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Cooking Gas Now Sells Above N8,000 As Local Production Surges By 23%

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The price of 12.5kg of Liquefied Petroleum Gas, popularly called cooking gas, which was sold for N7,000 about a week ago, has increased to between N8,000 and N8,200, amidst various concerns by marketers and producers of the commodity.

Of the 1.2 million metric tonnes of the product required by Nigeria, the Nigerian LNG Limited supplies about 450,000MT. This leaves a gap of 750,000MT to be filled by imports.

The Petroleum Products Pricing Regulatory Agency had said in September that out of the 85,264.80MT of LPG consumed in the country in August, 38,040.46MT were imported.

This means that 55.39 percent of the LPG consumed in the country in August was imported, while 44.61 percent was supplied locally.

The PPPRA data showed that 21,606.30MT was imported from the United States, while 13,044.266 was imported from Algeria and 12,573.779MT was brought into the country from Equatorial Guinea.

With a good measure of the product imported, its landing cost changes with the crisis in the foreign exchange market that has characterized the Nigerian economy in recent times.

Marketers of cooking gas on Thursday faulted claims by producers that one of the factors causing the persistent rise in LPG price was the lack of enough infrastructure by retailers of the commodity.

In September, it was reported that the management of NLNG claimed that marketers lacked enough infrastructure to take up its cooking gas supply.

The gas firm disclosed this while reacting to an earlier remark by the Independent Petroleum Marketers Association of Nigeria that the major cause of the rising cost of cooking gas was the lack of adequate supply.

Responding to IPMAN, the Marketing Manager, NLNG, Austin Ogbogbo, had said, “NLNG has grown its capacity from 50,000 metric tonnes per annum to 450,000 metric tonnes per annum of LPG in the past 14 years.

“Nigeria needs 1.2 million metric tonnes per annum, but even the 450,000 we produce cannot be absorbed by the market’s current infrastructure.”

When asked on Thursday if the NLNG’s position was true, the National Chairman, Liquefied Petroleum Gas Retailers Association of Nigeria, Michael Umudu, replied in the negative.

He said, “Marketers have the capacity to absorb the 1.2 million metric tonnes annually and this figure will continue to increase.

“Marketers have the capacity; rather, the challenges of the NLNG have to do with logistics. Many depots use to be empty for months; so, why should they say marketers don’t have capacity?”

According to Umudu, the storage of cooking gas does not end in the midstream facilities, with inland facilities such as gas plants and retail outlets having more storage capacities.

He said, “This is how it works: LPG is discharged in a depot, and LPG trucks are ready to load products to plants. From the plants, retailers refill their cylinders and store in their shops while end-users buy.

“This means that a depot of 5,000MT storage capacity can do a turnover of 15,000MT a month or even more. So, looking at the estimated 1.2 million MT yearly demand, it shows that if NLNG supplies only 100,000MT a month, then the 1.2 million MT target is met.”

He added, “Therefore if the depot of 5,000MT storage capacity can do 15,000MT a month, then calculating other depots with even much more capacities and multiplying by three for a month turnover, you will realise that these depots would do up to 150,000MT monthly.

“And going by the 1.2 million MT annual consumption demand, we only consume about 100,000MT a month. So why should NLNG say there is no enough storage?”

The gas retailers’ chairman noted that the NLNG or any other supplier did not need to supply the annual need at once, adding that this was why he called for the improvement of logistics by the LPG producer.

“With respect to logistics, if they (NLNG) can adapt to compatible vessels and engage enough of the vessels, then more than 1.2 million MT annual estimate would be conveniently met,” Umudu added.

Reacting to the position of the marketers, the spokesperson of the NLNG, Eyono Fatayi-Williams, told our correspondent that the gas firm could only give 450,000MT at the moment to the domestic market.

She also observed that there were challenges with logistics, such as the delay of vessels at the Lagos port, but stressed that the NLNG was doing its best to deliver its part in the supply of cooking gas.

