By James Aduku Odaudu

Introduction

Labour unions are vital in protecting workers’ rights, ensuring fair wages, and safeguarding welfare. In Nigeria’s oil and gas sector, the Petroleum and Natural Gas Senior Staff Association of Nigeria (PENGASSAN) and the Nigeria Union of Petroleum and Natural Gas Workers (NUPENG) have historically played strong roles in defending their members.
However, their ongoing conflict with the Dangote Refinery risks undermining not only a private enterprise but also Nigeria’s broader national economic interests. This is a fight that must be urgently de-escalated.

• The Dangote Refinery as a National Asset

The $20 billion Dangote Refinery is not just a private venture—it is a strategic national asset. As the largest single-train refinery in the world, it has the capacity to meet Nigeria’s domestic demand for refined petroleum products and even export surplus to other African markets. For decades, Nigeria has depended on fuel imports despite being Africa’s top crude oil producer. The refinery offers a pathway out of this paradox.

Any disruption to its operations will have ripple effects: from fuel scarcity and increased transportation costs to inflationary pressures that affect every Nigerian household. The stakes are simply too high to allow union battles to derail such a transformative project.

• Labour Rights vs. Public Interest

The right of workers to unionize, negotiate, and advocate for improved welfare is fundamental. But in industrial relations, there is always a balancing act between labour rights and the public interest. When union actions threaten to destabilize a facility as strategic as the Dangote Refinery, the collective well-being of over 200 million Nigerians must come first.

By escalating their fight with the refinery, PENGASSAN and NUPENG risk:

i. Jeopardizing thousands of direct and indirect jobs created by the refinery.

ii. Triggering possible layoffs if operations are stalled.
iii. Undermining the long-term sustainability of the refinery, which would ironically harm the very workers they represent.

• Safeguarding Investor Confidence

The Dangote Refinery is a flagship project that has drawn global attention. If labour unions cripple its operations, it sends a dangerous signal to both domestic and foreign investors—that Nigeria is an unstable and hostile environment for large-scale industrial projects. This perception could deter future investments in infrastructure, energy, and manufacturing, sectors Nigeria urgently needs to diversify its economy.

Investor confidence is fragile, and policy inconsistency, regulatory uncertainties, and industrial unrest are among the top deterrents. A protracted conflict with the refinery would erode confidence, stall expansion, and hurt Nigeria’s international credibility.

• The Public Interest Dimension
Nigeria is already grappling with the aftermath of subsidy removal, unstable electricity supply, and rising transportation costs. Any further disruption in petroleum product supply will inflict additional hardship on citizens. Fuel scarcity, price hikes, and inflation will erode disposable incomes and deepen poverty levels.

The unions must recognize that this battle is not only between them and Dangote but between narrow industrial interests and the collective survival of Nigerians. The national interest must prevail.

• The Way Forward: Constructive Engagement

Stopping the conflict does not mean silencing the unions. Rather, it requires adopting more constructive mechanisms for dispute resolution. Several pathways exist:

i. Tripartite Dialogue: The Federal Ministry of Labour and Employment can convene a tripartite forum involving the unions, Dangote management, and government regulators to mediate disputes.

ii. Arbitration and Mediation: Independent arbitration panels can resolve disagreements on union recognition, welfare packages, or safety concerns without recourse to strikes.

iii. Corporate Social Responsibility (CSR) Negotiations: Instead of confrontation, unions can push for CSR projects, community benefits, and long-term staff development commitments.

iv. Phased Union Integration: If recognition is at the heart of the dispute, a gradual integration process could be negotiated to avoid sudden disruption.

• Conclusion
The fight between PENGASSAN, NUPENG, and the Dangote Refinery is not a private matter; it is a national issue with far-reaching implications. While the unions have legitimate concerns, their methods must not endanger Nigeria’s economic stability, job security, and energy independence.

A refinery that promises to save Nigeria billions in foreign exchange, stabilize fuel supply, and attract global investors should be protected, not sabotaged. For the sake of workers, investors, and citizens, this fight must stop—and constructive engagement must begin.

 Dr James Aduku Odaudu is a development administrator, communication consultant and the CEO of Sunrise Media Limited. He can be reached at jamesaduku@gmail.com

Swiss cement maker Holcim will exit its Nigerian business through the sale of its nearly 84 per cent stake in Lafarge Africa to China’s Huaxin Cement, the firm announced in a statement on Sunday.

The sale price was $1bn for a 100 per cent stake.

