Feature/OPED
Banks’ Funding Failure: The Shocking Rot In Nigeria’s Intervention Programmes
By Blaise Udunze
For over a decade, the Nigerian government and its financial institutions have launched a flurry of intervention funds, all with the promise to empower industries, revive the manufacturing sector, and lift millions of micro, small, and medium enterprises (MSMEs) out of financial drought. From agriculture to aviation, from creative industries to export promotion, these funds were designed as catalysts for inclusive growth and job creation.
But today, the story reads like a tragic irony. Trillions of naira later, there is little impact to show. Factories remain underutilized, MSMEs struggle to survive, and unemployment continues to soar. The rot runs deeply entrenched corruption, politicization, poor monitoring, and widespread loan defaults have turned what should have been Nigeria’s economic lifeline into a cautionary tale of mismanagement and missed opportunities.
The Central Bank of Nigeria (CBN) and the Bank of Industry (BOI) have, over the years, spearheaded multiple intervention programmes. In 2013, the N220 billion MSME Development Fund (MSMEDF) was launched to empower small businesses, with a special 60 percent allocation for women. Yet, more than a decade later, thousands of genuine entrepreneurs say they never accessed the fund, while others question the transparency of disbursement. The Anchor Borrowers’ Programme (ABP), launched in 2015, aimed to link smallholder farmers to processors and was hailed as a masterstroke for agricultural self-sufficiency. Over N1 trillion reportedly flowed into the scheme. But the dream soon dimmed with ghost beneficiaries, political interference, and poor loan recovery exposed a programme riddled with abuse.
Similarly, the Agri-Business/Small and Medium Enterprises Investment Scheme (AGSMEIS), a CBN-backed initiative pooling five percent of banks’ profit after tax, began as a noble effort to stimulate SMEs. However, its later years were marred by disbursement bottlenecks and allegations of insider favoritism. Commercial banks and some designated financial institutions, instead of acting as facilitators, became gatekeepers of corruption. Bribes, favoritism, and endless paperwork became the norm. Funds meant for productive ventures were sometimes redirected to political allies or misapplied by the very institutions entrusted with disbursement.
Rather than empowering Nigeria’s real economy, intervention loans too often empowered a network of insiders who saw the programmes as avenues for rent-seeking. The impenetrability of these schemes made them convenient channels for political reward and institutional looting. Once the funds leave government coffers, tracking them becomes an exercise in futility. There are no reliable public databases showing who got what, how much was repaid, or what impact was achieved.
The rot is not confined to agriculture. The Creative Industry Financing Initiative (CIFI), launched in 2019 to nurture Nigeria’s entertainment and digital sectors, became mired in controversy over opaque selection and limited reach. The Real Sector Support Facility (RSSF) and the Textile Sector Intervention Fund, meant to boost manufacturing and revive the textile industry, also suffered from weak monitoring and low repayment discipline. During the pandemic, the N400 billion COVID-19 Targeted Credit Facility (TCF) was touted as a lifeline for households and small firms. Administered by NIRSAL Microfinance Bank, it sparked hope among struggling entrepreneurs, but soon, the familiar patterns emerged as connected elites got the funds, while genuine applicants were locked out.
Official data reveals that the CBN has disbursed over N10.3 trillion across various interventions in less than a decade with an unprecedented scale of funding. When combined with BOI-managed programmes such as the Government Enterprise and Empowerment Programme (GEEP) and the Export Expansion Facility Programme (EEFP), total earmarked intervention funds likely exceed N12 trillion. Yet, Nigeria’s industrial contribution to GDP remains below 10 percent, and MSMEs with the supposed beneficiaries continue to struggle with high costs, poor infrastructure, and limited credit access.
Over the years, numerous intervention funds have been launched to support industries and MSMEs from the N220 billion MSME Development Fund and N300 billion Real Sector Support Facility to the N200 billion SME Restructuring and Refinancing Fund. However, poor administration, corruption, and diversion have undermined these initiatives. A 2023 report by the Auditor-General revealed that billions of naira from these schemes were either unaccounted for or misapplied, with funds channeled through commercial banks that prioritized profit over impact.
