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Nigeria’s Corrupt Petroleum Corporation Executives Invite Newspaper Editors To Lagos Hotel, To Bribe Them To Discredit Report About Their Incompetence, Wastefulness

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The media learnt that the planned meeting with the editors is scheduled for 1pm on Sunday at Legend Hotel, close to the Murtala Muhammed International Airport, Ikeja in Lagos.

The management of the Nigerian National Petroleum Corporation (NNPC) has invited newspaper editors to a Lagos hotel with the intention of bribing them to discredit a recent report about ineptitude, mismanagement and corruption in the state oil and gas company.

The media learnt that the planned meeting with the editors is scheduled for 1pm on Sunday at Legend Hotel, close to the Murtala Muhammed International Airport, Ikeja in Lagos.

A source privy to information regarding the emergency meeting told the media it is to bribe editors to discredit a report exposing the incompetence of NNPC executives and their wastefulness.

“They are inviting some editors to Legend Hotel in Lagos to bribe them to discredit a story published by the ICIR on Friday that really embarrassed them. The meeting is scheduled for 1pm on Sunday (today),” the source said.

The content of the text message sent out to the invited editors reads: “Meeting of selected editors scheduled for Sunday 12/9/2021 @ 1pm. Venue: Legend Hotel adjacent Murtala Muhammed International Airport.  Please confirm, attendance.”

The report highlighted data collated from audited financial statements released by the NNPC, led by its Group Managing Director, Mele Kyari, on Wednesday. The report exposed how Port Harcourt Refinery Company (PHRC), which is managed by Ahmed Dikko, an engineer, reported no income in 2020 but incurred administrative expenses of N19.215 billion, paying salaries, wages and other benefits to unproductive workers to the tune of N22.55 billion.

Despite making zero revenue, Port Harcourt refinery employed 487 new workers and paid N23 billion as salaries in 2020.

The media also learnt that the NNPC had already sponsored some groups to criticise the damaging report in an attempt to counter its implications by releasing press statements in the media.

For instance, a coalition of northern and southern groups recently released a joint statement saying the “continuous media attacks were designed to distract NNPC Group Managing Director and Port Harcourt Refinery Managing Director”.

The group said it took a stand during their second-quarter meeting in Kaduna at the weekend, “because the attack dogs of haters of the ongoing reforms at the NNPC are going beyond the boundaries of decency”.

“As Nigerian citizens, we feel duty-bound to draw public attention to a calculated, coordinated and well-funded media agenda designed to purposely distract the NNPC management, including another committed public servant – Dikko – who has been leading the reforms at the level of Port Harcourt refinery,” the group said.

The report on the 2020 financial statement of the company stated that the 487 new workers are being paid N3.93 billion annually, indicating that each of them takes an average of N8.072 million annually or N672,713 monthly.

The amount they earn monthly is about the annual salary of a normal Level 8 Federal Government worker.

Between 2019 and 2020, the refinery employed 1,162 new staff members, paying N41.163 billion in salary and wages, according to The ICIR’s calculations of the company’s wage data on its financial statements.

Also, out of the 487 staff members employed in 2020, 430 were senior and management staff members, amounting to 88.2 per cent, with huge financial implications. Only 57 were junior staff members.

Also, out of 675 staff engaged by the refinery in 2019, 656 were management and senior staff, members, representing 97 per cent of the total, with huge financial implications.

 

“It is looking like jobs for the boys at our dear refineries. And I wonder, most of these guys are earning heavy wages,” US-based Financial Consultant Ellam Ogochukwu said.

“Whoever is running that enterprise deserves to answer several questions,” she said.

Also, staff pension, gratuity and ‘long service award’ gulped N77.76 billion in 2020 as against N63.41 billion the previous year.

Surprisingly, under Dikko and his boss Kyari, the PHRC’s unproductive staff were allowed to take car loans, compassionate loans and advances valued at N1.001 billion in 2020.

The amount was N597.297 million in 2019.

In 2020, this refinery, which made no revenue, incurred a comprehensive loss of N53.179 billion.

In the previous year, the company made no revenue but incurred N50.530 billion in comprehensive loss.

Between 2017 and 2020, the company comprehensively lost N241.609 billion. Its revenue within this period was merely N6.27 billion.

“This refinery did not produce oil. What you have is that some people just iron their clothes, go to work and come back at the end of the day without adding to the productivity of the company,” Oil and Gas Analyst at Lagos-based Chapel Hill Denham Mustapha Wahab told The ICIR.

