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The Niger Delta Presidential Amnesty Programme Life Circle

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presidential amnesty

By Jerome-Mario Chijioke Utomi

On June 25, 2009, President Umaru Yar’Adua (now late) granted presidential amnesty to Niger Delta militants who had directly or indirectly participated in the commission of offences associated with militant activities in the Niger Delta, and who were willing to surrender their weapons and renounce armed struggle within a 60-day ultimatum (August 6–October 4, 2009).

The government targeted up to 10,000 militants whose attacks in the six Niger Delta states have cost the country a third of its oil production.

The programme was meant to stand on a tripod.

The first leg of the tripod was targeted at the disarmament and demobilization process; the second phase was to capture rehabilitation which is the training process, while the third phase is the Strategic Implementations of Action Plan towards holistic development of the Niger Delta region.

Similarly, going by available information in the public domain, after the rehabilitation programme, they are to be reintegrated into their various communities through vocational skills training, formal education or entrepreneurship skills acquisition either in Nigeria or abroad, depending on ex-militants interests. The reintegration programme ranges from six months to five years of training.

Without any shadow of a doubt, the programme has in the last fourteen years of its existence restored what analysts describe as relative peace in the region.

However, in the last decade also, Nigerians with critical interest have asked questions about some grey and unclear aspects of the programme.

For instance, many have asked these questions for too long and too often and received responses that seem to be substantive but actually, they are not. And some of these citizens today feel as if they are being manipulated.

Some have expressed their opinion and feelings about the programme without receiving responses from the operator, and they are feeling ignored. To the rest, Nigeria’s communication environment provides little opportunity for one to express oneself about the programme and as a result, they are feeling discouraged. To this group, their frustration is further fed by the awareness that responses/feed they receive from the media grow/breed cynicism.

Synoptically, while the programme is still up and running with no end in sight and has within this period under review recorded a very high rate of turnover of coordinators making many wonders if the Act establishing the programme made no provision for the tenured period for coordinators, the question begging for answer(s) are; how long was the Presidential Amnesty Programme initially structured to last? How many Ex-Militant were originally enlisted for the programme? How many have been trained? How many are still undergoing training? What stage is the programme; the Disarmament and demobilization process, rehabilitation/ training processes, or the Strategic Implementations/Action Plan for the holistic development of Niger Delta as a region?

How many of the Ex-militants are still receiving training? How many are currently receiving an allowance? What is the amount? Is it the same amount approved right in 2008 or has it been reviewed? What is the fate of those that were youthful then, but today mature adults with families? Are they still dependent on the stipend as approved in 2008 or has the Amnesty Office reviewed such allowances upward to accommodate their new status?

Most importantly, with the advent of the Petroleum Industry Act (PIA) which provides 3% for the oil-bearing/host communities, it will again elicit the question as to; when is the Federal Government going to wrap up the Amnesty programme? Or was it planned to last forever? If yes, what is the plan in place to make the Office self-sustaining?

Providing answers to these questions and drawing experience from similar programmes as implemented abroad are the two objectives of this piece.

Talking about a similar programme on the global stage and its inherent benefits, a particular one that naturally comes to mind is Burundi’s demobilization programme, described as a social transfer programme combining cash and in-kind benefit which lasted between 2004 and 2010.

As documented by Olivia D’ Aoust, Olivier Sterok and Philip Verwimp, the 1993-2009 conflict in Burundi was driven by years of ethnic discrimination. In the year 2000, the Arsha Peace Agreement laid the foundation for a peace process and a new constitution based on power-sharing and de-ethnicized political competition.

The programme was coordinated by the World Bank, and organized in three phases; demobilization, reinsertion, and reintegration. The demobilization phase started with disarmament followed by the transfer of the combatants to the demobilization centre. Ex-combatants spent eight days in the centre, attending training on economic strategies and entrepreneurship opportunities as well as peace and reconciliation.

As part of the reinsertion phase, demobilized combatants received a cash allowance worth months’ salary, paid in four instalments over a period of eighteen months. Demobilized combatants received the first re-insertion payment when leaving the demobilization centre, called the transitional Subsistence Allowance (TSA) by the World Bank, the reinsertion money was dedicated to ‘enable an ex-combatant return to their community and to sustain themselves and their families for a period of time.

Comparatively, when one juxtaposes this account with our amnesty model, the missing link becomes evident. There is a long history of inabilities on the part of the nation’s successive amnesty handlers to come up with, and implement a well-foresighted plan as demonstrated in Burundi. These particular failures/failings have forced many Nigerians at different times and places to query the handler’s intelligence and in some cases concluded that most of the coordinators lack a distinct set of aptitudes a leader must demonstrate in three central contexts of work; the accomplishments of the task, working with and through other people, and judging oneself and adapting one’s behaviours accordingly.

While the key difference determining the success of the Burundi programme and the unending failures of Nigeria’s experiment lies in leadership, there are however other observations to make and truths that this piece needs to underline.

First, apart from stakeholders questioning the wisdom behind teaching a man to fish in an environment where there is no river to fish or training a man without a job creation plan, how will FG explain the fact that the amnesty initiative which was programmed to empower the youths of the region via employment has finally left the large army of professionally-trained ex-militants without a job. In fact, the region and of course the nation are in a dire state of strait because unemployment has diverse implications.

Under the present circumstance, what the Federal Government seems to have forgotten is that security-wise, a large unemployed youth population is a threat to the security of the few that are employed, and any transformation agenda that does not have job creation at the centre of its programme will take us nowhere’,

Presently, this threat has become more pronounced in the oil-rich region of the country with the chunk of the proponents spearheaded by the large army of professionally trained ex-militants currently without a job. Proper management of these teaming youth is the panacea.

Finally, analysts say that while the amnesty offer is a positive move, the government has not yet shown a willingness to tackle the underlying problems in the region. Instead of continuing with this endless amnesty, it is important that to solve the problem of the region, Federal Government needs to abandon Presidential Amnesty Programme and in its place, implement the recommendation by a government-appointed committee, which a few years ago,  stated that Niger delta states should receive 25% of the country’s oil revenue, as against the present  13%.

Utomi Jerome-Mario is the Programme Coordinator (Media and Public Policy), Social and Economic Justice Advocacy (SEJA), a Lagos-Based Non-Governmental Organization (NGO) and can be reached via Je*********@***oo.com/08032725374

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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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