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Efforts to Revive the Abuja–Kaduna Train Service: Progress, Promises, and Struggles 

Muhammad Iskeel Abdullahi, 
 Muhammad Iskeel Abdullahi, 
The scene at Idu Train Station in Abuja reflects an institution actively working to recover from a challenging year marked by a major derailment in August 2025.
 Visible repairs, coordinated efforts among staff, and a clear focus on restoration indicate that the Nigerian Railway Corporation (NRC) is genuinely committed to revitalizing the Abuja–Kaduna train service (AKTS).
However, while tangible progress is evident, deep-rooted structural issues ranging from limited rolling stock to funding constraints continue to hinder full recovery and long-term sustainability.
On the ground, substantial repair work is underway following the August 26, 2025, derailment at Asham, which involved a Kaduna-bound train with 618 passengers.
NRC engineers successfully re-railed and recovered all affected coaches and locomotives shortly after the incident, moving them to workshops for comprehensive repairs.
One previously damaged locomotive has been fully restored and is poised to re-enter service, providing concrete evidence of measurable advancement.
 Mechanics, engineers, and technicians remain actively engaged in rehabilitating other accidented units, demonstrating a committed, hands-on recovery approach.
Service quality on the route has remained consistent in terms of passenger experience; clean coaches, reliable onboard amenities, and adherence to safety protocols, but the frequency has been impacted.
Following resumption on October 1, 2025, operations typically run with two daily round trips (morning and afternoon departures from both Idu and Rigasa stations), with Wednesdays often dedicated to maintenance.
 This reduced schedule stems primarily from a shortage of operational locomotives rather than any intentional reduction in standards.
NRC management has indicated that adding a third daily trip is viable with the availability of a standby locomotive for redundancy, a critical measure to prevent disruptions from mechanical faults.
 Journey times, currently around three  hours (depending on temporary speed restrictions post-derailment), were initially lengthened as a precautionary safety step.
Officials have stated that gradual  reductions in travel time are expected as system confidence builds and repairs stabilize, potentially returning closer to the pre-incident average of about 2 hours and a quarter.
Management’s projections suggest that enhanced frequency, optimized travel times, and improved reliability could be achieved by early 2026, assuming no major setbacks.
Recent initiatives, such as the nationwide 50% Yuletide fare discount in December 2025, have boosted passenger turnout, underscoring demand and operational capability when supported adequately.
Human resource development is another key area. NRC structures training into in-house, local outdoor, and international programs.
Budgetary and logistical limitations have shifted reliance toward weekly in-house sessions to maintain core competencies, sponsored foreign training by CCECC and some few technical partners remain one of the only hope for foreign training.
While in house training  is effective for immediate needs, this falls short of the expected, as there is need for more advanced, hands-on foreign training.
A report from the Nigerian Safety Investigation Bureau (NSIB) following the 2025 derailment highlighted maintenance lapses, though NRC has contested some findings and implemented internal corrections.
The overarching challenge remains government funding, essential for any meaningful rail revival.
Capital-intensive requirements fleet expansion, spare parts procurement, infrastructure upgrades, and advanced staff training cannot rely solely on internal revenue or short-term fixes.
Inconsistent allocations have forced practices like parts cannibalization, where components are stripped from damaged units to keep others running.
 This offers temporary solutions but depletes the asset pool, exacerbating vulnerabilities over time.
Ticket access also demands urgent attention.
 Despite private sector controlled e-ticketing platforms and reduced trips at times, complaints of racketeering persist, with reports of touts and insiders hoarding tickets for resale at inflated prices. Such practices erode public trust, skew passenger data, and undermine revenue integrity.
NRC has previously investigated similar allegations and increased service frequencies to mitigate this, but stronger enforcement and digital improvements are needed.
Fleet age is a defining long-term issue. Introduced primarily in 2016, the core rolling stock is now approaching a decade in service without new equipment acquisition to complement aging ones and to support passengers increasing demands inline with global recommendations for replacement every 4 to 5 years in high-utilization environments (though some standards suggest major overhaul may be recommended).
This aging infrastructure impacts safety, reliability, scheduling flexibility, and growth potential.
In summary, progress at Idu and along the corridor is undeniable: repairs advancing, services resumed with enhanced safety checks, and clear timelines for improvements.
Promises from NRC leadership are specific and tied to achievable milestones.
Yet pitfalls abound limited redundancy, aging equipment, external training training gaps, funding shortfalls, and governance issues like racketeering.
True revival of the Abuja–Kaduna service demands more than NRC’s dedicated efforts; it requires sustained government commitment through predictable funding, strategic fleet renewal, periodic refurbishment institutional reforms, and robust oversight.
Rail transport is inherently capital-intensive, and without shifting from episodic support to a long-term modernization plan, recovery will remain fragile.
Nigerians eagerly awaits the NRC management planned revitalization, restoration, expansion and modernization plans, as they promised to optimize existing infrastructure as well as improving customer experience. The wait is getting too long.
With consistent investment and policy clarity, however, the route can transition from cautious resumption to dependable, high-frequency service, restoring public confidence and unlocking economic benefits for northern Nigeria.
 Muhammad Iskeel Abdullahi is of the Journalists For Development
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Customs

