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Ekiti State A Toddler @ 25? Nope. Objection My Lord!

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Ekiti State map

By John Ajayi

Recently, Ekiti State celebrated 25 years of its creation by the then military junta of late General Sani Abacha. Coincidentally, the celebration which continues to generate excitement and euphoria amongst the citizens of the state appears to be a foretaste of the huge celebration in the work for the third year anniversary of the administration of Dr John Olukayode Fayemi.

As usual, this epochal event has drawn unwarranted flaks from some critical elements and stakeholders in the state. Indeed these criticisms are not unexpected, especially in a democratic society and more importantly, given the different political leanings and ideological configuration of these personalities and stakeholders.

Aside from the fact that the constitution of the Federal Republic of Nigeria guarantees everyone the right and freedom of speech, it is an indisputable fact of life that there will always be divergent views amongst the citizens of the state notwithstanding its homogenous nature.

Not only that, the state which boasts of the highest population of highly educated people with a historic record of renowned PhD holders and seasoned lawyers, professionals and accomplished technocrats, the issue of governance and leadership contestation cannot but become a matter for critical review and evaluation. This is also coming against the backdrop of the fact that Ekiti indigenes are generally perceived to be fastidious in nature. Here, no negativism is intended about the good-natured people of Ekiti State to which yours truly belongs in flesh and in blood!

Nonetheless rolling out the drums and popping champagne in celebration of 25 years of the creation of the state by the current Executive Governor, Dr John Olukayode Fayemi administration cannot be said to be a mere jamboree nor a misplaced priority. Ordinarily, age 25 has come to be recognised universally as a landmark epoch in the life of individuals, institutions, organisations, states or nations. Generally regarded as Silver Jubilee or quadricentennial anniversary, the 25th anniversary of any living being, be it state or human is unarguably a watershed.

However, in evaluating and assessing the state of growth and development of Ekiti State in this near three decades of existence, it will be grossly unfair to assume or outrightly write off the state as a failure. While the state may not have fully lived up to the expectations of its founding fathers, it does not necessarily presuppose that the state has not achieved anything since its creation.

Particularly disappointing, if not completely unfair, on the part of successive administrations of the state is the castigation of the state as a ‘Toddler at 25. Reviewing the state of affairs of Ekiti State in the last 25 years, elder statesman and founder of Afe Babalola University (ABUAD) Ado Ekiti, Aare Afe Babalola had said that Ekiti State had nothing to celebrate. The highly revered lawyer and one of the founding fathers of Ekiti had in a widely published press statement titled ‘Ekiti State A toddler @ 25’ castigated the State as landlocked, airport locked, industry locked, and power locked, adding that all these developments adversely affect economic development in the state.

While the elder statesman reserves the right to express his views and frustrations about the state he contributed to mid-wife, the objective reality on the ground as far as developments are concerned, be it political, economic social or whatever does not in any way warrant or justify these assertions and lamentations. This is particularly so because successive administrations in the state have all contributed their own quotas to the growth and development of the state.

Since its creation, October 1, 1996, the state has been administered by both military and civilian administrators each with its own unique style and approach to governance. Like an organic being, Ekiti State is clearly still a work in progress. For a fact, the founding fathers of the state may have had a utopian perception of the developments to expect within a particular time frame, the actual reality about governance may not and cannot be said to be the same with the imaginations and expectations of the founding fathers.

This is not to say that there are no shortcomings on past and present political leaders and administrators of the state. Indeed, this cannot be said to be an unusual development as it is a phenomenon in underdeveloped, developing and developed nations. For those who may not know, the present administration of Governor Kayode Fayemi has done significantly well in positioning the state well above its peers when it comes to development in all aspects and ramifications. Feelers emanating from the state revealed that the JKF administrations which will soon kick-start activities marking the third year of his second term tenure were not planning any jamboree other than projects commissioning and new projects unveiling.

Like all humans, Dr Kayode Fayemi may have his shortcomings, it is indisputable that he remains a blessing and a gift to the state not only as the current Chief Executive Officer of the State but also a very good ambassador of Ekiti State as a major political actor on both national and global political space. His tenure so far as Chairman of the Nigerian Governors Forum (NGF) bears eloquent testimony to his intellectual sagacity and political wizardry. For JKF, the former United States Supreme Court Justice Oliver Wendell Holmes appeared right and justifiable in his famous and immortal quote when he said: “there are people who make things happen, and there are people who watch what’s happening and there are people who have not the slightest idea what’s happening”.

So far, an objective review of past administrations in Ekiti will readily confirm the fact that Dr John Olukayode Fayemi is a leader who makes things happen and indeed has great ideas of what is happening and must happen. Since he took the mantle of leadership in the State, he has made strategic thinking the cornerstone of governance and policy direction. As a consummate politician with a progressive hue, JKF’s approach to governance has been anchored on the greater good for the greater number of his people.

