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FG unveils five-year blacklist for defaulting contractors

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The Federal Government has approved new guidelines for the debarment of contractors, consultants and service providers, outlining six grounds that could lead to their exclusion from Federal Government procurement for between three and five years.

The grounds include offering bribes or other benefits to influence procurement decisions, conviction for fraud, wilful failure to perform contractual obligations, a history of unsatisfactory performance, falsification of documents and debarment by a multilateral organisation.

The directive was contained in a circular titled “Implementation of the National Guideline on Debarment of Contractors,” signed by the Secretary to the Government of the Federation, George Akume.

The circular was addressed to the Chief of Staff to the President, Deputy Chief of Staff to the President, Head of the Civil Service of the Federation, Principal Secretary to the President, ministers and ministers of state, National Security Adviser, Economic Adviser to the President, special advisers and senior special assistants.

Others addressed included service chiefs and the Inspector-General of Police; the Governor of the Central Bank of Nigeria; chairmen of the Federal Civil Service Commission, Police Service Commission, Code of Conduct Bureau, Code of Conduct Tribunal, Federal Character Commission, Revenue Mobilisation Allocation and Fiscal Commission, Federal Inland Revenue Service and Independent National Electoral Commission.

The circular was also sent to the chairmen of the National Population Commission, Independent Corrupt Practices and Other Related Offences Commission, Economic and Financial Crimes Commission and National Drug Law Enforcement Agency; all permanent secretaries and heads of extra-ministerial departments; Clerk of the National Assembly; Chief Registrar of the Supreme Court; Accountant-General of the Federation; Auditor-General for the Federation; and directors-general and chief executives of parastatals, agencies and government-owned companies.

Akume said the guideline was introduced “in order to promote integrity, transparency, accountability in public procurement and to ensure value for money in public expenditure and to protect government from bad and non-performing contractors.”

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The circular stated that the guideline establishes “the grounds and procedures for excluding contractors, suppliers and service providers from participating in Federal Government procurement” where they are found to have violated the Public Procurement Act, 2007, or engaged in wrongdoing relating to contract delivery.

Under the guideline, a contractor, consultant, or service provider may face debarment where there is evidence that the firm or individual gave or promised money, gifts, or any tangible item to a current or former employee of a procuring entity or the Bureau of Public Procurement in an attempt to influence a procurement action or decision.

The government also listed offering or giving employment or another benefit that can be quantified in monetary terms to a current or former employee of a procuring entity or the BPP as a ground where it is intended to influence a procurement activity.

Another ground is conviction for fraud or any other offence connected with obtaining, attempting to obtain or performing a public contract or subcontract.

The guideline further targets contractors that breach government contracts through “willful failure to perform in accordance with the terms of a contract” or those with “a history of failure to perform or of unsatisfactory performance of a contract.”

Falsification of documents is also expressly listed as a ground for debarment. In addition, the government said a contractor already debarred by a multilateral organisation “may be considered for debarment by the government.”

Once a contractor is debarred, Ministries, Departments and Agencies are prohibited from soliciting offers from the contractor, awarding contracts to it or consenting to subcontracts involving the contractor. The circular also provides that a debarred contractor “shall not conduct business with the government as an agent or representative of any other contractor, consultant or service provider.”

However, an existing government contract or subcontract may continue despite the debarment where a government agency determines there are other good reasons for doing so. The sanction will also apply to partners in a joint venture agreement.

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The guideline stipulates that the Debarment Committee may impose a sanction “for a period of not less than three years and not exceeding five years.” The guidelines set out a process requiring the BPP to investigate and notify contractors before a final debarment decision is made.

The BPP may commence proceedings where, during its review, surveillance or audit, it has cause to believe that a contractor has contravened the Public Procurement Act or regulations made under it.

A procuring entity can also submit a debarment recommendation after conducting adequate findings, provided the recommendation is based on evidence approved by its Accounting Officer.

The BPP is required to acknowledge a debarment request within seven working days, while the Secretary of the Debarment Committee must review the information within 10 working days.

