Feature/OPED
Tinubu’s 15% Fuel Duty: Taxing Pain in a Broken Economy
By Blaise Udunze
When a nation is bleeding economically, with inflation at historic highs and citizens gasping for survival, one expects government policy to offer relief, not suffocation. Yet, President Bola Ahmed Tinubu’s approval of a 15 per cent import duty on petrol and diesel does the exact opposite for it taxing pain in a broken economy.
According to a presidential letter dated October 21, 2025, and addressed to the Federal Inland Revenue Service (FIRS) and the Nigerian Midstream and Downstream Petroleum Regulatory Authority (NMDPRA), Tinubu directed the immediate implementation of the new import tariff as part of what the government described as a “market responsive import tariff framework.”
Signed by his Private Secretary, Damilotun Aderemi, the memo followed a proposal by the Executive Chairman of the FIRS, Zacch Adedeji, who claimed the measure was part of “ongoing reforms to boost local refining, ensure price stability, and strengthen the naira-based oil economy” in line with the so-called Renewed Hope Agenda.
In theory, it sounds noble with the aim to protect local refineries, promote energy security, and build a self-sustaining oil economy. But in practice, this policy is another dagger in the heart of Nigerians already crushed by the triple burden of fuel inflation, currency collapse, and dwindling purchasing power.
Because let’s face it, you cannot tax your way out of poverty when the people are already too poor to pay for survival.
The New Tariff: A Policy with Pain Written All Over It
Under the directive, importers will now pay a 15 per cent ad-valorem duty on the cost, insurance, and freight (CIF) value of imported petrol and diesel. The government argues that this will “align import costs with domestic market realities” and “protect local producers from unfair pricing.”
But industry data reveal what this truly means at current CIF levels, the new tariff will raise the landing cost of petrol by about N99.72 per litre. In other words, the already painful pump price hovering around N920 per litre in many parts of Nigeria could easily surpass N1,000 per litre within weeks.
This isn’t speculation, it is arithmetic. Depot operators have already sounded the alarm.
“As it is, the price of fuel may go above N1,000 per litre. I don’t know why the government will be adding more to people’s suffering,” one operator lamented in an interview.
Another industry source added, “Some of the importers are working in alignment with Dangote, which is why the last price increase was general. All players raised their prices at once. Without a clear framework to stabilise market forces, this import duty will worsen the hardship faced by consumers.”
So, while the government insists the duty “won’t choke supply or inflate prices beyond sustainable thresholds,” market realities tell a different story. The moment you tax importation of essential energy products in a country that barely refines any petrol domestically, you are effectively taxing the daily lives of millions who depend on that fuel to move, work, and eat.
An Economy Already in Free Fall
Nigeria’s economy today stands on the brink. The naira has lost nearly half its value since mid-2023, driving annual inflation above 34 percent, while food inflation hovers at 40 percent, according to the National Bureau of Statistics (NBS). In one of the world’s largest oil producing nations, fuel prices quintupled, increasing more than 514 percent from N175 in May 2023 to N900, transportation costs have skyrocketed with the “agbuero” extortion compounding issues, small businesses are collapsing, and households are cutting meals to survive.
When fuel prices rise, everything else follows, from food to transportation, rent, and the cost of living. The import duty therefore becomes a multiplier of misery, cascading through the economy in ways the government either underestimates or deliberately ignores.
Manufacturers who depend on diesel to power their factories will pass the extra cost to consumers. Transporters will raise fares. Traders will hike prices. Schools, hospitals, and logistics companies will all adjust their rates upward.
Within a few months, the 15 percent duty will translate into another round of inflationary spiral, deepening poverty and eroding the value of wages even further.
According to the National Bureau of Statistics, over 133 million Nigerians already live-in multidimensional poverty. While the World Bank’s 139 million estimate translates to roughly six in 10 Nigerians living below poverty line. This new tax could easily push millions more into deeper deprivation.
Protecting Local Refineries or Creating a Monopoly?
The government justifies this new tariff as a way to “protect local refineries.” But this explanation exposes the deeper structural danger that Nigeria may be walking straight into a private monopoly in the petroleum sector with Dangote Refinery as the ultimate winner.
While protecting local industry is a legitimate policy goal, doing so without ensuring fair competition is economic suicide. The reality today is that Dangote Refinery dominates the refining landscape both in size and political influence.
