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Sahara Group Urges Sustained Global Partnerships

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By Dipo Olowookere

Executive Director of Sahara Group, Mr Tonye Cole, has said that achieving the 2030 target for the Sustainable Development Goals (SDGs) will require strategic and continuing multi-sectoral collaboration across the globe.

Officially branded ‘Transforming our world: the 2030 Agenda for Sustainable Development,’ the SDGs is a set of 17 aspirational ‘Global Goals’ with 169 targets between them.

The goals include: ending poverty and hunger, improving health and education, making cities more sustainable, combating climate change, and protecting oceans and forests. The SDGs document was adopted at the UN Sustainable Development Summit September 25–27, 2015 in New York, USA.

Mr Cole, who is also co-founder of Sahara, a leading African Power and Energy Conglomerate, said the SDGs platform had since become a veritable tool for addressing critical developmental issues globally.

“Going by available records, a significant success trend is emerging and it is great to see unfolding collaboration amongst several stakeholders on interventions being midwifed by the United Nations and its affiliates. It is imperative for governments, private sector, NGOs, international development agencies and global civil society to work together in a sustainable manner to ensure the targets of the SDGs are achieved by 2030.”

He noted that Sahara Group has implemented sundry SDGs compliant interventions and is currently supporting several partnership platforms that are setting the tone for accelerating the achievement of the SDGs across the globe.

Sahara Group and the SDGs

Goal 1: End poverty in all its forms everywhere

Sahara has empowered people of varied of orientation through its economic empowerment initiatives across the nation.

Goal 2: End hunger, achieve food security and improved nutrition and promote sustainable agriculture

The Food Africa Project: A very first of its kind, this is the product of a partnership involving Sahara Group, the United Nations Sustainable Development Goals- Fund (SDG-F) and the Kaduna State Government aimed at empowering the people of Kaduna State and alleviating poverty through food security. The plan is to replicate this across Africa.

Goal 3: Ensure healthy lives and promote well-being for all at all ages

Sahara has upgraded primary health centers across Nigeria, and carried out eye surgeries, malaria and health awareness programmes.

Goal 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all

Sahara has implemented several Teacher training programmes, school infrastructure upgrades and scholarship programmes for indigent students.

Goal 5: Achieve gender equality and empower all women and girls

Sahara is involved in skills training programmes to equip women and young girls with skills in selected vocations and empower them to become masters of skills, more financially independent and eventually start businesses of their own

Goal 6: Ensure availability and sustainable management of water and sanitation for all

Through the provision of mechanized water systems and hand pump boreholes Sahara has created access to potable water in rural communities, and through collaboration with WATER has eradicated guinea worm disease across West Africa.

Goal 7: Ensure access to affordable, reliable, sustainable and modern energy for all

Sahara has encouraged the development of alternative sources of energy through partnership with ENACTUS and youths in institutions of higher learning in Nigeria. Sahara plans to replicate this model across other locations in Africa.

Goal 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

Sahara Group’s ‘School Feeding Programme’ has provided employment and considerable financial independence for farmers, caterers and traders within the beneficiary communities

Goal 16: Peace, Justice and Strong Institutions

Sahara Group is spearheading a growing wave of transparency and good governance principles across Africa’s business space through its membership of the World Economic Forum community – Partnering Against Corruption Initiative (PACI). Sahara collaborates with global, regional and national organisations to promote sustainable development and transparency in business.

Goal 17: Strengthen the means of implementation and revitalize the global partnership for sustainable development

Sahara Group and other partners hope to integrate the entire food value chain – the farmer, wholesaler, retailer and consumer- through the Food Africa Project. This will facilitate a sustainable source of food security, poverty alleviation and eradication, skill acquisition and social inclusiveness. The Food Africa project aims to impact at least 500,000 beneficiaries (30% direct beneficiaries and 70% indirect beneficiaries) providing families with better nutrition and livelihood opportunities over a five year period.

Dipo Olowookere is a journalist based in Nigeria that has passion for reporting business news stories. At his leisure time, he watches football and supports 3SC of Ibadan. Mr Olowookere can be reached via [email protected]

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Senate Seeks CBN’s Full Disclosure on Unremitted N1.44trn Surplus

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By Adedapo Adesanya

The Senate has demanded detailed explanation from the Central Bank of Nigeria (CBN) over the alleged non-remittance of N1.44 trillion in operating surplus.

The Senate Committee on Banking, Insurance and Other Financial Institutions, chaired by Mr Tokunbo Abiru, opened its statutory briefing with a firm call for transparency at the apex bank, noting that the Auditor-General’s query on the unremitted funds required a full, clear and documented response, insisting that public trust in monetary governance depended on strict accountability.

While acknowledging the CBN’s achievements in stabilising the foreign exchange market and reducing inflation, Mr Abiru underscored that such progress must be accompanied by institutional responsibility.

He stated the Senate expected the CBN to explain the circumstances surrounding the query, outline corrective steps taken and reveal safeguards against future lapses.

This came as the Governor of the central bank, Mr Yemi Cardoso, appeared before the senate committee and offered an extensive review of economic conditions, asserting that Nigeria was experiencing renewed macroeconomic stability across major indicators.

Mr Cardoso attributed the progress to bold monetary reforms, foreign-exchange liberalisation and disciplined liquidity management implemented since mid-2025.

According to him, headline inflation had declined for seven consecutive months, from 34.6 per cent in November 2024 to 16.05 per cent in October 2025, marking the steepest and longest disinflation trend in over a decade.

Food inflation accruing to him also slowed to 13.12 per cent, supported by improved supply conditions and exchange-rate predictability.

The CBN governor described the foreign-exchange market as fundamentally transformed, adding that speculative attacks and arbitrage opportunities had largely disappeared.

