Nigeria’s competitiveness starts at the port gate

As countries compete for investment, manufacturing and trade, infrastructure performance increasingly shapes economic competitiveness. For Nigeria, efficient ports, reliable inland connections and faster cargo flows will be critical to reducing friction along trade corridors, supporting exports and converting the country’s scale into sustainable growth. When people think about competitiveness, they often focus on fiscal policy, regulation, exchange rates or access to capital. These factors matter, but competitiveness is also determined by something more practical: How efficiently a business can move goods from a factory, farm or mine to its customers. Nigeria recorded goods trade of approximately USD93.3 billion in 2024, comprising exports of about USD52.4 billion and imports of USD41 billion. At this scale, even a small improvement in the cost, speed or reliability of moving goods can have a meaningful effect on businesses, consumers and the wider economy. For an exporter, competitiveness is about more than producing the right product at the right price. It is also about getting that product to the port on time, completing the necessary processes efficiently and delivering to the customer as promised. Delays can reduce the value of agricultural produce, disrupt manufacturing schedules and increase costs for retailers. In each case, inefficiencies in moving cargo become another cost of doing business. Repeated across thousands of shipments, these costs affect consumer prices, export competitiveness, manufacturing decisions and investors’ confidence in Nigeria as a place to do business. This is why trade infrastructure should be viewed as a strategic national asset. It is not simply a collection of roads, railways, ports and warehouses. It is a connected system linking producers with markets. Building connected trade systems Nigeria needs more than new infrastructure. It must also make existing and future infrastructure work harder by improving the connections between each part of the trade system, including ports, government agencies, shipping lines, logistics providers and transport operators. A terminal may operate effectively, but the wider supply chain will still underperform if cargo is delayed on the road, held at an inland facility or repeatedly processed through systems that do not communicate with one another. The scale of Nigeria’s container market shows why this coordination matters. The Nigerian Ports Authority reports that the country’s ports handled the equivalent of approximately 2.1 million twenty-foot containers in 2025, alongside total cargo volumes of around 129.3 million tonnes. Across these cargo volumes, even small delays at multiple points can quickly become major disruptions. Nigeria must strengthen the points where these organisations connect. Rail can provide a scheduled alternative for moving larger cargo volumes between ports and inland locations. Barges can move containers by water, reducing dependence on congested roads. Inland cargo facilities can bring services closer to industrial and consumer centres. Digital visibility can help businesses plan transport, warehousing and production more accurately. APM Terminals Apapa already connects cargo to road, rail and barge transport. The value lies in the flexibility these options give businesses to manage disruption, reduce dependence on a single mode of transport and keep goods moving. This is particularly important for Nigeria’s non-oil exporters. Agricultural products, manufactured goods, processed foods and minerals compete on price as well as ability to reach customers on time and in good condition. An exporter who repeatedly misses a delivery date may eventually lose the customer, regardless of the quality of the product. Turning Nigeria’s scale into export growth Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