She explained that in 2007, Nigeria could only produce 50,000MT of LPG and that the NLNG was asked to intervene, stressing that the gas firm was primarily set up for export.

“Between 2007 and now, because we have guaranteed supply, the market has grown. Today, Nigeria can take over one million tonnes of cooking gas,” Fatayi-William said.

She added, “The maximum production we have of cooking gas is 450,000 metric tonnes annually and the market did over a million metric tonnes last year.

“Also, when we talk about logistics, the maximum amount we can now give, which is the maximum production volume, is less than what the entire country needs. We are not the only producer of LPG but we can only give 450,000MT.”

The Executive Secretary/Chief Executive Officer, Nigerian Association of Liquefied Petroleum Gas Marketers, Mr Bassey Essien, lamented in a recent interview that other LPG producers were only exporting the product to other countries.

BIG STORY

JUST IN: Super Eagles Legendary Goalkeeper Peter Rufai Dies At 60

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The Super Eagles have honoured former Nigerian goalkeeper and 1994 Africa Cup of Nations winner, Peter Rufai, following reports of his passing.

In a statement posted on Thursday via X, the national team referred to Rufai, popularly called “Dodo Mayana,” as an iconic figure in Nigerian football whose impact will always be remembered.

“Forever in our hearts, Dodo Mayana. We mourn the passing of legendary Super Eagles goalkeeper, Peter Rufai, a giant of Nigerian football and a 1994 AFCON champion,” the statement said.

The statement praised Rufai’s outstanding career, highlighting his remarkable performances and influence beyond football.

“Your legacy lives on between the sticks and beyond. Rest well, Peter Rufai,” it added.

Rufai was a key member of the celebrated Nigerian team that won the 1994 AFCON and qualified for the country’s first-ever FIFA World Cup in the same year.

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BIG STORY

When Lagos Drew The Line On Plastic Waste, It Chose The Harder, Better Path — By Babajide Fadoju

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On July 1, 2025, the Lagos State Government began full enforcement of its long-announced ban on single-use plastics less than 40 microns in thickness. These included styrofoam food packs, polystyrene cups, plastic straws, and thin carrier bags. This was not just another policy roll-out. It marked a significant environmental turning point for one of Africa’s most densely populated cities.

The Commissioner for the Environment and Water Resources, Mr. Tokunbo Wahab, had spent months leading the charge. At every forum and press briefing, he maintained that the state would not shift the enforcement date. And when that date arrived, the government kept its word. What many had assumed would be delayed or softened became a reality across markets, food vendors, eateries, and shopping outlets. Lagos had drawn the line.

The decision did not happen overnight. In January 2024, the government had announced the ban on styrofoam products, warning that other forms of non-biodegradable single-use plastics would follow. Manufacturers, food service businesses, and packaging companies were given an 18-month window to adapt. By January 2025, after multiple consultations with key industry players including the Manufacturers Association of Nigeria (MAN), the Restaurants and Food Services Proprietors Association of Nigeria (RFSPAN), and the Food and Beverage Recycling Alliance (FBRA), the government granted a six-month extension. That grace period ended on June 30, 2025. The very next day, enforcement began.

Commissioner Wahab consistently emphasised that the decision was not driven by convenience or popularity, but by necessity. Lagos, with its coastal geography, had become especially vulnerable to the effects of plastic pollution. Thin plastics and styrofoam containers were not just littering the streets; they were choking the city’s drainage systems, causing repeated flooding, and disrupting the natural flow of water across low-lying areas. The government had been forced to spend billions clearing clogged drains, dredging canals, and evacuating waste. These were resources that could have supported education, housing, or healthcare. Continuing with the status quo would have been reckless.

Across the world, over 70 countries had adopted similar bans or restrictions. Some had introduced taxes on plastic bags. Others had outright prohibited the use of certain materials. Lagos joined that global conversation not to make a statement, but to solve a real problem. For years, markets like Mile 12 and Oyingbo had been overwhelmed by plastic waste. Waterways like the Ogun River and Lagos Lagoon had carried tonnes of microplastics downstream. With each rain, the damage multiplied.

