Dangote Group has appointed renowned economist and former Central Bank of Nigeria (CBN) Director, Dr Mahmud Hassan, as its Chief Economist, strengthening the Group’s economic advisory capacity at a time of heightened global and domestic market volatility.
In his new role, Dr Hassan will serve as the Group’s top adviser on economic strategy, market trends, and policy implications, reporting directly to the President of the Group, Aliko Dangote.
Dr Hassan brings more than 30 years of experience in economic policy formulation, financial sector regulation, and central banking. During his long career at the CBN, he held several senior positions, including Director of the Trade and Exchange Department and Director of the Monetary Policy Department. He also served as Secretary to the Monetary Policy Committee and as Special Assistant on Economic Policy and Research to the CBN Governor.
Dr Mahmud Hassan
Beyond Nigeria, Dr Hassan has played a key role in advancing regional economic integration, working as a lead consultant to the African Union Commission on trade integration initiatives and the establishment of the African Monetary Fund.
Academically, he holds a PhD in Economics and an MSc in Energy Economics and Policy from the University of Surrey in the United Kingdom, as well as a BSc in Economics from Ahmadu Bello University, Zaria. He is an alumnus of the Harvard Kennedy School and holds professional certifications as a Bank Examiner and AML CFT Analyst.
Dr Hassan is a Fellow of several professional bodies, including the Nigerian Statistical Association, the Chartered Institute of Bankers of Nigeria, and the Compliance Institute of Nigeria. He is also a prolific researcher with extensive publications in macroeconomics, monetary policy, energy economics, and financial engineering.
In addition to his corporate role, he continues to serve as a visiting professor at several Nigerian universities and is currently the President of the Nigerian Association for Energy Economics.
His appointment underscores Dangote Industries Limited’s focus on deep economic insight and policy intelligence as it navigates evolving market dynamics across Nigeria, Africa, and the global economy.
On Wednesday, December 10, 2025, AP7, the largest pension fund in Sweden, was reported to have updated its annual exclusions and, in their latest review, made the decision to drop TotalEnergies alongside 35 other companies, citing climate-related risks and human rights concerns.
AP7’s decision follows a growing pattern among long-term investors who have assessed TotalEnergies’ involvement in EACOP and chosen to step away. The StopEACOP Coalition, a group focused on stopping the actualisation of the East African Crude Oil Pipeline (EACOP), says it has observed morethan 50 investors excluding or avoiding financing TotalEnergies’ projects in recent years, many of them citing the EACOP project.
AP7, the state pension fund in Sweden, is said to have drop TotalEnergies, citing climate-related risks and human rights concerns related to the EACOP project
2022: Dutch asset manager Cardano (formerly Actiam) chose to sell its investments in TotalEnergies because of EACOP.2023: Danish pension fund PKA divested after years of engagement, citing TotalEnergies’ unresponsiveness to their criticism of EACOP 2024: Dutch pension funds Achmea and ASR excluded the company, with Achmea directly referring to environmental and human rights violations related to EACOP 2025: The Scandinavian asset manager Nordea Asset Management placedTotalEnergies in “quarantine,” with no new bonds or shares being bought due to ongoing human rights allegations surrounding EACOP.
“It’s not just consequential investors pulling away from TotalEnergies projects on the continent; governments too are finding investments in TotalEnergies’ fossil fuels extremely risky, as exemplified by the recent decision of the UK and the Netherlands to pull out of TotalEnergies’ Mozambique LNG project at the last minute. The UK, in particular, overturned more than $1 billion due to increased project risks since 2020.
“Looking at the shift in investor behaviour and diminishing government appetite, if the examples above are anything to go by, this points to a broader reality: EACOP is being rejected because it makes no sense financially, reputationally nor morally for financial institutions and investors interested in sustainable investments,” the group said in a statement.
StopEACOP added that, for long-term investors, the EACOP project is increasingly being assessed as a material risk rather than a viable asset. It noted that decisions by major pension funds and asset managers to exclude or restrict TotalEnergies reflect concerns around stranded assets, legal exposure, reputational damage, and the growing gap between fossil fuel expansion and climate-aligned investment mandates.
