Money supply climbs to N119tn in October

CBN Governor, Olayemi Cardoso. Photo: CBN / XNigeria’s broad money supply rose to N119.04tn in October 2025 from N117.78tn in September, according to new data published by the Central Bank of Nigeria. The increase amounted to N1.25tn, equivalent to 1.06 per cent, reversing the slowdown recorded a month earlier.

Year-on-year, M3 (broad money supply) expanded by N11.04tn or 10.22 per cent from N107.99tn in October 2024, reflecting a continued build-up of liquidity in the financial system despite a tight monetary environment.

The rise in October followed the Monetary Policy Committee’s decision in September 2025 to cut the Monetary Policy Rate by 50 basis points to 27 per cent, the first rate reduction since 2020. The cut came as inflation began to moderate and foreign exchange conditions improved.

Broad money supply, which includes narrow money, quasi-money, and other liquid assets, strengthened in the month that followed, indicating a higher availability of cash and near-cash balances, even as the CBN cautiously eased without fuelling renewed inflationary pressure.

A significant driver of the increase was a jump in net domestic assets. NDA rose to N84.23tn in October from N76.12tn in September, a difference of N8.11tn or 10.65 per cent within one month. The rise reflects a surge in domestic credit conditions, including higher government borrowing and increased banking system claims on the private sector.

This sharp expansion outweighed a notable drop in net foreign assets, which declined from N41.66tn in September to N34.80tn in October. The fall of N6.86tn represents a 16.45 per cent month-on-month contraction, and highlights renewed external pressures, despite NFA still standing N14.01tn higher than the same period in 2024.

Money supply measured as M2 also grew modestly from N117.77tn in September to N119.03tn in October, an increase of N1.25tn or 1.06 per cent.

Compared with October 2024, M2 rose by N11.04tn or 10.22 per cent. M2 includes narrow money and quasi-money, such as savings and term deposits, and reflects the financial balances most commonly used for day-to-day transactions and short-term decisions.

Narrow money, or M1, showed a smaller change, growing from N39.11tn in September to N39.35tn in October, an increase of N239bn or 0.61 per cent. Year-on-year, M1 rose by N4.56tn or 13.12 per cent.

The October figures show that the major push to liquidity came from the domestic side of the economy rather than from foreign inflows, with NDA rising sharply at a time when foreign assets were weakening.

The CBN’s decision in November 2025 to hold the MPR at 27 per cent underscored concerns about managing liquidity while protecting the disinflation gains achieved so far.

CBN Governor, Olayemi Cardoso, announced the decision on Tuesday in Abuja at the end of the committee’s 303rd meeting, where all twelve members were present. Cardoso said the MPC voted by a majority “to maintain the monetary policy stance,” adding that members were convinced that the economy required more time for earlier decisions to filter through.

The committee also adjusted the corridor around the benchmark rate to +50/-450 basis points and retained the Cash Reserve Ratio at 45 per cent for deposit money banks, 16 per cent for merchant banks, and 75 per cent for non-TSA public-sector deposits.

The liquidity ratio was kept unchanged at 30 per cent. According to the communiqué, the stance was underpinned by the need “to sustain the progress made so far towards achieving low and stable inflation,” adding that future policy choices would remain “evidence-based and data-driven.”

The CBN said inflation had decelerated for seven consecutive months, falling from 34 per cent a year ago to 16.05 per cent in October. Food inflation slowed to 13.12 per cent from 16.87 per cent, while core inflation moderated to 18.69 per cent.

The bank attributed the decline to sustained monetary tightening, improved FX market stability, higher capital inflows, and relative calm in fuel prices.

At the press briefing, Cardoso argued that price stability was only the first step. “The issue of macro stability and the gains of macro stability, to my mind, is the core of the matter,” he said. “To the extent that we have accomplished stability, stability is a very fundamental process in the road to growth,” he added.

