Personality in Focus
Commander Adesoji Speaks on Forest Guard’s Relevance to Nigeria’s Security Strategy
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Across Nigeria’s vast forest belts, ungoverned spaces have increasingly become theatres for violent crime, farmer–herder conflicts, illegal grazing, banditry, arms movement, and environmental crimes. These forests are not isolated wildernesses; they are living corridors linking farms, rural settlements, trade routes, sacred sites, and border communities. As conventional security agencies face mounting pressure, Forest Guards are emerging as a critical but often under-examined layer of Nigeria’s internal security architecture, tasked with early warning, terrain control, community intelligence, and conflict prevention in spaces where insecurity often incubates unseen, National Association of Online Security News Publishers, NAOSNP can report.
Forest Guards operate closest to these fault lines. Their effectiveness, however, depends less on force and more on legitimacy. As was repeatedly emphasised at a recent national training in Osun State, forest security succeeds only when authority is exercised lawfully, professionally, and with the consent of the communities that live and work around forest spaces. Without this foundation, security operations risk collapsing into resistance, intelligence failure, and avoidable violence.
It was against this backdrop that the National Forest Guard Training Camp (“Forest Camp”) in Ila-Orangun, Osun State, hosted a set of strategic lectures in January 2026 aimed at redefining how forest security should be practiced in Nigeria. The sessions brought together recruits, rank-and-file operatives, and ward and sector formations from across the country to interrogate a central operational question: how can Forest Guards enforce the law effectively without becoming a source of fear in already vulnerable rural spaces?
The answer, according to the training, lies in a unified doctrine that places lawful authority, disciplined conduct, and community legitimacy at the heart of forest operations.
Delivered in an intensive 2–3 hour integrated format combining classroom instruction, guided discussion, and field-based application, the lectures focused on Ethics and Professional Conduct in Forest Security Operations and Community Engagement, Conflict Resolution, and Trust-Building in Contemporary Forest Policing.
Ethics as Law, Not Preference
Delivering the lectures, the Commander of the Enugu State Forest Guard (ESFG), Dr. Akinbayo O. Olasoji, Deputy Commissioner of Police (Rtd.), framed ethics as a legal obligation rather than a personal choice. He stressed that forest security authority is derived entirely from law and governance frameworks, not from uniforms, weapons, or discretion.
“Ethics in forest security is not a personal value judgment or discretionary behaviour,” he told participants. “It is a binding statutory obligation.”
He anchored this position in existing legal instruments guiding Forest Guard operations, including the Enugu State Forest Guard Law, 2020, the 1999 Constitution (as amended), the Enugu State Prohibition of Open Grazing and Regulation of Cattle Ranching Law, 2021, the Firearms Act, the Administration of Criminal Justice Act, and the Evidence Act, 2011, alongside public service rules and recognised law-enforcement ethics standards. Reinforcing a core operational doctrine of the ESFG, he declared: “Authority exists only within the law.”
BUILDING SECURITY THROUGH TRUST, NOT FEAR
Beyond legality, the lectures placed strong emphasis on community legitimacy as the foundation of effective forest security. Dr. Olasoji reminded operatives that forests are not empty spaces, but environments connected to daily human activity and livelihoods.
“Forests are not isolated zones,” he explained. “They are linked to farms, settlements, markets, footpaths, and sacred sites. That reality makes community partnership a decisive operational factor.”
According to him, the consequences of poor community engagement are immediate and severe. He warned that mistrust leads to intelligence breakdowns, delayed early warning, increased hostility toward operatives, and the escalation of minor disputes into violent confrontations, outcomes that ultimately endanger officers themselves.
In contrast, he argued, trust transforms communities into security partners. As he put it:
“Community engagement is not weakness; it is operational strength. Trust is a force multiplier. When you win the community, you win the forest.”
NON-NEGOTIABLE STANDARDS OF CONDUCT
The sessions translated ethical principles into concrete operational standards applicable to patrols, checkpoints, arrest support, intelligence handling, and inter-agency cooperation. Participants were reminded that public confidence and mission success rise or fall with officer conduct.
Among the non-negotiable standards reinforced were universal human-rights compliance, lawful and proportionate use of force, zero tolerance for torture, brutality, corruption, extortion, or record falsification, strict confidentiality of operational information and informant protection, and political neutrality.
Human-rights compliance, Dr. Olasoji stressed, “applies to everyone, always,” while the use of force must satisfy “lawfulness, necessity, and proportionality.”
Mandatory reporting of misconduct, supported by whistle-protection safeguards, was also emphasised as an institutional duty rather than an individual risk.
DECISION-MAKING UNDER PRESSURE
To strengthen field judgment, the lectures adopted a practical ethical decision model consistent with international enforcement doctrine: L-N-P-A — Legality, Necessity, Proportionality, Accountability.
Operatives were trained to ask four questions before acting: Is it lawful? Is it genuinely required? Is it the minimum reasonable response? Can it be defended openly, in writing, and before lawful authority?
The guiding rule, as repeatedly emphasised, was uncompromising:
“If you cannot defend it, don’t do it.”
