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”Buying pool of cars is unnecessary” – Obasanjo writes National assembly (READ LETTER)
Former President Olusegun Obasanjo has written the National Assembly a lengthy letter accusing the lawmakers of corruption, impunity, greed and of repeatedly breaking the nation’s laws.
He addressed a lot of disturbing issues in the letter. He talked about the pool of cars they are planning to buy and told them it is of no need.
He further advised the arms of government to accept and share responsiblities due to the economic situation of the country
Below is Mr. Obasanjo’s letter:
January 13, 2016
Distinguished Senator Bukola Saraki,
President of the Senate,
Federal Republic of Nigeria,
Senate Chambers,
Abuja.
Honourable Yakubu Dogara,
Speaker, House of Representatives,
National Assembly Complex,
Abuja.
It is appropriate to begin this letter, which I am sending to all members of the Senate and the House of Representatives through both of you at this auspicious and critical time, with wishes of Happy New Year to you all.
On a few occasions in the past, both in and out of office as the President of Nigeria, I have agonised on certain issues within the arms of government at the national level and among the tiers of government as well. Not least, I have reflected and expressed, outspokenly at times, my views on the practice in the National Assembly which detracts from distinguishness and honourability because it is shrouded in opaqueness and absolute lack of transparency and could not be regarded as normal, good and decent practice in a democracy that is supposed to be exemplary. I am, of course, referring to the issue of budgets and finances of the National Assembly.
The present economic situation that the country has found itself in is the climax of the steady erosion of good financial and economic management which grew from bad to worse in the last six years or so. The executive and the legislative arms of government must accept and share responsibility in this regard. And if there will be a redress of the situation as early as possible, the two arms must also bear the responsibility proportionally. The two arms ran the affairs of the country unmindful of the rainy day. The rainy day is now here. It would not work that the two arms should stand side by side with one arm pulling and without the support of the other one for good and efficient management of the economy.
The purpose of election into the Legislative Assembly particularly at the national level is to give service to the nation and not for the personal service and interest of members at the expense of the nation which seemed to have been the mentality, psychology, mindset and practice within the National Assembly since the beginning of this present democratic dispensation. Where is patriotism? Where is commitment? Where is service?
The beginning of good governance which is the responsibility of all arms and all the tiers of government is openness and transparency. It does not matter what else we try to do, as long as one arm of government shrouds its financial administration and management in opaqueness and practices rife with corruption, only very little, if anything at all, can be achieved in putting Nigeria on the path of sustainable and enduring democratic system, development and progress. Governance without transparency will be a mockery of democracy.
Let us be more direct and specific so that action can be taken where it is urgently necessary. A situation where our national budget was predicated on $38 per barrel of oil with estimated 2 million barrels per day and before the budget was presented, the price of oil had gone down to $34 per barrel and now hovering around $30 and we have no assurance of producing 2 million barrels and if we can, we have no assurance of finding market for it, definitely calls for caution. If production and price projected in the budget stand, we would have to borrow almost one third of the 6 trillion naira budget. Now beginning with the reality of the budget, there is need for sober reflection and sacrifice with innovation at the level of executive and legislative arms of government. The soberness, the sacrifice and seriousness must be patient and apparent.
It must not be seen and said that those who, as leaders, call for sacrifice from the citizenry are living in obscene opulence. It will not only be insensitive but callously so. It would seem that it is becoming a culture that election into the legislative arm of government at the national level in particular is a licence for financial misconduct and that should not be. The National Assembly now has a unique opportunity of presenting a new image of itself. It will help to strengthen, deepen, widen and sustain our democracy.
By our Constitution, the Revenue Mobilisation, Allocation and Fiscal Commission is charged with the responsibility of fixing emoluments of the three arms of government: executive, legislature and judiciary. The Commission did its job but by different disingenuous ways and devices, the legislature had overturned the recommendation of the Commission and hiked up for themselves that which they are unwilling to spell out in detail, though they would want to defend it by force of arm if necessary. What is that?
