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Obasanjo Accuses Jonathan, Others of Destroying Power Sector

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Former President Olusegun Obasanjo
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Chief Olusegun Obasanjo, former president has returned a damning indictment on his successors who he blamed for the rot in the power sector.

Obasanjo, after his second coming as a civilian president, handed over to the late former President Umaru Yar’Adua in 2007 while President Goodluck Jonathan assumed office after the death of Yar’Adua in May, 2010 and later won the presidential elections of 2011.

The former president, said that his successors abandoned the  power sector which he claimed that he took steps to ensure stable power supply across the country when he was military Head of State and also when he returned to government in 1999 as elected civilian president but that his successors usually abandoned the sector as soon as he left office.

He said that the country needed to generate 2,000 megawatts every year for the citizens to enjoy stable electricity.

Obasanjo said this during a programme tagged, “First  Green Legacy Moment with Chief Olusegun Obasanjo on Leadership and Human Security in Africa,” held at the Olusegun Obasanjo Presidential Library Complex in Abeokuta.

Noting that lack of political will on the part of Nigerian leaders was part of the  problems facing the country, he warned that the nation’s power sector should not be handed over to friends under the guise of privatisation. According to him, “part of our problems is lack of political will on the part of the leaders. What does a leader understand about development? Any leader worth his salt should know that power is very important. It is the driver of all development – be it social, economic and even political.”

“When I was military Head of State, I developed the Jebba Dam, I developed Shirroro, I started Egbin. Shagari came and completed Egbin and commissioned Jebba and Shirroro. Between Shagari in 1983, and until I came back in 1999, there was no single dime invested in power generation. If anything, the ones that were there were allowed to go down.

“A country like Nigeria must be adding nothing less than 2000 mega watts if we are to be moving on the path of development. If you will remember,  when I came back in 1999, my first Minister of Power was late Bola Ige. I won’t say Bola didn’t know what he was doing and he said publicly that he would fix the power problems in six  months.

“After one year, Bola with his capacity couldn’t fathom what was wrong with power. It was riddled with corruption. Then we had no money, people have forgotten that in 1999/2000, the price of crude oil was $9 per barrel.

“When we started having money, we started the National Integrated Power Plant. When we said the money we had should be invested in power, my successor didn’t understand, he stopped it. If for almost 20 years we did not achieve anything in power generation, then we may not be able to get it again.

“Let me give you an example: the population of South Africa  is 55 million and they generate 45,000 megga watts. Our population today is about 180 million people and we could not generate 4,000 megga watts. And South Africa is an industrialising country and not an industrialised nation.

“For us to say we are an industrialising country, we must be generating much more than what South Africa is generating, say 100,000 megga watts. What year will Nigeria get there if we are adding 2,000 megga watts each year? For us to get to 100,000 megga watts, I leave the mathematics to you. It sounds very discouraging but that is the reality.

“I believe that what we have done in  the area of telecommunications can be achieved in the area of power but not by privatising the power sector to our friends and families,” he said.

On the problems facing African,  Obasanjo said the continent which was blessed with resources and human capital had failed to utilise them.

“What we want to know is that we have the capacity, the material resources, the military resources to achieve greatness in Africa.

“I will give you two or three illustrations: what we need to achieve is the political will. When I became president of Nigeria, strictly speaking by  what we are doing and what we have, we may be regarded as not deserving debt relief, but I believed we needed debt relief.

“I went all out for it as at that time. Nigeria was number six in oil production in the world but I knew what the world wanted.

“They wanted a reform that Nigeria is serious that the country will not be going in terms of business as usual and we went for it and we got it. The debt relief saved us over $20 billion. We paid only $12 billion and the rest was given as relief.

“What we are saying about African solutions to African problems is that let Africa spearhead its problems and others come to her rescue later. Let the solution be ours and they adopt it. That is what we did with NEPAD. NEPAD was a complete African homegrown and when we went to Canada, the G-8 said they supported it and said it was a good thing.

“What we need is first, the political will. Secondly, we need the resources that will make impact and we’ll ask the rest of the world to join us. We should be the architects of our own fortune and let others join us,” Obasanjo said.


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Guinness Nigeria Sustains Growth Momentum in Q4 Amid Market Headwinds

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Guinness Nigeria Plc has announced its unaudited financial results for the twelve months ended 30 June 2025, reporting a remarkable turnaround in performance despite a persistently challenging economic environment and an intensely competitive landscape.