According to him, the premium between the official and parallel markets had fallen to below two per cent, compared to over 60 per cent a year earlier. As of November 26, the naira traded at N1,442.92 per dollar at the Nigerian Foreign Exchange Market, stronger than the N1,551 average recorded in the first half of 2025.

He also announced a sharp rise in external reserves to $46.7 billion, the highest in nearly seven years and sufficient to cover over ten months of imports.

Diaspora remittances, he noted, had tripled to about $600 million monthly, while foreign capital inflows reached $20.98 billion in the first ten months of 2025, 70 per cent higher than in 2024 and more than four times the 2023 figure.

Cardoso further confirmed that the CBN had fully cleared the $7 billion verified FX backlog, restoring investor confidence and strengthening Nigeria’s balance-of-payments position.

On banking-sector stability, he reported that recapitalisation efforts were progressing smoothly. Twenty-seven banks had already raised new capital, with sixteen meeting or surpassing the new regulatory thresholds ahead of the March 31, 2026 deadline, highlighting improvements in ATM cash availability, digital-payments oversight and cybersecurity compliance.

Despite the positive indicators, the Senate sought clarity on several policy decisions.

Mr Abiru pressed for explanations on the sustained 45 per cent Cash Reserve Ratio (CRR), the 75 per cent CRR applied to non-Treasury Single Account public-sector deposits, FX forward settlements, mutilated naira notes in circulation, excessive bank charges, failed electronic transactions and the compliance of CBN subsidiaries with parliamentary oversight.

He also requested an update on the activities of the Financial Services Regulatory Coordinating Committee, arguing that stronger inter-agency cooperation was necessary to maintain public confidence.

The session later moved into a closed-door meeting.

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Toxic Bank Assets: AMCON Repays CBN N3.6trn, Still Owes N3trn

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By Modupe Gbadeyanka

About N3.6 trillion has been repaid to the Central Bank of Nigeria (CBN) by the Asset Management Corporation of Nigeria (AMCON) since its inception in 2010.

This information was revealed by the chief executive of AMCON, Mr Gbenga Alade, during a media parley to update the press on the activities of the agency.

Mr Alade said at the moment, the organisation still owes the central bank about N3 trillion for toxic assets of banks in the country.

He praised the organisation for its asset recovery drive, stressing that when compared with others across the world, Nigeria has done well.

“It is important to stress that the corporation has done tremendously well, especially when compared to other notable government-owned Asset Management Corporations around the world.

“Based on the balance at purchase, AMCON outperformed other Asset Management Corporations all over the world by achieving over 87 per cent in recoveries despite the unique challenges associated with debt recovery in Nigeria.

“The Malaysian Danaharta, which is adjudged one of the best performing Asset Management Corporation’s, only achieved 58 per cent. The Chinese Asset Management Corporation, despite its stricter laws, achieved just 33 per cent.

“Only the Korean Asset Management Corporation (KAMCO), South Korea, has achieved more recoveries than AMCON, with about 100 per cent. This was due to their brute force with which they chased the obligors.

“Despite KAMCO’s recovery records, the agency is still operational to date with slight realignments in its mandate.

“Other noted Asset Management Corporations that have transitioned into a perpetual institution of the various governments include, China Asset Management Company, Federal Deposit Insurance Corporation (FDIC) USA, and KFW Germany.

“So, gentlemen, without sounding immodest, AMCON has done well, and we will not relent until all the outstanding debts are fully realized,” Mr Alade stated.

On the financial performance of AMCON, he said last year, the firm posted a revenue of N156.25 billion and operating expenses of N29.04 billion, while for the 2025 fiscal year should be a revenue of N215.15 billion and operating expenses of N29.06 billion.

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The Alternative Bank Opens Effurun Branch in Delta

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By Modupe Gbadeyanka

One of the non-interest banks in Nigeria, The Alternative Bank (AltBank), has opened a new branch in Effurun, Delta State.

The new office will serve the Edo-Delta region and provide purposeful banking and real financial empowerment for individuals, entrepreneurs, and businesses, a statement from the firm stated.

The lender disclosed that the Effurun branch is a bold move in its mission to reshape banking in Nigeria.

The launch was graced by key dignitaries, including the Ovie of Uvwie Kingdom, Emmanuel Ekemejewa Sideso Abe I; the Chairman of Uvwie Local Government, Anthony O. Ofoni, represented his vice, Andrew Agagbo; and the Special Adviser to the Governor of Delta State on Community Development, Mr Ernest Airoboyi; amongst others.

The Divisional Head for South at The Alternative Bank, Mr Chukwuemeka Agada, emphasised the institution’s commitment to Warri and its surrounding communities.

“By establishing a presence here, we are initiating a transformation in the way banking serves the people of Delta. Our purpose-driven approach ensures that customers’ financial goals are not just met but exceeded,” he stated.

“This branch represents our pledge to empower Warri’s dynamic businesses and families, providing them with the tools to grow without compromise,” Mr Agada added.

“We understand the heartbeat of this community, and we are excited to integrate our bank into the fabric of this dynamic region,” he stated further.

On his part, the representative of the Ovie, Mr Samuel Eshenake, challenged the bank to facilitate development and employment within the Effurun community.

The Regional Head for Edo/Delta at The Alternative Bank, Mr Akanni Owolabi, embraced this challenge, pledging that the bank will work sustainably to drive local commerce.

“At The Alternative Bank, we are committed to being an active partner in the development of Effurun. We see this branch as a catalyst for creating opportunities, driving employment, and supporting the growth of local businesses.

“Our mission is to empower this community, ensuring that every step forward is one of progress, prosperity, and shared success.”

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