Where a case capable of leading to debarment is established, the BPP is to issue a notice to the affected contractor within five working days. The notice must contain the specific allegations and grounds for the proposed debarment. The contractor, consultant or service provider will then have 10 working days to respond. The BPP may grant an extension of not more than five working days upon request.

The circular provides that the respondent may submit a written response personally or through counsel, together with additional information in support of its defence. It adds that the response must be accompanied by a verifying affidavit “attesting that the information provided is truthful, after exercising due diligence in reviewing the matter.”

Where the notice cannot be delivered physically or electronically, the intention to debar may be published in two national newspapers, the Tenders Journal and the BPP’s website, for at least 10 working days.

If no response is received within 10 working days after publication, the respondent may be considered to have been served, allowing the Debarment Committee to proceed on the basis of the available material.

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Upon receiving a response, the committee is required to consider it within 15 working days and arrive at a decision on the merits. Where the committee decides to impose debarment, the BPP must issue the final notice within five working days of receiving the committee’s decision.

The circular states that the final notice must contain “the decision to debar, grounds for the debarment, period of debarment and the implications of the debarment.” The name of the debarred contractor will then be entered into the BPP database and published on the Bureau’s website, the Federal Tenders Journal and other platforms.

The new guidelines build on Nigeria’s existing public procurement framework established by the Public Procurement Act 2007, which provides the legal framework for public procurement and establishes the BPP as the regulatory body responsible for monitoring and regulating procurement processes.

The Act provides for measures to promote competition, transparency and value for money in public procurement and contains offences and sanctions relating to procurement misconduct, including fraud, collusion and other breaches.

The BPP has also developed procurement systems and platforms intended to improve transparency and public access to information on Federal Government contracting and procurement processes.

The new guideline provides a specific administrative framework for acting against contractors, including the grounds for debarment, notification, opportunity to respond, committee review, publication of sanctioned contractors and possible reinstatement after the sanction period.

The circular directs all Accounting Officers to bring the contents of the guideline to the attention of their Tenders Boards, Procurement Planning Committees, Procurement Departments and all officers involved in public procurement.

It concluded, “The implementation of this circular is effective immediately, and strict compliance is advised.”

Source: punchng.com

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Aig-Imoukhuede: Building Africa’s public sector brain trust

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The first world owes much of its progress to philanthropy. In those climes, those whose palm-kernels were cracked by the benevolent spirit, to borrow from the late Chinua Achebe, are constantly paying it forward through their philanthropic support for the arts, humanities, education, health, and other charitable endeavors. Even Africa isn’t left out of the enduring helping hands of J.D. Rockefeller, Henry Ford, John D. MacArthur, and many more. Nigeria still counts on the enduring support of Bill Gates through his Gates Foundation to tackle several public health challenges. I suppose the pioneering efforts of these philanthropists of yore and those of today continue to inspire public-spirited business elites. It is heartening to note that Africa is building an influential corps of philanthropists who are deploying their immense means to take on challenges that can unlock significant value for the greatest number of people on the continent. I am a beneficiary of the transforming impact of the largely unsung philanthropic interventions of a Nigerian Banker, especially in developing human capital for Africa’s public sector.

In January 2016, I dared to dream. After my performance evaluation with my then-boss the previous month, I resolved to pursue graduate studies at all costs. I knew I wanted a stint at an elite institution, so I put all my eggs in one basket and applied only to the University of Oxford’s Blavatnik School of Government.  After submitting my application and references, I waited.  The next month, a mentor asked if I was sure I’d get a place in the incoming cohort. I told her I was confident. I considered my profile stellar enough to earn a place in the competitive program. I followed an online forum for prospective graduate students for updates and waited with bated breath. On the evening of March 30, 2026, an email arrived announcing an offer for the Master of Policy Programme at the Blavatnik School of Government, University of Oxford. After congratulating me, my wife’s first question was: “Where will you get the money to fund the program?” It was a pertinent question. The fee was a whopping £40,000, not including living expenses.  We had welcomed our son a few months earlier, so all our life savings had gone into hospital bills.