Most of the smaller modular refineries in the Niger Delta are struggling to start production due to lack of crude supply, high financing costs, and regulatory uncertainty. The government’s import duty, therefore, does not create a level playing field; it simply tilts the market decisively in favour of Dangote.
If importers are taxed heavily while one giant refinery backed by political access and incentives controls the supply chain, the result is a monopoly, not a free market. And when one player dominates fuel production and pricing in a country of over 200 million people, the economy is at his mercy.
Dangote could dictate wholesale prices, influence market supply, and quietly shape government policy, all under the banner of “local protection.” Already, marketers allege that the last round of price increases was coordinated across the board, hinting at a shadow monopoly forming in plain sight.
This is dangerous for any economy, but for Nigeria where corruption and patronage distort every policy, it is catastrophic.
Energy Security Built on Fragile Foundations
The FIRS memo to the President claimed that the new tariff aims to “strengthen local refining capacity and ensure affordable supply.” But local refining remains largely aspirational.
As of today, Nigeria still imports nearly all its petrol, despite having four state owned refineries that are perpetually moribund. The Dangote Refinery, although a technical marvel, is still struggling to achieve full-scale petrol output and relies on imported crude for much of its operations.
The modular refineries, which were supposed to fill the gap, are barely surviving. Without access to crude oil feedstock often monopolised by larger operators, they cannot compete.
So, who exactly is being protected by this policy?
Certainly not the small modular refineries in Edo, Bayelsa, or Rivers. Not the ordinary Nigerian who will now pay N1,000 for a litre of fuel. Not even the struggling logistics sector, already crippled by high energy costs.
The only entity that benefits is a dominant private player who can withstand the short-term shock and then profit massively once competitors are priced out.
Policy Contradictions and Economic Disconnect
The tragedy of this decision lies not only in its cruelty but in its confusion. The same administration that preaches “ease of doing business” and “market freedom” is imposing tariffs that stifle competition and hurt consumers.
When President Tinubu removed fuel subsidy in May 2023, he promised that “subsidy is gone” and that market forces would drive fair pricing. But over a year later, Nigerians have learned that what replaced subsidy is not a free market but it is a managed monopoly, backed by selective protectionism and opaque pricing.
The contradiction is stark. You cannot remove subsidies on one hand and then impose punitive tariffs on the other. You cannot preach deregulation while protecting a single dominant player.
This isn’t market reform; it is economic confusion disguised as policy innovation.
The Human Cost: Everyday Nigerians Paying the Price
For the ordinary Nigerians, the macroeconomics of import tariffs mean little. What matters is survival.
A family man who spends N2,000 daily on transport now faces N3,000. A small business owner running a diesel generator must now budget twice as much for power. Food vendors, farmers, delivery riders, all are trapped in a cycle of rising costs and shrinking incomes.
Each increase in fuel price is another wound to the working class. And when government justifies it with lofty phrases like “energy security” and “local capacity protection,” it insults the intelligence of citizens who know that their suffering funds elite comfort.
The average Nigerian no longer trusts policy announcements because they have learned that every “reform” means more hardship.
Inflationary Tsunami Ahead
Economic experts have already warned that this new import duty could ignite a fresh wave of inflation. Since transportation is a key cost component in nearly every sector, a 15 percent increase in fuel import costs will ripple through the entire economy.
Analysts at SBM Intelligence estimate that transport fares could rise by another 25–30 percent, while food inflation could easily cross 45 percent by early 2026 if the policy is not reversed.
This isn’t mere speculation. We have been here before. After subsidy removal in 2023, inflation jumped from 22 percent to 34 percent within months. The difference now is that citizens have exhausted their coping mechanisms.
When people can no longer eat, they revolt. The Nigerian state risks pushing its citizens to that breaking point.
Killing Local Competition Before It is Born
Ironically, while the government claims to be “protecting local refining,” this policy will likely kill smaller refineries before they gain traction.
Most modular refineries were financed by private capital at high interest rates. They need steady cash flow and competitive margins to survive. But when the government grants one mega-refinery privileged protection and imposes heavy duties on imports, it destroys the business case for smaller players.
No investor will finance modular refineries if the regulatory environment favours one company. And when competition dies, innovation dies with it.
Nigeria could have built a diversified refining ecosystem, with multiple regional players supplying local markets and driving down costs. Instead, it is creating a single industrial empire whose influence will dwarf even that of the Nigerian National Petroleum Company (NNPC).
That is not industrial policy. It is economic feudalism.