NNPC Managing Director, Kyari is the chairman of Port Harcourt refinery. He is followed by Ahmed Dikko (MD), Babatunde Sofowora (Executive Director of Services), Reginald Udeh (Executive Director, Finance and Accounts), James Ifeanyichukwu Ajibo (Executive Director, Operations), and Awaisu Muazu (late, served till July 2020).

These directors took N99.742 million as emoluments in 2020, a 67 per cent increase from N59.650 million they took in 2019.

In 2019, the Port Harcourt refinery did not record any revenue.  Yet, it reported N25.19 billion in expenses.

Six directors collected N59.65 million in fees, meaning that each of them received an average payment of N9.94 million a month in 2019.

According to the NNPC, names of the six directors in 2019 were:  Group Managing Director of NNPC, Malam Mele Kyari; Managing Director, Abba Bukar (who retired in March 2020); Executive Director of Services, Babatunde S. Sofowore; Executive Director of Operations, Ganiyu Abiodun Owolabi; another Executive Director of Operations, Engr Abel N. Imonighavwe; and Executive Director of Finance and Accounts, Mrs Aramide M. Ekundayo.

Salaries, wages, allowances, redundancy and pension costs gulped N22.195 billion. What that means is that, on average, each staff member received N32.88 million in 2019 from a company that made no revenue. This amounted, on the average, to N2.74 million each month.

Total salaries and pays received by staff members of Port Harcourt refinery between 2017 and 2019 amounted to N80.57 billion. But revenues received by the company within the period were estimated at N6.27 billion – implying that the NNPC sought N74.3 billion from outside the refinery to pay staff salaries.

Rather than privatise the refinery, the NNPC chose to pump an equivalent of 4.5 percent of Nigeria’s 2021 budget ($1.5 billion) into the refurbishment of a refinery that comprehensively lost N206.069 billion between 2017 and 2020.

Oil and Gas Analyst at Lagos-based Chapel Hill Denham, Mustapha Wahab said the investment in the refinery made no sense.

“Dangote refinery is coming on board and can process about 650,000 barrels per day of crude oil – highest in the world. NNPC has taken 20 per cent stake in Dangote.

“Why then are you resuscitating Port Harcourt refinery? We have done the analysis at Chapel Hill Denham and found that government should be spending $3billion or more to ensure efficiency of the refinery. So, it does not make investment sense because you are not going to compete with yourself,” he said.

“Two, Some countries are exiting low-carbon energy sources and migrating to clean energy. So, after rehabilitating Port Harcourt refinery, for how long will you enjoy its benefits, given that your market is not just Nigeria but also those countries exiting what you intend to sell to them?” he asked, urging the Nigerian Government to concession it for optimal benefits to the Nigerian economy.

Oil and Gas Governance Consultant, Henry Ademola Adigun also noted that the refinery was badly managed.

“The point is that the refineries are still badly managed. The faster the corporation becomes a limited liability company, the better,” Adigun said.

“You have a refinery not producing anything and not making revenues but salaries are being paid. How did the NNPC make the profit they said they made when the inefficiencies are there? The profit and loss do not show anything. They simply want to make it attractive to the stockman.”

He said there was no cost-cutting by the NNPC or the refineries, adding that there were also “no innovative efficiency, no restructuring or replanting and no cost-saving on salaries and wages.”

Former President of the Nigerian Society of Petroleum Engineers Joe Nwakwue said the only thing that the corporation could have done was to sell off the refineries.

“If you have a factory and is not producing, you will have to pay the gate man and the even the insurance company.”

The PHRC was commissioned in 1965. It was made up of two refineries: the old refinery was inaugurated in 1965 with capacity of 60,000 barrels per stream day (bpsd) and the new refinery was inaugurated in 1989 with an installed capacity of 150,000 bpsd, according to the NNPC.

It has a capacity of 210,000 bpsd with five process areas. In 2000, the then government of Nigeria shut down the refinery for turnaround maintenance. Other three refineries in the country were also expected to undergo a similar process, Oil & Gas Journal said.

As of that time, $364 million had already been spent on endless turnaround maintenance (TAM) services. About $25 billion has been spent on turnaround maintenance in the past 25 years, according to The Guardian.

The Institute for Global Energy Research, in a 2004 article, said the barrage of corruption, poor management, sabotage and lack of the mandatory turnaround maintenance (TAM) every two years had made all the refineries inefficient, making them operate at about 40 per cent of full capacity.

The NNPC said in April 2020 that it would hand over the four refineries in the country to a private firm to manage.

“We are going to get an O&M contract; NNPC won’t run it. We are going to get a firm that will guarantee that this plant would run for some time. We want to try a different model of getting this refinery to run. And we are going to apply this process for the running of the other two refineries.”

However, this has not happened. Rather, the corporation has sought money to rehabilitate the failed refineries.

