Business
The SPARK of kindness that is impacting communities through FirstBank staff initiatives
The SPARK of kindness that is impacting communities through FirstBank staff initiatives
Have you seen the videos on this link: https://www.firstbanknigeria.com/home/impact/crs-week/? Piece of advice: Please hold your handkerchief or make sure there is a good supply of tissue paper while you view.
The initiative that inspired the efforts and results seen in the videos is not a strange one but it has a way of surprisingly leaving people teary-eyed. Viewers tear up as they get to see the positive difference it has made in the lives of ordinary people in communities across Nigeria.
Many people across the country are familiar with SPARK – Start Performing Acts of Random Kindness – an initiative by First Bank of Nigeria Limited, West Africa’s premier banking institution with its impact woven into the fabric of society. SPARK was initiated to spread the message of kindness and inspire people to adopt kindness as a way of life. What many may not know is how much of a kindness revolution the initiative has birthed within FirstBank itself.
What started out in 2017 as a simple effort to reignite acts of kindness in the society through events that could help to reorient people towards the right values, has turned FirstBank itself into a massive kindness enterprise. The management and staff have become part of a giant machinery that constantly generates kindness. Staff of FirstBank are involved in several initiatives informed by their kind heart and disposition. A number of staff run private charities on the side, that help the underprivileged. A number are deeply involved in private charities run by other people. And every staff, by department or directorate, is involved in collective endeavours to make a positive difference with their touch of kindness in poor and challenged communities around them.
Tagged “SPARK Amplification”, the collective endeavours involve each department or directorate within the bank and its staff using an assigned month in the year to collectively identify and fund an impactful project in a challenged community. Executed as an internal initiative under the banner of SPARK, itself a part of the bank’s impactful Employee Volunteering and Giving programme, SPARK Amplification seeks to expand and deepen FirstBank’s involvement in its stakeholders’ communities through integration and institutionalisation of acts of random kindness.
In 2021, at least seven groups, comprising departments and directorates, took turns (in their assigned months) to fund and execute projects of their choice. The bank did not determine or contribute to support any of the projects. Each project was fully funded by the staff of the executing group, and each involved engagement through departmental champions. The projects ranged from visits and donations to the underprivileged, to business support, educational support and construction. In terms of impact or the difference made by the departmental projects, the reactions of the direct beneficiaries speak volumes.
They are only children. So, one must forgive the occupants of Treasure Care Home, Port-Harcourt Children Home and Atunda-Olu School for Physically Challenged in Abuja, Port Harcourt and Lagos respectively, if their best attempt at defining the word “corporate” is no more than a mere description of the men and women of the Corporate Banking Group of FirstBank. Even adults may struggle to do any better when totally overwhelmed by the visits and donations of teams of august visitors from the directorate who came calling in August 2021.
The staff of FirstBank’s Corporate Banking directorate, rather than allowing for unnecessary individualistic efforts and brilliance, aggregated all efforts and thus demonstrated that they understood the multiplied power and impact of corporate efforts. The result was the overflow of food items and other provisions delivered in Abuja and Port Harcourt, and in Lagos, water closets, empowerment training tools, food items and toiletries donated to the physically challenged children.
Even the 356 children in 16 orphanages and a hospice located in 11 cities across the country visited by the E-Business and Retail Products directorate could make a similar mistake if asked to define the concept of e-business. So, there should be a readiness to extend the same forgiveness to them. They were completely overwhelmed by the donation of back-to-school supplies and food items by the directorate. To create a deeper connection, men of the directorate cooked for the children in October 2021.
Demonstrating their full awareness of risks, especially security risks, the staff of the Risk Management directorate elected to construct a perimeter fence and security gate at St. Peters African Church Schools (I and II) in Oke-Aro, Ifo, Ogun State. November 2021 was the month that witnessed this intervention to mitigate against a serious security risk.
December 2021 was the month of the learned minds manning the bank’s Legal Services department. And as expected, they did not disappoint. Knowing the power of education to elevate the mind, to inform and correct, our learned friends channelled their efforts towards visiting the Ikoyi Custodial Centre of the Nigerian Correctional Service, in Lagos, to donate educational materials, tables, chairs and fans to support education of the inmates.
Earlier in 2021, May precisely, staff of the Marketing and Corporate Communications department had donated SPARK-branded umbrellas, tables, chairs and cash in support of small businesses. These small businesses were being run by petty traders around FirstBank head office (Samuel Asabia House) and an annex (Elephant House) in Lagos Island.