For instance, the CBN’s N220 billion MSME Development Fund has only seen about N83 billion disbursed over seven years. The Survival Fund, though lauded in principle, has delivered roughly N67.5 billion to over 1.25 million beneficiaries, including cases where mobilisation fees were collected but goods or services never followed. An N5 billion SME loan fund through SMEDAN and Sterling Bank saw only N250 million actually reach business owners. Even in interventions like BOI’s N75 billion Manufacturing Sector Fund, less than a third had been disbursed to manufacturers, with many applications still awaiting approval. These examples speak not to scarcity of funds, but to failures in administration, accountability, and access.
The cost of Nigeria’s failed intervention programmes goes beyond wasted billions; it has crippled the very sectors they were designed to rescue. Thousands of promising small businesses are left stranded without access to affordable credit, while manufacturers continue to struggle with obsolete equipment, erratic power supply, and prohibitive interest rates. Instead of catalyzing growth, these funds have deepened dependency, encouraged corruption, and distorted the credit market.
The result is a stunted industrial base, where innovation and expansion are sacrificed on the altar of bureaucracy and greed. Many entrepreneurs who could have scaled production or entered export markets have shut down under the weight of unmet promises. Jobs that could have been created remain mere statistics in policy documents, while Nigeria’s ambition to diversify its economy beyond oil continues to falter.
In the ongoing investigation into the Central Bank of Nigeria’s activities, news reports have uncovered that scrutiny may extend to Chief Executive Officers and senior management personnel of various banks. The investigation seeks to examine potential discrepancies related to the management of intervention funds by deposit money banks. This revelation follows reports that the CBN might be compelled to withdraw its released audited annual financial reports after investigators uncovered irregularities and inconsistencies.
This unfolding probe, led by Special Investigator Jim Obazee, who was appointed by President Bola Tinubu in July 2023 as this mark one of the most comprehensive financial examinations in Nigeria’s history. Obazee’s mandate extends beyond the CBN to include other Government Business Entities (GBEs), with the goal of plugging financial leaks and holding corrupt individuals accountable. According to the Secretary to the Government of the Federation, George Akume, the forthcoming audit report will shed light on governance failures that have long crippled Nigeria’s financial system.
One key revelation involves intervention funds totaling N1.27 trillion reportedly held in the accounts of five major banks: Access Bank, Fidelity Bank, Guaranty Trust Bank, United Bank for Africa, and Zenith Bank. These funds cover various CBN lending schemes, including the Commercial Agriculture Credit Scheme, Real Sector Support Facility, and state bailouts. Access Bank alone held about N530 billion in intervention funds, while Fidelity Bank retained roughly N310 billion.
Several banks have also been found to hold undisbursed funds from the CBN earmarked for programmes like the Anchor Borrowers’ Scheme and the Commercial Agriculture Credit Scheme. As of June 2023, Guaranty Trust Holding Company, Wema Bank, and Sterling Financial Holdings collectively held N114 billion in Anchor Borrowers’ funds, while seven banks, including UBA, Access, Zenith, and Fidelity, retained N94 billion from the agriculture credit scheme.
As the investigation progresses, bank executives were expected to be summoned for questioning. The revelations underscore the depth of systemic dysfunction, where funds meant for development sit idle or are diverted, while small businesses gasp for credit.
Amid the turbulence, the newly appointed CBN Governor Olayemi Cardoso called for a radical shift in the bank’s role. During his Senate screening, he emphasized the need to refocus the CBN on its core mandate of monetary stability rather than direct development finance. Cardoso warned that the CBN’s historical foray into fiscal interventions had blurred institutional boundaries and undermined credibility. His plan is to transition the bank toward a more limited advisory role, one that supports economic growth without entangling itself in politically driven lending.
This reorientation is timely. As of October 2022, nearly 10 trillion had already been disbursed as intervention funds, much of it tied to agriculture and small business support. Yet controversies over beneficiary selection, repayment defaults, and limited impact persist. Experts have urged a full-scale audit and restructuring of these programmes, recommending that future interventions be channeled through relevant ministries and agencies, not the CBN to ensure proper oversight and impact measurement.
Before the next bailout or recovery initiative is launched, both the CBN and BOI must clean house. This means full public disclosure of all beneficiaries, proper audits of past disbursements, and the recovery of misapplied or stolen funds. The impenetrability that has shielded corruption for years must give way to transparency, backed by digital tracking systems and citizen oversight.
