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Ajia Joins Global Leaders at Royal African Society’s 125th Anniversary, Advocates Stronger Africa-Global Partnerships

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The President/CEO of Funab Group of Companies Limited, Alhaji Ibrahim Mohammed Ajia, Ph.D is decked in white Babariga in a group photograph with the prominent figures at the London event.

By Abdulrahman Aliagan with Agency

The President and Chief Executive Officer of Funab Group of Companies Limited, Alhaji (Dr.) Ibrahim Mohammed Ajia, has joined world leaders, diplomats, business executives and development experts at the Royal African Society’s (RAS) 125th Anniversary Flagship Business Event held at the London Stock Exchange, with participants calling for stronger partnerships, increased investment and a fundamental shift in how Africa’s economic development is approached.

The high-level gathering brought together policymakers, investors, captains of industry, development finance institutions and other stakeholders to deliberate on Africa’s economic future, with discussions focusing on how the continent can strengthen its global leadership, attract sustainable investment, accelerate industrialisation and build prosperous economies over the next 125 years.

The event commenced with registration and networking before participants were formally welcomed by the Director and Chief Executive Officer of the Royal African Society, Stella Okuzu.

The Society’s Patron and President of Afreximbank, Prof. Benedict Oramah, delivered welcome remarks, while Tiffany Sadler, Head of Southern and Central Africa and Special Envoy to the Great Lakes at the UK’s Foreign, Commonwealth and Development Office, presented the opening remarks.

The Prime Minister of St. Kitts and Nevis, Dr. Terrance Drew, delivered the keynote address, where he advocated stronger cooperation between Africa and the Caribbean and emphasised the need for greater international collaboration in addressing the development challenges confronting both regions.

Reflecting on the significance of the anniversary, Prof. Arunma Oteh, Chairperson of the Royal African Society, said the 125-year milestone provided an opportunity not only to celebrate the organisation’s history but also to examine contemporary challenges that have long been associated with Africa’s relationship with the wider world.

According to her, some of the issues confronting Africa today were already being discussed by Mary Kingsley, a prominent advocate for Africa, in the late 1890s.

“We are celebrating 125 years of being in existence, but more importantly, some of the issues that we’re dealing with today are issues that Mary Kingsley, who has always been a champion of Africa, was talking about in the late 1890s,” Oteh said.

She noted that the organisation was founded in Mary Kingsley’s memory by Africans and people in the United Kingdom who understood Africa’s significance to the rest of the world.

Faces of the world leaders, diplomats, business executives and development experts at the Royal African Society’s (RAS) 125th Anniversary Flagship Business Event held at the London Stock Exchange

A major highlight of the event was a high-level panel on “Positioning Africa for Global Leadership,” featuring Colonel Christian Katsande, Dean of the African Heads of Mission in the United Kingdom; His Royal Highness Khalifa Muhammad Sanusi II, Emir of Kano; H.E. Ben Ainslie, Acting Trade Commissioner for Africa; and Prof. Arunma Oteh, Chairperson of the Royal African Society. The session was moderated by international journalist Femi Oke.

The discussions centred on Africa’s capacity to assume a more influential role in global affairs, with participants emphasising the importance of partnerships built on mutual respect, trade, investment and shared prosperity.

Prof. Benedict Oramah, President of Afreximbank and Patron of the Royal African Society, said the founding vision of the organisation was rooted in the promotion of mutual respect, commerce, cooperation and collaboration between Africa and Britain, rather than a relationship based primarily on aid.

Oramah said Africa’s development must be approached with a proper understanding of its culture, governance systems and capacity to thrive through mutually beneficial commercial relationships.

“What it aspired to, from the aspirations of Mary Kingsley, the founder, was to be a platform to promote mutual respect, commerce, not aid, cooperation and collaboration with Africa that understands that Africa has its culture, has its own way of governance, and that Africa can thrive on commerce, fair commerce with Britain,” he said.

The event also featured extensive discussions on development finance, with Samaila Zubairu, President and Chief Executive Officer of Africa Finance Corporation (AFC), and Leslie Maasdorp, Chief Executive Officer of British International Investment (BII), examining innovative financing models capable of supporting Africa’s industrialisation, infrastructure development and long-term economic transformation.

Zubairu called for a deliberate focus on the future Africa wants to build, stressing the need for intentional economic planning that would guarantee dignity and prosperity for the continent’s people.

“I want us to focus on the future that we have to build,” he said.

He added that the anniversary event provided a platform to confront Africa’s key development challenges and agree on practical pathways towards creating a more prosperous future.

“I think there is a platform here for us to talk about the key challenges we have and to agree a path on how we can intentionally build a future for Africans to have dignity and prosperity. We have to change the way our economies are structured, and we need to do that by intentionally planning for prosperity,” Zubairu said.

