabiliser while aggressively investing in:

  • Gas infrastructure

  • Solar generation

  • Battery storage

  • Transmission modernisation

  • Cleaner hybrid energy systems

If Enugu builds this plant without parallel investments in cleaner technologies, the state risks solving today’s electricity crisis while creating tomorrow’s environmental and economic burden.

The Coal City may indeed rise again. But the real challenge is ensuring it does not rise with the smoke of the past attached to its future.

Thursday, 7 May 2026

From Isolation to Ecosystem: How Nigerian CEOs Can Rewire Their Companies for Speed, Efficiency, and Innovation

 

From Isolation to Ecosystem: How Nigerian CEOs Can Rewire Their Companies for Speed, Efficiency, and Innovation


For decades, many Nigerian businesses have been built like islands self-contained, defensive, and often overstretched. Each company tries to do everything: generate its own power, manage fragmented supply chains, recruit and re-train talent from scratch, and navigate infrastructure gaps alone. The result is predictable—high costs, slow execution, and limited innovation.

But halfway across the world, Taiwan offers a different blueprint.

The success of Hsinchu Science Park was not accidental. It wasn’t just an industrial zone filled with companies, it was an intentionally engineered ecosystem where firms, suppliers, universities, and infrastructure operate as a single, coordinated machine. Companies inside the park are not just competing individually; they are collectively more competitive because of the environment they share.

For Nigerian CEOs, the lesson is clear: the future belongs not to the strongest company, but to the strongest ecosystem.

The Problem with the “Do-It-All” Nigerian Company

Across cities like Lagos, Port Harcourt, and Aba, businesses often operate in survival mode. A typical CEO is forced to think beyond core operations, worrying about diesel supply, logistics bottlenecks, unreliable vendors, and a talent pool that requires significant retraining.

This “everything-in-one” structure creates friction:

a.  Decision-making becomes slow and reactive

b.  Innovation takes a back seat to operational firefighting

c.  Costs spiral due to duplication of effort

The Taiwanese model flips this reality by removing friction at a system level.

Building Clusters, Not Just Companies: At the heart of Hsinchu’s success is clustering the deliberate concentration of interconnected businesses in one location. Suppliers sit next to manufacturers. Logistics providers are embedded within the system. Talent flows easily between firms.

Nigerian CEOs can replicate this without waiting for government mega projects.

Imagine a fashion entrepreneur in Aba working within a tightly coordinated network of fabric suppliers, designers, tailors, and export agents. Instead of delays caused by distance and fragmentation, production cycles shrink dramatically. Feedback loops tighten. Quality improves. The same principle applies across sectors, from agriculture to tech to manufacturing.

Turning Universities into Talent Engines

One of Hsinchu’s most powerful advantages is its proximity to top academic institutions, which continuously feed research and talent into the ecosystem.

In Nigeria, institutions like University of Lagos, Ahmadu Bello University, and University of Nigeria Nsukka remain underutilized by the private sector.

Forward-thinking CEOs can change this by: 

a. Funding research tied directly to business challenges,

 b. Embedding internship pipelines that convert into full-time roles, 

c. Supporting innovation hubs within campuses. Rather than complaining about unemployable graduates, companies can actively shape the talent they need.

Supply Chains as Strategic Weapons: In many Nigerian industries, supply chains are treated as external dependencies, outsourced and loosely managed. In contrast, companies within Hsinchu treat their suppliers as extensions of themselves.

For Nigerian CEOs, this means rethinking relationships: Build long-term partnerships with key suppliers, Integrate technology to track inventory and demand in real time, Where possible, bring critical operations closer to the core business. Employees ought to be closer to the business in terms of accomodation, to help reduce operation time wasted during transit. 

Consider this: In agriculture a food processing company can support farmer cooperatives with inputs and data that can stabilize supply, improve quality, and reduce volatility. Efficiency is no longer just internal, it is systemic.

 Creating Innovation from Within

Ecosystems don’t just exist externally, they must be mirrored inside organizations.

Hsinchu companies thrive because ideas flow freely across teams. Engineers, marketers, and operations specialists collaborate continuously. Nigerian CEOs can foster similar environments by: Breaking down rigid departmental silos, Forming cross-functional teams focused on specific problems, also  Encouraging experimentation through innovation labs .

The goal is simple: move from hierarchy-driven execution to idea-driven execution.

