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A Mother-of-three has cried out that her husband sold their house and her car, emptied her bank account, and left her with over N9 million in debts.

She said after this she relocated to Lagos to start life afresh but last night she was r%bbed inside a one chance vehicle and all she had in her account was taken.

She does not know how to start life again and she needed help for her children.

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Reno Omokri has educate Nigerians, has he revealed that the 0.5% Cybersecurity levy is for your own good.

This Cybersecurity Levy is not a policy or regulation of the Tinubu administration. Those bandying that claim are either ignorant or dishonest. This is a policy that has existed since 2015. Like many things in the Buhari administration, it was implemented in breach, which is why Cyber Security suffered under that unfortunate administration.

The reason why Binance was able to siphon $25 billion, which represents 6% of our GDP, out of Nigeria in just one year is because our cybersecurity architecture is porous. And as long as it is vulnerable, the Naira cannot be stable. And if the Naira is not stable, your purchasing power as a Nigerian will reduce drastically

Therefore, it is more profitable for you to pay a 0.5% cybersecurity levy and secure the Naira from all thr£ats, foreign and domestic, than for you to resist the policy, and the Naira goes into free fall.

Not all monetary transactions are affected. Social welfare schemes, such as the grant to nano entrepreneurs and any other social intervention program, are exempt, as are charitable donations, and tuition payments. Salaries, loans and their repayments, transfers between customers, and intra-bank transfers from one of your accounts to another account you have in a different bank are also exempt.

If the office of the National Security Adviser does not have a solid and dedicated team working to protect Nigeria’s military, industrial, financial, communications, educational and governmental online space from thrOats, the cost to you, personally, would be more than the 0.5% levy on your transactions, and I will give you an example.

If Binance had not been found out, and they had continued to funnel $25 billion out of Nigeria, that singular action would have meant that our Gross Domestic Product (the sum of all the wealth in Nigeria) would have dropped further by 6.5%.

Now, If Nigeria’s GDP tanks by 6.5% at a go, global ratings agencies like Fitch, Moody’s, Standard and Poor, and others that have recently upgraded our economy to a B Positive, woulddowngrade us. Once we get downgraded, international investors will not want to invest their money in Nigeria, and the demand for made-in-Nigital goods and services will fall, meaning that the exchange rate will go down.

Remember MMM? The reason the Mavrodian Mondial Moneybox were able to dupe hundreds of thousands of Nigerians of close to half a billion dollars is because of our weak cybersecurity system.

And these international carpetbaggers can smell such weakness the way sharks smell bl££d. When you are bl££ding, a predator does not feel sympathy towards you. They see your rupture as an opportunity.

That is why after MMM d¥ped Nigerians, other Ponzi schemes flooded Nigeria and amassed more daily regular traffic than the best read newspapers in Nigeria, including Ultimate Cycler, Zarfund, Givers Forum, Crowd Rising, Charity, to mention a few. They all came, they saw, and they d¥ped Nigerians.

When the cat’s away, the mice will play. Without adequate cybersecurity in Nigeria, opportunists, like Binance and MMM, would continue to fleece Nigeria and Nigeria off billions and put negative pressure on our Naira, which will reduce your purchasing power as a citizen.

There are arguments this levy would reduce financial inclusion. But in all honesty, people are more likely to bank their money if they know that Nigeruw’s cyberspace is safe from cybercriminals and the Dark Web than if they feel that our regulatory regimes are weak.

Obviously, politicians like Peter Obi, whom the International Consortium of Investigative Journalists fing£red for money laundering in their Pandora Papers, would be against such a laudable policy. But that is expected. The fly would always support the dustbin and its ability to cause the decay of life, over the refrigerator.