Participants also explored the future of global capital markets during a session featuring Alhaji (Dr.) Umaru Kwairanga, Chairman of Nigerian Exchange Group Plc (NGX); Sunil Benimadhu, Chief Executive Officer of the Stock Exchange of Mauritius; Nandini Sukumar, Chief Executive Officer of the World Federation of Exchanges; and Tom Attenborough of the London Stock Exchange.

A separate session on private-sector financing brought together senior executives from Standard Chartered, First Bank UK and United Bank for Africa (UK) Limited, who discussed innovative financing mechanisms for expanding economic opportunities and supporting sustainable economic growth across Africa.

The afternoon sessions focused on strategic sectors considered critical to Africa’s long-term transformation, including mining, oil and gas, technology, infrastructure, healthcare and the creative economy.

Speakers at the sessions included Olugbenga Agboola, Founder and CEO of Flutterwave; Dr. Emeka Emuwa, Chairman of Africa Finance Corporation; Solomon Quaynor, Vice President of the African Development Bank; Nneka Onyeali-Ikpe, Group Managing Director/Chief Executive Officer of Fidelity Bank Plc; Dr. Githinji Gitahi, Group CEO of Amref Health Africa; Dr. Awele Elumelu; media entrepreneur Mo Abudu; actor and philanthropist Idris Elba; and technology investor Iyinoluwa Aboyeji.

Also speaking on the need to reposition Africa’s economic development agenda, Wale Tinubu stressed the importance of mobilising global capital to support primary development across the continent while strengthening technology cooperation.

He said Africa must move beyond an exclusive focus on economic growth to a broader development-oriented approach capable of improving the quality of life of its people.

“This is a focus on seeking primary development in Africa, using global capital towards doing that, merging the ideas regarding technology cooperation, and effectively changing our ethos from one of growth to one of development on the continent,” Tinubu said.

He added that the ideas emerging from the event resonated strongly with the private sector and expressed willingness to continue advancing the conversations around Africa’s development.

The participation of Alhaji (Dr.) Ibrahim Mohammed Ajia at the landmark event underscored the growing engagement of Nigerian business leaders in global conversations around investment, economic development, trade and international partnerships.

During the event, Ajia engaged with policymakers, development finance institutions, investors and business executives on opportunities to strengthen trade and investment relationships, promote sustainable economic growth and deepen collaboration between Africa and the global business community.

His participation also reflected the increasing role of African private-sector actors in shaping conversations around the continent’s economic future, particularly at a time when Africa continues to seek new models of financing, industrialisation, technology transfer and international cooperation.

The Royal African Society’s 125th Anniversary celebration concluded with a networking reception, providing participants with further opportunities to deepen relationships and explore partnerships aimed at advancing Africa’s development agenda.

The event ultimately reinforced a central message: that Africa’s future must be shaped by stronger partnerships, fair and mutually beneficial commerce, strategic deployment of global capital, technology cooperation and deliberate economic planning capable of delivering dignity, prosperity and sustainable development for the continent’s people.

   

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Time Nigeria is a modern and general interest Magazine with its Headquarters in Abuja. The Magazine has a remarkable difference in editorial philosophy and goals, it adheres strictly to the ethics of Journalism by using the finest ethos of the profession to promote peace among citizens; identifying and harnessing the nation’s vast resources; celebrating achievements of government agencies, individuals, groups and corporate organizations and above all, repositioning Nigeria for the needed growth and development. Time Nigeria gives emphasis to places and issues that have not been given adequate attention by others. The Magazine is national in outlook and is currently being read and patronized both in print and on our vibrant and active online platform (www.timenigeria.com).
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The Missing Middle of Infrastructure Finance: Why Capital Still Fails to Become Infrastructure