Innovation shines as FCMB hosts agritech hackathon

FCMBFirst City Monument Bank, in partnership with the Dutch Entrepreneurial Development Bank and HeaveVentures, has successfully concluded the FCMB AgriTech Hackathon 2025.

The initiative is designed to accelerate innovation, sustainability, and digital transformation in Nigeria’s agricultural value chain, according to a statement from the bank on Wednesday.

The event brought together seven startups from across the agricultural ecosystem to present tech-driven solutions to sector challenges. After multiple rounds of pitching and mentorship, Qiqi Farms emerged the overall winner, while Farm Monitor and Tuplant placed second and third, respectively. Llyon Farms, AgriX, Freshfare, and PalmShops each received a N1 million consolation grant for their contributions.

Speaking at the event, the Divisional Head, Agribusiness and Non-Oil Exports, FCMB, Kudzai Gumunyu, said, “This hackathon reflects FCMB’s commitment to nurturing innovation and supporting the next generation of agritech entrepreneurs. By connecting startups to funding, mentorship, and markets, we are helping transform Nigeria’s agricultural sector into a digitally driven, globally competitive industry.”

Also commenting, CEO, HeaveVentures, Abiodun Lawal, stated that, “this hackathon demonstrates the power of collaboration between financial institutions and the tech ecosystem. We are proud to see startups developing solutions that can redefine productivity, sustainability, and food security across Africa”.

The FCMB AgriTech Hackathon affirms the institution’s commitment to strengthening Nigeria’s food security and digital economy by backing innovation, partnering with key players, and widening access to sustainable finance.

AfDB approves $500m loan for Nigeria’s energy reforms

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The African Development Bank Group has announced the approval of a fresh $500m loan to the Federal Government of Nigeria to finance the second phase of the Economic Governance and Energy Transition Support Programme, aimed at strengthening fiscal policies, driving energy sector reforms, and promoting climate action.

A statement issued by the Communication and External Relations Department official, Alexis Adélé, on Wednesday said the AfDB Board of Directors approved the loan during a meeting in Abidjan and that it covers fiscal years 2024 and 2025.

The statement read, “The Board of Directors of the African Development Bank Group, meeting in Abidjan, approved a $500m loan to the Government of the Federal Republic of Nigeria to finance the second phase of the Economic Governance and Energy Transition Support Programme. The policy-based operation is for fiscal years 2024 and 2025.”

The programme will target three key strategic areas to drive Nigeria’s economic and energy reforms. First, it aims to deepen fiscal policy reforms by strengthening public financial management systems and enhancing the transparency and efficiency of government spending.

Secondly, the initiative will focus on energy sector reform, seeking to accelerate improvements in the power engineering sector. The goal is to reduce energy poverty, expand access to electricity, enhance sector governance, and attract greater private investment.

The programme also aims to advance energy transition and climate action by supporting the implementation of Nigeria’s energy transition plan. It will promote climate change adaptation and mitigation efforts and introduce energy-efficiency standards for electrical appliances across the country.

Speaking on the programme, the Director-General of the African Development Bank’s Nigeria Office, Abdul Kamara, said the second phase aims to stimulate inclusive growth by fast-tracking structural reforms in the energy sector while supporting progressive fiscal policy reforms to boost non-oil revenues and expand fiscal space.

“The second phase of the programme aims to stimulate inclusive growth by accelerating structural reforms in the energy sector, while supporting progressive reforms of fiscal policy to boost non-oil revenues and expand fiscal space. The new phase will consolidate and build on the achievements of the first phase,” he added.

The programme will also update Nigeria’s Nationally Determined Contribution for the 2026–2030 period, aligning the country’s climate commitments with global targets.

Direct beneficiaries include key government agencies such as the Federal Ministries of Power, Finance, and Environment, the Federal Inland Revenue Service, the Nigerian Electricity Regulatory Commission, the Debt Management Office, the Office of the Auditor General, and the National Climate Change Council of Nigeria.

Private sector actors are expected to benefit from an improved investment climate and expanded opportunities in energy projects across states, as the programme aims to foster public-private partnerships.