It has prided itself on cost-cutting efficiency, but its refineries have incurred humongous losses.

Analysts say NNPC has no cause to hold onto the running of the refineries, having shown no capacity to manage it.

Culled from the Sahara Reporters

Houston

Houston and Owerri Community Mourn the Passing of Beloved Icon, Lawrence Mike Obinna Anozie

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Houston was thrown into mourning on September 19, 2025, following the sudden passing of businessman and community advocate Lawrence Mike Obinna Anozie, who peacefully joined his ancestors. Immediate family member in Houston, Nick Anozie, confirmed his untimely death and expressed gratitude for the outpouring of love and condolences from both the Houston and Owerri communities.

Lawrence was born to Chief Alexander and Lolo Ether Anozie of Owerri in Imo State, Nigeria, and will be dearly remembered by family members, friends, and the entire Houston community.

An accomplished accountant, the late Lawrence incorporated and successfully managed three major companies: Universal Insurance Company, LLC, Universal Mortgage LLC, and Universal Financial Services. Through these enterprises, he not only built a thriving business career but also created opportunities for countless individuals to achieve financial stability. His contributions to entrepreneurship and community development will remain a lasting legacy.

According to the family, arrangements for his final funeral rites are in progress and will be announced in due course.

Lawrence will forever be remembered as a loving and compassionate man who dedicated much of his life to uplifting others. He helped countless young Nigerians and African Americans overcome economic challenges by providing mentorship, financial guidance, and career opportunities. His generosity touched the lives of many who otherwise might not have found their footing. A devout Catholic, he was unwavering in his faith and never missed Mass, drawing strength and inspiration from his church community. To those who knew him, Lawrence was not only a successful businessman but also a pillar of kindness, humility, and faith whose legacy of service and compassion will continue to inspire generations.

For more information, please contact Nick Anozie – 832-891-2213

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Enugu Revenue Leader Details Tax Plans, Commits to Responsible Fund Management

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In a bid to address rising public concerns and social media speculations about taxation in Enugu State, the Executive Chairman of the Enugu State Internal Revenue Service (ESIRS), Emmanuel Nnamani, has provided clarifications on the government’s tax policies. During a press briefing in Enugu, Nnamani dismissed what he described as “false and misleading claims” and reassured residents that the government’s fiscal operations are firmly rooted in law, transparency, and public good.

Clarifying Misinformation and Affirming Legality

Nnamani opened the session by stressing that no taxes or levies in Enugu State are imposed outside the provisions of the law. “Taxes and revenues in Enugu State remain within the limits of the law. We do not impose any levies outside what the law permits,” he stated, pointing to the Personal Income Tax Act (as amended) as the guiding legal framework.

He explained that the ESIRS collects personal income tax through two lawful means: Pay-As-You-Earn (PAYE) for those in formal employment, and Direct Assessment for informal sector workers. While compliance among salaried workers has been largely smooth, the agency sometimes employs legal enforcement mechanisms to ensure compliance among self-employed individuals.

Formalising the Informal Sector

A key challenge, he noted, has been bringing the informal sector—especially market traders and transport operators—into the formal tax net. Upon assuming office, his administration discovered that an overwhelming 99% of informal sector actors were not remitting taxes to the state, largely due to the disruptive influence of non-state actors engaged in illegal collections.

In response, the government introduced a consolidated ₦36,000 annual levy for market traders. This amount, payable between January and March, covers all relevant state-level charges, including those by the Enugu State Waste Management Agency (ESWAMA), Enugu State Structures for Signage and Advertisement Agency (ENSSAA), storage fees, and business premises levies. “Once this amount is paid between January and March, the trader owes nothing else for that year,” Nnamani clarified. Traders who fail to pay by March 31 are subject to enforcement.

For street vendors operating outside structured markets, an annual levy of ₦30,000 applies, with ESWAMA charges handled separately. Transport operators such as Okada riders, Keke drivers, minibuses, tankers, and trucks pay via a daily ticketing system.

A Human-Faced Approach to Enforcement

Although the law allows for a 10% penalty on unpaid tax and an interest charge tied to the Central Bank’s Monetary Policy Rate of 27.5%, Nnamani disclosed that the state has adopted a softer, pro-business approach. Instead of the full punitive charges, a flat ₦3,000 penalty is applied in most informal sector cases to promote ease of doing business and encourage voluntary compliance.

Taxation and the Cost of Rent

Addressing growing concerns over rising rent, Nnamani rejected claims linking the trend to state tax policies. He described the issue as a national challenge influenced by supply and demand, rather than fiscal policy.

