Business
‘I have the Best husband in the world, He is my Engine room’ – Zonal PPRO, Dolapo Badmus
Public Relations Officer, responds to questions on pertinent issues regarding her profession. She also shares her passion for the job, humanity and she tells us what people might not know about her when not in uniform. She speaks to the Editor, FOLORUNSHO HAMSAT, in this interview conducted Excerpt…
In law enforcement, women seem to have advanced far beyond the days they were considered as matrons. How would you describe the transformation?
That’s a very funny question, though you forgot to also put “teachers” . Well, you will agree with me that the transformation is not only in law enforcement unit alone, we now have female doctors, engineers etc. and they are doing well. The only reason why that of law enforcement seems spectacular is because it’s a profession generally believed to be male dominated and it’s considered a duty basically for men but I will want to say that the transformation we are witnessing today is because some women I considered “courageous” decided to explore the “world” of men.
Was it your childhood dream to be in the police?
Well, I never thought of being a police officer while I was growing up. I always think I will grow up to be a medical doctor, saving lives and be a care giver but as faith will have it, I became a police officer still caring and saving lives because policing is all about protecting lives, ensuring there is no oppression.
Being a woman in law enforcement is not easy. It remains a predominantly male profession that does not easily accept them because it is believed that women possess inherent physical and emotional weaknesses. But you are very lucky to find yourself at the top and doing well too. How did it happen in your career, I mean the success?
Like I said earlier on the profession, it is believed to be and I will agree is predominantly male profession and for a woman to attain the height I am today, first I will say it could only be God, He gave me the physical strength needed, at times, I ask myself “Dolapo from where are you getting this strength?” And the other thing is basically while we were in Academy undergoing training, part of the things we were taught and I ensured it stuck to my brain was “A police officer should never be controlled by emotion” for you to be successful in this job, you won’t let emotions override you rather you should be compassionate. If you allow emotion, then you are bound to fail, at times you arrest a suspect and then he starts feigning ignorance up to the extent of crying and wailing and if you are not careful, you might want to believe that someone crying and wailing like this should be ignorant, at this point emotions sets in and you might want to set the suspect free which invariably might not be healthy for the society but when you are compassionate, you will only treat the suspect with caution, ensuring his rights are respected while you carry on your investigation with utmost sense of professionalism. At the end, you might discover evidences and exhibits that show he’s even the kingpin in the crime. If you have allowed emotion to override you, then you have failed. Let me quickly add that in any chosen career not only the police, passion and dedication are the keys. I want to believe my passion for the job backed with great sense of dedication has helped me this far.
We’ve interacted with some policewomen and we found out that the police academies are also places where female recruits learn a lot; from trainers allegedly being hard on them, to alleged sexual harassment, to having to deal with female competitors, and so on. Would you like to honestly share your experience at the academy level?
Ok. Now, let me tell you the difference when you talk about police academies that is where senior cadres are trained, we call those ones CADET while recruits go to police colleges which is for lower cadres. We have only one academy in the whole federation while we have like five or six colleges in Nigeria. So tell me how do you want to harass a senior cadre officer sexually? Someone that has been to the university? That knows her left from her right? I can’t see that happen in Academy? Never! Meanwhile, in the college which is for the recruits, the trainers know that these are low cadre officers which you should not unduly take advantage of, the force does not permit it, because the system understands they are naïve, so if you are caught taking advantage of them, it’s outright dismissal so who wants to take such risk? Such things do not occur because there is even a rule that if You go through such and didn’t report, you are even liable.
Concerning the issue of trainers being hard on trainees, it’s normal, you don’t expect them to be too familiar with us. In fact, most of the ones that trained us are our juniors but you need to see how we fear them but after passing out parade, they were the first set to pay us compliment but up till today, most of us still call them oga. So it’s not a big deal for instructors to be perceived as tough people. Let me also state here that there is no competition in life, the world is full of various tracks where each individual runs his/her race. I don’t want to be anyone else. The farthest I could go is to choose who I want to emulate or seek strength from and that is permitted; it’s called “role model “. Academy to me was full of ups and down, low moments and high points but it’s a training ground, it toughens me. My experience at Academy makes me know that I can be responsible for other people’s misdeeds which awakens the team spirit in me, you watch your team mates back but funny enough when you jointly ask for a favour, they will tell you there is no “we” in police; there and then you get confused but what I deduced from that is when you ask as a group, it becomes sort of revolution and revolution is felony. The force wants to guide against that but they encourage team work because you can only succeed as a team not individually.