Staff of the Compliance department of the bank had chosen educational support as their project. The beneficiaries were students of Gbara Community Secondary School, Jakande, Lagos State. The students received mathematics and English language textbooks – the two compulsory subjects. This intervention was in June 2021. And in September 2021, staff of the Human Capital and Management Development department (HCMD) stormed the Makoko community in Lagos. Widows and aged women were the target. They received a large donation of food items and toiletries from the HCMD team.
The multi-million-naira projects by members of staff of the seven executing directorates and departments saw the staff committing about 10,000 volunteering hours, which value cannot be quantified in monetary terms. The projects directly impacted about 4,500 people across Nigeria’s 6 geopolitical regions. Many more thousands were indirectly impacted by the projects.
While the bank maintains its stance of not contributing to support any of the departmental efforts, it understands the need to spur staff to continue to champion and pursue worthy causes. So, the CEO’s Office matches the value from the directorate with the highest contributions. The November 2021 efforts of the staff of the Risk Management directorate put them in pole position to receive the matching grant, which the directorate will expend in execution of another project in this new year.
Demonstrating a true heart of service to humanity, the executive leadership of all the implementing directorates joined their team members to volunteer in the schools and homes visited.
And as the euphoria of the new year wanes and people begin serious efforts to make a success of 2022, staff of FirstBank are already raring to go. They kick off new rounds of implementing, by department, self-determined and -funded initiatives in underprivileged communities around them.
The Finance directorate will seek to set the tone for other directorates or departments as its staff embark on their own project this February. Technology and Services department will follow in March and give way to Corporate Transformation in April. May will see Customer Experience and Value Management (CEVM) in action.
Staff of Retail and Commercial Banking (Lagos and West) will take their turn in June ahead of Retail and Commercial Banking (North) in July. Then in August, the Corporate Responsibility and Sustainability (CR&S) Week will hold. This is a full week of community-impacting activities funded by the Bank.
Departmental interventions will resume in September with Retail and Commercial Banking (South), followed closely by Internal Audit in October. Staff of Public Sector Group will take over in November while staff of Treasury and Financial Institutions will seek to close the year on a high when they execute their project in December.
The line-up of FirstBank directorates/departments set to take turns in 2022 to execute their own initiated and funded projects looks really promising. Benefitting communities in 2022 are likely to see more robust engagement by FirstBank departmental staff and more impactful projects. For anyone wondering what this could mean, they should endeavour to multiply by any figure above 1 (one) the visible impact of the projects they see in the videos on this link https://www.firstbanknigeria.com/home/impact/crs-week/. They will not see any project in 2022, when the kindness revolution is set to go notches higher, that is less impactful than its 2021 version.
Written by Aniekan Ezekiel
Riceocracy: When Tinubu and the APC Government Substitutes Governance with Handouts
By George Omagbemi Sylvester
“Tinubu’s administration faces mounting criticism as rice palliatives replace real solutions to Nigeria’s deepening crisis.”
ABUJA, Nigeria — March 17, 2026
A growing wave of public frustration is sweeping across Nigeria as citizens decry what has now been dubbed “Riceocracy” a governance pattern where the government of President Bola Ahmed Tinubu and the ruling All Progressives Congress (APC) respond to systemic failures with the distribution of rice rather than meaningful reforms.
Across the country, from major cities like Lagos and Abuja to underserved rural communities, Nigerians are voicing anger over persistent issues: no stable electricity, deteriorating road networks, unaffordable fuel and cooking gas, and a struggling education system. Yet, in response to these structural problems, the government’s most visible intervention has been the distribution of food palliatives; particularly rice.
The central figures in this unfolding crisis are President Tinubu and the APC-led federal and state governments, who have overseen the rollout of these relief measures. On the other side are millions of Nigerians battling rising inflation, joblessness, and declining living standards.
The trend gained momentum following the removal of fuel subsidies in May 2023, a policy decision by the Tinubu administration that triggered a surge in transportation and commodity prices. By 2024 and into 2025, the government intensified the distribution of rice and other palliatives as a stopgap measure to quell public discontent. Now, in 2026, the approach has become a defining feature of the administration’s response to economic hardship.
The “Riceocracy” phenomenon is nationwide. Reports from states such as Kano, Rivers, and Borno show large crowds gathering for rice distribution exercises, even as basic infrastructure continues to decay. Urban centers are not exempt; in cities like Lagos, residents still grapple with erratic power supply and high living costs despite periodic palliative programs.