“This is not a values-based judgment but a risk calculation, and the direction of capital is making that clear,” StopEACOP stressed, adding:
“Despite repeated claims that the project represents development and economic opportunity, the growing list of investors walking away reflects the true story of EACOP, as told directly by thousands of impacted people in Uganda and Tanzania. A story of unprecedented violations of human rights exemplified by the weaponisation of the judiciary, which has seen Ugandan youths spend more than three months in jail unnecessarily for voicing opposition to EACOP.
“A story of the displacement of thousands of people and putting ecosystems at risk. A story of big oil lining their pockets while leaving communities impoverished and their governments saddled with debts and stranded assets. This reality is becoming a liability for EACOP’s financial backers.
“We, therefore, urge banks and insurers still backing EACOP, including Standard Bank, South Africa, KCB Bank Uganda, and Stanbic Bank Uganda, to take note. When pension funds, asset managers, and governments step back, it is a warning, not a coincidence.
“The market is speaking clearly. Accountability is catching up. And the costs of continuing down this path are becoming impossible to ignore. The responsible choice is for the financial backers to withdraw. If TotalEnergies insists on advancing this harmful project, investors too have a responsibility to divest from the company altogether.”
Nigeria’s civil society landscape is filled with well-intentioned initiatives. From campaigns that generate headlines but change no laws, voter education drives that inform but don’t mobilise to groups that protest but lack the organisational muscle to sustain pressure – the pattern is clear. Despite decades of democratic governance and a vibrant civil society sector, the actual practice of democracy is weak.
The problem isn’t lack of passion or good intentions. The problem is structure or, more precisely, the lack of it. This siloed approach creates three fatal weaknesses:
First, the sector suffers from resource fragmentation, where multiple organisations compete for identical donor funds to address the same issues from scattered points. This dilutes impact, duplicates efforts, and deepens an unsustainable dependency on external funding.
Mayowa Olajide Akinleye
Consequently, this competitive environment breeds knowledge isolation; hard-won lessons, contacts, and operational experience remain trapped within individual organisations rather than evolving into collective wisdom that elevates the entire sector and, finally, power diffusion. Without coordinated action, civil society’s voice reduces to a cacophony of competing interests that politicians can easily ignore or manipulate.
The result? Decades of activism that generate heat but little light.
Silos in Civic-Tech
An obvious gap and where this piece will focus intently, is how we have built or are building civic-tech tools. From civic education platforms to transparency and accountability trackers and election mobilisation apps and, more recently, a plethora of AI tools, the innovation pipeline has never been short of ideas.
However, despite this abundance, the civic tech ecosystem has largely grown horizontally rather than vertically, with each organisation building in isolation and creating overlapping tools with limited interoperability.
This siloed approach contrasts sharply with the very spirit of open government that civil society advocates. More importantly, because civic tech is largely driven by civil society organisations, this fragmentation is diluting civil society’s collective voice.
Integration as Strategy
But what if we approached civic technology differently? What if, instead of building in isolation, organisations deliberately designed their tools to connect and amplify each other?
A connected civic tech ecosystem signals an integrated civil society, one that can mobilise citizens at scale, coordinate advocacy efforts, and sustain pressure on government using shared data, technology, and resources. There are four interconnected layers of civic infrastructure that amplify each other’s effectiveness.
Foundation Pillar: Civic education infrastructure to build critical thinking skills, interest, and systemic understanding of how our governance works (or should work).
Engagement Pillar: Channels that transform education into sustained action – not just voting, but year-round citizen engagement with representatives and institutions.
Organisation Pillar: Political structure that transforms individual citizens into collective power through disciplined, accountable political organisations with a clear theory of change.
Accountability Pillar: Governance oversight mechanisms that ensure transparency, create consequences for behavior, and reward responsive leadership.
When these layers work together in series, they create exponential rather than additive impact. Educated citizens participate more effectively. Organised participation creates political pressure. Political pressure enables accountability. Accountability creates space for better governance, which supports more civic education and participation. The flywheel keeps turning.
This is the unlock that we must intentionally build for as an ecosystem. Organisations combining efforts to build interoperable initiatives, interventions, and technology within each pillar as a stack, and each pillar directly feeding each other.