The views of statesmen like Chief Deji Fasuan, former Governor Segun Oni, Senator Opeyemi Bamidele, Biodun Oyebanji, and others, were in sync with the position earlier canvassed by Governor Fayemi that Ekiti has not failed in any way in the pursuit of its development agenda.

If truth be told, in the last three years, Fayemi’s government has attracted over $100 million in investments to the state. Under this present economy, this is no mean feat and couldn’t have been regarded as a failure by any standard.

It can be appreciated that only the apolitical, who periscopes issues with unbiased spectacle could recognise and flaunt this enigmatic scorecard.

One fact must be reflected here; in 1996, Ado Ekiti city as called then, was like a glorified village without the modern touch. Today, all the major dualization of the road in Ado Ekiti done cumulatively by the administrations of Governors Fayemi, Segun Oni and Ayodele Fayose like   Basiri-Ijigbo-Ajilosun, Ijigbo-Ilawe road, Post Office-Irona and Ado-Ifaki, couldn’t have been undertaken, if the state had not been created.  Akure, the Ondo State capital, could have been taken as the development fulcrum, where things would be anchored and concentrated.

The new Governor’s Offices at Oke Bareke, the Secretariat at the new Iyin Road, Trade Fair Complex, Ekiti Parapo Pavilion and other government structures in Ado Ekiti metropolis, are clear evidence of modernity and gradual face-lifting of the town.

Let me also state that before 1996, Ekiti had no functional state-owned industry. The ROMACO granite company at Igbemo, Ikun Dairy farm at Ikun, Ire Burnt Brick at Ire Ekiti and Orin Farm settlement at Orin Ekiti, were all moribund. But with shrewd and dexterous management by Fayemi, the derelict companies are bouncing back to reckoning.

For Ikun Dairy farm to be revamped, the government, in partnership with Promasidor Nigeria Limited, spent a sum of $5 million to import cows and purchased other machines. At an optimal production level, the company will produce 10,000 litres of milk daily. This will go a long way in generating employments and fortify the State’s revenue profile.

Deploying his nexus with the international community, Governor Fayemi had partnered with private companies to manage the ROMACO and Ikun Dairy Farm for effective management and they are gradually being revamped.

One of the catalysts of good governance is a functional and robust local government structure. When the third tier of government is closer, it makes development spiral and gains traction.

Before 1996, Ekiti had six local governments of Ero, Ekiti East, Ekiti South, Ekiti North, Ekiti Central and Ijero. But the tally had increased to 16 statutorily recognised councils, with 19 Local Council Development Authorities established to midwife and propel development pedal at the grassroots.

In 2011, the government of President Goodluck Jonathan established 12 new Universities across the nation, with Ekiti being a beneficiary by the approval given for the establishment of the Federal University, Oye Ekiti in the state. The concept behind this was to ensure balancing so that each state could have a federal University.

It is an unassailable fact that Ekiti couldn’t have benefited from this lofty gesture if it is still subsumed under Ondo, this was because the Federal University, Akure had been in existence for decades. In a few months’ time, work would also begin on the approved Federal Medical University in Iyin Ekiti after receiving presidential assent.

As parlous and feeble as Ekiti seems to be in the area of economy, the state gets an average of N3.5 billion from the federation account monthly. These monies are expended on education, health, agriculture, human capital development and other pivotal sectors. Would it have been possible for Ondo to earmark a staggering sum of N3.5 billion on projects in Ekiti axis monthly if Ekiti still retains the six local governments which we had then? This also signifies another area of benefit that should be taken into cognisance.

This came to the fore because of the fact that Ekiti gave Governor Fayemi the veritable gubernatorial platform to prove his mettle and worth. Let the sceptics rummage the history books; no Ekiti man had ever been touted for such a coveted seat.

Added to that was the fact that Governor Fayemi is the Chairman, Nigeria’s Governors Forum, superintending over the affairs of the 36 Governors across party lines and divides. These are records that lend credence to the fact that Ekiti has gained reckoning not only as of the most educated but also as a politically sophisticated and conscious set of people.

John Ajayi is a public affairs commentator and a Lagos based journalist

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How Christians Can Stay Connected to Their Faith During This Lenten Period

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Lenten Period

It’s that time of year again, when Christians come together in fasting and prayer. Whether observing the traditional Lent or entering a focused period of reflection, it’s a chance to connect more deeply with God, and for many, this season even sets the tone for the year ahead.

Of course, staying focused isn’t always easy. Life has a way of throwing distractions your way, a nosy neighbour, a bus driver who refuses to give you your change, or that colleague testing your patience. Keeping your peace takes intention, and turning off the noise and staying on course requires an act of devotion.