Analysts point to political convenience and immediate optics. Distributing rice is quick, visible, and politically advantageous, especially in a climate of widespread hardship. However, critics argue that it reflects a deeper governance failure; an inability or unwillingness to implement long-term solutions.
Nobel laureate Wole Soyinka has long warned against superficial governance, describing such approaches as “a betrayal of democratic responsibility.” In the same vein, global economist Ngozi Okonjo-Iweala has stressed that “palliatives may provide temporary relief, but they cannot replace sound economic management and structural reform.”
Political economist Pat Utomi offers a sharper critique: “A state that reduces its responsibility to food sharing risks institutionalizing poverty rather than eliminating it.” His statement captures the growing concern that Nigeria’s leadership is addressing symptoms rather than causes.
The implications are severe. Nigeria’s power sector remains unreliable, forcing businesses to depend on costly alternatives. Road infrastructure continues to hinder economic activity, while the education sector suffers from underfunding and frequent disruptions. Despite these challenges, rice distribution has become the most consistent government response.
Critics further argue that this strategy fosters dependency and weakens civic engagement. Instead of demanding accountability, citizens may feel compelled to accept handouts as substitutes for rights and services. Allegations of mismanagement and politicization of palliative distribution also persist, raising questions about transparency and fairness.
The term “Riceocracy” may sound satirical, but it reflects a sobering reality. It highlights a governance model where survival replaces development, and where public policy is reduced to emergency relief rather than strategic planning.
As Nigeria marks this moment on March 17, 2026, the message from scholars, civil society, and frustrated citizens is unmistakable: rice cannot fix a broken system. Only deliberate investments in infrastructure, education, energy, and economic productivity can restore confidence and chart a sustainable path forward.
Until then, the image of Nigerians queuing for bags of rice will remain a stark symbol of a nation still searching for leadership that goes beyond palliatives to deliver real progress.
ZENITH BANK OPENS MANCHESTER BRANCH TO SUPPORT CROSS-BORDER TRADE AND INVESTMENT
Zenith Bank Plc has announced the opening of a new branch in Manchester, United Kingdom, marking another significant milestone in the bank’s international growth and its commitment to strengthening financial connections between Africa and global markets.
The official opening ceremony, scheduled to hold on Tuesday, March 17, 2026, is expected to attract government officials from Nigeria and the United Kingdom, regulators, investors, customers, and business leaders from both countries, underscoring the growing economic ties and investment opportunities between the two markets.
The new Manchester branch will complement Zenith Bank’s existing operations in the United Kingdom and serve as a strategic hub for supporting businesses engaged in international trade and investment. Through the branch, the bank will provide corporate banking, trade finance, treasury and related financial services to clients operating across the United Kingdom, Europe and Africa.Speaking ahead of the launch, the Group Managing Director/Chief Executive Officer of Zenith Bank Plc, Dame Dr. Adaora Umeoji, OON, said: “The opening of our Manchester branch represents another important step in Zenith Bank’s growth as a leading African financial institution connecting businesses and markets across continents. Manchester is one of the United Kingdom’s most dynamic commercial centres, and our presence here will further strengthen financial connections between businesses in the UK and opportunities across Africa’s rapidly expanding markets.
”Founded in 1990 by its Founder and Chairman, Jim Ovia, CFR, Zenith Bank has grown into one of Africa’s most respected banking institutions, boasting a robust capital base and a remarkable history of year-on-year profitability. Built on a strong foundation of people, technology and service, the Bank has consistently delivered innovative financial solutions while maintaining a disciplined approach to growth and risk management. The impressive performance of the Bank has consistently earned it excellent ratings, recognition and endorsement from local and international agencies and institutions.Headquartered in Lagos, Nigeria, Zenith Bank operates over 500 branches and business offices across the 36 States of the Federation and the Federal Capital Territory (FCT). The Bank currently operates subsidiaries in several African countries including Ghana, Sierra Leone, Gambia, and Cote d’Ivoire, while maintaining a presence in major international financial centres including the United Kingdom, France, UAE and China.
In recent years, Zenith Bank has continued to expand its international network as part of its strategy to support global trade and investment flows involving Africa.Manchester, widely regarded as one of the United Kingdom’s most vibrant economic centres, hosts a diverse base of businesses across sectors such as manufacturing, engineering, logistics, technology and consumer goods. The city’s strong commercial ecosystem and international outlook align closely with Zenith Bank’s expertise in corporate banking, structured finance and trade finance.The Manchester branch will work closely with the Bank’s London operations and its broader international network to support clients seeking to expand across markets and unlock new opportunities in both the United Kingdom and Africa.