Sharing Infrastructure, Sharing Strength: One of the hidden advantages of an ecosystem is shared infrastructure. Power, logistics, and connectivity are not individual burdens they are collective investments. In Nigeria, where infrastructure gaps remain significant, this approach can be transformative.

Businesses operating within the same vicinity can: Co-invest in solar or mini-grid power solutions,  Share warehousing and cold storage facilities,  Pool logistics resources. This reduces costs while improving reliability two critical drivers of competitiveness.

The Power of Specialization

Taiwan did not try to dominate every industry. It focused deeply on semiconductors, giving rise to global giants like TSMC. 

In contrast, many Nigerian companies dilute their impact by spreading across unrelated sectors too early. The ecosystem model rewards focus. CEOs must: 

a. Choose a niche 

b. Build deep expertise, 

c. Become indispensable within that value chain. True scale comes from depth, not distraction.

 Collaboration Over Competition: Perhaps the most counter intuitive lesson from Hsinchu is that competitors often collaborate. They share talent pools, set industry standards, and collectively strengthen the ecosystem.

For Nigerian CEOs, this could mean forming industry alliances, sharing non-sensitive data, and advocating for common interests. 

In a fragmented market, collaboration can unlock scale that no single firm can achieve alone.

 A New Playbook for Nigerian Business: The transformation from isolated company to integrated ecosystem does not happen overnight. But it can begin immediately.

In practical terms:

a.     Map your business ecosystem, identify suppliers, partners, and talent sources.

b.     Build two or three strategic collaborations within the next six months.

c.      Invest in internal structures that encourage innovation.

d.     Explore shared infrastructure opportunities with nearby firms

The shift is not just operational, it is philosophical.

The Bottom Line

The real genius of Taiwan’s model is not infrastructure, it is intentional integration.

Nigerian CEOs do not need to replicate Hsinchu Science Park physically to benefit from its lessons. What they need is a mindset shift: from independence to interdependence, from competition to collaboration, from company-building to ecosystem-building. Because in today’s economy, no company wins alone.

DisCos revenue drops to N196 billion in February 2026



 Electricity distribution firms (DisCos) in Nigeria collected a total of N196 billion in income in February 2026, according to the Nigerian Electricity Regulatory Commission (NERC).


The data was released in the commission’s latest Commercial Performance of DisCos fact sheet for the month.

The study reveals a modest reduction in revenue performance compared to the previous month, plus variable operational and collection outcomes across the electricity sector.

What the report is saying NERC data reveals that DisCos experienced decreased revenue and billing levels in February compared to January, although collection efficiency remained reasonably robust.

In February, DisCos collected N196 billion, compared to N204.74 billion in January.
According to NERC, overall billing was N242.29 billion as opposed to N268.20 billion in January.
This indicates a month-over-month decrease in client billing of 9.66%.

In February, the collection efficiency was 81.17%.
According to the data, DisCos were nevertheless able to recover a sizable share of billed amounts even though income decreased.

Energy supply also fell throughout the time, with DisCos getting 277.09 billion kilowatt-hours (kWh) in February, down from 336.43 billion kWh in January.

The National Assembly enacted the historic Electricity Act 2023 in July 2022, and President Bola Ahmed Tinubu signed it into law in June 2023.

The Electric Power Sector Reform Act of 2005 is replaced by the new Act, which also establishes a thorough framework to direct the Nigerian Electricity Supply Industry's (NESI) post-privatization phase. Additionally, it is intended to draw more private sector investment into the power industry.
The law's removal of electricity from the Exclusive Legislative List, which essentially decentralizes the industry, is one of its main features.
 
This change breaks the long-standing monopoly at the federal level by enabling state governments, private businesses, and individuals to independently produce, transfer, and distribute power.

By allowing sub national and private engagement in power infrastructure construction, the Act is anticipated to boost competition, enhance service delivery, and increase access to electricity nationwide.

Under the Meter Acquisition Fund (MAF) Tranche B program, the Federal Government authorized the payment of N28 billion to power distribution firms in October 2025 for the purchase and installation of prepaid meters.

Performer ClassDisCoRecovery/Collection Efficiency
Top PerformersEko DisCo100.67% (Feb 2026)
Abuja DisCo95.13%
UnderperformersKaduna DisCo41.20%
Jos DisCo66.29%
Ibadan DisCo64.21%

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