It stated, “The sale aligns with Holcim’s strategy to streamline its portfolio and focus on high-growth regions, including the upcoming spin-off of its North American business, which remains on track for a US listing in the first half of 2025.

“The transaction is expected to close in 2025, subject to regulatory approval, according to Holcim’s statement, which did not provide further details on the reason for this specific sale.”

Huaxin Cement is a major player in Nigeria’s cement market following its acquisition of a controlling stake in Lafarge Africa, which was finalized in August 2025. This deal gave the Chinese company control of four cement plants with a combined production capacity of over 10 million tonnes per year.
Acquisition of Lafarge Africa
The deal: Huaxin Cement acquired the 83.81% shareholding of Lafarge Africa from the Swiss building materials giant Holcim.

Transaction value: The acquisition was valued at $1 billion on a 100% equity basis before dividend adjustments. However, adjustments due to dividends paid to Holcim between January 2024 and August 2025 revised the final transaction consideration to $773 million.

Strategic move: The acquisition provides Huaxin with a strong foothold in Nigeria, Africa’s largest economy and most populous country. The company views Nigeria as a key strategic pivot for its expansion into West Africa.
Assets and market position
Following the acquisition, Huaxin gained control of Lafarge Africa’s four large-scale cement plants, which have a combined annual production capacity of 10.6 million tons

Ewekoro and Sagamu: Located in the South-West region.

Mfamosing: Located in the South-South.

Ashaka: Located in the North-East.

The acquisition makes Huaxin Cement a formidable competitor to existing market leaders like Dangote Cement and BUA Cement.

Legal and market controversies
The takeover was met with some controversy in Nigeria:
Minority shareholder lawsuit: A Nigerian minority shareholder, Strategic Consultancy, has challenged the deal in court, alleging secrecy and claiming that local investors were not given the right of first refusal.

Share price discrepancy: The mandatory takeover offer (MTO) for the remaining shares was set at a lower price than Lafarge Africa’s trading price at the time, leaving it uncertain how minority shareholders would respond.

Parliamentary scrutiny: In March 2025, the Nigerian Senate debated the sale, with some lawmakers calling for government oversight to protect shareholder rights and ensure transparency.

Outlook
Despite the legal challenges, Huaxin is set to become a dominant force in the Nigerian cement market. The company has a history of acquiring assets from Holcim across Africa to fuel its global expansion and is now implementing its strategy in Nigeria. In September 2025, Huaxin announced it is considering restructuring its overseas assets to support further expansion and operational flexibility.

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By Anthony Kila

Singapore, an island nation, is a small country with limited natural resources that has gained recognition as a global economic powerhouse. Unlike many of its Southeast Asian neighbours, Singapore lacks natural resources such as oil, gas, miner­als, or substantial agricultural land.

The country serves as practical evidence that overcoming geographical and other challenges is achievable through strategic vision, effective governance, strong institu­tions, and a commitment to innovation. It remains a role model for nations striving to achieve economic success without relying on natural resources.

Singapore’s journey began with its inde­pendence in 1965 and included significant challenges such as its small land area (only 728 square kilometres today), limited access to raw materials for industry, a growing but predominantly unskilled population, and a heavy reliance on imports for food, water, and energy

Students of developmental studies recog­nise that Singapore’s journey to becoming an economically prosperous nation began with and continues to focus on human capital de­velopment. The country swiftly established world-class universities and research insti­tutes while implementing policies to attract global talent to address its skills and knowl­edge gaps. Additionally, it positioned itself as a business-friendly nation with free trade policies, low taxes, and transparent regula­tions, making it home to nearly 5,000 global corporate regional headquarters today. The Singapore Stock Exchange (SGX) and its bank­ing sector are among the strongest in Asia.

These general factors have made Singapore prosperous and continue to rank it highly in global indices. Today, let us look at a specific sector that has significantly contributed to Singapore’s growth and status: aviation.

Singapore is a model for aviation-led eco­nomic growth by all standards, demonstrating how strategic investment in airports, airlines, and aviation-related industries can drive na­tional development.

Offshore, numerous countries can learn from Singapore how to effectively harness avi­ation to foster economic prosperity through trade, tourism, business, and innovation by de­veloping world-class infrastructure, investing in its national airline, and positioning itself as a global logistics hub.

