Connect with us

News

Dauda Lawal: Between Leadership Award and Zamfara Reality

Published

on

There are moments when public honours become mirrors that doesn’t reflect virtue but to magnify dissonance. Governor Dauda Lawal’s recent acclamation as “Governor of the Year” by Leadership newspapers should, in a sane political economy, invite sober celebration only if the facts on the ground corroborate the plaudits. But in Zamfara, where villages are sacked, whole communities flee in fear, educational system keep declining in the wake of violence, and mass abductions have become grim headlines, the award reads less like recognition than a rhetorical conjuring trick.

 

The editorial board that printed the accolade owes Nigerians an apology for easily being misled: how did the red ink miss the echoes of wailings and the river of bloods that flow through Zamfara today?

 

Let us begin with the unassailable facts. Over the past months, and indeed years, Zamfara has been one of the epicentres of Nigeria’s northwestern security catastrophe. Evidently, reports from reputable international media and rights groups have documented catastrophic violence like brutal mass killings in mining towns, the abduction of scores of villagers in single operations, and the sacking of hundreds of communities that have produced waves of internally displaced persons. Amnesty International and Reuters, among others, have catalogued attacks that leave behind corpses, razed homes, and scarred families. These are not the figments of partisan reportage; they are verifiable tragedies with names, dates, and grieving families.

 

If an award is to have any moral weight, it must answer this simple ledger: have lives been preserved under your watch, or have they been squandered? Has the governor provided a credible roadmap toward safety, or has he delivered platitudes and photo-opportunities while bandits seize towns and terrorize children? The empirical answer, as chronicled by independent observers is damning. Recent attacks in Zamfara have included mass abductions. One reported incident alone saw over 100 people taken, and repeated massacres in villages where citizens were slaughtered as they laboured. An outbreak of cholera in Bukkuyum and the deaths recorded there are not incidental; they are symptomatic of collapsed access to health, water, and security which are the very public goods that should mark competent stewardship of a state. Unfortunately, the massive federal allocation are only seen in the frivolous spending and luxurious purchase made by the governor and his cabinets, but not reflective in the lives of Zamfarans.

 

And yet, on glossy pages and curated websites, a different narrative is being sold: that a governor whose tenure coincides with such human carnage deserves a laurel. This is not merely a question of taste; it is an ethical indictment of how awards are dispensed and of what our public culture has become. When honour is decoupled from measurable public welfare and instead telescoped into ceremony, we impoverish language itself. Words like “leadership” and “transformational” warp into euphemisms for impunity. If an editorial board is prepared to bless a record marred by abandoned communities, the public is entitled to ask whether the accolade Is commensurate with performance or contaminated by other influences. Indeed, social scepticism is not cynicism; it is a civic alarm that sounds when lived reality diverges dramatically from celebratory headlines.

 

It Is tempting and rhetorically effective to leap to causation: Yes! awards are being bought; editorial independence is for sale; governors are laundering reputations with chequebooks. But responsible criticism requires discipline. In the absence of a smoking gun that proves pay-for-play in this specific case, the argument must rest on demonstrable incongruity and pattern. Across Nigeria, there have been recurring controversies where awards and honours were criticized for being influenced by patronage, and commentators have warned that some prizes have become transactional. What we can say with confidence is this: where public life is ravaged by banditry and humanitarian collapse, the optics of bestowing “Governor of the Year” warrants interrogation, not because the act of awarding is per se illegitimate, but because the moral calculus of governance demands that survival and dignity must come before plaudits.

 

The human cost of misgovernance is not an abstraction. Mothers in Zamfara and cradle children who have lost fathers to kidnappers; entire marketplaces lie empty because people fear to travel; mothers with infants cannot reach clinics because roads are controlled by armed men on motorcycles. These daily indignities corrode social trust and exact stealthy, intergenerational harm. When an editorial desk fails to look these mothers in the face and instead crowns their governor, the message sent is corrosive: that rhetoric can substitute for remedy, and that spectacle can displace sorrow. The moral outrage that follows is neither theatrical nor petty; it is a legitimate expression of popular grief and righteous indignation of personal experience.