As of 31 October 2025, the AfDB’s active portfolio in Nigeria included 52 projects with a total commitment of $5.1bn. This latest support underscores the AfDB’s continued commitment to Nigeria’s economic governance reforms, sustainable energy transition, and efforts to create a more resilient and inclusive economy.

High lending rates crippling production, MAN tells CBN

CBN-VUILDING-700×375The Manufacturers Association of Nigeria has urged the Central Bank of Nigeria to further reduce interest rates to ease the rising cost of borrowing, which continues to stifle production and erode competitiveness in the manufacturing sector.

In its reaction to the outcome of the Monetary Policy Committee meeting held on November 24 and 25, MAN stated on Wednesday that it acknowledged the MPC’s decision to retain the Monetary Policy Rate at 27 per cent but stressed that the current lending environment remains “punitive for manufacturers.”

Following its 303rd meeting on November 25, the MPC maintained the benchmark rate at 27 per cent, adjusted the Standing Facilities Corridor to +50/-450 basis points, retained the Cash Reserve Ratio at 45 per cent for commercial banks and 16 per cent for merchant banks, and kept the liquidity ratio at 30 per cent.

The MPC also expressed satisfaction with improving macroeconomic indicators, noting what they called a “continued slowdown in inflation” and the “accelerated pace of disinflation,” which stood at 16.05 per cent in October.

But MAN cautioned that the prevailing conditions in the real sector demand more decisive easing. In his statement, Director-General of MAN, Segun Ajayi-Kadir, said the association “appreciates the decision of the MPC to halt the increase in MPR” but insisted that manufacturers had expected “a further reduction in the rate to reduce the cost of borrowing.”

Ajayi-Kadir noted that despite the improvement recorded at the last meeting, manufacturers still contend with borrowing costs “ranging between 30 and 37 per cent,” describing the rates as “high, restrictive, and damaging to competitiveness.”

He said, “The rate hinders production and reduces the competitiveness of the sector. While the emphasis on exchange rate stability and improved forex liquidity is crucial, it is essential to reduce the cost of funds to encourage borrowing for expansion and investment.”

The Association warned that persistent high lending rates would continue to limit manufacturers’ access to affordable credit, particularly those in the small and medium industrial cadre.

MAN added that the challenge was compounded by structural bottlenecks such as poor infrastructure, high logistics costs, erratic electricity supply, soaring energy costs, and insecurity, which it said “cumulatively raise production costs and weaken competitiveness.”

MAN urged the CBN and policymakers to strengthen monetary–fiscal coordination and pursue reforms that unlock industrial potential to sustain stability and drive inclusive growth. MAN said the CBN should “strengthen handshake with the fiscal authority to promote reforms capable of unlocking the full potential of the manufacturing sector.”

MAN also highlighted a series of recommendations aimed at positioning the sector for productive growth. It advised the CBN to “adopt a downward review of the rate in subsequent MPC meetings to lessen the burden of high borrowing costs and incentivise long-term investments,” particularly in capital-intensive sub-sectors.

MAN further recommended that the apex bank introduce additional policy instruments to facilitate credit flow to the real sector while the Federal Government strengthens fiscal discipline and scales up investments in roads, electricity, and logistics to boost supply capacity.

On exchange rate management, MAN urged the government to work closely with the Central Bank to stabilise the naira and manage potential risks linked to capital flight arising from the new MPC corridor adjustment “that will push banks to lend more.”

It also called for complementary fiscal measures that support industrial development, promote structural reforms in agriculture, manufacturing, and energy, and address inflationary pressures. The body added that insecurity in agricultural and industrial zones must be urgently resolved to stabilise raw material supplies and food output, stressing that “a secure environment is critical to sustained industrial growth.”

While commending the MPC for measures aimed at strengthening liquidity and encouraging lending, MAN said the government must seize the moment to drive credit-led growth in productive sectors. The Association urged the CBN to “monitor and evaluate the impacts of previous MPC decisions on credit access to the real sector” to inform future policy decisions.