A Mirage of Regional Price Comparisons
The government argues that even with the new tariff, Nigeria’s pump prices would remain below regional averages: N964 per litre compared to Senegal’s $1.76, Côte d’Ivoire’s $1.52, and Ghana’s $1.37.
But this comparison is disingenuous. Those countries have stable power grids, working public transportation, and better social safety nets. Nigerians don’t.
In a nation where fuel directly powers homes, businesses, and schools due to epileptic electricity supply, any increase in fuel price hits far harder. Comparing Nigeria to Senegal or Ghana ignores the structural poverty and infrastructure decay that amplify every price shock.
It is like comparing a man who walks barefoot to another who drives a car and both are on the road, but one feels every stone.
Taxing Misery in the Name of Reform
Policies like this expose the moral blindness of governance in Nigeria. They treat citizens as economic statistics, not human beings.
The government sees fuel as a fiscal problem to be taxed, not a lifeline that millions depend on. It assumes that raising revenue justifies raising suffering.
But no reform can succeed if it crushes the very people it is meant to uplift.
Even from a fiscal standpoint, this duty will not deliver the revenue the government expects. Higher pump prices will reduce demand, encourage smuggling, and fuel black-market trading. The result will be less revenue, more inflation, and higher corruption.
Policy Alternatives That Make Sense
If the goal is truly to strengthen local refining and energy security, there are better, smarter paths to take.
– Provide access to crude oil for modular refineries under transparent, fair terms.
– Offer tax incentives for local refiners, not punitive import tariffs that hurt consumers.
– Encourage competition through regulatory equity, not protectionism.
– Invest in energy infrastructure, including pipelines, storage, and distribution to reduce logistics costs.
– Reform the power sector so that industries are not forced to rely on diesel for survival.
Nigeria doesn’t need more taxes; it needs intelligent policies that balance protection with affordability.
The Politics of Pain
Let’s be clear, this 15 percent duty is as political as it is economic. It serves powerful business interests cloaked in nationalist rhetoric.
Tinubu’s government has consistently framed hardship as “sacrifice” for a better future. But when sacrifice becomes perpetual, it ceases to be patriotic, it becomes exploitation.
The political cost of this decision could be severe. Nigerians who tolerated subsidy removal with the promise of reform may not tolerate another shock that pushes them into darkness.
Already, discontent is growing. Labour unions are preparing for protests, civil society groups are calling for reversal, and the opposition is mobilising public anger.
If unchecked, this could become the defining crisis of the Tinubu presidency as a symbol of reform gone wrong.
The Road Not Taken
There was an opportunity to rebuild Nigeria’s energy sector through inclusive, transparent reforms. The government could have used the subsidy savings to fix refineries, support modular operators, and invest in renewables.
Instead, it has chosen the easy route by taxing more, explaining less, and hoping for miracles.
But the laws of economics are unforgiving. You cannot squeeze revenue from an economy that is shrinking. You cannot build energy security on policies that destroy purchasing power. You cannot claim to protect the poor by enriching monopolies.
A Nation at the Crossroads
President Tinubu’s 15 percent fuel import duty is not just a fiscal measure, it is a moral test of governance.
It asks whether the Nigerian state still sees its people as citizens or merely as consumers to be taxed. Whether “Renewed Hope” means renewed hardship. Whether government policy can still reflect empathy, not elitism.
As petrol edges beyond N1,000 per litre and diesel costs strangle businesses, Nigerians are once again left to bear the consequences of decisions they did not make and cannot afford.
History will judge this administration not by its slogans, but by how it handled the suffering of its people.
And if the story of this fuel duty becomes the story of another failed reform of monopolies masquerading as markets, and citizens sacrificed for profit, then “Renewed Hope” will be remembered not as a promise, but as a warning.
Blaise, a journalist and PR professional writes from Lagos, can be reached via: [email protected]
By Linda Saunders
We will be the last generation to work with all-human workforces. This is not a provocative soundbite but a statement of fact, one that signals a fundamental shift in how organisations operate and what leadership now demands. The challenge facing today’s leaders is not simply adopting new technology but architecting an entirely new operating model where humans and autonomous AI agents work in concert.
According to Salesforce 2025 CEO research, 99% of CEOs say they are prepared to integrate digital labor into their business, yet only 51% feel fully prepared to do so. This gap between awareness and readiness reveals the central tension of this moment: we recognise the transformation ahead but lack established frameworks for navigating it. The question is no longer whether AI agents will reshape work, but whether leaders can develop the new capabilities required to direct this dual workforce effectively.