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  By Chidi Nwafor  In October 2023, a Gulf sovereign wealth fund quietly closed a $2 billion allocation to global infrastructure, earmarked in part for emerging-market energy and transport assets. The announcement drew the usual applause: another sign, commentators said, that institutional capital was finally waking up to the infrastructure opportunity in the Global South. Eighteen months later, less than a tenth of that allocation had actually left the fund’s balance sheet. Not because the mandate had changed. Not because the fund had lost appetite. According to two people familiar with the portfolio, the constraint was simpler and more uncomfortable: there were not enough investable projects to put the money into. This is not a story about a reluctant investor. It is a story about capital that wants to move, cannot find enough places willing and able to receive it in a form it can underwrite, and quietly waits instead. Multiply that fund by the hundreds of pension schemes, sovereign wealth vehicles, commercial banks and infrastructure funds now carrying dedicated allocations for emerging-market infrastructure, and a pattern emerges that rarely makes it into a headline: the world is not short of capital for infrastructure. It has capital in historic abundance, sitting adjacent to a historic infrastructure gap, unable to cross the distance between the two. The Comfortable Explanation  The explanation on offer at every major infrastructure summit is a familiar one. Global infrastructure investment needs run into the tens of trillions of dollars over the coming decade; committed capital falls well short; therefore, the problem is one of insufficient funding, and the solution is more of it: more pledges, more blended-finance facilities, more climate funds, more multilateral capital increases. It is a comfortable explanation because it assigns responsibility clearly to governments who under-fund, institutions who under-commit, and it offers a clean remedy: raise more. It is also, on close inspection, not what the evidence shows. Pension funds globally hold trillions in assets under management with explicit infrastructure allocations that remain structurally underweight, not because trustees have rejected the asset class but because deal flow meeting their risk and governance thresholds has not materialised at the pace their mandates assume. Sovereign wealth funds report the same pattern. Commercial banks with dedicated project finance desks describe pipelines that look full at the term-sheet stage and thin dramatically by financial close. Development finance institutions, whose entire purpose is to absorb risk that commercial capital will not, routinely report that their binding constraint is not capital adequacy but the volume of bankable transactions their teams can originate and structure in a given year. None of this fits the scarcity narrative. All of it fits a different one. Availability Is Not Deployability  Capital availability and capital deployability are not the same condition, and the conflation of the two is doing real damage to how the world thinks about the infrastructure gap. Availability asks whether money exists somewhere with a mandate that could, in principle, be pointed at infrastructure. Deployability asks something much narrower and much harder: whether a specific project, at a specific moment, has been engineered, structured, documented and de-risked to the point where an investment committee can approve it without exception. The first condition is met, overwhelmingly, across nearly every category of capital that matters to infrastructure. The second is met by only a small fraction of the projects competing for it. The result is a market that looks, from the outside, like a financing gap, and functions, from the inside, like a conversion problem: an abundance of capital on one side, an abundance of infrastructure need on the other, and an underbuilt set of mechanisms in between capable of turning one into the other at any meaningful scale. Where the Conversion Breaks  The break does not happen at the ends of the process. It happens in the middle, in the unglamorous sequence of work that turns a plausible concept into an instrument a fiduciary can sign. A promising transmission project needs a feasibility study rigorous enough to survive institutional scrutiny rather than optimistic enough to attract early interest. It needs offtake arrangements that hold up under real counterparty and currency risk, not the counterparty risk assumed in a base case. It needs environmental and social documentation calibrated to the standards of the institutions being asked to fund it, not the standards of the jurisdiction hosting it. It needs a legal and commercial structure that allocates risk in ways a commercial lender, not only a development financier, will accept. It needs a sponsor capable of executing what has been proposed, not merely capable of proposing it. Each of these is ordinary project finance discipline. None of it is exotic, and in mature infrastructure markets it happens as a matter of course, absorbed into systems built over decades: specialist advisers, standard-form contracts, established procurement norms, deep pools of transaction expertise. What is missing in the markets where the infrastructure gap is largest is not the standard itself but the machinery that meets it. Projects arrive at investment committees with ambition intact and preparation incomplete, and that gap is treated, again and again, as an individual project’s failure rather than what it actually is: a structural absence in the systems responsible for producing investable transactions at scale. The Missing Middle  This is the Missing Middle of Infrastructure Finance: the institutional architecture that sits between capital that wants to move and infrastructure that needs building, and whose incompleteness explains far more of the global infrastructure gap than any shortfall in committed funds. It consists of project preparation facilities able to fund feasibility and structuring work before commercial viability has been proven. Transaction advisers capable of building deals that satisfy development mandates and commercial return thresholds at once, rather than treating the two as separate constituencies to be managed sequentially. Risk-sharing and guarantee instruments that convert political, regulatory and currency risk into something a commercial balance sheet can underwrite. Aggregation platforms that bundle smaller, individually sub-scale projects into portfolios large enough to justify institutional transaction costs. Standardised documentation that reduces the bespoke legal cost of every new deal. And coordination across ministries, regulators and financiers robust enough that a technically sound project does not die in bureaucratic sequencing after the money has already been found. None of these are new ideas in isolation. What is missing is their assembly into a coherent system, deliberately funded and institutionally accountable, rather than scattered across donor-funded pilots that end when the grant does. The African Dimension  Africa makes this dynamic unusually visible, and consequently offers an unusually clear opportunity to correct it. The continent’s infrastructure financing need, by any measure, is vast. Less understood is that the shortfall is disproportionately one of preparation rather than capital. Nigerian gas-to-power, off-grid solar and mini-grid developers have each demonstrated that individual projects can clear the bankability bar; what has not emerged is systemic pipeline scale, a steady stream of comparably prepared projects large enough to absorb the capital already circling the sector. The pattern repeats, with local variation, from grid infrastructure in East Africa to transport corridors in West Africa. Interested capital is rarely the scarce input. Investment-ready projects are. The Global Comparison  Mature markets solved this problem gradually and mostly invisibly, through decades of institution-building that predates the current infrastructure conversation: specialist project finance units inside banks, standardised PPP frameworks, established regulatory playbooks, deep benches of transaction lawyers and engineers who move between deals rather than between one-off assignments. Emerging and frontier markets are not being asked to meet a lower standard. They are being asked to meet the same standard without having built the same machinery, and then being told, when deals fail to close, that the problem is insufficient funding….
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