Fasting is meant to create a quiet space in your life, but if that space isn’t filled with something meaningful, old habits can creep back in. Sustaining that focus requires reinforcement beyond physical gatherings, and one way to do so is to tune in to faith-based programming to remain spiritually aligned throughout the period and beyond.

On GOtv, Christian channels such as Dove TV channel 113, Faith TV and Trace Gospel provide sermons, worship experiences and teachings that echo what is being practised in churches across the country.

From intentional conversations on Faith TV on GOtv channel 110 to true worship on Trace Gospel on channel 47, these channels provide nurturing content rooted in biblical teaching, worship, and life application. Viewers are met with inspiring sermons, reflections on scripture, and worship sessions that help form a rhythm of devotion. During fasting periods, this kind of consistent spiritual input becomes a source of encouragement, helping believers stay anchored in prayer and mindful of God’s presence throughout their daily routines.

To catch all these channels and more, simply subscribe, upgrade, or reconnect by downloading the MyGOtv App or dialling *288#. You can also stream anytime with the GOtv Stream App.

Plus, with the We Got You offer, available until 28th February 2026, subscribers automatically upgrade to the next package at no extra cost, giving you access to more channels this season.

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Turning Stolen Hardware into a Data Dead-End

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Apu Pavithran Turning Stolen Hardware

By Apu Pavithran

In Johannesburg, the “city of gold,” the most valuable resource being mined isn’t underground; it’s in the pockets of your employees.

With an average of 189 cellphones reported stolen daily in South Africa, Gauteng province has become the hub of a growing enterprise risk landscape.

For IT leaders across the continent, a “lost phone” is rarely a matter of a misplaced device. It is frequently the result of a coordinated “snatch and grab,” where the hardware is incidental, and corporate data is the true objective.

Industry reports show that 68% of company-owned device breaches stem from lost or stolen hardware. In this context, treating mobile security as a “nice-to-have” insurance policy is no longer an option. It must function as an operational control designed for inevitability.

In the City of Gold, Data Is the Real Prize

When a fintech agent’s device vanishes, the $300 handset cost is a rounding error. The real exposure lies in what that device represents: authorised access to enterprise systems, financial tools, customer data, and internal networks.

Attackers typically pursue one of two outcomes: a quick wipe for resale on the secondary market or, far more dangerously, a deep dive into corporate apps to extract liquid assets or sellable data.

Clearly, many organisations operate under the dangerous assumption that default manufacturer security is sufficient. In reality, a PIN or fingerprint is a flimsy barrier if a device is misconfigured or snatched while unlocked. Once an attacker gets in, they aren’t just holding a phone; they are holding the keys to copy data, reset passwords, or even access admin tools.

The risk intensifies when identity-verification systems are tied directly to the compromised device. Multi-Factor Authentication (MFA), widely regarded as a gold standard, can become a vulnerability if the authentication factor and the primary access point reside on the same compromised device. In such cases, the attacker may not just have a phone; they now have a valid digital identity.

The exposure does not end at authentication. It expands with the structure of the modern workforce.

65% of African SMEs and startups now operate distributed teams. The Bring Your Own Device (BYOD) culture has left many IT departments blind to the health of their fleet, as personal devices may be outdated or jailbroken without any easy way to know.

Device theft is not new in Africa. High-profile incidents, including stolen government hardware, reinforce a simple truth: physical loss is inevitable. The real measure of resilience is whether that loss has any residual value. You may not stop the theft. But you can eliminate the reward.

Theft Is Inevitable, Exposure is Not

If theft cannot always be prevented, systems must be designed so that stolen devices yield nothing of consequence. This shift requires structured, automated controls designed to contain risk the moment loss occurs.

Develop an Incident Response Plan (IRP)
The moment a device is reported missing, predefined actions should trigger automatically: access revocation, session termination, credential reset and remote lock or wipe.

However, such technical playbooks are only as fast as the people who trigger them. Employees must be trained as the first line of defence —not just in the use of strong PINs and biometrics, but in the critical culture of immediate reporting. In high-risk environments, containment windows are measured in minutes, not hours.

Audit and Monitor the Fleet Regularly

Control begins with visibility. Without a continuous, comprehensive audit, IT teams are left responding to incidents after damage has occurred.

Opting for tools like Endpoint Detection and Response (EDR) allows IT teams to spot subtle, suspicious activities or unusual access attempts that signal a compromised device.

Review Device Security Policies
Security controls must be enforced at the management layer, not left to user discretion. Encryption, patch updates and screen-lock policies should be mandatory across corporate devices.

In BYOD environments, ownership-aware policies are essential. Corporate data must remain governed by enterprise controls regardless of device ownership.

Decouple Identity from the Device
Legacy SMS-based authentication models introduce avoidable risk when the authentication channel resides on the compromised handset. Stronger identity models, including hardware tokens, reduce this dependency.