When people think about competitiveness, they often focus on fiscal policy, regulation, exchange rates or access to capital. These factors matter, but competitiveness is also determined by something more practical: How efficiently a business can move goods from a factory, farm or mine to its customers. Nigeria recorded goods trade of approximately USD93.3 billion in 2024, comprising exports of about USD52.4 billion and imports of USD41 billion. At this scale, even a small improvement in the cost, speed or reliability of moving goods can have a meaningful effect on businesses, consumers and the wider economy. For an exporter, competitiveness is about more than producing the right product at the right price. It is also about getting that product to the port on time, completing the necessary processes efficiently and delivering to the customer as promised. Delays can reduce the value of agricultural produce, disrupt manufacturing schedules and increase costs for retailers. In each case, inefficiencies in moving cargo become another cost of doing business. Repeated across thousands of shipments, these costs affect consumer prices, export competitiveness, manufacturing decisions and investors’ confidence in Nigeria as a place to do business. This is why trade infrastructure should be viewed as a strategic national asset. It is not simply a collection of roads, railways, ports and warehouses. It is a connected system linking producers with markets. Building connected trade systems Nigeria needs more than new infrastructure. It must also make existing and future infrastructure work harder by improving the connections between each part of the trade system, including ports, government agencies, shipping lines, logistics providers and transport operators. A terminal may operate effectively, but the wider supply chain will still underperform if cargo is delayed on the road, held at an inland facility or repeatedly processed through systems that do not communicate with one another. The scale of Nigeria’s container market shows why this coordination matters. The Nigerian Ports Authority reports that the country’s ports handled the equivalent of approximately 2.1 million twenty-foot containers in 2025, alongside total cargo volumes of around 129.3 million tonnes. Across these cargo volumes, even small delays at multiple points can quickly become major disruptions. Nigeria must strengthen the points where these organisations connect. Rail can provide a scheduled alternative for moving larger cargo volumes between ports and inland locations. Barges can move containers by water, reducing dependence on congested roads. Inland cargo facilities can bring services closer to industrial and consumer centres. Digital visibility can help businesses plan transport, warehousing and production more accurately. APM Terminals Apapa already connects cargo to road, rail and barge transport. The value lies in the flexibility these options give businesses to manage disruption, reduce dependence on a single mode of transport and keep goods moving. This is particularly important for Nigeria’s non-oil exporters. Agricultural products, manufactured goods, processed foods and minerals compete on price as well as ability to reach customers on time and in good condition. An exporter who repeatedly misses a delivery date may eventually lose the customer, regardless of the quality of the product. Turning Nigeria’s scale into export growth Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Nigeria recorded goods trade of approximately USD93.3 billion in 2024, comprising exports of about USD52.4 billion and imports of USD41 billion. At this scale, even a small improvement in the cost, speed or reliability of moving goods can have a meaningful effect on businesses, consumers and the wider economy. For an exporter, competitiveness is about more than producing the right product at the right price. It is also about getting that product to the port on time, completing the necessary processes efficiently and delivering to the customer as promised. Delays can reduce the value of agricultural produce, disrupt manufacturing schedules and increase costs for retailers. In each case, inefficiencies in moving cargo become another cost of doing business. Repeated across thousands of shipments, these costs affect consumer prices, export competitiveness, manufacturing decisions and investors’ confidence in Nigeria as a place to do business. This is why trade infrastructure should be viewed as a strategic national asset. It is not simply a collection of roads, railways, ports and warehouses. It is a connected system linking producers with markets. Building connected trade systems Nigeria needs more than new infrastructure. It must also make existing and future infrastructure work harder by improving the connections between each part of the trade system, including ports, government agencies, shipping lines, logistics providers and transport operators. A terminal may operate effectively, but the wider supply chain will still underperform if cargo is delayed on the road, held at an inland facility or repeatedly processed through systems that do not communicate with one another. The scale of Nigeria’s container market shows why this coordination matters. The Nigerian Ports Authority reports that the country’s ports handled the equivalent of approximately 2.1 million twenty-foot containers in 2025, alongside total cargo volumes of around 129.3 million tonnes. Across these cargo volumes, even small delays at multiple points can quickly become major disruptions. Nigeria must strengthen the points where these organisations connect. Rail can provide a scheduled alternative for moving larger cargo volumes between ports and inland locations. Barges can move containers by water, reducing dependence on congested roads. Inland cargo facilities can bring services closer to industrial and consumer centres. Digital visibility can help businesses plan transport, warehousing and production more accurately. APM Terminals Apapa already connects cargo to road, rail and barge transport. The value lies in the flexibility these options give businesses to manage disruption, reduce dependence on a single mode of transport and keep goods moving. This is particularly important for Nigeria’s non-oil exporters. Agricultural products, manufactured goods, processed foods and minerals compete on price as well as ability to reach customers on time and in good condition. An exporter who repeatedly misses a delivery date may eventually lose the customer, regardless of the quality of the product. Turning Nigeria’s scale into export growth Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

