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 Nigeria’s illicit alcohol trade has come under renewed scrutiny as industry leaders warn of a deepening public health crisis and staggering economic losses estimated at ₦472 billion annually.
The Spirits and Wines Association of Nigeria (SWAN) has enlisted the support of journalists and media professionals as part of a coordinated national response to combat the growing menace of counterfeit alcoholic beverages.
Speaking at the Brand Journalists Association of Nigeria (BJAN) monthly breakfast roundtable held on March 27 in Lagos, SWAN Director-General, Tony Okwoju, described illicit alcohol as a “triple-threat” to Nigeria—draining government revenue, eroding private sector investments, and endangering millions of lives.
Citing a Deloitte report, Okwoju revealed that illicit alcohol accounts for approximately 40 percent of the total market share in Nigeria, a development he said continues to weaken regulatory systems and distort fair competition within the beverage industry.
However, beyond the financial implications lies a more disturbing reality—rising cases of health complications and fatalities linked to the consumption of adulterated drinks.
Okwoju raised alarm over the increasing use of methanol, a toxic industrial alcohol, by illegal manufacturers to produce counterfeit spirits. Unlike ethanol, which is safe for consumption in regulated quantities, methanol is highly poisonous and can cause irreversible damage.
“Methanol has no colour or taste, making it extremely difficult to detect in drinks. Consumers unknowingly ingest it, often with devastating consequences including blindness, organ failure, and even death,” he said.
He added emphatically: “This is no longer just about fake products in the market—this is about a dangerous network that is putting lives at risk daily.”
Media as Critical Stakeholders
Okwoju stressed that the media must go beyond routine reporting to play a proactive role in investigative storytelling, public sensitisation, and holding perpetrators accountable.
According to him, accurate and sustained reportage will not only expose illicit trade networks but also help educate consumers on the risks associated with unregulated alcohol consumption.
He noted that low public awareness and weak enforcement structures have enabled the illegal trade to thrive, especially in major commercial cities where demand for cheaper alternatives continues to rise amid economic pressures.
Industry Pushback: Bottle Recovery Strategy
In response to the growing threat, SWAN members have introduced an industry-wide initiative aimed at cutting off one of the key supply channels used by counterfeiters—recycled bottles.
Okwoju explained that criminal syndicates often collect empty branded bottles from bars, restaurants, and refuse dumps, refill them with substandard or toxic mixtures, and reintroduce them into circulation.
To counter this, beverage manufacturers now deploy dedicated recovery teams to nightlife venues to retrieve used bottles, which are then crushed and sent to specialized recycling plants.
“Although this initiative comes at a significant cost to manufacturers, it is a necessary step to protect consumers and preserve brand integrity,” he said.
April 22 Stakeholders’ Summit
As part of intensified efforts to tackle the crisis, SWAN has scheduled a high-level stakeholders’ workshop for April 22, 2026. The forum is expected to bring together regulatory agencies, law enforcement bodies, and industry operators to develop a unified strategy against illicit alcohol trade.
The workshop will focus on strengthening enforcement mechanisms, improving inter-agency collaboration, and enhancing consumer awareness campaigns.
Call for Collaboration
In his remarks, BJAN Chairman, Daniel Obi, underscored the importance of collaboration between the media and industry stakeholders in addressing systemic challenges.
He noted that the engagement reflects a shared commitment to promoting responsible consumption, improving industry standards, and supporting sustainable growth within Nigeria’s beverage sector.
“This dialogue provides an opportunity to build stronger relationships, exchange ideas, and collectively shape narratives that drive positive change,” Obi said.
He added that journalists have a critical role to play in amplifying credible information and influencing policy direction through fact-based reporting.
A Race Against Time
With counterfeit alcohol continuing to flood the market and enforcement gaps persisting, stakeholders warn that urgent, coordinated action is required to avert further loss of lives and revenue.
Analysts say the success of the anti-illicit trade campaign will depend largely on sustained media engagement, regulatory efficiency, and public cooperation.
For now, SWAN’s message is clear: the fight against illicit alcohol is not just an industry concern—it is a national imperative.
SWAN raises alarm over Nigeria’s ₦472bn illicit alcohol market, warning of deadly health risks as counterfeit drinks surge. Media and regulators mobilise for action.
Nigeria loses ₦472bn yearly to illicit alcohol trade, says SWAN, warning of rising deaths from toxic drinks. Stakeholders plan April 22 summit to tackle the crisis.