With an estimated 2.64 million working adults aged 20 to 64, the aviation sector pro­vides jobs for nearly 200,000 individuals. Any sector that can employ nearly one in ten indi­viduals in any society is worth considering an asset to be monitored and fiercely protected

These achievements do not happen by chance. As Khaw Boon Wan, a former Minis­ter for Transport, proudly and rightly noted, “Singapore has positioned itself as a leading aviation hub, not by chance, but through stra­tegic planning and continuous investment in infrastructure and technology.

Changi Airport in Singapore

The Changi Airport has been intentionally designed to function as a global hub. It accom­modates over 68 million passengers annually and connects more than 100 airlines to 400 cit­ies worldwide. Furthermore, it is recognised as one of the best airports in the world and is celebrated for its efficiency, innovation, and passenger experience. The International Air Transport Association (IATA), the premier airline trade association established in 1945, describes Changi Airport as a “world-class example of how airports can seamlessly blend efficiency, technology, and passenger experience.”

The emphasis on logistics and trade is noteworthy for those eager to learn. Changi’s cargo operations are a cornerstone of region­al and global trade, positioning Singapore as an international logistics centre. The airport contributes approximately 5% to Singapore’s GDP. Three key aspects of Changi Airport are its commitment to continuous maintenance, innovation, and expansion.

In some circles, it is often said that a coun­try requires three things to be a country: a na­tional territory, a national flag, and a national airline. Singapore Airlines (SIA), the country’s national carrier, is now a premium service airline that effectively flies the country’s flag worldwide and brings people to its territory by promoting tourism and business travel. It is also recognised as one of the best airlines in the world.

To achieve and maintain all these goals, SIA remains continuously committed to strategic partnerships with alliances such as Star Alliance, which enhance connectiv­ity and competitiveness. Aviation Week, an authoritative publication in the sector, noted that “Singapore Airlines represents the gold standard in aviation, where service excellence meets innovation.

Aviation in Singapore is more than just the transportation of people and cargo; the coun­try also serves as a hub for Maintenance, Re­pair, and Overhaul (MRO) services, as well as aerospace development. Singapore accounts for over 10% of the global aviation MRO mar­ket and is home to major aerospace firms, with companies like Rolls-Royce, ST Engineering, and Pratt & Whitney operating large facili­ties there. A deliberate and rigorous effort has been made to invest in research and de­velopment (R&D) initiatives and innovative aviation training programmes that nurture and develop a skilled workforce

The Singaporean aviation model for eco­nomic growth showcases a compelling pub­lic-private partnership story that many off­shore can and should learn from. Singapore’s aviation success arises from strategic collabo­rations between the public and private sectors. In addition to the government, the key players in Singapore’s aviation include airlines, retail companies, real estate developers, and general investors, whose interests and skills interact to effectively balance government support, pri­vate sector efficiency, and global competitive­ness. This model has driven economic growth, created jobs, and positioned Singapore as an international aviation leader.

Some initiatives generated by the pub­lic-private partnership include terminal ex­pansions (T3, T4, and T5) at Changi Airport, funded through private-sector investments and government support. Another project is Jewel Changi Airport, which opened in 2019. It is a $ 1.7 billion joint venture between Changi Airport Group and CapitaLand, a real estate giant. Jewel Changi Airport combines retail, entertainment, and aviation services

In the Singaporean aviation narrative, the government’s most significant contributions that public policymakers should consider are its strategic vision and the resulting policies that foster growth and development. For in­stance, the Changi Aviation Hub initiative is a deliberate long-term strategy to enhance Singapore’s role as a leading aviation hub and position the country as a major economic force. In the words of Lee Hsien Loong, Prime Minister of Singapore, “Changi Airport is not just an airport; it is a symbol of Singapore’s ambition and commitment to excellence.

Investments supported this vision, but in­vestment alone is insufficient; policies like the open skies policy, which encourages interna­tional airlines to operate in Singapore, thereby enhancing competition and connectivity, have also been introduced. An aspect that cannot be overstated in the Singaporean model is the importance of focusing on sustainabili­ty goals. In their effort to ensure they are not left behind in any area of development and to assert their cutting-edge status, policymakers and managers in Singapore’s aviation sector are highly focused on green aviation, includ­ing sustainable fuels and eco-friendly airport operations

For those intending to learn and under­stand how aviation can extend beyond fer­rying goods and people, Singapore is worth considering as a model for aviation-led eco­nomic growth.

Join me if you can, @anthonykila, to continue these conversations.

* Anthony Kila is a Jean Monnet Professor of Strategy and Development at the Commonwealth Institute of Advanced and Professional Studies