Citing personal experiences dating back to 2015, he observed that a shift in private development preference – from rental apartments to gated residential estates – has contributed to the housing squeeze. “If we had more high-rise buildings, rent would drop,” he noted. The state government, he added, is taking proactive steps through the Ministry of Housing and Housing Development Corporation to build mass housing and student hostels near institutions like ESUT and IMT, freeing up central city housing and helping moderate rents.

Technology, Transparency, and Trust

In line with its commitment to transparency and digital innovation, the ESIRS has launched a tax calculator on its official portal – www.irs.en.gov.ng – allowing residents to compute their taxes with ease and clarity. “This is about transparency and giving our people confidence,” he said, inviting residents to compare Enugu’s tools with those in more advanced states like Lagos.

Understanding the Cost of Development

Responding to concerns that Enugu has become one of Nigeria’s most expensive states, Nnamani acknowledged the perception but clarified that the temporary inflation is largely demand-driven. With Enugu undertaking widespread infrastructural renewal – including smart schools, primary health centres, and hospitality infrastructure – the surge in construction activity has led to increased demand for building materials like granite and rods, which are sourced from other states.

“Once these projects are completed, demand will drop, and prices will stabilise,” he assured. He emphasised that the projects are visible testaments to what taxpayers’ money can achieve when properly managed.

A Call for Mutual Understanding and Civic Partnership

More than a tax clarification, Nnamani’s address served as a reminder of the symbiotic relationship between citizens and government. He appealed for public understanding, noting that when citizens fulfil their tax obligations, the government can, in turn, provide essential services and infrastructure that uplift everyone.

His message was clear: responsible taxation, managed transparently and invested wisely, is the bedrock of sustainable development. From roads to schools and healthcare to housing, Enugu State is demonstrating how taxpayers’ money, when efficiently deployed, can improve lives and build the future.

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The Leadership Deficit: Why African Governance Lacks Philosophical Grounding

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Leadership across nations is shaped not only by policies but by the quality of the individuals at the helm. History has shown that the most transformative leaders often draw from deep wells of ethical, philosophical, and strategic thought. Yet, in many African countries—and Nigeria in particular—there appears to be a crisis in the kind of men elevated to govern. This deficit is not merely political; it is intellectual, philosophical, and deeply structural.

There is a compelling correlation between the absence of foundational wisdom and the type of leaders Nigeria consistently produces. Compared to their counterparts in other parts of the world, Nigerian leaders often appear fundamentally unprepared to govern societies in ways that foster justice, progress, or stability.

Consider the Middle East—nations like the UAE and Qatar—where governance is often rooted in Islamic principles. While these societies are not without flaws, their leaders have harnessed religious teachings as frameworks for nation-building, modern infrastructure, and citizen welfare. Ironically, many of Nigeria’s military and political leaders also profess Islam, yet the application of its ethical standards in public governance is nearly non-existent. This raises a troubling question: is the practice of religion in African politics largely symbolic, devoid of actionable moral guidance?

Take China as another case study. In the last four decades, China’s leadership has lifted over 800 million people out of poverty—an unprecedented feat in human history. While authoritarian in structure, China’s model demonstrates a deep philosophical commitment to collective progress, discipline, and strategic long-term planning. In Western democracies, especially post-World War II, leaders often emerged with strong academic backgrounds in philosophy, economics, or history—disciplines that sharpen the mind and cultivate vision.

In stark contrast, African leaders—particularly in Nigeria—are more often preoccupied with short-term political survival than long-term national transformation. Their legacy is frequently one of mismanagement, unsustainable debt, and structural decay. Nigeria, for example, has accumulated foreign loans that could take generations to repay, yet there is little visible infrastructure or social development to justify such liabilities. Inflation erodes wages, and basic public services remain in collapse. This cycle repeats because those in power often lack not just technical competence, but the moral and intellectual depth to lead a modern nation.

At the heart of the crisis is a lack of philosophical inquiry. Philosophy teaches reasoning, ethics, and the nature of justice—skills that are essential for public leadership. Nigerian leaders, by and large, are disconnected from such traditions. Many have never seriously engaged with political theory, ethical discourse, or economic philosophy. Without this grounding, leadership becomes a matter of brute power, not enlightened governance.

The crisis of leadership in Africa is not solely one of corruption or bad policy—it is one of intellectual emptiness. Until African nations, especially Nigeria, begin to value and cultivate leaders who are intellectually rigorous and philosophically grounded, the continent will remain caught in cycles of poverty and poor governance. True leadership requires more than charisma or military rank—it demands the wisdom to govern a society with justice, vision, and moral clarity. Without this, the future remains perilously fragile.

♦ Dominic Ikeogu is a social and political commentator based in Minneapolis, USA.

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