With the opening of the Manchester branch, Zenith Bank continues to advance its vision of building a truly global African banking institution that connects businesses, facilitates trade and investment, and creates stronger economic bridges between Africa and the world.
Business
New Petrol Import Permits May Reverse Nigeria’s Push for Domestic Refining and Increase Pressure on Foreign Reserve” — Energy Policy Group Tells President Tinubu
*“New Petrol Import Permits May Reverse Nigeria’s Push for Domestic Refining and Increase Pressure on Foreign Reserve” — Energy Policy Group Tells President Tinubu*
An energy policy group has advised President Bola Ahmed Tinubu to reconsider the wider economic consequences of newly issued permits allowing marketers to import petrol into the country, warning that the move could undermine Nigeria’s efforts to strengthen domestic refining and stabilise the economy.
In a statement released on Sunday in Abuja, the Energy Transparency and Market Justice Initiative (ETMJI) said the approvals granted by the Nigerian Midstream and Downstream Petroleum Regulatory Authority (NMDPRA) could produce unintended consequences if not carefully managed.
The group’s president, Dr. Salako Kareem, said Nigeria was at a delicate moment in its energy transition and that policy choices made now would determine whether the country finally escapes its decades-long dependence on imported refined petroleum products.
Kareem said while the regulator’s responsibility to guarantee adequate fuel supply is understood, expanding import permissions at this stage could weaken the policy direction required to encourage local production and long-term sector stability.
“Our respectful appeal to President Bola Ahmed Tinubu is that decisions concerning petrol importation must be carefully weighed against their long-term economic consequences,” Kareem said.
“Nigeria has spent decades trying to overcome the paradox of being a major crude oil producer while relying heavily on imported refined products. Any policy action that appears to reopen the floodgates of importation may slow down the progress that has been made toward strengthening domestic refining capacity.”
He warned that increasing petrol imports could place additional pressure on the country’s foreign exchange reserves, especially at a time when the government is pursuing difficult economic reforms aimed at stabilising the naira and improving fiscal discipline.
“For many years, the country has lost enormous volumes of foreign exchange importing petroleum products that could ideally be refined locally,” Kareem said.
“If import volumes begin to rise again, the demand for foreign currency will inevitably grow. This could place renewed strain on the naira and undermine the broader economic stabilisation programme that the government is currently pursuing.”
The group also warned that excessive reliance on imported petrol could create opportunities for product dumping and the entry of substandard fuel into the Nigerian market, a challenge that has troubled regulators and consumers in the past.
According to Kareem, Nigeria’s downstream sector has historically struggled with quality control issues whenever importation becomes widespread, because imported fuel often travels through multiple intermediaries before reaching domestic depots.
“One of the lessons from the past is that when imports dominate the supply chain, the market sometimes becomes vulnerable to the dumping of inferior petroleum products,” he said.
“This not only creates regulatory complications but also exposes Nigerian consumers to fuels that may damage vehicles, affect industrial machinery and ultimately impose hidden economic costs on the country.”
He added that encouraging domestic refining and strengthening local supply chains would provide better product traceability and improve overall market transparency.
Kareem stressed that the group’s intervention was not intended as criticism of the NMDPRA, noting that regulators must often make complex decisions to prevent supply disruptions in a volatile energy market.
However, he urged the federal government to ensure that short-term supply management does not weaken long-term national objectives in the petroleum sector.
“We recognise that the regulator has the responsibility to ensure that Nigerians do not experience fuel shortages, and that duty is extremely important,” he said.
“But at the same time, policy coherence is essential. The country must avoid sending signals that could discourage investment in local refining or create uncertainty about Nigeria’s commitment to energy self-sufficiency.”
Kareem said Nigeria now has a rare opportunity to restructure its downstream petroleum industry in a way that strengthens domestic production, protects foreign exchange reserves and builds long-term industrial capacity.
He urged the president to ensure that the country’s regulatory framework reflects that strategic vision.
“Our appeal is simply for policy alignment. If Nigeria truly wants to build a resilient energy economy, then every major decision in the downstream sector must reinforce the goal of reducing import dependence, strengthening domestic production and protecting the country’s economic stability,” Kareem noted.
The group added that careful policy coordination between regulators and the presidency would help ensure that Nigeria avoids repeating the costly fuel import cycles that have historically drained public resources and weakened the national economy.
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