For an exporter, competitiveness is about more than producing the right product at the right price. It is also about getting that product to the port on time, completing the necessary processes efficiently and delivering to the customer as promised. Delays can reduce the value of agricultural produce, disrupt manufacturing schedules and increase costs for retailers. In each case, inefficiencies in moving cargo become another cost of doing business. Repeated across thousands of shipments, these costs affect consumer prices, export competitiveness, manufacturing decisions and investors’ confidence in Nigeria as a place to do business. This is why trade infrastructure should be viewed as a strategic national asset. It is not simply a collection of roads, railways, ports and warehouses. It is a connected system linking producers with markets. Building connected trade systems Nigeria needs more than new infrastructure. It must also make existing and future infrastructure work harder by improving the connections between each part of the trade system, including ports, government agencies, shipping lines, logistics providers and transport operators. A terminal may operate effectively, but the wider supply chain will still underperform if cargo is delayed on the road, held at an inland facility or repeatedly processed through systems that do not communicate with one another. The scale of Nigeria’s container market shows why this coordination matters. The Nigerian Ports Authority reports that the country’s ports handled the equivalent of approximately 2.1 million twenty-foot containers in 2025, alongside total cargo volumes of around 129.3 million tonnes. Across these cargo volumes, even small delays at multiple points can quickly become major disruptions. Nigeria must strengthen the points where these organisations connect. Rail can provide a scheduled alternative for moving larger cargo volumes between ports and inland locations. Barges can move containers by water, reducing dependence on congested roads. Inland cargo facilities can bring services closer to industrial and consumer centres. Digital visibility can help businesses plan transport, warehousing and production more accurately. APM Terminals Apapa already connects cargo to road, rail and barge transport. The value lies in the flexibility these options give businesses to manage disruption, reduce dependence on a single mode of transport and keep goods moving. This is particularly important for Nigeria’s non-oil exporters. Agricultural products, manufactured goods, processed foods and minerals compete on price as well as ability to reach customers on time and in good condition. An exporter who repeatedly misses a delivery date may eventually lose the customer, regardless of the quality of the product. Turning Nigeria’s scale into export growth Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Repeated across thousands of shipments, these costs affect consumer prices, export competitiveness, manufacturing decisions and investors’ confidence in Nigeria as a place to do business. This is why trade infrastructure should be viewed as a strategic national asset. It is not simply a collection of roads, railways, ports and warehouses. It is a connected system linking producers with markets. Building connected trade systems Nigeria needs more than new infrastructure. It must also make existing and future infrastructure work harder by improving the connections between each part of the trade system, including ports, government agencies, shipping lines, logistics providers and transport operators. A terminal may operate effectively, but the wider supply chain will still underperform if cargo is delayed on the road, held at an inland facility or repeatedly processed through systems that do not communicate with one another. The scale of Nigeria’s container market shows why this coordination matters. The Nigerian Ports Authority reports that the country’s ports handled the equivalent of approximately 2.1 million twenty-foot containers in 2025, alongside total cargo volumes of around 129.3 million tonnes. Across these cargo volumes, even small delays at multiple points can quickly become major disruptions. Nigeria must strengthen the points where these organisations connect. Rail can provide a scheduled alternative for moving larger cargo volumes between ports and inland locations. Barges can move containers by water, reducing dependence on congested roads. Inland cargo facilities can bring services closer to industrial and consumer centres. Digital visibility can help businesses plan transport, warehousing and production more accurately. APM Terminals Apapa already connects cargo to road, rail and barge transport. The value lies in the flexibility these options give businesses to manage disruption, reduce dependence on a single mode of transport and keep goods moving. This is particularly important for Nigeria’s non-oil exporters. Agricultural products, manufactured goods, processed foods and minerals compete on price as well as ability to reach customers on time and in good condition. An exporter who repeatedly misses a delivery date may eventually lose the customer, regardless of the quality of the product. Turning Nigeria’s scale into export growth Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