Mr. President of the Senate and Hon. Speaker of the House, you know that your emolument which the Commission had recommended for you takes care of all your legitimate requirements: basic salary, car, housing, staff, constituency allowance. Although the constituency allowance is paid to all members of the National Assembly, many of them have no constituency offices which the allowance is partly meant to cater for. And yet other allowances and payments have been added by the National Assembly for the National Assembly members’ emoluments. Surely, strictly speaking, it is unconstitutional. There is no valid argument for this except to see it for what it is – law-breaking and impunity by lawmakers. The lawmakers can return to the path of honour, distinguishness, sensitivity and responsibility. The National Assembly should have the courage to publish its recurrent budgets for the years 2000, 2005, 2010 and 2015. That is what transparency demands. With the number of legislators not changing, comparison can be made. Comparisons in emoluments can also be made with countries like Ghana, Kenya, Senegal and even Malaysia and Indonesia who are richer and more developed than we are.
The budget is a proposal and only an estimate of income and expenditure. Where income is inadequate, expenditure will not be made. While in government, I was threatened with impeachment by the members of the National Assembly for not releasing some money they had appropriated for themselves which were odious and for which there were no incomes to support. The recent issue of cars for legislators would fall into the same category. Whatever name it is disguised as, it is unnecessary and insensitive. A pool of a few cars for each Chamber will suffice for any Committee Chairman or members for any specific duty. The waste that has gone into cars, furniture, housing renovation in the past was mind-boggling and these were veritable sources of waste and corruption. That was why they were abolished. Bringing them back is inimical to the interest of Nigeria and Nigerians.
The way of proposing budget should be for the executive to discuss every detail of the budget, in preparation, with different Committees and sub-Committees of the National Assembly and the National Assembly to discuss its budget with the Ministry of Finance. Then, the budget should be brought together as consolidated budget and formally presented to the National Assembly, to be deliberated and debated upon and passed into law. It would then be implemented as revenues are available. Where budget proposals are extremely ambitious like the current budget and revenue sources are so uncertain, more borrowing may have to be embarked upon, almost up to 50% of the budget or the budget may be grossly unimplementable and unimplemented. Neither is a choice as both are bad. Management of the economy is one of the key responsibilities of the President as prescribed in the Constitution. He cannot do so if he does not have his hands on the budget. Management of the economy is shared responsibility where the Presidency has the lion share of the responsibility. But if the National Assembly becomes a cog in the wheel, the executive efforts will not yield much reward or progress. The two have to work synchronisingly together to provide the impetus and the conducive environment for the private sector to play its active vanguard role. Management of the budget is the first step to manage the economy. It will be interesting if the National Assembly will be honourable enough and begin the process of transparency, responsibility and realism by publishing its recurrent budgets for 2016 as it should normally be done.
Hopefully, the National Assembly will take a step back and do what is right not only in making its own budget transparent but in all matters of financial administration and management including audit of its accounts by external outside auditor from 1999 to date. This, if it is done, will bring a new dawn to democracy in Nigeria and a new and better image for the National Assembly and it will surely avoid the Presidency and the National Assembly going into face-off all the time on budgets and financial matters.
While I thank you for your patience and understanding, please accept, Dear Senate President and Honourable Speaker of the House, the assurances of my highest consideration.
OLUSEGUN OBASANJO
(Premium times)
Recapitalisation Without Transformation is a Risk Nigeria Cannot Afford
BY BLAISE UDUNZE
In barely two weeks, Nigeria’s banking sector will once again be at a historic turning point. As the deadline for the latest recapitalisation exercise approaches on March 31, 2026, with no fewer than 31 banks having met the new capital rule, leaving out two that are reportedly awaiting verification. As exercise progresses and draws to an end, policymakers are optimistic that stronger banks will anchor financial stability and support the country’s ambition of building a $1 trillion economy.
The reform, driven by the Central Bank of Nigeria (CBN) under Governor Olayemi Cardoso, requires banks to significantly raise their capital thresholds, which are set at N500 billion for international banks, N200 billion for national banks, and N50 billion for regional lenders. According to the apex bank, 33 banks have already tapped the capital market through rights issues and public offerings; collectively, the total verified and approved capital raised by the banks amounts to N4.05 trillion.
No doubt, at first glance, the strategy definitely appears straightforward with the idea that bigger capital means stronger banks, and stronger banks should finance economic growth. But history offers a cautionary reminder that capital alone does not guarantee resilience, as it would be recalled that Nigeria has travelled this road before.