The scale of change is already visible in the data. According to the latest CIO trends, AI implementation has surged 282% year over year, jumping from 11% to 42% of organisations deploying AI at scale. Meanwhile, the IDC estimates that digital labour will generate a global economic impact of $13 trillion by 2030, with their research suggesting that agentic AI tools could enhance productivity by taking on the equivalent of almost 23% of a full-time employee’s weekly workload.
With the majority of CEOs acknowledging that digital labor will transform their company structure entirely, and that implementing agents is critical for competing in today’s economic climate, the reality is that transformation is not coming, it’s already here, and it requires a fundamental change to the way we approach leadership.
The Director of the Dual Workforce
Traditional management models, built on hierarchies of human workers executing tasks under supervision, were designed for a different era. What is needed now might be called the Director of the dual workforce, a leader whose mandate is not to execute every task but to architect and oversee effective collaboration between human teams and autonomous digital labor. This role is governed by five core principles that define how AI agents should be structured, deployed and optimised within organisations.
Structure forms the foundation. Just as organisational charts define human roles and reporting lines, leaders must design clear frameworks for AI agents, defining their scope, establishing mandates and setting boundaries for their operation. This is particularly challenging given that the average enterprise uses 897 applications, only 29% of which are connected. Leaders must create coherent structures within fragmented technology landscapes as a strong data foundation is the most critical factor for successful AI implementation. Without proper structure, agents risk operating in silos or creating new inefficiencies rather than resolving existing ones.
Oversight translates structure into accountability. Leaders must establish clear performance metrics and conduct regular reviews of their digital workforce, applying the same rigour they bring to managing human teams. This becomes essential as organisations scale beyond pilot projects and we’ve seen a significant increase in companies moving from pilot to production, indicating that the shift from experimentation to operational deployment is accelerating. It’s also clear that structured approaches to agent deployment can deliver return on investment substantially faster than do-it-yourself methods whilst reducing costs, but only when proper oversight mechanisms are in place.
To ensure agents learn from trusted data and behave as intended before deployment, training and testing is required. Leaders bear responsibility for curating the knowledge base agents access and rigorously testing their behaviour before release. This addresses a critical challenge: leaders believe their most valuable insights are trapped in roughly 19% of company data that remains siloed. The quality of training directly impacts performance and properly trained agents can achieve 75% higher accuracy than those deployed without rigorous preparation.
Additionally, strategy determines where and how to deploy agent resources for competitive advantage. This requires identifying high-value, repetitive or complex processes where AI augmentation drives meaningful impact. Early adoption patterns reveal clear trends: according to the Salesforce Agentic Enterprise Index tracking the first half of 2025, organisations saw a 119% increase in agents created, with top use cases spanning sales, service and internal business operations. The same research shows employees are engaging with AI agents 65% more frequently, and conversations are running 35% longer, suggesting that strategic deployment is finding genuine utility rather than novelty value.
The critical role of observability
The fifth principle, to observe and track, has emerged as perhaps the most critical enabler for scaling AI deployments safely. This requires real-time visibility into agent behaviour and performance, creating transparency that builds trust and enables rapid optimisation.
Given the surge in AI implementation, leaders need unified views of their AI operations to scale securely. Success hinges on seamless integration into core systems rather than isolated projects, and agentic AI demands new skills, with the top three in demand being leadership, storytelling and change management. The ability to observe and track agent performance is what makes this integration possible, allowing leaders to identify issues quickly, demonstrate accountability and make informed decisions about scaling.
The shift towards dual workforce management is already reshaping executive priorities and relationships. CIOs now partner more closely with CEOs than any other C-suite peer, reflecting their changing and central role in technology-driven strategy. Meanwhile, recent CHRO research found that 80% of Chief Human Resources Officers believe that within five years, most workforces will combine humans and AI agents, with expected productivity gains of 30% and labour cost reductions of 19%. The financial perspective has also clearly shifted dramatically, with CFOs moving away from cautious experimentation toward actively integrating AI agents into how they assess value, measure return on investment, and define broader business outcomes.
Leading the transition
The current generation of leaders are the crucial architects who must design and lead this transition. The role of director of the dual workforce is not aspirational but necessary, grounded in principles that govern effective agent deployment. Success requires moving beyond viewing AI as a technical initiative to understanding it as an organisational transformation that touches every aspect of operations, from workflow design to performance management to strategic planning.