MAN concluded by reaffirming its appreciation of the CBN’s efforts to stabilise the economy but maintained that stronger coordination between fiscal and monetary authorities remains essential to ensure that the MPC’s decisions translate into real sector gains, sustained growth, and broader economic development.

System inefficiencies cost Ibom Air N32bn annually – CEO

George-UriesISystemic operational and infrastructure inefficiencies are costing Ibom Air more than N32bn annually, according to the airline’s Acting Chief Executive Officer, George Uriesi.

The airline chief spoke at the FAAN National Aviation Conference recently held in Lagos.

Uriesi revealed that Nigerian airlines average only 5.5 to 6 flight hours per day, a duration he said was far below the 10-hour daily utilisation recorded by many carriers in Europe and other regions.

The Ibom Air boss insisted that this shortfall has created a massive productivity gap with direct financial consequences.

“Our aircraft are flying roughly half as much as their counterparts overseas. By year-end, each aircraft conducts about 1,080 fewer flights than the global average. That’s 720 fewer flights, translating into revenue we cannot recover.”

Using a conservative estimate of N5m per flight, Uriesi disclosed that “every underutilised aircraft costs Ibom Air N3.6bn in losses annually. With the airline’s fleet of nine Airbus A220s, total losses climb beyond N32bn each year.

“This is money that could be reinvested in operations, infrastructure, and growth, yet remains untapped due to systemic inefficiencies,” he said.

Uriesi attributed a significant portion of the inefficiencies to infrastructure deficits across Nigerian airports. He cited the recurring air traffic management challenges at the Abuja airport, where procedural ATC operations continue to replace radar-based systems.

He said, “We operate in a very difficult environment. In Abuja, ATC defaults to a procedural approach instead of radar. Flights enter prolonged holding patterns, consuming unnecessary fuel and time.”

Describing Abuja as “a very, very, very busy airspace”, Uriesi said aircraft are routinely kept airborne longer than necessary due to heavy communication loads and outdated systems. “These are safety issues, and our pilots are raising safety concerns every minute,” he added.

“Flights into Abuja often experience delays, and departing aircraft sit for 20 minutes or more before take-off. If you calculate the fuel impact on airlines, it’s huge. Please help the airlines and use the radar now,” Uriesi appealed.

Beyond infrastructure challenges, Uriesi highlighted the risks associated with operating small fleets. Airlines with just three to six aircraft, he warned, are structurally disadvantaged.

He said, “Being small is one of the most dangerous positions for an airline. You are always on the verge of falling out. To be profitable, you must grow quickly to 10, 11, 12, 15, 20 aircraft and beyond.”

Larger fleets, he noted, improve utilisation, support better risk absorption, and offer improved negotiating power with financiers and service providers.

Despite these constraints, the Ibom Air boss said the airline has maintained an 88 per cent compound annual revenue growth rate since its inception in 2019.

However, he maintained that underutilised aircraft continue to suppress the airline’s full earning potential. Improving daily flight hours by even two or three hours per aircraft, he said, could unlock billions in additional revenue.

“Profitability in Nigeria isn’t just revenue minus costs. It’s navigating a complex obstacle course of infrastructure bottlenecks, regulatory fees, and operational inefficiencies,” he added.

He urged government intervention to reduce overflight charges, regional fees, and other financial burdens limiting aircraft productivity.

Also speaking at the event, the Managing Director of Aero Contractors, Capt. Ado Sanusi, said the operating environment makes it “extremely difficult” for airlines to achieve profitability.

“What we should be discussing is why it is extremely difficult. Why can’t we make it easy and have a sustainable industry? The truth is, we all contribute to airlines being unprofitable.”

Sanusi faulted multiple aviation agencies, such as FAAN, NCAA, NAMA, and NiMet, for policies and inefficiencies that impose additional costs on airlines.

