Ports and Cargo Handling Services Limited says it is targeting stronger revenue growth in 2026 after restructuring its operations and returning to profitability in 2025.

The Lagos-based terminal operator, a subsidiary of SIFAX Group, said its decision to refocus on general cargo and break-bulk handling helped stabilise the business following a difficult 2024.

The company had lost several high-profile clients in 2024, a setback that reduced cargo volumes and earnings.

In response, management scaled back container exposure and prioritised general cargo operations including steel, vehicles and palletised imports particularly from Asia.

Why It Matters

Nigeria’s ports are critical to trade, government revenue and supply chains.

A rebound at one of Lagos’ cargo terminals signals broader shifts within the maritime sector, especially as operators grapple with volatile shipping patterns and infrastructure constraints.

Improved performance at port terminals can reduce delays, support importers and exporters, and contribute to economic stability.

According to John Jenkins, Managing Director of Ports and Cargo Handling Services Limited, internal restructuring was central to the turnaround.

“Our strategic operational reforms played a critical role in the rebound. The company restructured its stevedoring operations, resulting in a significant reduction in operating costs and measurable improvements in productivity following a change in service provider.

“We also invested in critical equipment such as forklifts and spare parts, while rebalancing our workforce. This included filling key operational roles with competent hands to strengthen service delivery and support higher volumes.”

The Nigerian Ports Authority (NPA) has in recent years encouraged operational efficiency and infrastructure upgrades across terminals to boost throughput and competitiveness.

Although NPA did not comment directly on the company’s projections, port authorities have consistently emphasised capacity expansion and equipment modernisation as key to improving trade flows.

What’s Next for 2026?

The company has projected significant revenue growth in 2026, with general cargo expected to account for the largest share.

Management says higher import flows from Asia and increased steel and vehicle shipments will drive volumes.

To support expected growth, the company has outlined capital expenditure plans for 2026, including crane upgrades, additional forklifts and terminal trucks.

The investments are expected to ease capacity constraints and reduce reliance on hired equipment.

However, challenges remain.

The company acknowledged space constraints and volatility in container shipping services.

Jenkins said the experience of 2025 has reshaped management priorities.

“The lessons learned in 2025 have strengthened our approach to cost control, customer engagement, and operational execution. With demand no longer our primary constraint, our focus in 2026 is on efficient execution, handling higher cargo volumes while protecting margins and sustaining profitability.”

Ports and Cargo Handling Services operates within Nigeria’s maritime sector as part of SIFAX Group’s logistics portfolio.

Nigeria’s election into Category C of the IMO Council for 2026–2027 gives Africa’s largest economy a seat at the table where global shipping safety, security, and environmental rules are shaped.

For a country dependent on maritime trade, ports, and offshore resources, the position could influence policies that affect shipping costs, port reforms, and marine environmental protection.

Government commendation

The Federal Government, through the Minister of Marine and Blue Economy, Adegboyega Oyetola, has praised the Director General of the Nigerian Maritime Administration and Safety Agency (NIMASA), Dr Dayo Mobereola, for his role in securing the victory.

In a letter dated 28 January 2026, Mr Oyetola described Dr Mobereola’s leadership as critical to Nigeria’s success at the IMO Council elections held in London.

Minister’s letter

According to a statement by NIMASA’s Head of Public Relations, Osagie Edward, the minister highlighted the agency’s international engagement during the campaign.

In his words, Mr Oyetola said:

“Your strategic engagement with IMO Member States and effective campaign management were pivotal to Nigeria’s resounding success at the election, showcasing your steadfast dedication and unrelenting commitment to advancing Nigeria’s maritime interests.

“The Ministry commends your pivotal role in demonstrating Nigeria’s maritime potential and reforms, thereby bolstering the nation’s standing in the global maritime community.

“As a key member of the Inter-Ministerial Bid Committee, your contributions reinforced Nigeria’s commitment to the objectives of the IMO and strengthened international maritime cooperation.”

Why Category C is strategic

Category C seats are reserved for countries with special interests in maritime transport or navigation.

NIMASA’s response

Dr Mobereola welcomed the commendation, describing the election as a collective achievement.

“This achievement reflects the dedication of our staff and the strong support of stakeholders, and it further challenges us to remain focused and committed in delivering on NIMASA’s mandate,” he said.

He added that Nigeria must now justify the confidence placed in it by strengthening maritime safety, security, marine environmental protection, and capacity development.

What’s next

With the council seat secured, attention now turns to how Nigeria will use its influence during the 2026–2027 biennium.

The Nigeria Customs Service (NCS) has launched a strategic leadership training programme aimed at preparing senior officers for higher responsibilities.

The Senior Customs Command and Leadership Course began on 3 February 2026 at the Nigeria Customs Command and Staff College in Gwagwalada. The initiative comes as the Service seeks to strengthen leadership amid evolving operational, security, and trade facilitation challenges.

Why It Matters

Comptroller-General of Customs (CGC) Adewale Adeniyi described the programme as a “defining investment in the Service’s future.” Speaking on 4 February, he highlighted the importance of maintaining standards and institutional culture as senior officers near retirement.

“At this level, your success is determined less by what you know and more by who you are,” Adeniyi said. “The authority you wield amplifies character. It exposes strength, but it also reveals weakness.”

He urged officers to avoid hoarding knowledge, personalising authority, or engaging in unhealthy competition. According to Adeniyi, strong institutions are built on shared purpose, mentorship, and continuity.

Training Focus

The course covers essential leadership skills, including emotional intelligence, integrity, effective communication, strategic thinking, and business acumen. Officers also explored teamwork using the 4×100-metre relay race as a case study, demonstrating the importance of timing, synergy, and collective responsibility.

Discussions examined how poor teamwork can create hostile work environments, while identifying key elements of high-performing teams: mindset, mission, methods, movement, message, and leadership by example.

Industry and Expert Perspective

Leadership consultant and former civil service trainer, Dr. Funke Adeoye, praised the initiative: “Investing in senior officers ensures that leadership transitions within the Customs Service are seamless. It also sets a culture of mentorship and accountability for younger officers.”

What’s Next

Adeniyi challenged participants to apply their learning to real-world results. “This training is deliberate. Your decisions, discipline, and mindset will shape the future leadership of the Service,” he said.

Officers were encouraged to reflect honestly, embrace the discomfort of growth, and use their training to foster capable teams and mentor the next generation of NCS leaders.