This is why trade infrastructure should be viewed as a strategic national asset. It is not simply a collection of roads, railways, ports and warehouses. It is a connected system linking producers with markets. Building connected trade systems Nigeria needs more than new infrastructure. It must also make existing and future infrastructure work harder by improving the connections between each part of the trade system, including ports, government agencies, shipping lines, logistics providers and transport operators. A terminal may operate effectively, but the wider supply chain will still underperform if cargo is delayed on the road, held at an inland facility or repeatedly processed through systems that do not communicate with one another. The scale of Nigeria’s container market shows why this coordination matters. The Nigerian Ports Authority reports that the country’s ports handled the equivalent of approximately 2.1 million twenty-foot containers in 2025, alongside total cargo volumes of around 129.3 million tonnes. Across these cargo volumes, even small delays at multiple points can quickly become major disruptions. Nigeria must strengthen the points where these organisations connect. Rail can provide a scheduled alternative for moving larger cargo volumes between ports and inland locations. Barges can move containers by water, reducing dependence on congested roads. Inland cargo facilities can bring services closer to industrial and consumer centres. Digital visibility can help businesses plan transport, warehousing and production more accurately. APM Terminals Apapa already connects cargo to road, rail and barge transport. The value lies in the flexibility these options give businesses to manage disruption, reduce dependence on a single mode of transport and keep goods moving. This is particularly important for Nigeria’s non-oil exporters. Agricultural products, manufactured goods, processed foods and minerals compete on price as well as ability to reach customers on time and in good condition. An exporter who repeatedly misses a delivery date may eventually lose the customer, regardless of the quality of the product. Turning Nigeria’s scale into export growth Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Building connected trade systems Nigeria needs more than new infrastructure. It must also make existing and future infrastructure work harder by improving the connections between each part of the trade system, including ports, government agencies, shipping lines, logistics providers and transport operators. A terminal may operate effectively, but the wider supply chain will still underperform if cargo is delayed on the road, held at an inland facility or repeatedly processed through systems that do not communicate with one another. The scale of Nigeria’s container market shows why this coordination matters. The Nigerian Ports Authority reports that the country’s ports handled the equivalent of approximately 2.1 million twenty-foot containers in 2025, alongside total cargo volumes of around 129.3 million tonnes. Across these cargo volumes, even small delays at multiple points can quickly become major disruptions. Nigeria must strengthen the points where these organisations connect. Rail can provide a scheduled alternative for moving larger cargo volumes between ports and inland locations. Barges can move containers by water, reducing dependence on congested roads. Inland cargo facilities can bring services closer to industrial and consumer centres. Digital visibility can help businesses plan transport, warehousing and production more accurately. APM Terminals Apapa already connects cargo to road, rail and barge transport. The value lies in the flexibility these options give businesses to manage disruption, reduce dependence on a single mode of transport and keep goods moving. This is particularly important for Nigeria’s non-oil exporters. Agricultural products, manufactured goods, processed foods and minerals compete on price as well as ability to reach customers on time and in good condition. An exporter who repeatedly misses a delivery date may eventually lose the customer, regardless of the quality of the product. Turning Nigeria’s scale into export growth Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Nigeria needs more than new infrastructure. It must also make existing and future infrastructure work harder by improving the connections between each part of the trade system, including ports, government agencies, shipping lines, logistics providers and transport operators. A terminal may operate effectively, but the wider supply chain will still underperform if cargo is delayed on the road, held at an inland facility or repeatedly processed through systems that do not communicate with one another. The scale of Nigeria’s container market shows why this coordination matters. The Nigerian Ports Authority reports that the country’s ports handled the equivalent of approximately 2.1 million twenty-foot containers in 2025, alongside total cargo volumes of around 129.3 million tonnes. Across these cargo volumes, even small delays at multiple points can quickly become major disruptions. Nigeria must strengthen the points where these organisations connect. Rail can provide a scheduled alternative for moving larger cargo volumes between ports and inland locations. Barges can move containers by water, reducing dependence on congested roads. Inland cargo facilities can bring services closer to industrial and consumer centres. Digital visibility can help businesses plan transport, warehousing and production more accurately. APM Terminals Apapa already connects cargo to road, rail and barge transport. The value lies in the flexibility these options give businesses to manage disruption, reduce dependence on a single mode of transport and keep goods moving. This is particularly important for Nigeria’s non-oil exporters. Agricultural products, manufactured goods, processed foods and minerals compete on price as well as ability to reach customers on time and in good condition. An exporter who repeatedly misses a delivery date may eventually lose the customer, regardless of the quality of the product. Turning Nigeria’s scale into export growth Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