For instance, regarding regulators, Sanusi explained that “Beyond safety oversight, they have economic regulatory responsibilities. But when safety oversight becomes excessive and airlines are paying for it, it eats into what little profit they can make.”

He identified FAAN’s infrastructure deficits as a cause of daily delays, especially in morning operations when passenger processing jams occur.

He complained that these delays lead to compensation claims which the NCAA forces airlines to bear.

For NiMet, he pointed to inaccurate or outdated weather reports. “If they don’t give accurate weather, and I get airborne only to find out Calabar weather is bad, I must return to Abuja. That’s a major loss.”

He added that NAMA often trains cadet controllers during peak periods, extending flight times and increasing fuel burn. “Again, that eats into our profit.”

Sanusi emphasised that the aviation sector requires deep, sincere structural reform, insisting that “Apart from the ministry’s five-point agenda, we must have a genuine reform of the aviation sector. We have had reforms, but they have not been genuine. We need reforms that will deliver improvements for the next 20–30 years. If not, the same problems will continue to recur.”

NGX ends six-day slump with N94.47bn boost

Nigerian Exchange LimitedBullish trading resurfaced on the Nigerian Exchange Limited on Tuesday, breaking a bearish run that had entered its sixth day as of Monday.

At the close of trading, the All-Share Index and Market Capitalisation rose by 0.10 per cent to 143,763.13 and N91.44tn, respectively, resulting in a gain of N94.47bn for investors.

Analysts maintained that sustained profit-taking had continued to pressure the overall performance of the local bourse, leading to bearish trading. The positive turn in the market also coincided with the decision of the Monetary Policy Committee of the Central Bank of Nigeria to hold the benchmark rate at 27 per cent at the end of its last meeting of the year.

The MPC also retained the Cash Reserve Ratio at 45 per cent for commercial banks and 16 per cent for merchant banks, and the 75 per cent CRR on non-TSA public sector deposits. The Liquidity Ratio was retained at 30 per cent, while the Standing Facilities Corridor was adjusted to +50 / -450 basis points around the MPR

Meanwhile, market sentiment on the NGX turned positive, as 26 advancers outweighed 20 decliners, yielding a favourable 1.3x breadth ratio. The stocks of NCR, Ikeja Hotel, Prestige Assurance, Eunisel, and Sterling Financial Holding Company led the gainers, while Caverton, Union Dicon, Sunu Assurance, Lasaco, and Mansard topped the losers’ list.

Sectoral performance was mixed, with banking posting the strongest gain at 0.56 per cent, followed by consumer goods (0.01 per cent), while insurance declined by 0.84 per cent. The Oil & Gas, Industrial, and Commodity sectors remained flat.

Despite the uptick in the market, trading activity weakened across all metrics. Volume contracted by 18.62 per cent to 556.15 million shares, transaction values dropped 34.04 per cent to N18.71bn, and deal count fell 18.29 per cent to 19,500.

Analysts at Cowry Asset Management said the downturn in trading activity reflected diminished institutional engagement through reduced block trades and subdued retail participation amid ongoing risk-averse sentiment.

Offences and penalties in new Nigerian Tax Act (1)

Zacch AdedejiThe new Nigerian Tax Act, which comes into effect on January 1, 2026, has been hailed as containing reforms capable of transforming the nation’s economy, promoting equity among the populace, improving the financial capabilities of low and medium class workers while substantially bridging Nigeria’s age-long infrastructural gap.

To enforce compliance and effective implementation, some guidelines, including penalties for flouting the laws, have been put in place. Some of the penalties have been outlined below.

Failure to register

N50,000 for the first month of default and N25,000 for each subsequent month Failure to file returns VAT Returns.

N100,000 in the first month in which the failure occurs and N50,000 for each subsequent month Failure to keep books.

For a company, N50,000

Failure to grant access for the deployment of technology

N1,000,000 for the first day of default and N10,000 for each subsequent day of default.