During the 2004-2005 consolidation led by former CBN Governor Charles Soludo, the number of banks in the country shrank dramatically from 89 to 25. The reform created larger institutions that were celebrated as national champions. The truth is that Nigeria has been here before because, despite all said and done, barely five years later, the banking system plunged into crisis, forcing regulatory intervention, bailouts, and the creation of the Asset Management Corporation of Nigeria (AMCON) to absorb toxic assets.
The lesson from that experience is simple in the sense that recapitalisation without structural reform only postpones deeper problems.
Today, as banks race to meet the new capital thresholds, the real question is not how much capital has been raised but whether the reform will transform the fundamentals of Nigerian banking. The underlying fact is that if the exercise merely inflates balance sheets without addressing deeper vulnerabilities, Nigeria risks repeating a familiar cycle of apparent stability followed by systemic stress, as the resultant effect will be distressed banks less capable of bringing the economy out of the woods.
The real measure of success is far simpler. That is to say, stronger banks must stimulate economic productivity, stabilise the financial system, and expand access to credit for businesses and households. Anything less will amount to a missed opportunity.
One of the most critical issues surrounding the recapitalisation drive is the quality of the capital being raised.
Nigeria’s banking sector has reportedly secured more than N4.5 trillion in new capital commitments across different categories of banks. No doubt, on paper, these numbers may appear impressive. Going by the trends of events in Nigeria’s economy, numbers alone can be deceptive.
Past recapitalisation cycles revealed troubling practices, whereby funds raised through related-party transactions, borrowed money disguised as equity, or complex financial arrangements that recycled risks back into the banking system. If such practices resurface, recapitalisation becomes little more than an accounting exercise.
To avert a repeat of failure, the CBN must therefore ensure that every naira raised represents genuine, loss-absorbing capital. Transparency around capital sources, ownership structures, and funding arrangements must be non-negotiable. Without credible capital, balance sheet strength becomes an illusion that will make every recapitalization exercise futile.
In financial systems, credibility is itself a form of capital. If there is one recurring factor behind banking crises in Nigeria, it is corporate governance failure.
Many past collapses were not triggered by global shocks but by insider lending, weak board oversight, excessive executive power, and poor risk culture. Recapitalisation provides regulators with a rare opportunity to reset governance standards across the industry.
Boards must be independent not only in structure but also in substance. Risk committees must be empowered to challenge executive decisions. Insider lending rules must be enforced without compromise because, over the years, they have proven to be an anathema against the stability of the financial sector. The stakes are high.
When governance fails, fresh capital can quickly become fresh fuel for old excesses. Without governance reform, recapitalisation risks reinforcing the very weaknesses it seeks to eliminate.
Another structural vulnerability lies in Nigeria’s increasing amount of non-performing loans (NPLs), which recently caused the CBN to raise concerns, as Nigeria experiences a rise in bad loans threatening banking stability.
Industry data suggests that the banking sector’s NPL ratio has climbed above the prudential benchmark of 5 percent, reaching roughly 7 percent in recent assessments. Many of these troubled loans are concentrated in sectors such as oil and gas, power, and government-linked infrastructure projects, alongside other factors such as FX instability, high interest rates, and the withdrawal of Covid-era forbearance, which threaten bank stability.
While regulatory forbearance has helped maintain short-term stability, it has also obscured deeper asset-quality concerns. A credible recapitalisation process must confront this reality directly.
Loan classification standards must reflect economic truth rather than regulatory convenience. Banks should not carry impaired assets indefinitely while presenting healthy balance sheets to investors and depositors.
Transparency about asset quality strengthens trust. Concealment destroys it. Few forces have disrupted Nigerian bank balance sheets in recent years as severely as exchange-rate volatility.
Many banks still operate with significant foreign exchange mismatches, borrowing short-term in foreign currencies while lending long-term to clients earning revenues in naira. When the naira depreciates sharply, these mismatches can erode capital faster than any credit loss.
Recapitalisation must therefore be accompanied by stricter supervision of foreign exchange exposure, as this part calls for the regulator to heighten its supervision. Banks should be required to disclose currency risks more transparently and undergo rigorous stress testing at intervals that assume adverse currency scenarios rather than best-case outcomes. In a structurally import-dependent economy, ignoring FX risk is no longer an option.