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I was sure I would get a scholarship. It was the only way I could afford to take my place in the programme. The alternative was to take on a student loan. For the next four months, my life was consumed by the quest to secure funding to pursue my dream course at the great citadel of learning. I wrote several essays in response to scholarship calls and sent unsolicited letters to philanthropists. While waiting for feedback on some of these essays, I came across news that Nigerian banker, Mr Aigboje Aig-Imoukhuede had announced that his foundation would sponsor a select number of West African students to study Public Policy at the Blavatnik School of Government every year.

It was news to my ears and felt like an immediate answer to my prayers. But there was a snag: I already had an offer to study in September 2016; meanwhile, the AIG scholarship awards would not begin until September 2017. I was momentarily deflated. Not easily deterred, I did some research, found the Aig-Imoukhuede Foundation’s landing page, and sent a well-composed email. Although I received two initial partial scholarship offers from the University of Oxford, I still had a huge shortfall. I showed my strong interest in the program by accepting the offer and paying the non-refundable acceptance fee.

I wrote to some Nigerian philanthropists who, at one time or another, had helped indigent students achieve their academic dreams, but I did not hear back from any. Time was now running out. Distraught, I decided to follow up on my previous email to Aig-Imoukhuede’s foundation by sending a letter by courier to his Lagos office. This was my last-ditch effort, as the deadline was closing in and I needed the necessary documents from the school to begin the visa application. By some stroke of providence, in the second week of July, I got an email from the University awarding me a full tuition scholarship. Two days later, I received an email from the Aig-Imoukhuede Foundation acknowledging my email and letter. In the email, they asked me to respond to two essay questions, which I did immediately. In my reply, I added that I had been awarded a full scholarship and requested support to cover the shortfall in living expenses, since the school would refund my initial deposit. The director of the foundation, thereafter, asked me to send a breakdown of my living expenses. Days later, I received feedback that the foundation would cover the shortfall in full. In return, I was asked to do a Nigeria-focused internship. Nothing more. Thanks to Aig-Imoukhuede’s generosity, thirty-five other Nigerians and Ghanaians and I have attended the competitive Master of Public Policy programme at the University of Oxford. Recipients of the AIG MPP scholarships now work in the public and development sectors in both countries.

In September 2016, when I subsequently met Aig-Imoukhede, he told me that after reading my letter, he had resolved that the process for selecting scholars for the MPP programme would be rigorous and impersonal. Applicants for the AIG scholarship must go through a competitive selection process even before they apply to the University of Oxford. This reflects his conviction that, if Africa’s fortunes are to change, the public sector must be overhauled and staffed with the most competent individuals. This conviction is further evident in the development of the AIG Public Leaders Programme, a leadership capacity-building initiative designed to equip public sector leaders to drive, lead, and deliver effective change. Now, in its fifth cohort, the PLP programme has trained over three hundred public sector leaders since its launch in 2021.

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Aig-Imoukhuede’s philanthropic intervention in Africa’s public service is remarkable and exemplary. By identifying a clear gap in the public sector and consistently and methodically deploying resources to address it, he is charting a new course for Africans to tackle African problems instead of relying on aid and foreign philanthropists whose well-intentioned efforts often erode our agency as a people. After decades of impressive strides in banking and Nigeria’s capital market, Aig-Imoukhuede’s relentless focus on supporting efforts to overhaul Africa’s public sector, starting with Nigeria, rests on the fundamental thesis that a country is as good as the quality of its bureaucrats. This thesis has been tested worldwide, including by Swedish political scientist Prof. Bo Rothstein, a global authority on the quality of government who incidentally taught me at the Blavatnik School of Government.

Nigeria needs more public-spirited philanthropists in the mold of Aig-Imoukhuede. To whom much is given, much is expected, and giving back should not be restricted to tokenistic dispensing of palliatives to people experiencing poverty. Philanthropy should be structured, intentional, and mission-driven and should dare to confront challenges that other forms of capital would not venture. This is the road less travelled. The courageous benevolence of Aig-Imoukhuede is thus worth celebrating. As Aig-Imoukhuede turns 60 this week, I wish him many more decades of impactful and inspiring work in the public sector, and I hope the seeds of his contributions to the development of Africa’s public sector brain trust will germinate and bear fruit in his lifetime.