 

However, it is important to consider the broader data of how human-rights organizations and investigative outlets have documented thousands killed, villages burnt down, and how hundreds of thousands were displaced across Zamfara State. These can only be a result of structural failures; failures of intelligence, of community protection, of preventive policing, and of governance allocation. If a governor’s tenure coincides with such systemic collapse, editorial boards should, at minimum, scrutinize if the state apparatus has been deployed, how it has been deployed to protect citizens. Obviously, Dauda Lawal’s administration has not strengthened local security architecture, ensured functioning clinics and safe water points, and has not exercised fiscal courage to fund durable counter-insurgency measures.

 

When the governor and his apologists insist on celebrating awards, they must be asked to explain, with documents and demonstrable outcomes, why the lives of their citizens were not the primary metric considered. What specific policies, funded projects, or security innovations justify a Governor of the Year title? Are there transparent records showing reductions in incidents, successful rescue operations, improved infrastructure, rehabilitated health centres, or secure corridors that allow commerce to resume? Or is the award a prophylactic meant to sanitize a political brand while the rot continues underneath? The difference between governance and marketing is precisely this: the former is accountable to the ledger of life; the latter is answerable only to visibility.

 

We must also confront the rhetorical posture that seeks to delegitimise popular critique by branding it as mere “political attacks.” When mothers cries for their missing children, when communities cannot till fields for fear of ambush, when clinics close because health workers cannot commute, the critiques that arise are not partisan truculence; they are the anguished responses of citizens demanding protection. To dismiss these legitimate cries as envy or opposition theatre is to perpetrate a moral inversion: those who ask for security are branded as troublemakers while those who preside over their vulnerability are lauded. If the editorial pages are to retain moral authority, they must resist becoming instruments for image laundering.

 

What, then, should be the civic response? First, Newspapers must demand transparency before publication. Newspapers that confer high honours must publish their criteria, and the evidentiary basis for their choices. If “Governor of the Year” is to mean anything beyond a headline, it must be backed by transparent metrics: measurable improvements in healthcare access, documented reductions in violence, convincingly audited security spending, and demonstrable community rehabilitation. Second, insist on investigative curiosity: it is important for civil society and independent media to probe the governance ledger, which are budgets, procurement processes, and security strategies. Third, let the people of Zamfara judge for themselves: community hearings, testimony from survivors, and on-the-ground reportage should be the sources that shape public memory, not paid-for adverts or celebratory galas.

 

Finally, there is a moral plea. Awards are supposed to confer encouragement on those who have alleviated suffering, not camouflage those who have presided over it. If Governors wish to be celebrated, let them first clear a simple threshold: make their states safer, make clinics work, make schools open, restore markets, and stop the nightly toll of abductions and killings. Let them invite independent monitors to verify progress. Let their citizens sleep without fear. Only then will a “Governor of the Year” title be more than a headline: it will be a justly earned tribute.

 

To the editorial board that printed the accolade, and to every Nigerian watching: do not let ceremony smother scrutiny. To the shameless governor who accepted it: Honor must be tethered to the dignity of life. In Zamfara today, that dignity is endangered; mothers weep while trumpets sound. If honour is to mean anything at all, let it begin by answering the children’s cries and the empty chairs at family tables. Let the paychecks of Civil servants bring smiles to their faces. Until then, a paper’s gold foil Is a poor balm for the blood and the silence.

 

Ajogwu is a security expert writing from Kaduna.

 

 

 

 

 

 

 

 

 

 

 

 

 

News

Fidelity Bank Receives Customs Service Award for Pioneering Role in UCMS Implementation

Published

on

Fidelity Bank’s leadership in digital innovation and public sector collaboration has once again been spotlighted as the tier-one lender was honoured at the Comptroller General of Customs Award Night 2025.

At the ceremony, which took place at the Transcorp Hilton Hotel Grand Ballroom, Abuja, on Friday, 21 November 2025, Fidelity Bank was presented with a prestigious award by the Nigeria Customs Service (NCS) for being the first bank to successfully process Customs Duty and the Pre-Arrival Assessment Report (PAAR) on the Unified Customs Management System (UCMS).