Failure to use fiscalisation system

N200,000 plus 100% of tax due and interest at the prevailing CBN rate per annum.

Failure to deduct tax

40% of the amount not deducted

Failure to make attribution

N100,000 penalty

Failure to remit tax deducted at source or self-account

For failure to remit tax deducted is to pay the amount deducted, collected or withheld but not remitted. And administrative penalty of 10% per annum, and the interest at the prevailing CBN monetary policy rate.

For self-account under this act is liable to pay the tax not self accounted for, an administrative penalty of 10% per annum of the amount not self accounted for, an interest at the prevailing CBN monetary policy rate.

A person convicted of any of the offenses under this section shall be liable to imprisonment up to three years or a fine of not less than the principal amount due plus penalty of not more than 50% of the sum or both.

Failure to attend to demands, request or notices

N100,000 in the first day of default and N10,000 for every subsequent day where the default continues.

Any one who does not provide requested tax information, documents or records within the required time will pay an administrative penalty of N200,000 for the first day of default and N10,000 for each subsequent day where the failure continues.

A person who fails to or refuses to comply with obligations to submit information relating to legal arrangement, notice, rules, regulations, guidelines or circulars issued by the services or any other relevant tax authority is liable to an administrative penalty of N1,000,000 for the first day of default, in addition to 10,000 for each subsequent day of failure, other administrative penalties may apply as stated in any related notice, rule, regulation, guideline or circular.

Airlines face uneven fuel costs as currencies weaken — IATA

IATAJet fuel price volatility is hitting airlines unevenly across global markets as weakening local currencies deepen cost pressures, according to new insights from the International Air Transport Association.

According to a statement issued by the body, “The first chart of the week, a decade ago, showed that jet fuel price declines had uneven impacts across economies due to fluctuations in local currencies against the US dollar.”

The situation has worsened over the past four years, with jet fuel prices swinging dramatically. The report noted that “jet fuel price volatility in USD has intensified, especially since 2020, driven by the pandemic-induced demand collapse, the post-pandemic recovery amid supply chain disruptions, and escalating geopolitical tensions.”

Countries whose currencies have weakened are now paying significantly more for fuel. The statement highlighted that “The most pronounced impacts are observed in Russia and Brazil, whose currencies have depreciated the most against the dollar since 2014.” Russia’s ruble has slid following the invasion of Ukraine and subsequent international sanctions, while “the Brazilian real has also suffered recently as expectations are high that the central bank will loosen monetary policy in spite of persistent fiscal woes and the detrimental effect of tariffs on the country’s external accounts.”

Even major economies have felt the pressure. “Although less pronounced than in Russia and Brazil, the EU, China, and India have all seen their currencies weaken against the US dollar since mid-2022,” the analysis stated. However, it also pointed out that “the dollar has lost around 10 per cent of its value this year against many currencies. The countries lucky enough to find themselves in the latter group have seen their fuel bills cheapen in local currency terms.”

Jet fuel remains one of the largest cost components in aviation. As emphasised by the statement, “Fuel costs make up close to 26 per cent of total operating expenses of airlines, alternating with labour as the largest cost category.” Additionally, “Approximately 55–60 per cent of all global airline costs are denominated in USD, compared to 50–55 per cent of revenues.”

This imbalance has direct consequences for profitability. The report explained that “Based on this, a one per cent appreciation of the USD against global currencies could reduce operating margins by about 0.1 percentage points, while a one per cent depreciation could improve margins by a similar amount.”

NNPC sets June 2026 deadline for refinery partners

GCEO NNPC Ltd, Mr Bashir Bayo Ojulari addresses the staff of the company during his inaugural town hall meeting held at the NNPC Towers, on Thursday. CREDIT: NNPCLThe Nigerian National Petroleum Company Limited has announced a fresh target of June 2026 to finalise the selection of technical partners for the country’s state-owned refineries, following years of failed rehabilitation efforts and a sharp decline in refining expertise.

