Personality in Focus
Opinion: NTDA Act and Cockcrow at Dawn
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By Frank Meke.
Nigerian Tourism Development Authority act, which repealed the Nigerian Tourism Development Corporation Act, CAP N137, laws of the Federation, is deceptive, a gift of a tiger tail and bears a necromancer stamp of intent.
First, let us interrogate the sponsor of the bill, one Honourable Jimoh Olajide, a supposedly unknown quantity in our tourism space and no doubt could put his name to a bill which negates all known democratic process and engagements .
When and where did this Honourable seek our input into his bill and I must wonder aloud what achievements trails this “representative” of the tourism people of Nigeria?
Since, the elections are just few days away, Representative Olajide, must be assumed to have a constituency mandate protective of his voters interest and investment in tourism and except, he was allegedly Procured as a “Special purpose vehicle” to pursue this “Authority” bill, now an act of the law, Honourable Jimoh Olajide must then be a tourism busy body.
In general terms, this NTDA Act, is all about Foluronsho Coker. It typifies his fears, militarism, domineering attitude and irritations to second opinion.
Since, his appointment in 2015, his tenure in this strategic government tourism platform, had witnessed the most volatile and unbelievable presence of forceful and strange attempts to dominate, and subject the workforce to his laid back administrative template, and to the private sector, he unsuccessfully fought wars and still fighting to make them his Yes men and slaves. His hatred against the organised tourism press, which he fought unsuccessfully to split their ranks in connivance with industry low bellies, is evidential.
Coker sat back, ignored all known engagement and collaborative ethics, swift to call tourism associations and groups in the sector, digital morons, yet clearly the godfather of ignorance, double speak and anti tourism development agent.
This act which is ravagingly a Coker opium, negates all known tourism growth expectations,merely fanciful, deeply rooted in theugist ideology, clever by half and a nail to the heart of an industry, begging to be set free to contribute to national socioeconomic development and job creation.
The repealed act is a well thought out document, a Corporation, ( cooperation) tailored towards working with industry operators to achieve set goals, powering collaborations with all segments of the diverse ecosystem of the industry to produce something together and achieve shared goals and values.
To Coker, the civilian military general at the Ntdc, now NTDA, his cocky frame abhors working with others to achieve anything, no wonder he failed in eight years, with nothing to show as tourism growth and development except his Authority Act, which gives him absolute power to circumvent the 2013 Supreme Court ruling which empowers the Nigerian federating states to take their tourism future into their own hands.
Authority and collaboration, or as his Procured Act puts it, “Alliances” with states, are directly opposite in intents and expectations.
While under the repealed act, states and local governments have ” Ownership Authority” over tourism sites, Hospitality and Tourism services, Coker’s act, dwells on punitive and political Authority, certainly fronting an alliance to subject other stakeholders to his whims and caprices.
Coker has never hidden his intention to become the undisputed Nigerian tourism lord of the minor, with ntdc in eight years reduced to his animal farm, its budget releases and various government material interventions deployed as he wills and so fancied.
Authority can be defined as power to force and influence opinion, to command subordinates ( the states and private sector) to unitary actions and not collaborative efforts.
Authority as evidenced in Coker’s act is to compel obedience, to set up a board not answerable to voters interest, a board composition which did not specify certain membership organisations such as “culture and tourism”, but quick to list detailed names of federal ministeries and agencies outside the core pictures of the industry.
The functions of the Authority clearly indicates also the double speak of the sponsors, to ” regulate with states( Alliances) and if such states refuses to obedietise, punitive measures are applied.
A rundown on the Authority’s powers to accreditation and form Alliances of Tourism Enterprises, are simply carrot induced, targeting a sole pander to exclusively grade and classify tourism Enterprises in the country, circumventing established Supreme Court ruling of 2013 between lagos state government and federal government ( ntdc).
To incentify the” Alliance”, the Authority will pay off obedient states, with privileges and and benefits as maybe ” determined ” from time to time, such as mundane unwto unexplained status and recognition, unspecified fiscal relief and tax exemptions, customs duty exemptions and eligibility for financial incentives, grants and interest loans from a Tourism Development Fund, which birth pang process, may oil controversy to scuttle the agenda.
It is indeed worrisome how states empowered by Supreme Court ruling and so have authority to run their hospitality and culture tourism enterprises grading, accreditation and classification opportunities, will fall for this cheap carrots assumed benefits from Coker’s Authority act.
Under this administration, there were many of such carrots, some domiciled at various ministries and to which ntdc under Foluronsho Coker, failed to activate and deploy to irrigate speedy recovery and growth of both states and private sector tourism growth expectations. During and after Covid pandemic, Coker was silent and never lent a voice to efforts to raise bail out funds to a ravaged and bleeding tourism entrepreneurs in Nigeria, and suddenly woke up to Tourism Development Fund.
The additional and incidental powers sought and to be executed by Coker’s Authority, is pedestrian and self effacing, impostive.( 15) “the Authority shall carry any undertaking which appears ( subjective interpretation) to the Authority to be necessary for the promotion and development of the industry” ( *Even if the stakeholders are in disagreement*)
A tour operating company ( 16a) by the Authority, is monopolistic and at variance to the yearnings of private sector tourism practitioners,who are poles in advantage to run the business, grow jobs sustainably than an Authority octopus than
the
“Authority” octopus features only in six geopolitical zones, a recipe to a big fall like Humpty Dumpty.
Though I concede that a Convention and Visitors Bureau by the Authority, may help Nigeria’s tourism sound bite abroad, particularly in bidding for international events to be hosted by Nigeria, it however beats me hollow why Coker could not fly one single local tourism exhibition and convention to the glory of Nigerian tourism in eight years.
In political science and sociology, Public Authority as sought by this NTDA act, has history and usually popular during economic depression, desired to accelerate opportunities for development but ours in Coker’s Authority is mere power grab effort, to circumvent constitutional provisions and empower the individual ( DG of NTDA), autocraticising an industry best captured and developed through collaborations.
Coker’s Authority Alliances platform is suspect, unpatriotic, and a danger to Nigerian cultural tourism economy, now and in the future.
In all sense of due review, the repealed ntdc act, is far more attractive, workable instrument than NTDA act, which could be likened to an excuse to avoid tourism introspection, engagement, fairness, equality and justice.
Coker by nature hates intellectual engagement, and arrogant to superior opinion, brash, all knowing, possessive, and irritative to democratic ethos.
His mind set, ingenious rascality and disregard to norms which engenders cooperation, collaboration and development in tourism, are clearly encapsulated in the NTDA Act. And as he would want the simplistic and unassuming to believe, he ( Coker) is not an autocratic and power monger. Truly, Coker is not a democratic, neither republican, reasons he failed in eight years of a life time to make tourism impact in Nigeria.
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.