 

The award, presented under the leadership of the Comptroller General of Customs, Bashir Adeniyi (MFR), serves as a formal recognition of the bank’s “Distinctive Performance and Commitment to the Ideals and Vision of the Nigeria Customs Service.”

 

Receiving the award on behalf of the bank, the Executive Director, FCT & North, Mr. Sufiyanu Garba, stated, “This award is a testament to our commitment to operational excellence and our resolve to support the digital transformation of Nigeria’s trade and customs ecosystem. We are proud to be at the forefront of this historic milestone and remain dedicated to delivering innovative solutions that drive Nigeria’s economic development.”

 

The bank’s quick adoption of the UCMS stems from its vision for a truly seamless and borderless African trade. Earlier this year, the bank officially launched the Pan-African Payment and Settlement System (PAPSS), following a successful onboarding and over N46 billion in early transactions. PAPSS enables instant, local currency cross-border payments across Africa, particularly benefiting SMEs. By integrating PAPSS into its core operations, Fidelity Bank continues to dismantle trade barriers, empower businesses, and expand its impact across the continent.

 

This latest recognition by the Nigeria Customs Service adds to Fidelity Bank’s impressive streak of achievements in 2025, including its double win as “Best Bank for Export & Trade Finance” and “Most Innovative Bank of the Year” at the BusinessDay Bank and Other Financial Institutions’ (BAFI) Awards. These accolades underscore the bank’s commitment to empowering businesses, driving innovation, and supporting Nigeria’s economic advancement. The Comptroller General of Customs Award further affirms Fidelity Bank’s pivotal role in modernizing trade processes and aligning with the Federal Government’s digital transformation agenda.

 

Ranked among the best banks in Nigeria, Fidelity Bank Plc is a full-fledged Commercial Deposit Money Bank serving over 9.1 million customers through digital banking channels, its 255 business offices in Nigeria and United Kingdom subsidiary, FidBank UK Limited.

 

The Bank is a recipient of multiple local and international Awards, including the 2024 Excellence in Digital Transformation & MSME Banking Award by BusinessDay Banks and Financial Institutions (BAFI) Awards; the 2024 Most Innovative Mobile Banking Application award for its Fidelity Mobile App by Global Business Outlook, and the 2024 Most Innovative Investment Banking Service Provider award by Global Brands Magazine. Additionally, the Bank was recognized as the Best Bank for SMEs in Nigeria by the Euromoney Awards for Excellence and as the Export Financing Bank of the Year by the BusinessDay Banks and Financial Institutions (BAFI) Awards.

 

 

L – R: Head, Central Collections Unit, Olaide Adeyemo; Executive Director -FCT & North, Sufiyanu Garba; and Regional Bank Head, Abuja 3 Regional Bank, Martin Ayodele (all of Fidelity Bank Plc); at the Comptroller General of Customs Award Night 2025 in Abuja where Fidelity Bank PLC was recognized as the first bank to successfully process Customs Duty and the Pre-Arrival Assessment Report (PAAR) on the Unified Customs Management System (UCMS) recently.

Continue Reading

Business

Fidelity Bank Reaffirms Support for Indigenous Oil, Gas Development

Published

on

Fidelity Bank Plc has restated its commitment to advancing Nigeria’s oil and gas industry, with a strong focus on supporting indigenous operators. This was highlighted by the bank’s Managing Director and Chief Executive Officer, Dr. Nneka Onyeali-Ikpe,OON, during a first oil presentation event for Emadeb Energy at Fidelity Place, the bank’s corporate headquarters in Lagos.

At the event, Emadeb Energy’s Group Managing Director and Chief Executive Officer, Mr. Adebowale Olujimi, expressed appreciation for the bank’s role in enabling the company’s progress.

“What makes Fidelity Bank unique is its willingness to take calculated risks. Many banks prefer to work with companies only after they have achieved first oil because they want already-established customers. Fidelity Bank reviewed our proposal thoroughly, including legal, technical, financial and character assessments. We met these requirements and that is why they supported us,” Olujimi said.