Beyond cleansing their books, these institutions must also rethink their approach. Development finance should no longer be routed through rent-seeking commercial banks that profit without producing impact. Instead, direct digital lending platforms, strict eligibility verification, and measurable impact tracking should define the new model.
Nigeria’s intervention programmes must undergo radical reform anchored on transparency, technology, and traceability. Every fund should have a publicly accessible portal listing disbursements, beneficiaries, and repayment status. Periodic audits that are independently verified must be mandatory, not optional. Beyond financial engineering, Nigeria must fix the enabling environment for consistent power supply, logistics, security, and regulatory stability that makes business growth possible.
The shocking rot in Nigeria’s intervention programmes is not just a financial scandal; it is a betrayal of national trust. Trillions have been poured into schemes that promised jobs and prosperity, yet delivered little beyond paperwork and propaganda. Unless Nigeria cleans up the system, enforcing accountability and rewarding genuine productivity, its intervention funds will continue to fund failure, not progress.
Blaise, a journalist and PR professional writes from Lagos, can be reached via: bl***********@***il.com
By Vivian Imoh-Ita
Across African banking, the conversation is shifting from “inclusion as intent” to “inclusion as performance.” Margin pressure, recapitalisation conversations, digitisation, and tighter risk expectations are forcing a hard question: where will sustainable, low-volatility growth come from in the next cycle? One answer is hiding in plain sight: women-led enterprises, underfunded, underserved, and consistently productive.
In Nigeria’s informal economy, where cash flow is real but documentation is uneven, the institutions that win will be the ones that price risk with better signals, distribute at scale, and convert trust into long-term financial relationships. Too often, women’s economic participation is framed as a social commitment rather than a commercial imperative.
That framing is expensive: when we fail to design capital, products, and distribution around the realities of women in business, we don’t just exclude customers, we misprice opportunity and leave growth on the table. Women in Nigeria are not waiting to be “empowered” before they build.
They are already trading, employing, and sustaining households at scale. The real constraint is not capability; it is the fit between how finance is structured and how women-owned businesses actually operate: cash-flow patterns, collateral realities, and the need for speed, trust, and advisory alongside capital.
Three practical frictions show up repeatedly: Collateral versus cash-flow: many viable women-run businesses are cash-generative but asset-light, so collateral-heavy underwriting excludes the very segment banks say they want. Information gaps: when transactions happen outside formal rails, banks see “thin files.”
But thin files are not the same as high risk; they are a data problem that better design and alternative signals can solve. Time-to-cash matters: entrepreneurs often need small, fast working-capital decisions, not slow processes built for corporate cycles.
Speed is a risk tool when it is paired with the right controls. Nigeria has roughly 23 million women entrepreneurs in the micro-business segment, one of the highest rates of female entrepreneurship globally.
Women account for 41% of SME ownership, and SMEs contribute nearly half of the national GDP. Yet access to formal finance remains disproportionately low: women receive only about 10% of loans from financial service providers, and an estimated 98% of women entrepreneurs still lack access to formal credit.
An internal strategy analysis drawing on EFInA/Global Findex/SMEDAN data shows a structural gap: 41% of Nigerian women are financially excluded (vs 33% for men), and while 39% of women borrowed from multiple sources, only 4% accessed a bank loan.
Across Africa, the financing gap for women-led businesses is estimated at $42 billion. This is not a “nice-to-have” agenda. McKinsey Global Institute’s The Power of Parity estimates that advancing women’s equality could add up to $12 trillion to global GDP.
The IMF has estimated that equal participation by women could lift GDP by as much as 40% in some countries. For Nigeria, an analysis cited by the Council on Foreign Relations, drawing on McKinsey’s data, projects that closing the gender gap in economic participation could increase GDP by 23%.
For banks, the implication is straight-forward: women-led enterprises are not a niche; they are a mass-market growth opportunity. Unlocking it requires moving from “product availability” to “product usability”: cash-flow-based lending, simpler onboarding, distribution through digital and agent rails, and trust-by-design (clear pricing, consumer protection, and strong data privacy). Usage is what creates the data to lend responsibly at scale.