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Speaking against the backdrop of rising global uncertainty, Ajayi-Kadiri described the crisis as a “distant conflict with immediate local consequences,” stressing that Nigerian manufacturers are already feeling the pressure from surging energy costs, supply chain disruptions, and foreign exchange volatility.
A Recovery at Risk
According to MAN, Nigeria’s manufacturing sector had only just begun to regain momentum, with inflation easing to 15.10% and capacity utilization climbing above 60%. However, Ajayi-Kadiri warned that the current geopolitical shock threatens to reverse these gains.
“Manufacturers operate within a global ecosystem,” he said. “What happens in the Middle East does not stay there. It travels through oil prices, shipping routes, and currency markets, eventually landing on our factory floors.”
The ongoing disruptions in strategic corridors such as the Strait of Hormuz and the Red Sea have pushed Brent crude prices above $84.50 per barrel, while freight costs and war-risk insurance premiums continue to surge.
The Oil Paradox and Nigeria’s Vulnerability
Ajayi-Kadiri pointed to what he described as Nigeria’s “oil paradox”—a situation where rising global crude prices should ordinarily benefit the economy but instead expose structural weaknesses.
With oil production still hovering between 1.3 and 1.4 million barrels per day, Nigeria is unable to fully capitalize on higher prices. Instead, the country faces increased costs of production, inflationary pressures, and renewed strain on the naira.
“We are earning more per barrel in theory, but producing less in reality. That gap is where the pain lies for manufacturers,” he noted.
Trade Disruptions and FX Pressures
The MAN DG further highlighted the risks to Nigeria’s trade relations, particularly with the United States, a key export destination. Rising logistics costs, delayed shipments, and supply chain bottlenecks are expected to increase the cost of imported raw materials.
At the same time, global investors’ flight to safety has strengthened the US dollar, adding pressure on the naira and complicating access to foreign exchange for manufacturers.
“The combination of higher input costs and weaker consumer purchasing power creates a perfect storm for our sector,” Ajayi-Kadiri warned.
Sectoral Pressure Points
Providing deeper insight, Ajayi-Kadiri identified the most vulnerable segments within the manufacturing ecosystem:
Chemical and Pharmaceutical Sector: Highly dependent on petrochemical inputs, this segment faces immediate cost escalation risks, potentially undermining its export competitiveness.
Basic Metals, Iron and Steel: With operations heavily reliant on energy, rising diesel and gas prices could significantly inflate production costs.
Food, Beverage, and Tobacco: Increased costs of imported raw materials and logistics are likely to translate into higher food prices, worsening inflationary pressures on households.
He stressed that manufacturers are now caught between escalating production costs and declining consumer demand, a scenario that could stall growth projections for the sector.
Lessons from History
Ajayi-Kadiri also drew parallels with the economic fallout of the US-Iraq War, recalling how Nigeria’s manufacturing sector experienced a sharp downturn.
“History reminds us that external shocks, if not managed properly, can wipe out years of progress,” he said, citing declines in manufacturing exports and GDP contribution during that period.
Urgent Policy Actions Needed
In response, MAN is calling for swift and decisive government intervention to shield the sector from the worst impacts of the crisis.
Ajayi-Kadiri outlined key measures, including:
Accelerating the transition to Compressed Natural Gas (CNG) to reduce reliance on diesel
Creating a dedicated foreign exchange window for manufacturers
Prioritizing the domestic supply of refined petroleum products to local industries
Implementing a temporary suspension of multiple taxes and levies on logistics and transportation
“These are not optional measures; they are urgent necessities if we are to prevent factory closures and job losses,” he emphasized.
A Defining Moment for Industrial Policy
Ajayi-Kadiri concluded that the unfolding geopolitical crisis should serve as a wake-up call for Nigeria to strengthen its industrial base and reduce dependence on imported inputs.
“We cannot control global conflicts, but we can control how prepared we are,” he said. “This is a defining moment for Nigeria’s manufacturing sector. We must choose resilience over vulnerability.”
As global tensions persist, stakeholders warn that Nigeria’s response in the coming months will determine whether its manufacturing sector weathers the storm—or succumbs to it.
MAN DG Segun Ajayi-Kadiri warns that the Middle East crisis could disrupt Nigeria’s manufacturing sector, citing rising energy costs, FX pressure, and supply chain challenges.
He highlights risks of the US-Israel-Iran conflict on Nigeria’s manufacturing sector, warning of rising costs, trade disruptions, and an urgent need for policy action.