Dr. Onyeali-Ikpe congratulated Emadeb Energy on its milestone and reaffirmed Fidelity Bank’s commitment to strengthening Nigeria’s energy sector.

“At Fidelity Bank, we are dedicated to supporting indigenous companies in developing oil and gas assets that enhance energy security and promote sustainable growth. Our interventions include financing Nigeria’s first privately built and operated onshore crude export terminal in over fifty years at the Otakikpo Marginal Field in Rivers State.

“We also led funding for the Pinnacle Oil and Gas Terminal in Lekki, Lagos, which improves petroleum product distribution and reduces costs. In addition, we part-financed the production of a 23,000-cubic-meter Liquefied Petroleum Gas carrier for Temile Development Company Limited, which supports cleaner energy use and strengthens local maritime participation,” she said.

Emadeb Petroleum Exploration and Production Company Limited, operator of Petroleum Prospecting License (PPL) 236, recently achieved first oil from the Ibom Field, a milestone regarded as a significant breakthrough in Nigeria’s upstream sector.

“Our next phase will be exciting. We plan to drill two additional wells and increase production to 12,000 barrels per day by the end of 2026. After that, we aim to expand our gas business and raise oil output to 30,000 barrels per day,” Olujimi added.

 

L – R: Executive Director -South, Mrs. Pamela Shodipo; Managing Director/Chief Executive Officer, Dr. Nneka Onyeali-Ikpe,OON (both of Fidelity Bank Plc); Group Managing Director/Chief Executive Officer, Mr. Adebowale Olujimi; Group Executive Director, Mrs. Olugbesoye Olujimi (both of Emadeb Energy); Executive Director -Lagos and South West, Fidelity Bank Plc, Dr. Ken Opara; and Group Executive Director, Finance/Strategy, Emadeb Energy, Mr. Tosin Adewuyi; at the First Oil presentation event by Emadeb Energy at the Fidelity Bank headoffice in Lagos recently.

Continue Reading

Business

Q3 2025: Fidelity Bank Grows Interest Income by 33%, Fee Income by 47%

Published

on

Fidelity Bank Plc, a leading financial institution, has released its unaudited financial statements for the third quarter ended September 30, 2025. The results show impressive performance across key income lines and operational metrics.

 

According to the statements published on the Nigerian Exchange Group (NGX) portal on November 21, 2025, the Bank reported Gross Earnings of ₦366.1 billion for Q3 2025. This represents an 8 percent increase from the ₦338.9 billion recorded in Q3 2024. The growth was driven by strong interest income and sustained momentum in fee-based revenues.

 

Interest Income, calculated using the effective interest rate method, rose by 33 percent to ₦285.6 billion in Q3 2025, compared to ₦214.7 billion in Q3 2024. Other Interest Income more than doubled, rising from ₦13.0 billion in the corresponding period of 2024 to ₦34.2 billion. This underscores significantly improved returns from non-core lending activities.

 

Year-to-date, the Bank achieved a major milestone with Gross Earnings surpassing ₦1.1 trillion, the highest in its history. This is an increase from ₦772.5 billion in Q3 2024. The Bank’s total assets also crossed the ₦10 trillion mark, driven by robust growth in cash, customer loans, and investment securities; this compares to ₦8.8 trillion in Q3 2024. Net Interest Income for the nine-month period reached ₦565.3 billion, while fee and commission income totaled ₦84.5 billion. The respective figures for Q3 2024 were ₦470.5 billion and ₦56.3 billion.

 

Credit Loss Expenses moved to ₦900 million from ₦32.8 billion in Q3 2024; however, Net Interest Income remained flat at ₦144.8 billion, compared to ₦143.7 billion in Q3 2024. This reflects improved asset quality and effective risk management practices. Fee and Commission Income grew by 47.2 percent to ₦31.1 billion, up from ₦21.1 billion in Q3 2024, driven by increased transaction volumes and digital banking adoption. Foreign currency revaluation gains contributed ₦14.1 billion to Non-Interest Revenue, while other Operating Income rose to ₦1.1 billion from ₦447 million in Q3 2024.

Continue Reading

Trending