What can this look Like
An integrated civic tech stack envisions a framework where tools are built to complement rather than compete. For instance, a stack could link:
Citizens engagement platforms that educate voters on candidates
Promise tracking systems that monitor campaign commitments
Citizen feedback mechanisms that report implementation status
Budget dashboards that show fiscal allocations against promises
Accountability scorecards that rate official performance
Imagine if verified campaign promises automatically integrated into a public policy tracker, which in turn updated from open-budget dashboards that monitor fiscal allocations. This unified dataset could feed into community feedback forms where citizens report whether promised projects were delivered. The result would be citizens, journalists, and policymakers working with a unified source of civic truth.
Nigeria’s civic ecosystem could start with a civic Data Layer, a shared repository of open, standardised datasets on governance, budgets, and policies. Above that could sit an Engagement Layer, where citizens interact with these datasets through apps, chatbots, or SMS. Finally, an Innovation Layer could allow new civic startups to plug in using shared APIs,authentication tools, and analytics systems.
This principle of stacked infrastructure is not new. The fintech ecosystem in Nigeria offers a living model. Before the era of integrated payment systems, mobile banking was impossible. Today, thanks to the Nigeria Inter-Bank Settlement System (NIBSS) and open banking frameworks, users can transfer across banks and fintech apps almost seamlessly. Civic tech can borrow from this model by creating Civic Interoperability Protocols, standard APIs and data frameworks that enable different platforms to communicate securely.
Globally, India’s Digital Public Infrastructure, notably the India Stack, offers a masterclass in how layered systems can transform public service. Built around digital identity (Aadhaar), payments (UPI), and data consent layers, India Stack enables private and civic innovators to plug into a national framework, producing exponential outcomes. Similarly, in Estonia, civic engagement and governance platforms are interconnected through the X-Road, a backbone that links government databases, NGOs, and even businesses under secure, interoperable standards.
How the ecosystem benefits
This structure delivers multiple benefits simultaneously:
For Civil Society: Organisations share verified insights, coordinate campaigns, and can present a united front in demanding transparency, accountability, and reform. Collaboration attracts funders who increasingly prefer systemic investments over one-off projects. By pooling data and infrastructure, civic tech organisations reduce redundancy, enhance collaboration, and deepen democratic impact.
For Citizens: The same platforms can serve multiple functions. A voter who learns about candidates through the education layer can track their promises through the engagement layer and later report results through the accountability layer – all within a connected ecosystem where information builds progressively. This creates both convenience and depth.
For Democracy: Sustained, organized pressure on government becomes possible. Individual organisations making individual demands are easy to ignore. A unified civil society armed with shared data, coordinated messaging, and demonstrated citizen support is far more difficult to dismiss.
For Funders: Rather than funding dozens of parallel initiatives addressing the same problem, donors can invest in shared infrastructure that multiplies the impact of each individual organisation. This reduces overhead, improves sustainability, and creates a path to measurable systemic change
Blueprint for the New Generation
Building these stacks requires a fundamental shift in how Nigeria’s emerging civic leaders approach the work. Here’s how we must begin:
Impact over Idea: We must be humble enough to accept that individual ideas are always less important than collective impact.
Ruthless prioritisation: Our work must focus ruthlessly and collectively consolidate on the highest-leverage interventions rather than trying to solve everything at once.
Embrace political realism: Civil society cannot remain “above politics” while expecting political outcomes. The new generation must understand that civic education without political organisation is an academic exercise, and political organisation without accountability mechanisms will become corrupt.
Build for local & community ownership: This means developing solutions with the community to enable ownership, this allows inputs such as membership contributions and community investment that ensure improved participation & longer sustainability of interventions.
Measure what matters: Move beyond counting workshops held or people reached to tracking concrete policy wins, electoral accountability, and institutional changes.
The path forward requires less ego and more strategy, less noise and more organised power. Philanthropic funders, local incubators, and civil society leaders must invest in shared infrastructure projects such as civic APIs, open data repositories, and joint capacity-building programmes. Just as technology stacks revolutionised finance, civic stacks can revolutionise democratic participation.