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In an era where corporate reputation can shift overnight and public perception shapes market outcomes, the role of Communication Managers is being redefined—and, according to industry experts, urgently needs repositioning at the highest levels of decision-making.
Despite the growing importance of strategic communication, many organizations still treat departments such as Corporate Communications, Public Affairs, Brand and Communications, and Marketing Communications as support units—extensions of the Managing Director’s office rather than drivers of business strategy.
This structural gap, experts warn, leaves organizations vulnerable in an increasingly complex and interconnected world.
Dr. Ejike Nduilo, Founder of HenryJValeens PR Agency, has called for a decisive shift, urging organizations to elevate Communication Managers from operational roles to strategic partners with a permanent seat in the boardroom.
In a statement, Nduilo criticized the traditional perception of Communications as reactive, describing the function as often treated like a “high-end fire extinguisher—kept close to the Managing Director’s office and only deployed during crises or when a message needs polishing.”
According to him, this approach has not only limited the effectiveness of Communication Managers but also fueled the misconception that the function is merely a cost center with little or no direct impact on business performance.
“Communication is still widely seen as an afterthought,” Nduilo said. “Decisions are made first, and then the Communication Manager is asked to package or defend them. That model is no longer sustainable in today’s business environment.”
The Risk of Strategic Blind Spots
Nduilo warned that excluding Communication Managers from decision-making processes is akin to operating without visibility in turbulent conditions.
Organizations that fail to integrate communications into their governance structures, he said, are effectively “flying blind”—unable to anticipate reputational risks, stakeholder reactions, or the broader implications of their actions.
With the speed of information dissemination and the influence of digital platforms, a single misstep can escalate into a full-blown crisis within hours, affecting brand value, investor confidence, and customer loyalty.
Communications as a Strategic Asset
At the core of Nduilo’s argument is the recognition that reputation has become one of the most valuable assets in modern business.
Brand equity, stakeholder trust, and public perception—once considered intangible—now directly influence financial performance and long-term sustainability.
By participating in boardroom deliberations, Communication Managers can provide real-time insights into reputational risks and stakeholder expectations, helping organizations make decisions that are not only profitable but also credible and defensible.
“They should not just communicate decisions,” Nduilo emphasized. “They should help shape them.”
Bridging the Gap Between Leadership and Reality
Another critical role of Communication Managers, according to the HenryJValeens PR Agency founder, is bridging the disconnect that often exists between executive leadership and external realities.
Boardrooms, he noted, can become echo chambers, insulated from the perspectives of customers, employees, regulators, and the media.
Communication professionals, by the nature of their work, are uniquely positioned to provide this “outside-in” perspective—ensuring that strategic decisions reflect real-world expectations and sentiments.
They also play a vital role internally, aligning employees with corporate direction and ensuring that organizational changes are clearly understood and effectively implemented.
Redefining Value Creation
Nduilo further challenged the long-standing classification of Communications as a cost center, arguing that the label stems from its limited, reactive use in many organizations.

From shaping executive thought leadership to building long-term trust with the public, Communication Managers contribute significantly to business growth and resilience.
Navigating the “Polycrisis” Era
The call for greater inclusion of Communication Managers also comes at a time when businesses face overlapping global challenges—from economic uncertainty and geopolitical tensions to social and environmental pressures.
Nduilo described this as a “polycrisis” environment, where decisions carry far-reaching consequences beyond immediate financial outcomes.
“In this environment, organizations need more than operational efficiency—they need strategic foresight,” he said. “Communication Managers bring the ethical, social, and reputational lens required to navigate these complexities.”
Rather than focusing solely on feasibility, they ask deeper questions about perception, accountability, and long-term impact.
A Call to Action
For Nduilo, the solution is clear: Communication Managers must be integrated into the highest levels of corporate governance.
This shift, he argued, will enable organizations to move from reactive communication to proactive strategy—where narratives are shaped at inception, not repaired after the fact.
“The boardroom is where the story begins,” he concluded. “If Communication Managers are absent at that stage, organizations risk losing control of their narrative when it matters most.”
As businesses navigate an increasingly transparent and fast-paced world, the message from HenryJValeens PR Agency is unmistakable—communication is no longer just about messaging; it is about leadership, strategy, and survival.
HenryJValeens PR Founder Dr. Ejike Nduilo calls for Communication Managers to be elevated to boardroom level, warning that sidelining them exposes organizations to reputational and strategic risks.
He urges firms to move Communication Managers into boardrooms to shape strategy, manage risks, and protect corporate reputation.

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Speaking on Channels Television, the Chief Financial Officer of MTN Nigeria, Modupe Kadri, broke down the numbers that defined the company’s “impressive” performance. He revealed that the firm achieved a 22.9 per cent increase in service revenue, reaching N392.2bn, fuelled by a surge in third-quarter activity.

The recovery was not a matter of chance but the result of aggressive capital expenditure. Kadri disclosed that the company’s investment in the sector has reached unprecedented levels. “We spent about N1tn in 2025, significantly higher than our 2024 investment levels. We will continue now that we have a business case to make this investment,” he explained.

Despite the massive profit and the deployment of over 2,850 new network sites, the CFO offered a grounded perspective on when consumers will feel the full impact of these billions.

He addressed the recurring question of whether increased income immediately equates to better service quality. “The telecommunications industry is capital-intensive. Even when the capital is available, improvements in network infrastructure take time to materialise. We are not out of the woods yet, but the impact of such investments will be fully realised in time,” he said.

Looking towards the future, MTN is shifting its focus toward the “unconnected” segments of the Nigerian population. With the industry’s total investment exceeding $1bn, the company is eyeing a 70 per cent broadband penetration rate through a mixture of traditional and frontier technologies.

“There is a growing need to expand connectivity as Nigeria’s population increases. Areas previously classified as rural require improved population coverage. Our goal is to exceed 2025 investment levels with the Bridge Project and a ‘satellite revolution’ aimed at closing the rural connectivity gap,” he added.

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Industry observers note that as Nigeria intensifies efforts to strengthen consumer protection frameworks, companies like Rite Foods are playing a critical role in setting benchmarks for quality, transparency, and innovation. The convergence of regulators, manufacturers, and the media at the WCRD 2026 forum signals a growing consensus that consumer confidence is the cornerstone of sustainable economic growth.
NAFDAC, FCCPC, and BJAN commend Rite Foods for high-quality manufacturing, transparency and consumer-centric innovation at World Consumer Rights Day 2026 in Ogun’s facility guided tour.

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