Nigeria’s banking system has long been characterised by excessive concentration in a few sectors and corporate clients, which calls for adequate monitoring and the need to be addressed quickly for the recapitalization drive to yield maximum results.
Growth in most advanced economies comes from the small and medium-sized enterprises that are well-funded. Anything short of this undermines it, since the concentration of huge loans to large oil and gas companies, government-related entities, and major conglomerates absorbs a disproportionate share of bank lending. This has continued to pose a major threat to the system, as the case is with small and medium-sized enterprises, the backbone of job creation, which remain chronically underfinanced. This imbalance weakens the economy.
Recapitalisation should therefore be tied to policies that encourage credit diversification and risk-sharing mechanisms that allow banks to lend more confidently to productive sectors such as agriculture, manufacturing, and technology rather than investing their funds into the government’s securities. Bigger banks that remain narrowly exposed do not strengthen the economy. They amplify its fragilities.
Nigeria’s macroeconomic conditions, which are its broad economic settings, are defined by frequent and sometimes sharp changes or instability rather than stability.
Inflation shocks, interest-rate swings, fiscal pressures, and currency adjustments are not rare disruptions; but they have now become a normal part of the economic environment. Despite all these adverse factors, many banks still operate risk models that assume relative stability. Perhaps unbeknownst to the stakeholders, this disconnect is dangerous.
Owing to possible shocks, and when banks increase their capital (recapitalization), it is required that banks adopt more sophisticated risk-management frameworks capable of withstanding severe economic scenarios, with the expectation that stronger banks should also have stronger systems to manage risks and survive economic crises. In Nigeria today, every financial institution’s stress testing must be performed in the face of the economy facing severe shocks like currency depreciation, sovereign debt pressures, and sudden interest-rate spikes.
Risk management should evolve from a compliance obligation into a strategic discipline embedded in every lending decision.
Public confidence in the banking system depends heavily on credible financial reporting.
Investors, analysts, and depositors need to be able to understand banks’ true financial positions without navigating non-transparent disclosures or creative accounting practices, which means the industry must be liberated to an extent that gives room for access to information.
Recapitalisation provides an opportunity to strengthen the enforcement of international financial reporting standards, enhance audit quality, and require clearer disclosure of capital adequacy, asset quality, and related-party transactions. Transparency should not be feared. It is the foundation of trust.
One thing that must be corrected is that while recapitalisation often focuses on financial metrics, the banking sector ultimately runs on human capital.
Another fearful aspect of this exercise for the economy is that consolidation and mergers triggered by the reform could lead to workforce disruptions if not carefully managed. Job losses, casualisation, and declining staff morale can weaken institutional culture and productivity. Strong banks are built by strong people.
If recapitalisation strengthens balance sheets while destabilising the workforce that powers the system, the reform risks undermining its own economic objectives. Human capital stability must therefore form part of the broader reform strategy.
Doubtless, another emerging shift in Nigeria’s financial landscape is the rise of digital financial platforms that are increasingly changing how people access and use money in Nigeria.
Millions of Nigerians are increasingly relying on fintech platforms for payments, microloans, and everyday financial transactions. One of the advantages it offers, is that these services often deliver faster and more user-friendly experiences than traditional banks. While innovation is welcome, it raises important questions about the future structure of financial intermediation.
The point here is that the moment traditional banks retreat from retail banking while fintech platforms dominate customer interactions, systemic liquidity and regulatory oversight could become fragmented.
The CBN must see to it that the recapitalised banks must therefore invest aggressively in digital infrastructure, cybersecurity, and customer experience, while cutting down costs on all less critical areas in the industry.
Nigerians should feel the benefits of recapitalisation not only in stronger balance sheets but also in faster apps, reliable payment systems, and responsive customer service.
As banks grow larger through recapitalisation and consolidation, a new challenge emerges via systemic concentration.
Nigeria’s largest banks already control a significant share of industry assets. Further consolidation could deepen the divide between dominant institutions and smaller players. This creates the risk of “too-big-to-fail” banks whose collapse could threaten the entire financial system.