Like anything there will be issues to grapple with. Which is why the most critical stack we need to build first is not of technology, but of trust and shared strategy among diverse actors. Let this be the start of that conversation: How do we govern a shared civic infrastructure? What is the sustainable economic model? How do we design for the rural and city demographics simultaneously?
The future of our democracy depends not on a single perfect solution, but on our collective willingness to engage with these hard questions and build iteratively, and inclusively, from the ground up.
The Elephant Protection Initiative (EPI) Foundation’s friend of the month for December 2025 is Mvondo Bruno, Traditional Chief of Minkok-Bityli in the Sanaga Maritime Division of Cameroon’s Littoral Region. He stands as a respected leader whose influence extends far beyond his village. Known for his unwavering commitment to environmental protection, cultural preservation, and community leadership, he plays a key role in regional initiatives focused on conserving natural resources and strengthening traditional governance.
Beyond ritual knowledge, he is also a senior expert in traditional knowledge associated with genetic resources, an expert in sacred forest management, and a ritualist for forest peoples. His dedication to cultural advocacy has led him to serve as a spokesperson for the Fang-Béti-Bulu communities in their efforts to repatriate cultural property taken during colonial times. His passion for forest and wildlife conservation comes from his upbringing as the son of a farmer in the heart of the Congo Basin rainforest.
Mvondo Bruno
The forest, he explains, is the source of food, materials, and spiritual balance. Without it, life loses its richness. For him, protecting forests and wildlife, especially species essential to rituals and livelihoods, is inseparable from his role as a traditional chief.
Among his most memorable moments in the fight for land rights are the advocacy campaigns aimed at ensuring that customary provisions are recognised in land management. He recalls the 2013 correspondence from Cameroon’s Head of State urging the Government to consider traditional chiefs’ proposals in land reform, as well as his 2014 trip to the United States to negotiate key projects such as the Tenure Facilities initiative and the Unification of Participatory Mapping Approaches in Cameroon.
Another highlight was his speech at the African Union forum in Addis Ababa, where he championed customary land rights and better land access for women and young people. More recently, he has helped establish mechanisms to prevent and manage land conflicts in communities within Yoko and Nanga Eboko.
When asked about how citizens can help conserve wildlife, particularly elephants, His Majesty suggests promoting alternatives to poaching, encouraging ecotourism and solidarity tourism, and preserving traditional knowledge that helps keep elephants away from villages. He also advocates for the planting of moabi trees, which grow quickly thanks to elephant dung.
Addressing conflicts between humans and elephants remains a major concern in many Cameroonian communities. For His Majesty, the most realistic and respectful solutions include strengthening state–community collaboration, ensuring that communities play a primary role in managing protected areas, and allocating sufficient resources to support these efforts.
Through his leadership, His Majesty Mvondo Bruno embodies a powerful blend of cultural stewardship, environmental advocacy, and community empowerment, which is an example of how traditional authority can guide modern solutions to protect both heritage and nature.
Demand isn’t the problem; broken input systems are. Fixing them could unlock 5,000 youth jobs and make local processors competitive again.
When Everyone Is Rational and the System Still Fails
Few meals are as quintessentially Kenyan as chicken and chips. From roadside kiosks to fast-food chains, this simple pairing cuts across classes, incomes and geographies. Yet behind the ubiquity of this dish lies a quiet paradox: despite surging demand, the value chains that underpin chicken and chips remain structurally fragile and chronically underperforming.
Potato (top) and poultry sectors
Over the past months, through deep-dives into both the potato and poultry sectors culminating in a recent webinar with processors and off-takers, a consistent message has emerged: demand is not the problem; reliability is. Kenya does not lack buyers or consumers. It lacks the aligned systems required to consistently produce what the market wants, when it wants it, and at the quality and cost it requires.
Most Kenyan potato farmers grow what they can afford and sell where they can be paid quickly. That usually means informal markets that are cash-based, fast-moving, and tolerant of variability. They suit the realities of smallholders managing tiny plots with limited cashflow.