This transformation also demands new capabilities from leaders themselves. The skills that defined effective management in all-human workforces remain important but are no longer sufficient. Leaders must develop fluency in understanding agent capabilities and limitations, learn to design workflows that optimally divide labor between humans and machines, and cultivate the ability to measure and optimise performance across both types of workers. They must also navigate the human dimensions of this transition, helping employees understand how their roles evolve, ensuring that the benefits of productivity gains are distributed fairly, and maintaining organisational cultures that value human judgement and creativity even as routine tasks migrate to digital labor.
The responsibility to direct what comes next, to architect systems where human creativity, judgement and relationship-building combine with the scalability, consistency and analytical power of AI agents, rests with today’s leaders. The organisations that thrive will be those whose directors embrace this mandate, developing the structures, oversight mechanisms, training protocols, strategic frameworks and observability systems that allow dual workforces to deliver on their considerable promise.
By Isah Kamisu Madachi
Nigeria has been preparing for a sustainable future beyond oil for years. At COP26 in the UK, the country announced its commitment to carbon neutrality by 2060. Shortly after the event, the Energy Transition Plan (ETP) was unveiled, the Climate Change Act 2021 was passed and signed into law, and an Energy Transition Office was created for the implementations. These were impressive efforts, and they truly speak highly of the seriousness of the federal government. However, beyond climate change stress, there’s an angle to look at this issue, because in practice, an important question in this conversation that needs to be answered is: how exactly will Nigeria’s economy be when oil finally stops paying the bills?
For decades, oil has been the backbone of public finance in Nigeria. It funds budgets, stabilises foreign exchange, supports states through monthly FAAC allocations, and quietly props up the naira. Even when production falls or prices fluctuate, the optimism has always been that oil will somehow carry Nigeria through the storms. It is even boldly acknowledged in the available policy document of the energy transition plan that global fossil fuel demand will decline. But it does not fully confront what that decline means for a country of roughly 230 million people whose economy is still largely structured around oil dollars.
Energy transition is often discussed from the angle of the emissions issue alone. However, for Nigeria, it is first an economic survival issue. Evidence already confirms that oil now contributes less to GDP than it used to, but it remains central to government revenue and foreign exchange earnings. When oil revenues drop, the effects are felt in budget shortfalls, rising debt, currency pressure, and inflation. Nigerians experienced this reality during periods of oil price crashes, from 2014 to the pandemic shock.
The Energy Transition Plan promises to lift 100 million Nigerians out of poverty, expand energy access, preserve jobs, and lead a fair transition in Africa. These are necessary goals for a future beyond fossil fuels. But this bold ambition alone does not replace revenue. If oil earnings shrink faster than alternative sources grow, the transition risks deepening fiscal stress rather than easing it. Without a clear post-oil revenue strategy tied directly to the transition, Nigeria may end up cleaner with the net-zero goals achieved, but poorer.
Jobs need to be considered, too. The plan recognises that employment in the oil sector will decline over time. What should be taken into consideration is where large-scale employment will come from. Renewable energy, of course, creates jobs, but not automatically, and not at the scale oil-related value chains once supported, unless deliberately designed to do so. Solar panels assembled abroad and imported into Nigeria will hardly replace lost oil jobs. Local manufacturing, large-scale skills development, and industrial policy are what make the difference, yet these remain weak links in Nigeria’s transition conversation.
The same problem is glaringly present in public finance. States that depend heavily on oil-derived allocations are already struggling to pay salaries, though with improvement after fuel subsidy removal. A future with less oil revenue will only worsen this unless states are supported to proactively build formidably productive local economies. Energy transition, if disconnected from economic diversification, could unintentionally widen inequality between regions and states and also exacerbate dependence on internal and external borrowing.
There is also the foreign exchange question. Oil export is still Nigeria’s main source of dollars. As global demand shifts and revenues decline, pressure on the naira will likely intensify unless non-oil exports rise in a dramatically meaningful way. However, Nigeria’s non-oil export base remains very narrow. Agriculture, solid minerals, manufacturing, and services are often mentioned, but rarely aligned with the Energy Transition Plan in a concrete and measurable way.
The core issue here is not about Nigeria wanting to transition, but that it wants to transition without rethinking how the economy earns, spends, and survives. Clean energy will not automatically fix public finance, stabilise the currency, or replace lost oil income and jobs. Those outcomes require deliberate and strategic economic choices that go beyond power generation and meeting emissions targets. Otherwise, the country will be walking into a future where oil is no longer dependable, yet nothing else has been built strongly enough to pay the bills as oil did.