Tinubu hails Nigeria’s Customs model as AfCFTA picks local firm for $multi-billion project

Bergmans subsidiary wins 20-year continental customs modernisation contract 

Gloria Odion, Maritme reporter

President Bola Ahmed Tinubu has hailed the emergence of Nigeria’s homegrown Customs modernisation model as a continental benchmark following the selection of a subsidiary of Nigerian-owned Bergmans Security Consultant and Supplies Limited to execute a 20-year, multi-billion-dollar AfCFTA Customs Modernisation Project.

The development, according to the President, represents a major vote of confidence in Nigeria’s growing capacity to develop indigenous technology and expertise capable of powering Africa’s emerging trade architecture.

The project will be implemented by AfriTrade CMP Limited, a subsidiary of Bergmans, and is expected to deploy digital and physical infrastructure for customs processing, cargo tracking, border management and trade-data exchange across participating African countries.

Tinubu’s commendation was contained in a State House statement issued yesterday, Monday, August 10th, 2026, by his Special Adviser on Information and Strategy, Bayo Onanuga.

The President said the continental deal was particularly significant because another subsidiary of Bergmans, Trade Modernisation Project Limited, is already implementing Nigeria’s Customs Modernisation Programme in partnership with the Nigeria Customs Service (NCS).

He described the development as evidence that solutions developed and tested in Nigeria could now be scaled across the continent.

“What has been built and tested in Nigeria is now providing a model for the continent. This is how African integration should work: Africans building African solutions for African markets,” Tinubu said.

He added that Nigerian institutions and businesses could play a pivotal role in building the technology and infrastructure required to make the African Continental Free Trade Area work effectively.

“Under our Nigeria First policy, we will continue to create opportunities for capable Nigerian businesses to compete at home, across Africa and globally,” the President said.

Tinubu specifically commended Bergmans, AfriTrade CMP Limited, Trade Modernisation Project Limited, the Nigeria Customs Service, Comptroller-General of Customs, Bashir Adewale Adeniyi and Nigerian professionals whose work, he said, had earned continental confidence.

The President said the development also reflected the transformation taking place within the Nigeria Customs Service under Adeniyi, particularly in the areas of digitalisation, institutional reform, trade facilitation and indigenous technology deployment.

AfCFTA endorsement

The continental endorsement gathered momentum during the recent visit of the Secretary-General of the AfCFTA Secretariat, Wamkele Mene, to the NCS Headquarters in Abuja, where he inspected the Customs Service’s modernisation platform.

Mene visited the headquarters alongside members of the Senate Committee on Customs led by Senator Jibrin Isah, following a two-day retreat on customs modernisation and reforms.