To address this risk, regulators must strengthen resolution frameworks that allow distressed banks to fail without triggering systemic panic, their collapse does not damage the whole financial system, and do not require taxpayer-funded bailouts to forestall similar mistakes that occurred with the liquidation of Heritage Bank. Market discipline depends on credible failure mechanisms.
It must be understood that Nigeria’s banking recapitalisation is not merely a financial exercise or, better still, increasing banks’ capital. It is a rare opportunity to rebuild trust, strengthen governance, and reposition the financial system as a true engine of economic development.
One fact is that if the reform focuses only on capital numbers, the country risks repeating a familiar pattern of churning out impressive balance sheets followed by another cycle of crisis.
But the actors in this exercise must ensure that the recapitalisation addresses governance failures, asset quality concerns, risk management weaknesses, and transparency gaps; and the moment this is done, the banking sector could emerge stronger and more resilient.
Nigeria does not simply need bigger banks. It needs better banks, institutions capable of financing innovation, supporting entrepreneurs, and building economic opportunity for millions of citizens.
The true capital of any banking system is not just money. It is trust. And whether this recapitalisation ultimately succeeds will depend on whether Nigerians see that trust reflected not only in financial statements but in the everyday experience of saving, borrowing, and investing in the economy. Only then will bigger banks translate into a stronger nation.
Blaise, a journalist and PR professional, writes from Lagos and can be reached via: [email protected]
FirstBank Makes Home Ownership Possible for Nigerians with Single-Digit Interest Rate Loan
For millions of Nigerians, homeownership has long felt like an ambition deferred. Squeezed by rising property prices, persistent double-digit inflation and high commercial lending rates, the dream of owning a home has remained just that – a dream.
But that narrative is quietly changing. Thanks to FirstBank.
The N1 Trillion Intervention Reshaping Access
In partnership with the Ministry of Finance Incorporated Real Estate Investment Fund (MREIF), FirstBank has unveiled a mortgage opportunity that could redefine access to housing finance in Nigeria.
Backed by the Federal Government’s N1trillion mortgage fund, the initiative is designed to empower Nigerians with affordable, long-term credit to own their homes.
9.75% Interest Rate in a 30% Lending Environment
MREIF is priced at 9.75% per annum, dramatically lower than prevailing commercial loan rates. Eligible Nigerians can access up to N100 million and repay within 20 years. This translates into significantly more manageable monthly repayments and greater long-term financial stability.
Built for Salary Earners, Entrepreneurs and the Diaspora
The MREIF mortgage facility has been structured to be inclusive. It is available to salary account holders, business owners and diaspora customers. Whether you are a young professional aiming to exit the rent cycle, an entrepreneur building generational stability, or you’re a Nigerian abroad looking to secure assets locally, the product opens a pathway that has historically been out of reach for many.
Taking the First Step
For those who have been waiting for the right time, this is definitely it. The question is no longer whether homeownership is possible. The real question is: will you act before the window narrows?
Visit https://www.firstbanknigeria.com/personal/loans/mreif-home-loan/ and in no time you could be the latest homeowner in town.
Alpha Morgan Bank Deepens Presence in Abuja with New Branch in Utako
Marking another milestone in its expansion drive, Alpha Morgan Bank has opened a new branch in Utako, Abuja, reinforcing its strategy of building closer institutional ties within key business communities and bringing its financial expertise closer to individuals, and enterprises driving the city’s growth.
The new branch, located at Plot 1121 Obafemi Awolowo Way, Utako, Abuja is strategically positioned to serve individuals, entrepreneurs, and corporate clients within Utako and surrounding districts.
The expansion follows the Bank’s recently concluded Economic Review Webinar held in February 2026, as the bank continues to position as a thought-leader in the financial services industry.
Speaking on the opening, Ade Buraimo, Managing Director of Alpha Morgan Bank, said the move underscores the Bank’s commitment to accessibility and service excellence.
“Proximity matters in banking. As communities grow and commercial activity expands, financial institutions also evolve to meet customers where they are. The Utako Branch allows us to deliver our services to people in that community efficiently while maintaining the high standards our customers expect,”
The Utako location will provide a full suite of retail and corporate banking services, including account opening, deposits, transfers, business banking solutions, and financial advisory support.
Customers and members of the public are invited to visit the new Utako Branch to experience the Bank’s approach to satisfying banking.
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