There is also a practical reason the returns are outsized: women tend to reinvest more of what they earn into their families and communities, often cited as up to 90%, driving a multiplier effect that shows up in education, health outcomes, and local employment.
For financial institutions, that multiplier is not just a story; it is a durable pathway to deposit growth, transaction volume, credit performance, and long-term customer value. I have seen this play out across Nigeria, in every state and market. The woman selling clothes in Balogun Market employs three other women and sends five children to school.
The general merchandise trader in Onitsha Market is the economic anchor of her extended family. Each of these women is a multiplier, and each of them started with someone, somewhere, giving her a loan, a skill, an opportunity, a chance. That is the “Give to Gain” principle made real. Giving is not a subtraction. It is, as this year’s IWD campaign puts it, intentional multiplication.
At Union Bank, we treat women’s financial inclusion as a core product strategy, not CSR, because the commercial logic is clear. When a woman builds financial capability, she doesn’t just open an account. She saves, transacts, borrows responsibly, expands her business footprint, and brings others with her.
We also understand that distribution is a strategy. Union Bank’s UnionDirect agency banking network operates over 58,000 agents across rural and underserved communities, extending access to deposits, withdrawals, and micro-lending where branches cannot cover the economics.
We have also disbursed over N50 billion in micro-lending to smallholder farmers, market women, and informal entrepreneurs, because inclusion only becomes real when it is usable, frequent, and local.
In a market where a large share of working women operates in the informal sector, bringing women into the formal financial system through savings, digital banking, micro-lending, and insurance is a material growth frontier. Multiple studies across emerging markets also show women often have lower default rates than men, reinforcing what many banks observe in practice: disciplined cash management and strong repayment culture when products are designed around real operating conditions.
That is why we created alpher, Union Bank’s women’s banking proposition launched in 2020 and aligned with SDG5 on Gender Equality. Alpher is designed for the Nigerian woman, whether she is an entrepreneur, a working professional, or managing household finances. For women in business, alpher combines tailored loans and savings plans with capacity-building, mentorship, and practical masterclasses, because capital without capability yields fragile outcomes. alpher is built around a simple promise: practical financial solutions, support systems, savings and investment options, discounted loans, personal and professional development, mentorship/coaching/networking, discounted healthcare plans, and lifestyle/business discounts.
Operationally, we segment customers into individuals (professionals and entrepreneurs), women-led organisations, and organisations that support women in their workforce and supply chains. Hence, the service is relevant, not generic.
Practically, that has meant designing access to credit with reduced collateral requirements, recognising that traditional collateral models were not built around women’s asset ownership patterns.
It has also meant investing deliberately in skills, entrepreneurship, bookkeeping, pricing, digital commerce, and personal finance, so that funding translates into resilience, not just activity.
One initiative I am particularly proud of is the alpher Fair. In this marketplace concept, we open our premises (and those of partners) to women entrepreneurs to sell directly to customers, employees, and partner networks.
It creates immediate market access, strengthens visibility, and proves a simple point: scaling women-owned businesses is often about building pipelines of customers, information, and trust, not just issuing loans. Beyond our own programmes, we partner to scale outcomes.
In May 2025, through alpher, Union Bank sponsored the Nigerian British Chamber of Commerce (NBCC) Women and Youth Entrepreneurship Development Centre (WYEDC) Cohort 2 Programme, which graduated 125 entrepreneurs who benefited from entrepreneurship training and business grants. At the graduation, we hosted a pitch segment that awarded funding to standout entrepreneurs. This is the point: capability building is not “soft.”
It is pipeline development for stronger businesses and better credit outcomes. Importantly, alpher sits within Union Bank’s broader retail and SME ecosystem, loan products, business advisory, digital payment infrastructure, and growth workshops, so customers can access funding, learn how to deploy it, connect to mentors and peers, and gain visibility for their businesses.
The objective is straightforward: build businesses that last. The next phase of banking growth in Nigeria will favour institutions that translate insight into design products that reflect customer reality, distribution that meets customers where they are, and risk models that recognise performance beyond legacy collateral. Backing women-led enterprise is not a campaign; it is a competitive advantage.