Processors, on the other hand, operate under entirely different pressures. They must produce to specification, on schedule, with low rejection rates and high plant utilisation. Yet the varieties they require such as Markies, Voyager and Dutch Robijn are rarely available locally. Farmers overwhelmingly plant Shangi, a fast-maturing table potato well-suited for boiling and local markets but poorly suited for frying due to its inconsistent dry matter content and storage behaviour.
Even when farmers try to grow to spec, the system is stacked against them: less than one per cent of potato seed in Kenya is certified. Without clean planting material, yields stagnate at 8–10 MT/ha against a potential of 30–40 MT/ha, and quality falls short of processor standards.
Poultry tells the same story in a different register. Feed which accounts for 50 to 60 per cent of production costs is among the most expensive in East Africa, while reliable day-old chicks are costly and erratic. Formal buyers demand strict weights, chilling and biosecurity, but often pay slowly; informal wet markets pay in cash on delivery and overlook variability. Rationally, farmers choose speed and certainty over delayed payments and penalties.
The outcome is predictable: processors operate at barely 40 per cent of installed capacity, unable to compete with imports on cost, while farmers remain locked into low-productivity systems that deliver neither scale nor stability.
No Seed, No Scale
Most discussions about agricultural competitiveness focus on prices, yet price cannot compensate for the absence of foundational inputs. The central choke point in both value chains is not farmer motivation or processor behaviour, it is the absence of reliable seed, breeds, and input systems to produce to specification.
Without accessible stocks of processing-grade potato seed, it is impossible to meet the size, shape, dry matter and storability attributes that processors require. No amount of training, contract design or pricing reform can overcome this bottleneck. It must be solved upstream before efficiency can flow downstream.
From Seed to Scale: A 5,000-Job Youth Opportunity
Fixing this seed bottleneck offers a powerful economic opportunity particularly for young people through the production of apical cuttings.
Apical cuttings are clean, disease-free potato plantlets produced in greenhouses from tissue-culture mother stock. They allow fast, local multiplication of varieties commonly grown by farmers, such as Shangi, as well as processor-preferred varieties like Markies. Each cutting can generate multiple tubers within a season, compressing a seed multiplication process that typically takes five years into just two to three cycles, while reducing the disease risks that undermine conventional seed systems.
This is an inherently youth-friendly enterprise: it requires only a ¼-acre plot, modest capital (about KES 250,000 to set up a greenhouse), fast turnover, and serves a market where demand far exceeds supply. A small unit can produce 10,000-15,000 apical cuttings per cycle, selling at KES 10 each. With one to two trained operators per ward in key potato counties, this model could create 2,000–2,500 youth-led seed enterprises employing around 5,000 young people while simultaneously solving the certified seed constraint that keeps processors starved of consistent, quality raw material.
From Plate to Seed: Reversing the Logic with Collaboration
Kenya’s challenge is not a lack of effort. It is a lack of alignment. Farmers grow what they can, buyers demand what they cannot get, and processors limp along at half capacity while imports quietly fill the gap.
To change this, we must reverse the logic: start from the plate and plan backwards to the seed. That means specifying the products the market wants (chips-grade potatoes, standardised poultry weights), aligning input systems to produce them, and financing production based on off-take contracts rather than collateral.
Solving these systemic bottlenecks isn’t a solo effort – it demands collaboration across sectors to align incentives, share expertise and scale solutions. That’s why Kuza has collaborated with TRANSFORM, an impact accelerator led by Unilever, the UK Government’s Foreign, Commonwealth and Development Office (FCDO) and EY, to tackle agricultural challenges in Kenya and beyond. Through this collaboration, we are leveraging over 3,000 trained local changemakers, our “Agripreneurs” – entrepreneurial leaders who deliver market-aligned guidance to smallholder farmers to start thinking market first, Using over 10,000 bite-sized, hyperlocal videos accessible online/offline through Edge Computing, these young Agripreneurs help farmers make smarter decisions about what to grow, when, and how based on market demand.
The change is happening but more stakeholders in the sectors need to join and collaborate to drive faster impact.
If Kenya can align these pieces, chicken and chips could become more than a popular street meal. They could become a case study in how to rebuild value chains for competitiveness, jobs and food security.