At the same time, native anti-theft features introduced by Apple and Google, such as behavioural theft detection and enforced security delays, add valuable defensive layers. These controls should be embedded into enterprise baselines rather than treated as optional enhancements.

When Stolen Hardware Becomes Worthless

With POPIA penalties now reaching up to R10 million or a decade of imprisonment for serious data loss offences, the Information Regulator has made one thing clear: liability is strict, and the financial fallout is absolute. Yet, a PwC survey reveals a staggering gap: only 28% of South African organisations are prioritising proactive security over reactive firefighting.

At the same time, the continent is battling a massive cybersecurity skills shortage. Enterprises simply do not have the boots on the ground to manually patch every vulnerability or chase every “lost” terminal. In this climate, the only viable path is to automate the defence of your data.

Modern mobile device management (MDM) platforms provide this automation layer.

In field operations, “where” is the first indicator of “what.” If a tablet assigned to a Cape Town district suddenly pings on a highway heading out of the city, you don’t need a notification an hour later—you need an immediate response. An effective MDM system offers geofencing capabilities, automatically triggering a remote lock when devices breach predefined zones.

On Supervised iOS and Android Enterprise devices, enforced Factory Reset Protection (FRP) ensures that even after a forced wipe, the device cannot be reactivated without organisational credentials, eliminating resale value.

For BYOD environments, we cannot ignore the fear that corporate oversight equates to a digital invasion of personal lives. However, containerization through managed Work Profiles creates a secure boundary between corporate and personal data. This enables selective wipe capabilities, removing enterprise assets without intruding on personal privacy.

When integrated with identity providers, device posture and user identity can be evaluated together through multi-condition compliance rules. Access can then be granted, restricted, or revoked based on real-time risk signals.

Platforms built around unified endpoint management and identity integration enable this model of control. At Hexnode, this convergence of device governance and identity enforcement forms the foundation of a proactive security mandate. It transforms mobile fleets from distributed risk points into centrally controlled assets.

In high-risk environments, security cannot be passive. The goal is not recovery. It is irrelevant, ensuring that once a device leaves authorised hands, it holds no data, no identity leverage, and no operational value.

Apu Pavithran is the CEO and founder of Hexnode

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Daniel Koussou Highlights Self-Awareness as Key to Business Success

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Ambassador Daniel Kossouno

By Adedapo Adesanya

At a time when young entrepreneurs are reshaping global industries—including the traditionally capital-intensive oil and gas sector—Ambassador Daniel Koussou has emerged as a compelling example of how resilience, strategic foresight, and disciplined execution can transform modest beginnings into a thriving business conglomerate.

Koussou, who is the chairman of the Nigeria Chapter of the International Human Rights Observatory-Africa (IHRO-Africa), currently heads the Committee on Economic Diplomacy, Trade and Investment for the forum’s Nigeria chapter. He is one of the young entrepreneurs instilling a culture of nation-building and leadership dynamics that are key to the nation’s transformation in the new millennium.

The entrepreneurial landscape in Nigeria is rapidly evolving, with leaders like Koussou paving the way for innovation and growth, and changing the face of the global business climate. Being enthusiastic about entrepreneurship, Koussou notes that “the best thing that can happen to any entrepreneur is to start chasing their dreams as early as possible. One of the first things I realised in life is self-awareness. If you want to connect the dots, you must start early and know your purpose.”

Successful business people are passionate about their business and stubbornly driven to succeed. Koussou stresses the importance of persistence and resilience. He says he realised early that he had a ‘calling’ and pursued it with all his strength, “working long weekends and into the night, giving up all but necessary expenditures, and pressing on through severe setbacks.”

However, he clarifies that what accounted for an early success is not just tenacity but also the ability to adapt, to recognise and respond to rapidly changing markets and unexpected events.

Ambassador Koussou is the CEO of Dau-O GIK Oil and Gas Limited, an indigenous oil and natural gas company with a global outlook, delivering solutions that power industries, strengthen communities, and fuel progress. The firm’s operations span exploration, production, refining, and distribution.

Recognising the value of strategic alliances, Koussou partners with business like-minds, a move that significantly bolsters Dau-O GIK’s credibility and capacity in the oil industry. This partnership exemplifies the importance of building strong networks and collaborations.

The astute businessman, who was recently nominated by the African Union’s Agenda 2063 as AU Special Envoy on Oil and Gas (Continental), admonishes young entrepreneurs to be disciplined and firm in their decision-making, a quality he attributed to his success as a player in the oil and gas sector. By embracing opportunities, building strong partnerships, and maintaining a commitment to excellence, Koussou has not only achieved personal success but has also set a benchmark for future generations of African entrepreneurs.

His journey serves as a powerful reminder that with determination and vision, success is within reach.

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