The announcement comes in a landmark year for the company, as Guinness Nigeria celebrates 75 years of operations in Nigeria—a testament to the enduring strength of its brands, its people, and its commitment to brewing excellence.

In the period under review, the company delivered strong topline growth, with revenue rising by 65.8% to ₦496.6 billion, up from ₦299.5 billion in the previous year. Gross profit grew by 62.2% to ₦148.3 billion, while operating profit rose by 86.6% to ₦47.4 billion. Most notably, the company returned to profitability with a net profit after tax of ₦16.2 billion, compared to a ₦54.7 billion loss recorded in FY24.

These results reflect Guinness Nigeria’s focused execution of its strategic priorities, disciplined cost management, and the resilience of its people and portfolio.

Commenting on the performance, Prof. Fabian Ajogwu, SAN, Chairman of the Board, said: “This strong turnaround speaks to the quality of leadership, clarity of vision, and strength of governance at Guinness Nigeria.

“As we mark 75 years of doing business in Nigeria, this performance underscores our long-standing resilience and commitment to value creation. The Board remains confident in the company’s long-term strategy and is committed to sustaining this momentum for our shareholders and stakeholders.”

Girish Sharma, Managing Director/CEO, added: “These results reflect our team’s focus, agility, and deep connection with our consumers. We have set a clear ambition—to be one of the best performing, most trusted, and most respected consumer products companies in Nigeria.

“That ambition is driving us to build a high-performance organisation with an entrepreneurial spirit. While the external environment remains dynamic, we are building on this momentum with confidence and purpose.”

Guinness Nigeria remains committed to delivering long-term, sustainable growth while continuing its legacy of enriching lives and communities across the country.

 


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FintechNGR Rejigs Nigeria Fintech Week with Multi-location Model

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L-r: Mrs. Isioma Udeozo, CEO, Opolo Global Innovations / FAL Partner; Dr. Stanley Jacob, President, FintechNGR; Dr. Jameelah Sharrieff-Ayedun, vice president, FintechNGR and Chair, NFW Committee; Uche Uzoebo, CEO, SANEF; Seun Folorunso, Director, Advocacy & Programs, FintechNGR at the media interaction to herald 2025 Nigeria Fintech Week held in Lagos on Wednesday.
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With the fast-evolving financial technology ecosystem, FintechNGR plans to restructure the model of Nigeria Fintech Week (NFW) coming up between October 7–9, 2025, with a next-level, bold experience and movement uniting over 20,000 multi-industry stakeholders across Africa’s digital landscape.

As part of the restructured model, the event will take place as a multi-location experience, bringing activities to Abuja, Delta, and Enugu, while the main event unfolds at the Landmark Centre in Lagos. This inclusive structure allows for broader access and reflects the national impact of fintech across all geopolitical zones.

Dr. Stanley Jacob, President, Fintech Association of Nigeria, disclosed this at a press conference in Lagos on Wednesday, where the Association officially unveiled the direction for the 8th edition of Nigeria Fintech Week (NFW25), themed “The Fintech Ecosystem Symphony: Orchestrating Nigeria’s Digital Future.” This edition will spotlight how harmonised efforts across government, startups, corporates, and investors can accelerate financial innovation and inclusion across the continent.

According to him, “We’re no longer just an association; we are a movement. NFW25 is where partnerships will be born, sectors will be reimagined, and Nigeria’s digital economy will be orchestrated like a grand symphony.”

Since its inception in 2017, Nigeria Fintech Week has emerged as the continent’s foremost fintech convening – a catalyst for market-shaping conversations, regulatory advancements, and investment deals.

Dr. Jameelah Sharrieff-Ayedun, Vice President and Chair of the Organising Committee, noted that this year’s expansion across multiple cities was designed to enhance accessibility, financial inclusion, and grassroots innovation. “Fintech is no longer for a select few. From the aviation sector to agriculture, from secondary school students to startup founders, this year, everyone has a seat at the table.”

Whether you’re a startup, policymaker, enterprise, student, creative or influencer, developer, or fintech enthusiast, your voice matters in this symphony. As Ms. Uche Uzoebo of SANE puts it, “Even food companies, schools, and churches are now digitizing. NFW25 is where they find solutions and partnerships.”


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Unmasking Nigeria’s Food Safety Crisis: A Dual Pathway to Public Health and Global Competitiveness

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By Diana Tenebe, COO, Foodstuff Store

Nigeria, often heralded as Africa’s economic powerhouse and most populous nation, is grappling with a silent epidemic that exacts a devastating toll on its citizens and stifles its economic potential: a pervasive food safety crisis. This isn’t merely a matter of occasional discomfort; it’s a grim reality where over 200,000 Nigerians perish annually from foodborne illnesses, inflicting an estimated economic burden of US$3.6 billion each year. The current state of food safety is not just a public health nightmare; it’s a significant impediment to the nation’s economic growth and global trade aspirations, demanding immediate, comprehensive attention.