After witnessing the system in operation, the AfCFTA Secretary-General described B’Odogwu, Nigeria’s indigenous Unified Customs Management System, as a model with potential for wider adoption across Africa.

Mene disclosed that non-African companies had also offered similar solutions but said AfCFTA had opted for an African solution, underscoring the continent’s determination to develop its own expertise and infrastructure.

The endorsement effectively elevates B’Odogwu from a Nigerian Customs digitalisation initiative to a potential template for the continent’s evolving customs administration.

Senator Isah also expressed the Senate committee’s support for the modernisation programme after witnessing the technology in operation, saying members had become ambassadors of the initiative.

B’Odogwu at centre of transformation

First piloted in October 2024, B’Odogwu has become a major component of the NCS modernisation programme, supporting the digitalisation of customs processes and integrating critical functions including cargo tracking, data infrastructure, surveillance, risk management and non-intrusive inspection.

The system is also being integrated with the National Single Window, which was launched in March 2026 as a unified digital gateway for cross-border trade processes.

The integration is expected to improve the speed and transparency of cargo clearance while reducing inefficiencies and strengthening data exchange among agencies involved in international trade.

For Nigeria, the AfCFTA development goes beyond the commercial value of the continental project.

It represents a rare opportunity for the country to export technology, expertise and institutional know-how, rather than merely participate in Africa’s expanding trade market as a consumer.

The development also reinforces the argument that investment in indigenous technology and institutional reform can produce solutions with commercial value beyond Nigeria’s borders.

With AfCFTA seeking to dismantle barriers to intra-African trade, modern customs infrastructure will remain critical to achieving faster cargo clearance, improved revenue collection, effective border controls and seamless exchange of trade information.

The emergence of Nigerian-developed customs technology at the centre of that continental ambition could therefore mark a significant shift in Nigeria’s role in Africa—from being principally a market for imported technology to becoming a provider of strategic trade infrastructure for the continent.

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Customs

Customs FOU ‘A’ crushes smuggling ring, seizes N3.24bn worth of contraband, recovers N729m revenue

-intercepts cannabis, tramadol, rice, vehicles, elephant tusks, other prohibited goods

Funso Olojo, Editor

The Nigeria Customs Service (NCS) Federal Operations Unit Zone ‘A’ (FOU ‘A’), Ikeja-Lagos, has dealt a heavy blow to smuggling and revenue fraud, intercepting 220 consignments of prohibited and smuggled goods with a combined Duty Paid Value of N3.24 billion and recovering N728.98 million in lost revenue.

The seizures, recorded through a series of intelligence-driven operations, highlight the escalating battle by the Customs Service to shut down illicit trade routes, protect domestic production and plug revenue leakages arising from false declarations, under-valuation and other customs infractions.

Among the major seizures were 4,956 bags of foreign parboiled rice weighing 50kg each, equivalent to eight trailer loads; 12 foreign-used vehicles; 2,683 parcels of synthetic cannabis (Sativa) weighing 1,439.9kg; 49 parcels of Ghanaian Loud weighing 26.1kg; one parcel of crystal methamphetamine weighing 0.35kg and 13 parcels of granular cannabis weighing 1.35kg.

The Unit also intercepted 240,000 tablets of Tramadol, 12,000 tablets of Hypnox and 22 elephant tusks weighing 130.84kg, alongside 964 25-litre jerrycans of Premium Motor Spirit (PMS), representing 24,100 litres.

Other items seized include 26 cartons of foreign vegetable oil, 686 cartons of foreign poultry products, 414 bales of used clothing and 2,947 pieces of used tyres, among other prohibited and smuggled goods.

The Comptroller of FOU ‘A’, Gambo Aliyu, said the N728.98 million revenue recovery represented an important component of the Unit’s enforcement mandate, particularly its efforts to recover government revenue lost through fraudulent trade declarations.

Aliyu warned importers, exporters and licensed customs agents against deliberate attempts to short-change the government, urging them to make accurate declarations and comply fully with applicable customs laws and regulations.