The forward-looking question is whether we will build the rails, capital, capability, digital trust, and market access fast enough to earn the growth already waiting in plain sight. If we are serious about inclusive growth, we should be equally serious about inclusive balance sheets and about building the underwriting, data, and distribution models that make inclusion commercially sustainable.
Vivian Imoh-Ita is Head, Retail & SME Business at Union Bank of Nigeria, with a focus on building retail and SME propositions that drive inclusion, growth, and long-term customer value
By Olumide Balogun
Picture this scenario. You are at a fun party in Lagos. Amidst the sea of colourful jackets and perfectly tailored pants, you spot a guest wearing a pair of striking sneakers that perfectly blend modern streetwear with traditional Aso-Oke fabric. You want to buy a pair immediately. The music is loud, and the guest is across the banquet hall. A few years ago, you would simply have to wonder who made them. Today, you pull out your smartphone, tap the camera icon in your search app, and snap a quick photo. Within seconds, the technology identifies the exact local designer, shows you product reviews, and provides a direct link to their online store.
As the great Chinua Achebe famously wrote, “The world is like a Mask dancing. If you want to see it well, you do not stand in one place.”
The modern Nigerian consumer has certainly moved. They are actively experiencing the world visually, turning their smartphone cameras into their primary shopping tool. Nigerians are highly optimistic about this technological shift. In fact, 80% of Nigerians are more excited about the possibilities of AI, versus just 20% who are more concerned. This enthusiasm translates directly to commerce and innovation. Currently, 80% of Nigerians are using AI to explore a new business or career change, nearly double the global average of 42%. For Nigerian marketers, understanding this shift is the exact key to unlocking unprecedented business growth.
We are witnessing a massive transformation in how people consume media and discover products. YouTube watch time in Nigeria recently jumped by over 55% year over year. Our incredibly young, digital native population is actively redefining the media landscape by immersing themselves in video and visual content. Consequently, they are moving rapidly toward visual and video-led discovery.
The Rise of Visual Search. The modern Nigerian shopper uses their camera to ask questions. Globally, Lens is used for over 20 billion visual searches every month. Features like Circle to Search and video understanding allow users to interact with their surroundings instantly.
A shopper can now circle a fashion item they spot in a social media video or use their camera to scan a product in real life to find out more. Gen Z consumers are leading this charge. They use visual search to effortlessly discover products they cannot easily describe with words. They see something they love, and they use their camera to find it.
Making the Real World Shoppable. This visual behaviour creates a powerful new reality for retail. Imagine a consumer walking through a busy mall and spotting a stylish backpack in a store window. They simply tap the Lens icon on their phone and snap a photo. Instantly, they see a highly helpful results page showing product reviews, price comparisons across different retailers, and direct links to buy.
Google is integrating Shopping Ads directly into these visual search results. Advertisers can now connect with highly motivated shoppers at the exact moment their interest is piqued. The opportunity for businesses is immense, considering 1 in every 4 visual search queries done using Google Lens has a commercial intent. Your product can appear right alongside the items people are photographing out in the real world, turning everyday inspiration into immediate sales.
Video as the New Storefront. This visual revolution extends directly into online video. With YouTube becoming the primary screen for many Nigerians, video serves as the new digital storefront. Consumers turn to YouTube to discover trends, learn new skills, and make confident purchase decisions based on trusted creator reviews.
Brands must capture customer interest while users are deeply engaged in this video content. Google’s Demand Gen campaigns make this process highly effective. These AI-driven campaigns take your best video and image assets and automatically serve them across YouTube and other visual platforms. The results speak for themselves. Advertisers are more likely to say Google Search and YouTube drive business growth more than any other paid advertising platforms.
Step Into the Frame The language of commerce is increasingly visual. Nigerian consumers are already using their cameras and screens to navigate their shopping journeys. Marketers who embrace this visual commerce revolution will build stronger, more profitable connections with their audiences.
By optimising your visual product assets, leveraging AI tools like Demand Gen, and preparing for ads in visual search, you position your brand right at the heart of the modern shopping experience. The camera is the most powerful tool in your customer’s hand today. It is time for your business to step into the frame.
Olumide Balogun is the Director for Google West Africa
By Chinwe Iwobi
In Nigeria, women are the backbone of our economy. Data from the National Bureau of Statistics shows that women own approximately 40% of small and medium-sized enterprises across the country (NBS Country Data Overview 2023). Yet despite their outsized contribution to GDP, women-led businesses continue to face systemic barriers to the capital and financial infrastructure needed to scale.