The challenges plaguing Nigeria’s food supply chain, from farm to fork, are multifaceted and deeply entrenched. Across the vast landscape, inadequate practices, weak enforcement mechanisms, and a widespread lack of awareness among both consumers and food handlers contribute to this grave situation. Unhygienic food handling, poor storage conditions, and the pervasive use of contaminated raw materials are disturbingly common, particularly within the vast informal food sector. This sector, a lifeline for many Nigerians, often operates without the most basic amenities, such as running water, adequate refrigeration, or proper waste disposal. The problem is further compounded by insidious issues like food fraud, deliberate adulteration of products, and the indiscriminate misuse of agrichemicals, leading to numerous documented cases of mass poisonings and tragic deaths across the country. A critical and alarming finding is the glaring absence of an organized system for monitoring food safety issues. This systemic failure means that incidents are often misclassified, under-investigated, and consequently, the true scope of the problem remains obscured.

Beyond the immediate public health ramifications, the ramifications of Nigeria’s weak phytosanitary policies and inadequate regulatory oversight ripple into the international arena, costing the nation millions in lost export revenue. The repeated rejection of Nigerian agricultural products by discerning international markets, including the EU, US, and various Asian countries, due to contamination from pesticides, aflatoxins, and pest infestations, severely limits market access and fundamentally undermines the nation’s agricultural competitiveness. The seven-year EU ban on Nigerian bean exports, initiated in 2015 and costing the country millions, stands as a stark and painful reminder of these systemic failures. It underscores the urgent need for a robust and internationally recognized food safety framework if Nigeria is to truly unlock its agricultural potential on the global stage.

Crucial regulatory bodies like the National Agency for Food and Drug Administration and Control (NAFDAC) and the Standards Organisation of Nigeria (SON), along with policies such as the National Policy on Food Safety (NPFS), are in place to ensure food safety in Nigeria. However, their full effectiveness faces ongoing challenges in implementation and enforcement.

These challenges often stem from overlapping responsibilities, insufficient funding, and a need for greater collaboration among the various agencies. Additionally, current legislation lacks comprehensive traceability requirements, which can make it difficult to identify the origin of contamination and assign accountability. Furthermore, certain traditional cultural practices sometimes present a barrier to the widespread adoption of modern, hygienic food handling standards.

Overcoming these formidable hurdles requires a concerted, multi-pronged strategy. For customers, fostering a culture of food safety is imperative. A pivotal step in addressing this crisis lies in empowering consumers through comprehensive public awareness campaigns and readily accessible food safety education. These initiatives must be presented in simple, digestible formats, perhaps through a “food safety culture toolkit” that demystifies complex information. Education should emphasize the critical importance of personal hygiene, safe food handling, proper storage, and effective preparation practices, all aligned with the World Health Organization’s (WHO) internationally recognized “Five Keys to Safer Food.” Also, promoting the widespread adoption of robust risk assessment and management tools, such as Hazard Analysis and Critical Control Points (HACCP) systems, is vital for food businesses of all sizes. This proactive approach can significantly mitigate risks throughout the food production process.

For market competitiveness, elevating standards and enforcement should be the goal. To enhance Nigeria’s global market competitiveness, a strategic focus on strengthening regulatory oversight is paramount. This includes substantial investment in modern testing and quarantine infrastructure, which is essential for meeting stringent international standards. Furthermore, establishing a more coordinated and effective phytosanitary enforcement authority will streamline processes and ensure compliance. By improving these standards, Nigeria can drastically reduce export rejections, enhance its credibility in global trade, and unlock immense opportunities presented by schemes like the UK’s Developing Countries Trading Scheme (DCTS), which offers duty-free access to over 3,000 Nigerian products. Crucially, enacting the comprehensive National Food Safety and Quality Bill is a vital legislative step, along with ensuring greater involvement and capacity building for state and local authorities in food safety enforcement.

By prioritizing food safety, Nigeria stands at a critical juncture where it can not only safeguard the health and well-being of its citizens but also significantly boost its agricultural exports, attract much-needed foreign investment, create sustainable jobs, and ensure overall economic prosperity. This is not merely a regulatory issue; it is a fundamental pillar of national development.


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