He said the Unit would continue to facilitate legitimate commerce but would show no mercy to operators involved in smuggling, revenue evasion and other forms of economic sabotage.

According to him, the latest seizures demonstrate the importance of intelligence gathering, risk profiling, inter-agency collaboration and intelligence fusion in dismantling sophisticated smuggling networks.

He attributed the Unit’s operational successes to improved intelligence capabilities and cooperation from sister agencies, stakeholders, border communities and members of the public.

Beyond the revenue implications, the seizures have significant economic and public-safety consequences.

The interception of foreign rice, poultry products, vegetable oil, used clothing, tyres and foreign-used vehicles is expected to provide additional protection for local manufacturers and producers already battling the effects of illicit imports.

Similarly, the seizure of large quantities of cannabis, tramadol, crystal methamphetamine and other controlled substances underscores the Customs Service’s growing role in preventing the movement of illicit drugs and potentially harmful pharmaceutical products through Nigeria’s trade corridors.

The recovery of the elephant tusks also reinforces the Service’s contribution to the fight against illegal wildlife trafficking and the protection of endangered species.

Aliyu, however, stressed that FOU ‘A’ was not at war with legitimate trade, insisting that its enforcement strategy was built around striking a balance between strong border control and trade facilitation.

He assured compliant traders that the Service remained committed to a fair, predictable and transparent trading environment, while warning that the Unit would sustain its zero-tolerance posture towards smuggling and revenue fraud.

The Customs boss called for stronger partnership with the business community and the general public, noting that sustained intelligence sharing and vigilance were critical to consolidating the gains recorded in revenue recovery, border security, public safety and economic protection.

He said the NCS, through FOU ‘A’, would continue to align its enforcement operations with the Federal Government’s broader economic agenda by protecting domestic production, promoting compliance, facilitating legitimate trade and blocking the circulation of prohibited and harmful goods.

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Analyses

The National Single Window Illusion: Why phase two cannot succeed on paper

Monday Discourse with Nasiru Ibrahim

The official rollout of Phase One of the National Single Window (NSW) was heralded as a monumental leap toward a paperless, automated trade ecosystem.

On paper and within executive dashboards, the achievements are clear: the serialization of Licenses, Certificates, and Permits (LCPO), streamlined electronic manifest transmissions, and integrated risk management for primary regulators like SON and NAFDAC.

Yet, as the steering committee aggressively prepares for the imminent deployment of Phase Two, a severe operational reality check is required.

The claim that the Single Window has successfully “taken off” remains a purely administrative illusion when measured against the brutal, manual friction remaining at our terminal gates.

The core vulnerability of the current transition is the absolute failure to align digital front-end clearances with physical back-end enforcement.

Importers are successfully navigating the centralized National Single Window Portal, obtaining official electronic green lights, only to watch their consignments get trapped by manual human greed the moment the cargo hits the access roads.

Phase Two promises end-to-end electronic customs clearance, full payment digitization, and automated interoperability with the Nigeria Customs Service’s new B’Odogwu Unified Customs Management System.

However, if the federal administration continues to pour billions into software updates while leaving parallel manual check-points unpunished, Phase Two will simply become a highly expensive digital facade masking an archaic extortion regime.

True trade facilitation is not a technological achievement; it is a direct function of political will.

The integration of advanced platforms like B’Odogwu across major commands like Apapa and Tin Can proves that our regulatory arms possess the technical capability to automate. The problem is cultural and financial.

Entrenched administrative empires are deliberately preserving parallel manual structures because documentation loops, artificial delays, and manufactured compliance flags remain incredibly lucrative.

For the National Single Window to transition from a policy delusion into a genuine economic catalyst, the state must move past cosmetic celebrations.

The presidency must deploy the executive power required to completely outlaw physical interventions outside the approved digital framework and enforce severe punitive consequences for any agency chief who authorizes parallel verification processes.

Until the gate complies with the portal, the National Single Window project remains grounded.

Chief Ibrahim Nasiru, a public affairs analyst, writes from Abuja

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