Because chicken and chips are not hard to eat – they are just hard to coordinate.
By Sheena Raikundalia, chief growth officer at Kuza
Shelter Afrique Development Bank (ShafDB), the Pan-African Multilateral Development Bank (MDB) dedicated to promoting and financing housing, urban development and related infrastructure, has announced the election of Mr. Lionel Zinsou as Chairman of the Board of Directors and Mr. Said Athman Mtwana as Vice Chairman.
The elections were concluded during the 149th Meeting of the Board of Directors held on Thursday, December 11, 2025.
Mr. Zinsou, a distinguished economist, seasoned investment banker, and former Prime Minister of the Republic of Benin (2015–2016) brings to the role extensive experience spanning public policy, global finance, and private equity.
Mr. Lionel Zinsou, Chairman of the Board of Directors (bottom), and Mr. Said Athman Mtwana, Vice Chairman
Acceptinghis appointment, Mr. Zinsou said:“I am honoured to assume the Chairmanship of ShafDB at this pivotal moment in its transformation. Across our continent, the demand for dignified, affordable housing and vibrant urban environments is both urgent and inspiring. Together with my fellow Directors, I am committed to steering the Bank with clarity, purpose, and ambition; ensuring that our investments strengthen communities, unlock economic opportunity, and reflect Africa’s boundless potential.”
Mr. Mtwana, who is representing Group 1 Member States, brings strong expertise in urban development policy, project planning, and built-environment economics, together with extensive experience working in senior government roles on national housing and land policy.
“It is a privilege to serve as Vice Chairman of a Bank whose mission speaks directly to the aspirations of millions of African families. I look forward to working closely with the Board and Management to deepen ShafDB’s impact, advance innovative urban development solutions, and uphold the governance needed to deliver lasting, inclusive growth across our Member States,” Mr. Mtwana said in response to his appointment.
Mr. Mtwana holds a Master’s degree in Urban and Regional Planning and a Bachelor of Arts in Building Economics from the University of Nairobi, Kenya.
Dedicated Leadership
Shelter Afrique Development Bank Managing Director, Thierno-Habib Hann, welcomed the new board leadership and also expressed appreciation to the outgoing Chairperson, Dr. Chii Akporjiand, and the outgoing Vice Chairman, Mr. Ahmed Belayat, for their dedicated service and leadership.
“We warmly welcome Mr. Lionel Zinsou and Mr. Said Athman Mtwana to their new leadership roles at Shelter Afrique Development Bank. Their combined depth of experience in global finance, public policy, and urban development comes at a defining moment in the Bank’s evolution. As we deepen our transformation into a fully-fledged Pan-African Development Bank, their guidance will be instrumental in advancing innovative housing finance solutions, strengthening partnerships, and accelerating inclusive, climate-resilient urban development across our Member States.
“We also extend our sincere appreciation to Dr. Chii Akporji and Mr. Ahmed Belayat, whose principled leadership and strategic stewardship have laid a strong foundation for the next phase of the Bank’s growth and impact,” Mr. Hann said.
Sustainable Urban Growth
The leadership transition reaffirms ShafDB’s commitment to its mandate of financing affordable housing and urban development across Africa. With the stewardship of its newly elected Board Chairman and Vice Chairman, the Bank is well-positioned to advance its vision for sustainable and inclusive urban growth on the continent.
A research study conducted in Oyo State has indicated that many public primary schools in the state lack adequate water and sanitation facilities, posing serious health risks to pupils.
The study, conducted by the Geospatial Research Unit of The Olympus Consciousness Initiative, indicated that this also threatens the attainment of the United Nations Sustainable Development Goal 6 (SDG 6).
Presenting the report on Monday, December 15, 2025, in Ibadan, the lead researcher, Dr Oluwaseun Addie, said the situation was most critical in rural schools, where basic water and toilet infrastructure were largely absent.
Gov. Seyi Makinde of Oyo State
“We found that fewer than 20 per cent of public primary schools in the state have adequate sanitation facilities, while access to safe drinking water remains severely limited,” he said.
According to the report, wells constitute the major source of water in most schools, while pit latrines are the dominant toilet facility.