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Exxon Mobil Corp. (XOM), one of the world's largest oil and gas companies, traces its origins to an oil-refining business started by John D. Rockefeller, Maurice B. Clark, and Samuel Andrews in 1863 in Cleveland, Ohio. The business first incorporated as the Standard Oil Co. in Ohio in 1870, and by 1880 had grown into an oil empire controlling between 90% and 95% of all oil produced in the U.S. Despite a court order to dissolve in 1892, the company, which had been combined into a trust, maintained its power and operations. The trust shifted its headquarters to New York City and later incorporated as a holding company in New Jersey in 1899. But in 1911, the U.S. government ordered the company to divest its major holdings. One of those holdings was the Standard Oil Company of New York, which eventually became Mobil Oil Corporation in 1966. Another was the Standard Oil Company of New Jersey, which was renamed Exxon Corporation in 1972. The two companies merged in 1999 to become Exxon Mobil Corporation. Today, Exxon Mobil is the world's second-largest public energy company with a market capitalization of over $500 billion. In 2023, Exxon Mobil generated over $344 billion of revenue and profits of over $36 billion. Saudi Aramco, which went public in December of 2019, is the world's largest energy company.

Exxon Mobil's main business operations consist of the exploration for, and production of, crude oil and natural gas; manufacture, trade, transport and sale of crude oil, natural gas, petroleum products, petrochemicals, and a wide variety of specialty products; and pursuit of lower-emission business opportunities including carbon capture and storage, hydrogen, lower-emission fuels, and lithium.

Exxon Mobil no longer controls the same market share as its predecessor in the late 19th century, but it still commands an overwhelming U.S. share of sales in the combined upstream, downstream, chemical, and other segments of the oil and gas market, according to CSI Market.

While Exxon Mobil has grown primarily internally, it's sped up its growth and broadened its revenue base through a number of acquisitions over the past two decades. Some of these are oil deals that add to its core franchise. Other acquisitions extend Exxon Mobil's interests in shale oil and gas properties in the Permian Basin and Canada. Other takeovers have made Exxon Mobil a major producer of chemical compounds used to make consumer products such as clothing, computers, snowboards, and tennis racquets.

We look at five of these acquisitions in more detail below. A special note that Exxon Mobil does not disclose the current annual revenue or profit contributed by these properties.

XTO Energy was first established as the Cross Timbers Oil Company in 1986. Its shares were traded under the ticker symbol "XTO" after the company went public in 1993 and before officially changing its name to XTO Energy in 2001. The company continued to expand and had become the largest producer of natural gas in the U.S. by 2009. In that same year, Exxon Mobil announced the purchase of XTO Energy for $41 billion, including $10 billion of XTO's debt. Today, the company has operations throughout the U.S., Western Canada, and Argentina. The acquisition demonstrates a big push by Exxon Mobil into the natural gas sector, especially shale.

InterOil is an oil and gas company founded in 1997 that is focused primarily on Papua New Guinea with its main offices in that nation's capital Port Moresby as well as Singapore. Included among the company's assets is one of Asia's largest undeveloped gas fields, Elk-Antelope. Exxon Mobil announced it would acquire the company in mid-2016 and completed the transaction in early 2017. The deal bolsters the company's position in liquified natural gas (LNG).

BOPCO was owned by the wealthy Bass family, which inherited its initial fortune from its uncle, oil tycoon Sid Richardson. Richardson amassed a fortune over his lifetime and upon his death in 1959, left $100 million to his nephew Perry Bass and his sons. The Bass brothers built upon that fortune, mostly through oil. In 2017, Exxon Mobil purchased companies owned by the family, including BOPCO. The upfront cost was $5.6 billion with additional contingent cash payments worth a total of $1 billion to be paid between 2020 and 2032. The acquisition came with 250,000 acres of leasehold in the Permian Basin, which augments Exxon Mobil's operations in that region known for shale deposits.

Celtic Exploration, the oil and gas exploration and development company headquartered in the Canadian province of Alberta, was founded in 2002. The company's focus since its inception has been on acquiring land in Canada's shale regions. Celtic Exploration has oil and gas assets in the Montney shale gas region of British Columbia as well as in Alberta’s Duvernay shale region. Exxon Mobil announced that it agreed to acquire the company in 2012 and completed the transaction in early 2013. The deal demonstrates Exxon Mobil's continued push into shale oil and gas following its acquisition of XTO.