Adedotun Eyinade writes from Abuja

Source: punchng.com

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Food, beverage firms lead Nigeria’s real investments with N375bn

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Nigeria’s food, beverage and tobacco industry attracted N375.03bn in fresh investment in 2025, making it the biggest recipient of manufacturing investment during the year.

Investment in the sector jumped by 63.5 per cent from N229.42bn recorded in 2024, according to data from the Manufacturers Association of Nigeria.

The increase reflects continued expansion by major manufacturers as they seek to meet demand in Nigeria’s large consumer market.

Companies including Flour Mills of Nigeria, BUA Foods, Nestlé Nigeria, Dangote Sugar, Dufil, Cadbury Nigeria, CHI Limited, Unilever Nigeria and Honeywell Flour Mills were among firms investing in the sector.

The non-metallic products industry ranked second with N280.12bn, driven largely by investments in cement and glass manufacturing.

Motor vehicle assembly attracted N170.8bn, while the chemical and pharmaceutical sector received N123.61bn billion.

Industrial plastics, rubber and foam manufacturers invested N123.44bn, while the textile and carpet industry attracted N112.53bn.

Total investment in 2025 stood at N1.33tn. While the food and beverage industry led by sector, Lagos and Ogun remained the main destinations for manufacturing capital.

In 2024 and 2025, the two states attracted N1.74tn in industrial investment, accounting for 87.32 per cent of total investment recorded across Nigeria during the period.

The remaining 34 states attracted only N252.23bn, representing 12.7 per cent.

The figures underline the dominance of the Lagos-Ogun corridor in Nigeria’s manufacturing industry.

Lagos’ large consumer market and access to major ports remain key reasons manufacturers prefer the state.

The Apapa, Tin Can Island and Lekki ports provide access to imported raw materials and export markets, while the state also has a large financial and commercial ecosystem.

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Ogun has benefited from its location next to Lagos. Industrial areas such as Agbara, Igbesa, Ota and Sango-Ota have become important manufacturing centres.

The availability of land for factories and lower expansion costs compared with Lagos have also helped Ogun attract manufacturers.

Data from MAN showed that between 2014 and 2020, manufacturers invested N3.35tn in Nigeria.

Ogun received N1.68tn, representing 50.16 per cent of the total, while Lagos attracted only N928bn, or 27.7 per cent.

Manufacturers in other parts of the country face higher logistics costs because of weak road networks, limited port access and other infrastructure challenges.

Chief Executive Officer of the Centre for the Promotion of Private Enterprise, Muda Yusuf, said the Lagos-Ogun axis benefits from both its large market and proximity to ports.

He noted that manufacturers must consider the cost of bringing in raw materials and moving finished products when deciding where to locate factories.

A consultant economist and former Central Bank of Nigeria analyst, Nonso Ihuoma, also linked Lagos’ advantage to its location and functioning seaports.

He said developing ports in other parts of the country could reduce the cost of moving goods and encourage manufacturers to invest outside Lagos and Ogun.

Security challenges in some states also remain a concern for businesses, increasing the cost and risk of operating outside the main industrial corridor.

Experts said better ports, roads, rail infrastructure and investment incentives would help attract more factories to other parts of Nigeria.

Source: punchng.com

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Ardova-led consortium to acquire Powergas

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A consortium led by Ardova Plc and including Diadem Energy has agreed to acquire Powergas Global Investments Nigeria Limited and Powergas Ebedei Limited, collectively known as Powergas, in a transaction expected to close by the end of 2026.

The deal, announced on Friday by A.P. Moller Capital, will see the Danish investor exit its stake in one of Africa’s largest compressed natural gas producers and virtual pipeline distributors.

Powergas, founded in 2013 by the Clean Energy Group, pioneered the “virtual pipeline” model—compressing natural gas and transporting it by road to industrial, commercial and power customers beyond the reach of Nigeria’s fixed pipeline grid.