He, however, said these facilities were often poorly maintained, unhygienic and unsafe for children.
“The lack of functional toilets in many schools likely encourages open defecation, which increases exposure to health risks among pupils,” Addie said.
The study indicated that disparities exist among urban, semi-urban and rural schools, with rural communities being the most underserved in terms of water and sanitation provision.
The report linked the poor facilities to the spread of water and sanitation related diseases, including malaria, typhoid and diarrhoea, which negatively affect pupils’ health, school attendance and overall learning outcomes.
Addie warned that, without urgent intervention, the state would struggle to meet SDG 6, which targets universal access to clean water and sanitation by 2030.
To address the challenges, the study recommended that the Oyo State Government prioritise the provision of clean and reliable water sources and improved sanitation facilities in public primary schools.
It also stressed the need for gender-sensitive toilets, particularly to support girls’ health, safety and retention in school.
The report further called for greater community involvement in the maintenance of school facilities, as well as regular hygiene education programmes for pupils and teachers.
“Improving water and sanitation in schools is not just a health issue; it is fundamental to quality education and child development,” Addie said.
Nigeria’s long delayed Lagos-Calabar Coastal Highway is set to be rescued by thousands of AI-driven, solar-powered streetlights that turn it into a revenue-generating asset.
British greentech firm Conflow Power Group, working in partnership with Nigerian infrastructure company Mora Energy, has announced a plan under discussion with the Nigerian government to solve the highway’s financing crisis by providing thousands of iLamps – solar-powered streetlights that double as a distributed AI data centre.
No external electricity supply is required, and every iLamp is packed with Nvidia AI processors, meaning that they provide significant revenue because AI providers such as OpenAI pay for the processing power.
iLamp
Through a partnership with British firm AI Factories Limited, each iLamp unit becomes a node in a distributed AI computing network, generating up to $4,500 annually paid by the AI firms.
Deployed across the 700km corridor, the proposed 28,000 iLamps would generate $1.26 billion in annual revenue, helping fund construction of the highway.
Stanley Chuka-Umeora, Founder of Mora Energy, said: “Our government contacts immediately understood the significance of what Conflow was proposing. For 50 years, Nigeria has struggled with this project because we were applying 20th-century solutions to 21st-century problems. iLamp represents genuinely innovative thinking. It is not just infrastructure, it is revenue-generating technology that brings AI capabilities to Nigeria for the first time.
“Government officials were particularly impressed that iLamp solves multiple problems simultaneously. It’s not just about financing, it’s about security, communications infrastructure, and bringing cutting-edge technology to Nigerian communities.”
Zainu Goba, CEO of iLamp Africa, said: “The financial mathematics are compelling. iLamp doesn’t just provide lighting and security, it creates a new revenue stream that could contribute more than a billion dollars towards project costs annually. Combined with zero operational costs through solar power, this improves the project’s attractiveness to private investors and has the potential to positively transform the lives of millions of Nigerians.”
Under the iLamp proposal, revenue generation would begin as soon as sections of the highway are completed, reducing reliance on tolling and public funding. The smart streetlights also provide high-efficiency LED lighting, surveillance cameras, vehicle recognition, emergency response systems, public connectivity and environmental monitoring – all powered entirely by solar energy.
The deployment would also establish one of Africa’s largest distributed AI computing networks, enabling AI services to be processed locally rather than overseas, which would support Nigeria’s growing tech sector and position the country as a regional hub for AI infrastructure.
The iLamp Africa team and Mora Energy are continuing discussions with the Nigerian Government and project partners to explore formal integration of iLamp technology into the Lagos-Calabar Coastal Highway.
First proposed in the 1970s, the highway spans 700km and is designed to connect nine coastal states, unlocking trade, tourism and economic growth across southern Nigeria. Despite its strategic importance, the project has been repeatedly delayed by funding shortfalls, political changes and economic instability.
Construction resumed in 2024, but only $747 million has so far been secured – less than 6% of the estimated $11–12.5 billion total cost, leaving a funding gap of more than $10 billion and raising fears the project could again stall.