EARLY WARNING AND CONFLICT PREVENTION
A major focus of the engagement lecture was early warning and early response. Participants were trained to identify indicators such as rumour patterns, unusual movement along forest corridors, resource-pressure signals linked to farmer–herder tensions, and enforcement-related triggers capable of igniting rapid conflict.
Forest Guards, Dr. Olasoji explained, are not merely enforcers but stabilisers.
“Forest Guards are peace managers,” he noted, “but they must operate strictly within legal limits.”
A standard dispute-management workflow was reinforced: Assess, Stabilise, Separate, Dialogue, Decide (Enforce or Refer), Document, Report, and Follow-up, with clear thresholds for referral to the Police, DSS, courts, and civil authorities.
HIGH-SENSITIVITY ENFORCEMENT: OPEN GRAZING
Given the sensitivity of open-grazing enforcement nationwide, the lectures stressed that operations must remain calm, law-based, non-discriminatory, and free of harassment, extortion, ethnic profiling, or improper impoundment. Ethical professionalism, participants were told, is central to preventing rural instability and escalation in mixed-use forest zones.
TRAINING, ACCOUNTABILITY, AND INSTITUTIONAL RESPONSIBILITY
The sessions employed scenario-based learning, decision drills, and misconduct case studies to ensure practical understanding. Ethics and community-engagement competence were presented as mandatory core requirements, forming part of refresher training and promotion criteria, with completion formally recorded in personnel files.
Responsibility for trust-building was distributed across the command structure, from state and zonal commands to sector, ward, and frontline formations, embedding accountability into institutional culture.
A BROADER NATIONAL LESSON
In one of the most quoted moments of the lectures, Dr. Olasoji told participants:
“A Forest Guard is a trust-bearer, not a power-holder. Uniform and equipment do not create authority; character does. Without integrity, authority collapses.”
Security analysts say the Ila-Orangun engagement underscores a broader national lesson: that sustainable forest security in Nigeria depends less on coercion and more on professionalism, legality, and partnership with communities.
As Nigeria continues to grapple with insecurity across rural and forested regions, the lessons from Ila-Orangun point to a clear conclusion—when Forest Guards operate within the law and with the people, forests shift from being security liabilities to strategic assets in national security management.
Gunmen who kidnapped the chairman of Jezco Group, Chief Joseph Ezeokafor, have reportedly increased their ransom demand from N700 million to N1.5 billion for his release.
Ezeokafor, a septuagenarian businessman, was reportedly abducted in Anambra State about a week ago.
The kidnappers initially demanded N700 million from the businessman’s family.
Unofficial reports quoting an anonymous source said the kidnappers had established contact with the family after the abduction.
The source said the family accepted the initial N700 million demand as part of efforts to secure Ezeokafor’s release.
However, the kidnappers later increased the ransom to N1.5 billion.
The source said the family remains willing to negotiate with the abductors, but the kidnappers have allegedly stopped further communication.
The development has reportedly left the family in a difficult situation, as attempts to restore contact with the abductors have not yielded results.
Ezeokafor was kidnapped on Tuesday at about 2am after he reportedly left his home for a prayer ground as part of his annual spiritual rejuvenation.
He was said to have left his security details behind when he stepped out of his residence, which the kidnappers capitalized on, to abduct him.
One week after the incident, the police and the State government authorities have yet to make any official statement on the businessman’s abduction.
The Anambra State Police Command has also not publicly commented on the incident.
Personality in Focus
Lessons from Dickem Farms: Two Decades of Pioneering Innovation in Nigeria’s Aquaculture Industry
By Ayo Oyoze Baje
“Our philosophy has always been simple: innovation should solve real problems, create opportunities and improve livelihoods.”
Introduction
For over two decades, Dickem Farms has remained committed to transforming Nigeria’s aquaculture industry through innovation, technology, enterprise development and human capacity building. What began in 1999 as a vision to improve fish production has evolved into one of the country’s respected aquaculture enterprises, recognized for pioneering practical solutions that have strengthened fish farming and empowered the next generation of agripreneurs.
Dickem Farms was the first to introduce mobile fish ponds into the Nigerian market, making fish farming more flexible, affordable and accessible to investors and smallholder farmers. The company also pioneered the local production of a floating fish feed extruder that uses locally available materials, reducing dependence on imported technology while lowering production costs for fish farmers. In addition, Dickem Farms has invested in modern hatchery systems that produce healthy, high-quality fingerlings to support commercial fish production.
Our philosophy has always been simple: innovation should solve real problems, create opportunities and improve livelihoods.
Recent experiences and initiatives
To get more important information about the farm there were questions on the different aspects, starting with the experiences in the past five years. Let us glean from the horse’s mouth. According to the Managing Director, Godwin Emaketenemi, “Over the last five years, we have continued to strengthen our production systems for both catfish and tilapia. Our focus has been on improving fingerling quality, enhancing pond management practices and maintaining strict water-quality monitoring to maximise fish survival and productivity.