The Lagos Waste Management Authority (LAWMA) played a central role in translating policy into action. In the weeks leading up to enforcement, LAWMA organised community outreach campaigns, market sensitisation, and stakeholder meetings. Waste collectors were briefed on how to spot banned items and how to separate recyclable materials. LAWMA officials worked directly with traders, waste vendors, and informal sector recyclers to ease the transition. Educational materials were printed in English, Yoruba, and Pidgin to reach as many residents as possible.

Despite all these efforts, resistance remained. Some business owners argued that alternatives were more expensive. Others claimed they had not received enough notice. But Wahab was unflinching. He stated clearly that any manufacturer or distributor who had failed to find a safer, eco-friendly alternative after 24 months was simply not ready to comply. The policy had been public knowledge since 2024. The time for excuses had passed.

There was also concern about job losses, especially in the plastic production and distribution chain. The government responded by highlighting the opportunity for innovation. Biodegradable packaging, paper alternatives, reusable food containers, and local compostable materials were now in demand. New jobs could be created in eco-friendly product design, waste sorting, and recycling infrastructure. Wahab noted that Lagos would support businesses willing to shift in this direction, but would no longer subsidise pollution in the name of economic convenience.

The path Lagos chose was not the easiest, but it was the most responsible. It took political will to push through a decision that affected thousands of daily transactions, from street food sales to major retail chains. It took environmental clarity to say no when delay would have been more comfortable. And it took administrative strength to follow through on enforcement, when doing nothing would have been easier.

Now, the hard part continues. Enforcement must be consistent. Public awareness must be sustained. And alternatives must remain within reach of ordinary citizens. But with this bold step, Lagos signalled that it would no longer be held hostage by harmful habits and unchecked commercial practices.

The story of July 1, 2025, was not just about plastic. It was about leadership. It was about vision. And it was about protecting a city that refuses to collapse under the weight of its own waste.

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BIG STORY

AMCON Sells Ibadan DisCo For N100bn

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The Asset Management Company of Nigeria has confirmed the sale of the Ibadan Electricity Distribution Company.

Gbenga Alake, managing director and chief executive officer of AMCON, revealed the details of the transaction during a media briefing with journalists on Thursday.

In April 2024, the federal government announced plans to sell five electricity distribution companies managed by banks and AMCON.

Ibadan DisCo, which was under AMCON’s management, is among the five companies listed for sale. Others include the Abuja Electricity Distribution Company, Benin Electricity Distribution Company, Kaduna Electricity Distribution Company, and Kano Electricity Distribution Company.

During the briefing, Alake stated that the company was sold for N100 billion.

He mentioned that AMCON would soon transfer the company to the preferred bidder.

“Today, I announce to you that Ibadan DisCo has been sold. When we came in, it has already been sold. It was sold for how much?” Alake said.

“We got in and said no, it cannot be. We said they should go and submit a new offer that we were not going to sell for that.

“At the end of the day, we got almost double of what Ibadan DisCos was going to be sold for.”

He explained that the sale has sparked legal disputes, with “so many interests now fighting and writing”.

Alake maintained that despite the matter being in court, AMCON remains confident that the process was properly handled.

“We have sold it… and whatever is still happening in court, we will face it,” he said.

On May 15, reports emerged that the African Initiative Against Abuse of Public Trust, a civil society group, had filed a suit at the federal high court in Abuja against AMCON, the Nigerian Electricity Regulatory Commission, the Bureau of Public Enterprises, and Ibadan DisCo over an alleged planned sale of a 60 percent stake in the company for $62 million.

The civil society group, in the suit marked FHC/ABJ/CS/866/2025, described the sale as “secretive and illegal,” claiming the price was “corruptly undervalued”.

The group also argued that the transaction would result in a $107 million loss compared to the $169 million paid for the same stake during the 2013 privatisation of Ibadan DisCo.

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