The Group Chief Executive Officer of NNPCL, Bayo Ojulari, disclosed this during a question-and-answer session at a press briefing on Monday in Abuja, where the company announced a Profit After Tax of N5.4tn for the 2024 financial year, the strongest in its corporate history.

Ojulari said Nigeria’s refineries, the Port Harcourt, Warri, and Kaduna plants, despite ongoing rehabilitation, remain “well below international standards,” making their products commercially uncompetitive, especially compared to the privately owned Dangote Refinery.

He, however, explained that the current management is seeking competent private partners with proven refinery management experience to support the revival of Nigeria’s state-owned refineries.

According to him, the new strategy is to work only with private entities that already own and operate functioning refineries, stressing that the partnerships would be based strictly on verifiable track records and structured as business collaborations.

He stressed that any collaboration would be business‑driven, based on solid track records and structured as commercial (not state‑driven) arrangements. Citing the Dangote Refinery as an example of how technical capacity has shifted abroad, he noted that many of the experts currently running such facilities are foreign because Nigeria has “lost capability over time.”

The NNPCL boss explained that years of underinvestment, weak governance, and collapsing technical capacity had left Nigeria unable to operate the refineries to global standards.

He said, “Now, going forward, what are we really looking for? We realise that, you know, if you look at Dangote Refinery and look at the capabilities of the people running it, a lot of foreign people are there. We may not like it, but we need to review that capability, because we have lost the capability over time in terms of the overall capacity to run.

“So what we are looking at is some partnership with a private entity, just like you said, but private entities that have existing refineries that they are running and operating. So it’s not by mouth, right? So they would have that track record. And our intention is to partner with them as a business. Remember, we are not partnering as a government.

“We are partnering as a CAMA company. It’s very different. It’s a commercial arrangement where they bring in technical capacity, technical resources, and all of that, and we complement with the capability that we have, and we cooperate with them. But they lead the operation, because we want people who are in the game, So that’s what the intention is.”

He added that NNPCL may redesign its refineries into hybrid plants to meet global product specifications and compete internationally. However, firm completion dates will only be announced after redesign and hybridisation plans are finalised. Ojulari said NNPCL expects a clearer timetable by mid-2026.

He further warned that if the original rehabilitation plan for the state-owned refineries is followed, the output would still fall “two steps below current international specifications.”

“You talked about the timeline. I think the timeline is a bit challenging to say, but I will just tell you that sometime in the middle of next year, I will be in a better position to give a firmer timeline. But the timeline I can give you is that by the middle of next year, we will have agreed and defined the partnerships, the technical partnerships, the new relationship, and the new contracts.

“Everything will be in place. So I will have a clear roadmap towards the completion of those refineries. Let me give you two more things that most people may not be aware of. If we go by the original plan, let’s just assume we go ahead, right? By the time we finish the ongoing rehabilitation, the products from those refineries will be far lower standard than the Dangote refinery, and will be two steps lower standard than the current international specifications.

“So when you use the word hybrid, right, is that we want to redesign to a hybrid, so that the product that we produce will be of international standard, so that we can commercially market it, right? That requires some redesign. So we don’t want to preempt by just giving you a date just for it, but we know that we should be able to do that more credibly sometime in Q2 next year.”

He said the company would only release firm completion dates after finalising the redesigns and hybridisation plans necessary to meet global refining standards. The new timeline continues the government’s long-standing efforts to revive Nigeria’s ailing refineries.

The country’s three state-owned plants, Port Harcourt, Warri, and Kaduna, with a combined installed capacity of 445,000 barrels per day, have been largely moribund for over a decade, producing little to no output in most years despite billions spent on turnaround maintenance and rehabilitation projects.

Despite billions of dollars totalling around N18tn committed to Turnaround Maintenance since the early 2000s, none of the refineries has returned to steady production. The Port Harcourt plant is undergoing a $1.5bn rehabilitation, Warri is being revamped under a joint programme with Daewoo Engineering, while Kaduna refinery requires an extensive overhaul and new configurations to handle more complex crude.