Women solve problems with brains rather than with muscles, as they say. What are the qualities that you think won you the hearts of your equals and superiors’ equals?
This is me, I’m my normal self, I don’t think there is anything extra ordinary about me. But I think my superiors will be in the best position to answer the question but like I told you earlier, I love my job, I do it with passion and I’m dedicated to it. So if that is what makes me win their hearts, I won’t know.
What are your fears about the job you do?
Sincerely, there is no fear, maybe it’s because I believe in life there is nothing to be afraid off. There are three things that govern life; your trust in God, hardwork and destiny. I stand on this tripod and with that, no shaking.
Did it ever get to a point that you felt like quitting?
I agree there were low moments but that does not mean I should quit, have you heard about the phrase “there is light at the end of a tunnel”? Those low moments represent the tunnel period, so when I know there is light at the end, why should I quit? Winners don’t quit. There is a goal I set my eyes on and if I’m not there yet, why should I get discouraged?
Please, share your successes in your brief tenure as Divisional Police Officer of Isokoko?
Yes, the success recorded at Isokoko is as a result of embracing the concept of community policing. I tag it “policing of the people by the people and for the people” did you get that? The communities are their own police, they see us as partners in progress, we do periodical meeting, we decide policing priorities for them, you know they know each other in the community, so when they see a stranger, they place a tab and even challenge him or her when they are not comfortable with such person and when there are difficulties, they call on police and spontaneously we react and by that, the area remains peaceful. Agege people are fantastic; they even have what we call Voluntary Policing Sector. So that is their own native police, they wake up at night to do neighbourhood watch and patrol in conjunction with police so whenever any stranger is accosted, they easily recognize if such person is their own or not? About the police angle, I ensure our personnel in that division imbibe the spirit of community policing although most policemen do not like the idea of community policing because it’s not lucrative (you know what I mean?) Because under community policing, we ensure bail is totally free, because we have synergy with members of the public and on the other hand, there is reduction in crime because everyone in the community has no choice than to behave responsibly.
In other words, I also operate open door policies, I have my phone number written everywhere so the community members have direct access to the DPO and can report conduct of my personnel to me and because the policemen know that members of the public have access to me, they behave as expected. Above it all, I think it’s the grace of God that helped me because basically it’s tough being a DPO. From patrol to traffic duties, operations day and night and then administrative duties.
Tell us about some of the situations that you have encountered in which being a policewoman helped out?
Hmnnnnn! I don’t think I have any of such situations! But I can just say being a uniformed personnel has made me to rescue family and friends from any form of oppression in the hand of security personnel.
Please, describe in simple terms Dolapo Badmos, the policewoman and Dolapo Badmos the noncombatant lady.
(Smiles) Well, I don’t know how you want to take away non-combatant from a force personnel, once a combatant is always a combatant( laughs) but if your question means who am I away from uniform, I will tell you that I’m a fun loving go-go type, a down to earth chic (laughing) Dolapo hates oppression and cheating. God first in anything I do. I’m a good wife and wonderful mum. My son calls me yummy mummy (laughter)
Please, share the experiences of being a DPO and being a PPRO.
It’s basically two different assignments; as a DPO you are an operational personnel but as a PPRO, you are viewed as administrative personnel. But I must confess both are taxing.
What’s your definition of success and failure?
Well, in my own opinion, success is having fulfillment and making marks/impact in whatever you do while Failure means when you are static, refusing to try your hand on anything.
As a top cop, how would you define the link between knowing God and enforcing law?
Knowing God is the stamp you need to enforce law. To enforce law, you need to know God to be above board or else you will misbehave. Knowing God will make you have what is called conscience. If your conscience is dead, you can’t be an upright law enforcer. So you can’t separate the two
How do you find time for leisure, given your tight schedules and the job at home as wife and mother?
It is not easy I must say but with God, I’ve been pulling through. I do steal time for leisure though. You know, basically police job is for 24 hours, so you need to steal time to have fun. As for home front, thank God for my husband, he’s been supportive and understanding. He urges me on, I have the best husband in the world. I can shout it from the mountain top, and I thank God for the day I decided to marry him. He’s my engine room. He makes my life worth living. Above all, it’s been God.
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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