“We also introduced better feeding programmes and comprehensive record-keeping systems that enable us to monitor growth performance, feed conversion efficiency and mortality rates.
Rather than pursuing rapid expansion, we have adopted a disciplined strategy of scaling only after achieving consistent operational results.
“This measured approach has enabled Dickem Farms to build a resilient business capable of supplying quality fish and aquaculture services to customers in Lagos and across Nigeria.”
Overcoming challenges:
On the challenges faced and how they were overcome, he stated that: “Like every agricultural enterprise, we have encountered significant challenges. Rising feed costs, unreliable electricity supply and disease management remain major concerns within the aquaculture industry. Instead of allowing these obstacles to limit our growth, we viewed them as opportunities for innovation.
Producing our own quality fish feed has significantly reduced production costs while giving us greater control over feed quality and formulation. We have also improved water-management systems and operational planning to minimize the effects of power instability.
“At the farm level, stronger biosecurity measures, improved hygiene and proactive fish-health monitoring have substantially reduced disease outbreaks and production losses.”
Marketing strategies
With regards to marketing he explained that; “Production alone does not guarantee success; a reliable market is equally important. Dickem Farms has therefore, built long-term relationships with wholesalers, retailers, restaurants and institutional buyers. We grade our fish according to customer specifications and schedule harvesting to coincide with periods of stronger market demand.”
Training programs
Furthermore, with the focus on training he explained that: “Our reputation has been built on dependable supply, consistent quality and customer trust.
One of our proudest achievements is our investment in people. We believe that sustainable agriculture depends not only on technology but also on developing competent professionals and entrepreneurs.
Over the years, Dickem Farms has trained hundreds of staff, industrial attachment (IT) students, graduates and aspiring fish farmers in practical aquaculture.
“Our training covers hatchery management, pond construction and management, fish nutrition, water-quality management, fish-health monitoring, biosecurity and business record-keeping.
More importantly, we do not stop at training. We mentor young graduates and entrepreneurs, providing technical guidance and business support until they are confident enough to establish and successfully manage their own enterprises. Seeing former trainees become successful employers and business owners remains one of our greatest rewards.
“Continuous learning has also shaped our growth. Through partnerships with foreign organisations and technical visits to leading aquaculture companies, we have gained valuable knowledge in modern hatchery technology, fish-health management, production efficiency and operational excellence.”
Government ‘s support
Coming to the need for government’s support he beamed light on it this way:
“These experiences have strengthened our technical capacity and enabled us to transfer global best practices to Nigerian farmers.
Nigeria possesses enormous potential to become a leading aquaculture producer in Africa. However, unlocking that potential requires stronger collaboration between government and the private sector.
We recommend tax exemptions or significant tax incentives for fish farming and aquaculture value-chain businesses to encourage investment.
“Farmers also need affordable financing with realistic repayment terms, reliable access to quality fingerlings, improved energy support and stronger extension services that provide timely technical guidance on fish health and disease prevention. Organized marketing systems that connect producers directly with institutional buyers will further strengthen the industry’s competitiveness.”
Piece of advice to the younger generation:
His piece of advice to young people who might be interested to go into fish farming:
“To young people considering aquaculture as a career or business, my advice is straightforward: seek proper training and find a credible mentor. Fish farming is a science and a business that rewards discipline, knowledge and patience. Begin with manageable investments, keep accurate records, master water-quality management and learn from experienced practitioners before expanding.
“A good mentor can save years of costly mistakes and accelerate the journey to success.”
As the future beckons:
As for plans for the future he highlighted that: “Looking ahead, Dickem Farms will continue to invest in innovation, local technology development, commercial hatchery expansion, fish-feed production, modern aquaculture equipment and practical capacity building. Our ambition is not only to grow our business but also to contribute meaningfully to food security, employment creation and economic development.
Our long-term vision extends beyond Nigeria.
“We believe Africa possesses the resources, talent and entrepreneurial spirit to feed itself and compete globally. Through innovation, strategic partnerships and investment in people, Dickem Farms will continue to play its part in building a modern aquaculture industry that delivers prosperity for farmers, affordable nutrition for families and sustainable growth for the continent.
Our mission remains unwavering: to inspire a future where Africans feed Africa through innovation, enterprise and excellence in agriculture.”
These indeed, are brilliant submissions for us all to learn from now and always.
The Chairman of First HoldCo, Femi Otedola, has strengthened his stake in the financial institution after acquiring an additional 1.77 billion shares valued at N222.20 billion.
Details contained in a disclosure filed with the Nigerian Exchange (NGX) showed that the shares were purchased on Thursday through his investment company, Calvados Global Services Limited.
The latest transaction raised Otedola’s shareholding in First HoldCo from 9.99 billion shares to 11.77 billion shares, with his ownership increasing from 21.96 per cent to 25.88 per cent.
The purchase marks Otedola’s second major investment in the company this July, following his acquisition of 706.13 million shares worth N77.58 billion on July 22.
With the fresh acquisition, Otedola’s total investment in First HoldCo has climbed to N1.47 trillion, making him the institution’s largest shareholder.
