Bayero University Kano (BUK) is set to establish a Centre for Archiving and Preserving Films, with a particular focus on Kannywood productions. The announcement was made during the Kano Indigenous Languages of Africa Film Market and Festival (KILAF24) conference, themed “Forging Cultural Identities in a Multicultural Africa: The Role of Indigenous Language Films.”

The conference is holding at the Department of theatre arts faculty of communications Bayero University Kano.

Professor Sageer Adamu Abbas, the Vice Chancellor of BUK, represented by Professor Dambatta, made the announcement during the conference. He highlighted the significance of the KILAF24 conference as a platform to discuss critical issues. “This provides us with another opportunity to discuss critical issues. As usual, KILAF24 is in African languages,” said Abbas.

The partnership between BUK and the film industry began in 2021, aimed at fostering social relevance between academics and practitioners. “It supports a conducive environment for intellectual discussions. Moving Image, on its part, has gone the extra mile to ensure that the conference holds annually,” Abbas added. He also noted that his administration had directed the Faculty of Communications to establish a research centre for archiving and preserving Kannywood films.

The Dean of the Faculty of Communications, Prof. Umar Faruk Jibril, welcomed attendees and emphasized the importance of the blossoming film industry in Africa and the world. “BUK and Moving Image have consolidated a partnership for over four years, despite the tough economic challenges Nigeria is facing. The partnership has continued from strength to strength, with Moving Image providing financial support and BUK providing the conducive atmosphere,” Jibril stated.

Abdulkareem Ibrahim, Head of KILAF and CEO of Moving Image, stressed the importance of maintaining cultural identity through indigenous languages. “KILAF is the answer not to lose our own identity because language is the vehicle of culture and through languages we maintain our own identity,” Ibrahim said. He emphasized the importance of encouraging the youth to produce films in their native languages to preserve cultural heritage.

The two-day conference attracted participants from various parts of Nigeria and other African nations, further underscoring the importance of indigenous language films in forging cultural identities in a multilingual Africa.

Family-owned businesses (FOBs) can continue to drive economic success, create value for shareholders, and positively impact their communities worldwide by staying true to their core values and adopting strategic practices that prioritise long-term growth, efficiency, and resilience. This was part of the submission made by Halima Aliko-Dangote, Group Executive Director of Dangote Industries Limited, during the Forbes Global CEO Conference in Bangkok, Thailand.

Halima, who is also the Executive Director, Family Office, spoke at the panel session on Family Business: Looking at the Next Frontier, opined that family-owned businesses have demonstrated exceptional resilience, navigating challenges and thriving over multiple decades.  Other speakers include Carolyn Choo, Managing Director and CEO of Worldwide Hotels; Rose Damen, Managing Director of Damen Yachting, third-generation family shareholder of Damen Shipyards Group; and Caroline Link, Co-Chairman of B.GRIMM Pharma, President of B. Grimm Joint Venture, and Board Member of B. Grimm Power.

She stated that  success in family-owned businesses starts with shared values, goals, governance policies and alignment adding that reputation is part of Family Capital. According to her, governance structure, adherence to core values, customer satisfaction, optimization of shareholder value, meritocracy, integrity, leadership, brand equity, diversification/growth, philanthropy and preserving generational wealth play key roles to the success of our businesses.

She opined that Dangote Group’s governance policies do not allow board and management to operate in silos as each business unit have at least three independent directors that will give a holistic view.

Speaking on other factors of success for Dangote Group, Halima emphasized, “We family-owned businesses have to stick to our tradition of asset rich-cash moderate or as my father will correct me, asset rich-cash poor. We as Dangote perpetuate a profitable business with strong values and strong governance structure. We make money while building our nation by contributing heavily to the global economy, creating massive jobs, thinking of our great grand kids and contributing  excessively to humanity.”

Highlighting the significant contribution of FOBs to the global economy, Halima noted that studies by Mckinsey showed  that they account for more than 70% of global GDP, generate annual turnovers of between $60 trillion and $70 trillion, and provide around 60% of global employment. She stressed the crucial role these businesses play in creating jobs, sustaining communities, and driving development in sectors such as manufacturing, education, healthcare, and infrastructure across the world.

“Family-owned businesses (FOBs) have proven to be resilient, weathering challenges and thriving across multiple decades. Despite facing external pressures, many FOBs not only survive but also grow, contributing significantly to the global economy in ways that are often underestimated or overlooked,” she said.

She also pointed out that family-owned businesses often employ two key approaches in preparing the next generation for leadership roles: internal and external capacity building. Regarding internal capacity building, Halima explained that many families create internship programmes for young family members interested in taking over the business or assuming leadership positions.

In Nigeria, we  train the next generation so they can grow organically  to  leadership roles in family businesses. My dad’s approach is for you to start from ground up knowing you will get to leadership role if you work hard and do your job right. These experiences  make it easier for you to learn the ropes and be prepared for leadership role in the future,” she said.

On external capacity building, Halima discussed the practice of sending younger generations to work in non-family businesses. This approach enables them to acquire new skills, learn better processes, and gain diverse perspectives that can benefit the family business in the long run adding that she started her career as an Analyst at KPMG before joining Dangote Industries Limited.

The approach she explained “removes the familiarity tag as the young generation got employed as other people and supervised to monitor their performance. This has been a common avenue business families have chosen to pursue for many years, having their next generation spend three to five years working outside the family business before eventually joining with a new set of skills and business knowledge.”

Addressing the challenges of succession planning, Halima emphasised the importance of involving the younger generation in the business early on. She suggested that this creates a space for open communication, where the next generation can share their thoughts, ideas, and aspirations, while the senior generation provides critical information to help the next leaders make informed decisions.

She stressed the need for a balance between tradition and innovation in family-owned businesses. While tradition provides continuity and stability, she noted that innovation is vital to staying relevant and competitive in the modern marketplace.

“Successful family businesses recognise the need to adapt to changing consumer preferences, technological advancements, and market trends. Family businesses often have a wealth of experience and deep-rooted traditions. They can also benefit from external expertise and fresh perspectives,” she concluded.

The Federal Government has announced the approval of a groundbreaking N4 trillion budget for development commissions across the country. The funds aim to accelerate regional development and address critical infrastructure gaps in underserved areas.

This landmark decision was confirmed during a federal executive meeting chaired by President Bola Tinubu. According to officials, the allocation is targeted at bolstering the activities of existing development commissions, including those in the North East, Niger Delta, North Central, and other regions requiring special intervention.

Focus Areas of the Budget
The N4 trillion will reportedly focus on key development priorities such as:

Infrastructure rehabilitation, including roads, bridges, and power supply.

Support for internally displaced persons (IDPs) and resettlement programs.

Job creation initiatives to tackle unemployment in affected regions.

Social programs aimed at healthcare, education, and capacity building.

Government’s Commitment
Speaking on the development, the Minister of Finance, Mr. Wale Edun, stated that the budget reflects the administration’s commitment to fostering inclusive growth and equitable resource distribution. “This is a bold step to address longstanding challenges in regions that have been neglected for years,” he remarked.

The announcement has sparked mixed reactions across the country. While some citizens and regional leaders have praised the move as a step toward addressing inequalities, others have called for transparent implementation to ensure the funds are utilized effectively.

This allocation marks one of the largest investments in regional development commissions in Nigeria’s history, signaling the government’s intent to bridge the gaps in infrastructure and social welfare.

Stay tuned for more updates as details of the implementation strategy emerge.