Isah Kamisu Madachi is a policy analyst and development practitioner. He writes from Abuja and can be reached via [email protected]
On a particular Saturday each February, before dawn breaks over Lagos and thousands of participants prepare for the event, the city is filled with an unmistakable sense of anticipation. Roads typically bustling with traffic become thoroughfares devoted to new possibilities. Whether it is first-time runners adjusting their bibs or elite athletes focusing on the challenge ahead, a recurring question arises in both public discourse and executive meetings: What motivates Access to consistently support Africa’s largest road race year after year?
The response does not lie merely within sponsorship objectives or marketing strategies. Rather, it emanates from a philosophy of leadership, one that recognises institutions as interconnected with society, measuring true success by purpose, people, and enduring social impact, not solely by financial outcomes.
For Access, the Lagos City Marathon is a statement of belief in Africa’s potential, a commitment to collective progress, and a powerful reflection of the values that guide how we build businesses and engage with communities across the continent.
Marathon as Metaphor for Africa’s Journey
A marathon is not won in the first kilometre. It demands patience, resilience, discipline, and an unshakable belief in the finish line, even when it feels impossibly far away. These qualities mirror Africa’s own development journey and the realities of building enduring institutions on the continent.
Access sees the marathon as a living metaphor for what it takes to create sustainable impact. Growth is rarely linear. Progress often comes with setbacks. But those who stay the course, who invest consistently, and who keep moving forward ultimately create lasting change. This philosophy shapes how we approach banking, partnerships, innovation, and leadership.
Supporting Africa’s biggest road race is therefore not incidental. It reinforces the idea that success, whether personal, corporate, or national, is built through long-term commitment rather than short-term wins.
People at the Centre of Progress
What makes the Lagos City Marathon truly special is its inclusivity. On race day, the streets belong to everyone: professionals running for personal bests, young people discovering the joy of movement, families cheering from the sidelines, and communities coming together in shared celebration.
This diversity reflects Access’s people-first philosophy, believing that progress is most powerful when it is inclusive, when platforms are designed to welcome participation rather than privilege exclusivity. By championing the marathon, we invest in a space where people from all walks of life are united by a common goal: to push beyond perceived limits.
Leadership Beyond Profit
Today’s business environment demands more from corporate leaders. Stakeholders increasingly expect institutions to contribute meaningfully to society, not as an afterthought, but as an integral part of strategy. Access embraces this responsibility.
Championing the Lagos City Marathon is one of the ways leadership is projected from Access. It is an opportunity to demonstrate what values-driven leadership looks like in action. The race promotes physical and mental wellness, encourages healthy lifestyles, and reinforces the importance of balance,lessons that are as relevant in the workplace as they are on the road.
More importantly, it shows that leadership is not about standing apart from society, but about standing with it. Running alongside communities. Investing in shared experiences. Creating platforms that inspire confidence and ambition, especially for young Africans who are redefining what is possible.
Economic and Social Impact That Lasts
The impact of the marathon extends far beyond race day. Each edition generates economic activity across multiple sectors, hospitality, transportation, logistics, retail, media, and tourism. Small businesses thrive, jobs are created, and local vendors benefit from increased footfall.
By attracting international runners and visitors, the marathon positions Lagos as a global destination capable of hosting world-class events. It challenges outdated narratives and showcases Nigeria’s ability to deliver excellence at scale. This visibility matters, not just for the city, but for the continent.
Building a Legacy of Inspiration
Perhaps the most enduring value of the marathon lies in inspiration. For many runners, crossing the finish line is a personal victory, proof that they can commit, endure, and succeed. For spectators, it is a powerful reminder of human potential and collective spirit.
These moments matter. They shape mindsets. They encourage people to set bigger goals, whether in health, career, or community. They reinforce the belief that with the right support and determination, progress is possible.
Access champions this race because of the belief that Africa deserves platforms that inspire millions to move, dream, and achieve more.
Leading the Long Race Together
Leadership, like a marathon, is not a sprint. It requires vision, endurance, and the willingness to keep going even when results are not immediate. Access is committed to running this long race with Africa, investing in people, institutions, and platforms that drive sustainable growth.
As runners take their marks every February, we are reminded that progress is built one step at a time. By championing Africa’s biggest road race, Access shows its belief in collective effort, long-term impact, and the power of leadership that moves with society, not ahead of it, and never apart from it.Because when Africa runs, we all move forward.
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