Its flagship Ebedei flare gas monetisation project in Delta State, developed with A.P. Moller Capital’s backing since 2019, converts otherwise flared gas into usable energy and has helped cut emissions while supplying firms that would otherwise rely on diesel generators.

The company now operates four mother stations—in Ikorodu (Lagos), Ogbele (Rivers), Ebedei (Delta) and Ore (Ondo)—and a fleet of more than 250 tube skids, having delivered over 600 million standard cubic metres of CNG as at December 2025.

For Ardova, the acquisition adds a strategic gas platform to its existing downstream portfolio of petroleum products, LPG, aviation fuel, lubricants, shipping and logistics.

The Lagos-based integrated energy company, which traces its roots to BP Nigeria in 1964, plans to deploy CNG infrastructure across its nationwide retail network, targeting 100 CNG refuelling sites within 24 months.

The expansion aligns with the federal government’s Decade of Gas initiative, launched in 2021 to transform Nigeria into a gas-powered economy by 2030, and President Bola Tinubu’s Presidential Initiative on Compressed Natural Gas and Electric Vehicles, which seeks to lower transport costs and emissions by promoting auto-gas adoption.

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“Nigeria’s next era of energy development will be built on gas, and it will be built at scale. “Powergas has built the compression backbone required to take natural gas beyond the conventional pipeline grid. Ardova brings a national distribution network, deep customer relationships, and the ability to invest for the long term.

“Together, we intend to connect Nigeria’s abundant gas resources to industry, power and transportation, supporting President Bola Ahmed Tinubu’s Presidential Initiative on Compressed Natural Gas and Electric Vehicles and the federal government’s Decade of Gas programme.

“Our ambition is to deliver more affordable, lower-emission energy and lower transportation costs for Nigerians, while building a gas platform with relevance far beyond Nigeria,” explained the Executive Chairman of Ardova Plc, Dr AbdulWasiu Sowami.

The Managing Director of Ardova Plc, Dr Abiola Babatunde-Ojo, noted that the deal would enable the firm to harness the opportunities in the gas industry.

“This combination gives us the infrastructure, reach and capabilities to turn the opportunity in gas into something tangible for customers across Nigeria. Our focus now is execution: expanding compression capacity, bringing CNG into our retail network and connecting more industries and fleets to a reliable domestic energy source. We are building a platform that will serve customers at scale today and grow with Nigeria’s energy needs for decades to come,” he asserted.

“Powergas began in 2013 with the Clean Energy Group’s vision of taking gas beyond the pipeline, and A.P. Moller Capital’s partnership helped us scale it. We are deeply grateful to both. Ardova’s national reach and our compression backbone are a natural fit – together, we can expand into new markets and geographies and play a leading role in delivering Nigeria’s Auto-Gas vision. We are very excited about the next chapter,” Vice-Chairman of Powergas, Pulak Sen, added.

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According to a Partner at A.P. Moller Capital, Sam Senbanjo, since 2019, PEL has progressed from concept to a fully operational compressed-natural-gas business.

“Working alongside our partners, management and employees, we supported the business through development, construction, commissioning and scale-up, helping customers access domestic gas beyond the reach of the pipeline network. We are proud of what has been achieved and believe Ardova and Diadem are well placed to support Powergas in its next phase of growth,” he stated.

“Having worked closely with Powergas as its virtual-pipeline logistics partner, we have seen first-hand the transformative potential of taking natural gas beyond the conventional pipeline network. For Diadem Group, this is the continuation of a journey that began on the ground with Powergas, and a real opportunity to contribute to Nigeria’s energy future,” Chairman of Diadem Group, the parent company of Diadem Energy, George Eluwa, highlighted.

The enlarged platform is expected to position Ardova as a leading domestic gas infrastructure and monetisation partner for upstream producers, with plans to expand compression capacity across viable gas-producing corridors and extend the business into wider West African markets over time.

The deal’s completion is subject to customary closing conditions, including regulatory and third-party approvals.

Source: punchng.com

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