The emergence of Dangote Refinery, now producing Euro-V standard fuels, has further exposed the outdated configuration and technological gap of the state-owned plants.

Beyond refining, Ojulari said NNPCL is working with partners to lift Nigeria’s crude oil output to 1.7 million barrels per day by year’s end, supported by improved security, better Joint Ventures financing, and new upstream investments.

He revealed that Nigeria’s oil production is on a gradual upward trajectory, noting that output last year was around 1.5 million barrels per day. This year, the target is to reach about 1.7 million barrels per day, with expectations to hit 1.8 million barrels next year.

He added that, with ongoing investments in the sector, the government remains confident of achieving its ambitious goal of two million barrels per day by 2027, emphasizing that the approach involves taking all necessary steps to ensure the target is met.

He said the company’s strong financial outlook, including the N5.4tn profit declared for 2025, reflects improved operational fundamentals.

“We will have a better financial year in 2025 compared to 2024 on the basis of our fundamental performance,” he said. “If you exclude foreign exchange gains and price effects, our fundamentals show that 2025 will outperform 2024.”

Ojulari emphasised repeatedly that NNPCL now operates as a limited liability company under the Companies and Allied Matters Act, with greater commercial freedom under the Petroleum Industry Act.

“We must correct a misconception. NNPC is now largely a private company. Yes, we have government oversight and national accountability under the PIA, but we are not operating as a government parastatal,” he said. “The PIA created an environment where NNPC is able to consummate commercial agreements like never before.”

The GCEO said NNPCL’s long-term strategy hinges on improving partnerships and boosting investor confidence. “The partner you have today is your best ambassador. If partners are unhappy, they damage your reputation,” he said. “We are improving the quality of partnerships across the board, and we are already seeing new investment opportunities emerge.”

He added that governance reforms, transparency initiatives, and staff development would remain central to the company’s ambition to become “one of the most competitive companies on the continent.”

Ojulari praised the over 6,000 direct and 6,000 indirect staff of NNPCL for driving the company’s turnaround, saying the organisation was investing heavily in new technical skills to keep pace with fast-changing energy technologies.

“It’s our people that do the work. We are unleashing their full potential by giving them the tools, training, and autonomy they need to take us into the future,” he said.

Hilal Takaful Insurance appoints Olanrewaju as MD/CEO

The new Managing Director and Chief Executive Officer, Hilal Takaful Nigeria Limited, Mr. Hassan Olanrewaju,Hilal Takaful Nigeria Limited, a subsidiary of Cornerstone Insurance Plc, has appointed Mr Hassan Olanrewaju as its new Managing Director/Chief Executive Officer, effective immediately.

In a statement made available to The PUNCH, the firm said the appointment underscores its commitment to ethical insurance practices, innovation, and participant-focused service delivery.

According to the statement, Olanrewaju is a chartered insurance professional with over two decades of experience.

“Mr Olanrewaju brings a wealth of expertise spanning technical operations, business development, and strategic management. His career includes leadership roles at Mutual Benefits Assurance Plc, Great Nigeria Insurance Plc, Law Union & Rock Plc, and Oceanic Insurance Group, where he consistently delivered growth, operational efficiency, and market expansion. His deep industry insight and proven leadership make him well-suited to advance Hilal Takaful Insurance’s mission of offering ethical, innovative, and customer-focused solutions,” the statement read.

The Board of Hilal Takaful Insurance also expressed confidence in Olanrewaju, noting, “We believe Mr Hassan’s leadership will further strengthen Hilal Takaful’s presence in the Takaful ecosystem, driving greater impact, innovation, and excellence in service delivery.”

Speaking on his appointment, the new MD/CEO said, “It is a privilege to lead Hilal Takaful Insurance at such a defining time. I look forward to working with our dedicated team to enhance our offerings, deliver exceptional value to our participants, and uphold the ethical principles that are the cornerstone of our brand.”