The Nigerian National Petroleum Company Limited, (NNPC Ltd.) says it has successfully contained the fire outbreak on a section of the Escravos-Lagos Pipeline System (ELPS) in South-West Warri, Delta State.
The Chief Corporate Communications Officer of NNPC Ltd., Andy Odeh, confirmed this in a statement on Sunday, December 14, 2025.
The NNPC Limited had confirmed an incident involving an explosion reported at about 17:50 hours on Wednesday near Tebijor, Okpele, and Ikpopo communities in Gbaramatu Kingdom, Delta.
Bayo Ojulari, GCEO, National Petroleum Company (NNPC) Limited
Odeh said coordinated containment measures had been successfully executed, ensuring the safety of host communities, personnel, and the environment.
“All relevant pipeline sections have been safely and securely isolated,” he said.
Odeh said a joint preliminary inspection involving NNPC Limited, the Nigeria Midstream and Downstream Petroleum Regulatory Authority (NMDPRA) technical teams, and maintenance contractors had been conducted at the affected site.
He said the NNPC Gas Infrastructure Company (NGIC), the operator of the network, had activated its Business Continuity Plan to manage the impact on all affected stakeholders, including shippers and suppliers.
“NNPC Ltd continues to maintain open communication with host communities, state authorities, and other critical stakeholders, and appreciates their sustained support and cooperation.
“The company remains committed to the safety of its host communities, the protection of the environment, and the reliability of its operations across all assets,” he said.
At COP30, held in Belém, Brazil from November 10 to 21, 2025, the African Development Bank Group introduced a new, more interactive way to showcase its climate solutions by hosting informal, coffee-style dialogues that allowed participants to engage directly with Bank experts.
The discussions focused on accelerating sustainable and resilient development as Africa faces the threat of climate change.
Al-Hamndou Dorsouma, the Bank Group’s Climate and Green Growth Division Manager, opened the discussions. He explained that African countries, despite contributing less than four percent of global emissions, are experiencing rising temperatures, extreme weather events and increasing vulnerability.
Davinah Milenge, the Bank Group’s Chief Programme Coordinator for Climate Change and Green Growth, talks with participants about the Bank’s special climate initiatives
The Bank Group was also represented by Davinah Milenge, Chief Programme Coordinator for Climate Change and Green Growth, who outlined Bank Group special initiatives, including relating to the circular economy in Africa.
Gareth Phillips, Manager for Climate and Environmental Finance, described the Bank’s green finance initiatives with a particular focus on the African Green Banks Initiative.
Meanwhile, James Kinyangi, Coordinator of the ClimDev Special Fund and the Climate Action Window, captivated audiences with a presentation on these two financing windows.
Also, Arona Soumaré, the Bank’s Chief Regional Specialist on Climate Change for West Africa, led a dialogue on the institution’s climate activities in the region, which is considered a global climate change hot spots. Soumare addressed, in particular, the Bank’s commitment to creating synergies between the Rio Conventions on climate, biodiversity, and desertification.
The Bank representatives fielded several questions and comments. Reilo Idagiza Sirali and Lydia Wanjo, two Kenyan visitors, praised the “original idea” behind this session. “It was as if we had met over coffee to discuss serious issues about the future of the planet,” said Wanjo.
“It was very interesting – I learned a lot about the just energy transition, nationally determined contributions (NDCs) and the Bank’s measures on the circular economy,” said Maria Micah Maua, a member of the Kenyan youth delegation to COP30.
“At the African Development Bank, our role is to help unlock this potential through integrated and transformative action,” said Dorsouma.
He noted that under the leadership of President Sidi Ould Tah, the Bank Group has just adopted a new strategic direction centred on ‘Four Cardinal Points, which are improving access to capital to unlock Africa’s financial potential and increase investment; reforming and strengthening financial systems to build resilience and increase the continent’s influence; harnessing Africa’s demographic transformation through innovation, skills and job creation, particularly for the green transition; and building climate-resilient infrastructure and value chains to ensure long-term sustainable growth.
Doursouma said, “the initiatives we are discussing today – the circular economy, climate information services and green finance – contribute directly to these priority areas and illustrate how the Bank integrates innovation, information and investment to drive large-scale climate action.”