The scale of Nigeria’s container market shows why this coordination matters. The Nigerian Ports Authority reports that the country’s ports handled the equivalent of approximately 2.1 million twenty-foot containers in 2025, alongside total cargo volumes of around 129.3 million tonnes. Across these cargo volumes, even small delays at multiple points can quickly become major disruptions. Nigeria must strengthen the points where these organisations connect. Rail can provide a scheduled alternative for moving larger cargo volumes between ports and inland locations. Barges can move containers by water, reducing dependence on congested roads. Inland cargo facilities can bring services closer to industrial and consumer centres. Digital visibility can help businesses plan transport, warehousing and production more accurately. APM Terminals Apapa already connects cargo to road, rail and barge transport. The value lies in the flexibility these options give businesses to manage disruption, reduce dependence on a single mode of transport and keep goods moving. This is particularly important for Nigeria’s non-oil exporters. Agricultural products, manufactured goods, processed foods and minerals compete on price as well as ability to reach customers on time and in good condition. An exporter who repeatedly misses a delivery date may eventually lose the customer, regardless of the quality of the product. Turning Nigeria’s scale into export growth Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Nigeria must strengthen the points where these organisations connect. Rail can provide a scheduled alternative for moving larger cargo volumes between ports and inland locations. Barges can move containers by water, reducing dependence on congested roads. Inland cargo facilities can bring services closer to industrial and consumer centres. Digital visibility can help businesses plan transport, warehousing and production more accurately. APM Terminals Apapa already connects cargo to road, rail and barge transport. The value lies in the flexibility these options give businesses to manage disruption, reduce dependence on a single mode of transport and keep goods moving. This is particularly important for Nigeria’s non-oil exporters. Agricultural products, manufactured goods, processed foods and minerals compete on price as well as ability to reach customers on time and in good condition. An exporter who repeatedly misses a delivery date may eventually lose the customer, regardless of the quality of the product. Turning Nigeria’s scale into export growth Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Rail can provide a scheduled alternative for moving larger cargo volumes between ports and inland locations. Barges can move containers by water, reducing dependence on congested roads. Inland cargo facilities can bring services closer to industrial and consumer centres. Digital visibility can help businesses plan transport, warehousing and production more accurately. APM Terminals Apapa already connects cargo to road, rail and barge transport. The value lies in the flexibility these options give businesses to manage disruption, reduce dependence on a single mode of transport and keep goods moving. This is particularly important for Nigeria’s non-oil exporters. Agricultural products, manufactured goods, processed foods and minerals compete on price as well as ability to reach customers on time and in good condition. An exporter who repeatedly misses a delivery date may eventually lose the customer, regardless of the quality of the product. Turning Nigeria’s scale into export growth Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

APM Terminals Apapa already connects cargo to road, rail and barge transport. The value lies in the flexibility these options give businesses to manage disruption, reduce dependence on a single mode of transport and keep goods moving. This is particularly important for Nigeria’s non-oil exporters. Agricultural products, manufactured goods, processed foods and minerals compete on price as well as ability to reach customers on time and in good condition. An exporter who repeatedly misses a delivery date may eventually lose the customer, regardless of the quality of the product. Turning Nigeria’s scale into export growth Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