The cost of that gap is not abstract. When these entrepreneurs are held back, the ripple effect runs deep, from household stability to the education of the next generation. But the narrative is shifting. Nigerian women are proving, consistently, that they are not just resilient; they are sophisticated, high-earning innovators building businesses that deserve serious financial strategy.
Here are five foundational strategies every women-led business should be deploying to build lasting, generational wealth.
- Separate Business and Personal Finances Without Exception
Mixing personal funds with business cash is one of the most common and most damaging financial habits I see among growing entrepreneurs. It obscures your true profit margins, makes tax planning nearly impossible and, critically, disqualifies you from accessing formal credit when you need it most.
The discipline of separation is not just administrative. It is the first signal you send to the financial system that your business is serious. Open a dedicated business account, maintain clean transaction records, and treat your business finances with the same rigour you would expect from any enterprise operating at scale. Clarity on your numbers is the foundation on which every other strategy here depends.
- Build Both an Emergency Fund and an Opportunity Fund
Most financial advice stops at the emergency fund, which is three to six months of operating expenses set aside for lean periods. That is necessary, but insufficient. The entrepreneurs I have watched grow most aggressively also maintain what I call an opportunity fund: accessible liquidity specifically reserved to move fast when a prime supplier deal, an expansion location, or a bulk inventory discount appears.
In an unpredictable market like Nigeria’s, the businesses that scale are rarely the ones with the best products alone. They are the ones with the financial readiness to act decisively. Products like FairMoney’s FairSave are designed precisely for this, keeping your funds accessible while earning competitive daily interest so your idle cash is working even when you are not. Build both buffers, and build them before you think you need them.
- Invest Profits Back into Revenue-Generating Assets
Surplus cash sitting in a current account is a slow leak. Inflation erodes it, and opportunity costs compound quietly. The discipline here is to consistently channel profits back into assets that grow your revenue capacity, whether that is new equipment, improved technology, better inventory systems, or staff training.
For capital you do not need immediately, consider locking it into a fixed-term savings product that offers higher interest returns. The psychological benefit is as important as the financial one: ring-fencing that capital removes it from day-to-day spending temptation and ensures it is preserved and grown for a defined purpose. Discipline in capital allocation separates businesses that plateau from those that compound.
- Diversify Your Revenue Streams Intentionally
Single-stream businesses are inherently fragile. If your sole revenue source is disrupted by market shifts, a supply chain breakdown, or a change in consumer behaviour, your entire operation is exposed. Resilience is built by design, not by accident.
If you are in retail, consider adding a service-based arm. If you are service-led, explore whether digital products or training offerings could create passive income alongside your core work. Beyond product diversification, consider how you accept payments. Building a verified, diverse transaction history through formal payment channels also quietly strengthens your credit profile, an asset that pays dividends when you approach lenders for growth financing. FairMoney’s Business POS infrastructure, for instance, allows entrepreneurs to expand their payment reach while simultaneously building that financial track record.
- Invest Beyond the Business
This is the strategy most women entrepreneurs delay for too long, and it is the one I feel most strongly about. Relying entirely on your business for your net worth is a high-risk position, no matter how well that business is performing. Businesses face cycles; personal wealth should not.
As your business stabilises, begin systematically moving a portion of your profits into personal investment vehicles such as long-term savings accounts, money market funds, or other instruments that sit entirely outside the business cycle. Automate it if you can, so the decision is made once and executed consistently. The goal is to build a personal financial foundation that remains intact regardless of what your business goes through in any given quarter. True wealth is not what your business is worth on paper. It is what you own independently of it.
The Bigger Picture
For female entrepreneurs in Nigeria, wealth-building is not simply a personal ambition; it is an economic argument. When women-led businesses scale, communities stabilise, households invest in education, and local economies deepen. The strategies above are not complicated, but they require consistency and the right financial infrastructure to execute well.
The tools exist. The opportunity is real. What remains is the decision to treat your business, and your personal wealth, with the long-term seriousness both deserve.
Chinwe Iwobi is the Head of Wealth Management at FairMoney Microfinance Bank
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