Jurong Aromatics, headquartered in Singapore and founded in 2005, is a manufacturer of aromatics. Aromatics are a class of chemical compounds, including benzene, toluene, and xylene, that are used in the production of many consumer products from clothing and computers to snowboards and tennis racquets. Exxon Mobil did not disclose what it paid for Jurong, but news reports said it paid as much as $1.7 billion to beat out a number of other bidders. The acquisition will serve to bolster the company's petrochemical and refining business.

As part of our effort to improve the awareness of the importance of diversity in companies, we have highlighted the transparency of Exxon Mobil’s commitment to diversity, inclusiveness, and social responsibility. The below chart illustrates how Exxon Mobil reports the diversity of its management and workforce. This shows if Exxon Mobil discloses data about the diversity of its board of directors, C-Suite, general management, and employees overall, across a variety of markers. We have indicated that transparency with a ✔.

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After Disney (DIS) reported a net loss for its fiscal second quarter despite returning a surprise profit in its direct-to-consumer entertainment segment and gave weak guidance for the third quarter, CEO Bob Iger and other executives joined the company's earnings call to discuss its streaming segment, expectations around ESPN+, the company's plans around Iger's succession, and Disney's parks strength as well as cruise business opportunities.

Iger highlighted in the call that the entertainment portion of the company's streaming business "achieved an important milestone" of profitability in the quarter.

Disney reported an operating profit of $47 million in its direct-to-consumer entertainment segment, which consists of Disney+ and Hulu, compared to a $587 million loss in the year-ago period. As a whole, its streaming businesses including the ESPN+ Sports segment returned an $18 million loss, narrowing significantly from the $659 loss recorded in the same period a year prior.

However, Iger noted that the company is "anticipating a softer third quarter, due in large part to the seasonality of our Indian sports offerings." Disney CFO Hugh Johnston said that Disney doesn't expect to see core Disney+ subscriber growth in the third quarter, but anticipates subscriber growth will return in the fourth quarter.

Iger reiterated that the combined streaming businesses are still on track to return a profit by the end of the 2024 fiscal year.

When asked about Disney's sports push, with Disney set to add some live games and studio shows from ESPN to Disney+ by the end of 2024, Iger said he feels "very bullish about it."

Iger said the company has "locked up long-term deals with significant sports organizations that includes college football championships, all the NCAA championships, and the NFL." He also said he's optimistic that Disney is "going to end up with an NBA deal that will be long term."

"There's really nothing like ESPN in the sports world and their hand is solid for the next decade," he said.

When asked about the company's plans to appoint a successor for Iger, he said that "the board is heavily engaged in the process and has appointed a succession planning committee that is meeting on a regular basis to not just discuss but also to manage the process."

"I'm confident that they will choose the right person at the right time and that to the extent that I can [I] will participate in the smooth transition," Iger said.

Iger, who is 73 years old, was reappointed to serve as CEO in 2022 after previously holding the role from 2005 to 2020. Disney's leadership has faced recent challenges from activist investors, but managed to stave them off so far, resolving its latest proxy battle at its most recent shareholder meeting.

Iger reported that Disney's second-quarter results were driven in large part by its experiences segment as well as the streaming business.

Johnston said operating income for Disney's parks and experiences increased by 13% year-over-year, with strong international parks growth driven by the Hong Kong Disneyland Resort, while Walt Disney World and the cruise business both contributed to domestic growth at Disneyland.

He noted that the company is "seeing some evidence of a global moderation from peak post-Covid travel" and pressure from wages, though he added that "there are lots of opportunities to continue to grow attendance, both domestically and internationally," specifically in the cruise business.

The cruise business "has an enormous number of opportunities" the CFO said, adding that "that is why [the company is] leaning more heavily into that business" and "expect[s] to get excellent returns."

Disney shares closed 9.5% lower at $105.39 Tuesday. However, even with Tuesday's losses, shares have gained over 16% since the start of the year.

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