This is particularly important for Nigeria’s non-oil exporters. Agricultural products, manufactured goods, processed foods and minerals compete on price as well as ability to reach customers on time and in good condition. An exporter who repeatedly misses a delivery date may eventually lose the customer, regardless of the quality of the product. Turning Nigeria’s scale into export growth Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Turning Nigeria’s scale into export growth Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Nigeria has considerable advantages. It is one of Africa’s largest economies, has a substantial domestic market and occupies a strategic position in a West African region with significant long-term population and trade potential. Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Economic scale, however, does not automatically create trade competitiveness. It must be supported by the ability to move goods efficiently. The growth of containerised exports through Nigerian terminals shows what is possible when investment, efficient operations and customer needs are aligned. At APM Terminals Apapa, export container throughput grew by an average of approximately 15 per cent annually between 2020 and 2025. A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

A stronger export system creates a positive cycle. Growing exports increase demand for transport, warehousing, cargo-handling and related services. More consistent cargo volumes can support stronger inland connections and more reliable shipping services. The benefits extend to farms, factories, logistics companies, suppliers and communities located far from the waterfront. The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

The opportunity is therefore not simply to move more containers. It is to help more Nigerian businesses participate successfully in regional and global markets. Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Investment must translate into performance More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

More than USD600 million has been invested across APM Terminals’ Nigerian operations to modernise facilities, expand capacity and improve cargo flows. This has supported new equipment, infrastructure upgrades, improved cargo-handling capacity and stronger inland connections. Investment should ultimately be judged by its results: More reliable vessel calls, more predictable cargo flows and greater confidence for exporters and importers. Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Investment in barge infrastructure provides a practical example. The planned introduction of 24-hour barge operations at APM Terminals Apapa will give customers greater flexibility to move exports into the terminal, move import containers out and return empty containers throughout the day. For exporters, this flexibility can make the difference between meeting and missing the deadline for loading cargo onto a vessel. For importers, it provides another option that does not depend entirely on road transport. Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Technology is another essential part of the trade system. Digital platforms can improve cargo visibility, reduce repeated data entry and help the organisations involved in a shipment make decisions using the same information. Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Nigeria’s National Single Window has the potential to support this by linking trade processes that have historically been spread across multiple agencies and systems. However, digitalisation must simplify the customer journey rather than reproduce existing complexity online. The goal should be secure and efficient information exchange, with less manual processing for legitimate trade. Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Infrastructure and skills must develop together Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Modern equipment and digital systems require skilled people to deliver results. Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Port performance depends on equipment operators, engineers, planners, technology specialists, customs officers, logistics professionals, transport operators, safety teams and commercial personnel. Their decisions determine how effectively infrastructure is used. Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Investment in training and technical capability must therefore accompany investment in equipment, transport links and digital systems. The impact extends beyond ports, supporting transport companies, warehouses, service providers and many small and medium-sized enterprises that depend on trade. A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

A shared agenda for competitiveness Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Infrastructure alone will not determine Nigeria’s economic future. Policy, investment, entrepreneurship, innovation, security, energy and workforce capability will all remain important. But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

But trade infrastructure influences how effectively these strengths translate into economic outcomes. A productive factory cannot fulfil its potential if materials arrive unpredictably. A successful farmer cannot capture full value if produce deteriorates before reaching the buyer. A competitive exporter may still lose business if logistics costs remove the advantage achieved during production. Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Nigeria therefore needs a shared trade-corridor agenda focused on measurable outcomes. Government agencies and private operators should work together to reduce unnecessary delays, expand reliable rail and barge transport, improve road access, increase cargo visibility and simplify regulatory processes. Performance should be considered across the complete cargo journey, rather than within individual organisations. Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Internal market analysis indicates that Nigeria’s container market could more than double by 2050. Meeting that demand will require port capacity, inland transport and digital systems to develop together. The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

The goal is simple: less friction, greater predictability and more competitive access to markets. Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share

Success will not be measured by the number of cranes, roads or digital platforms. It will be measured by whether Nigerian businesses can move goods to customers reliably, safely and at a competitive cost. That is how Nigeria can turn its trade potential into lasting competitiveness. Frederik Klinke, Chairman, APM Terminals Nigeria Share