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Continuous Dialogue Critical to Tackling Telecoms Industry Challenges – Danbatta

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L- R: Engr. Bako Wakil, Director, Technical Standards and Network Integrity, Nigerian Communications Commission (NCC); Mr. Yakubu Gontor, Director, Finance Services, NCC; Mrs. Tolulase Omodele-Rufai, Assistant Director, NCC Lagos Zonal Office; Mr. Adeleke Adewolu, Executive Commissioner, Stakeholder Management, NCC; Mr. Babajika Mohammed, Director, Licensing and Authorization, NCC; Mr. Chidi Ibisi, Executive Director, Business Development, Broadband Communications Limited; Mrs. Chinwe Maduabum, 2021 Chairman Committee on Talk to the Regulator; Mr. Damian Udeh, Associate Director, Regulatory Affairs, IHS

The Executive Vice Chairman and Chief Executive Officer of the Nigerian Communications Commission (NCC), Prof. Umar Garba Danbatta, has said that continuous dialogues between the regulator and its various licensees is central to finding lasting solutions to issues negatively impacting licensee’s compliance with extant regulations and challenging the growth of the telecoms industry.

Danbatta stated this during the second edition of NCC’s 2021 Talk to The Regulator (TTTR) forum held in Lagos over the weekend. The theme of the discourse is, “Improving Stakeholders Satisfaction”. The Lagos edition of the programme followed the successful hosting of a similar dialogue in Kano on 16th October, 2021.

The objective of the forum is to get direct feedback from licensees on how the Commission, as a regulator, is meeting licensees’ expectations.

The programme was also designed to identify areas for regulatory improvement, highlight areas where licensees are defaulting as well as address critical industry challenges undermining full accomplishment of the set objectives for consolidating the gains in the telecoms sector.

According to Danbatta, who was represented at the forum by NCC’s Executive Commissioner, Stakeholder Management, Adeleke Adewolu, the forum is orgainsed in keeping with the Commission’s commitment to continually ensure regulator-licensee interactions to develop collaborative solutions and implementation programmes to the challenges of the telecom ecosystem.

“The Nigerian Communications Act (NCA, 2003) invests the NCC with powers and responsibilities for the regulation of both the technical and market-related aspects of telecoms infrastructure and services in Nigeria. We consider our role as regulator very vital to ensuring industry sustainability, because NCC considers consultation as the lifeblood of regulation” the EVC emphasised.

The EVC also declared that, “we have consistently deployed stakeholder engagement tools like public enquiries, private investigations, written information requests, one-on-one discussions as we are having it now and diverse consumer engagement platforms.

These tools enable us to ensure that our interventions are well-grounded and that our decisions are based on a clear understanding of stakeholders’ perspectives.”

Danbatta said that such interactions fit squarely within the five pillars of the Commission’s Strategic Management Plan (2020-2024), which include Regulatory Excellence, Promotion of Universal Broadband Access, the Development of the Digital Economy, Facilitation of Market Development, and Strategic Partnering.

“Through regular interactions with our licensees, the Commission is able to gain valuable insights to enhance our regulatory output and enabled us to drive excellence in consonance with the five pillars of our strategic vision for the industry as streamlined in the Commission’s Strategic Vision Plan (SVP), 2021-2025,” he said.

The EVC also reinforced the Commission’s belief that only through optional performance by the licensees will Nigeria be able to achieve the national objectives and targets in the National Digital Economy Policy and Strategy (NDEPS) 2020-2030, the Nigerian National Broadband Plan (NNBP), 2020-2025 and other national policy instruments targeted at developing the nation’s digital economy ecosystem.

He said on this basis that the Commission is, “Therefore, we intend to use this forum to seek support for many initiatives that the commission has carefully developed in our quest to enhance market opportunities for all our licensees,” Danbatta said to emphasise NCC’s faith in collaboration with stakeholders and its licensees in order to address any concerns that may impede the attainment of the relevant policy objectives.

The NCC CEO also emphasised that the Commission will continue to roll out forward-thinking and all-inclusive regulatory initiatives to provide market opportunities for all its licensees. Additionally, Danbatta said NCC is also committed to constantly reviewing licensing framework as well as key regulatory instruments so as to refresh the Commission’s regulatory frameworks and ensure better service delivery for consumers and efficient attainment of other national interest objectives.

However, Danbatta said some licensees are not doing as much as they ought to be doing. “Several licensees are struggling to pay their staff, many are unable to comply with basic licence obligations, some are defaulting in the payment of their Annual Operating Levies (AOL) while the level of interconnect and other inter-licensee indebtedness is still unacceptably high.

Therefore, we are required to ensure regulatory interventions are put in place to address challenges, bottlenecks and grievances that may arise among the licensees in this regard,” he said.
Also addressing the gathering, the Director, Licensing and Authorisation at NCC, Mohammed Babajika, said the forum was intended to foster a harmonious relationship with licensees, identify their challenges and provide feedback on licensees’ fulfilment of their licence obligations and to re-emphasise the role of licensees in ensuring good quality of service (QoS) and quality of experience (QoE) for the consumers.

While intimating the licensees of some regulatory initiatives focused on licensing issues, Babajika said despite the impact of the Covid-19 pandemic and its resultant challenges, the Commission was taking measures to further liberalise the telecoms industry by finalising the framework for Mobile Virtual Network Operators (MVNOs) while also reviewing existing licensing regulations.

In addition, the Director also informed the licensees that the Commission was finalising work on Information Memorandum (IM) for Fifth Generation (5G) technology deployment, which will promote emerging technology trends such as Internet of Things (IoT), Artificial Intelligence (AI), Over-The-Top (OTT) Services and Big Data Analytics, Blockchain, among others.

At the event, presentations were made by Management staff of the Commission to the licensees and others, who participated actively through listening, making observations and suggestions, as well as seeking clarifications to improve the quality of discourse and the expected outcomes.

 

 

7 Land Tenure Systems in Nigeria: Categories and Characteristics

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The land tenure system in Nigeria differs from the 36 states we have here across the country.

An appropriate land tenure system serves as a foundation for economic growth and a source of investment incentives. It allows for secure land ownership and rights, as well as the involvement of vulnerable groups such as women and low-income earners, as well as the reduction of conflict. When land rights are insecure, it leads to conflict, instability, tribal conflicts, and gender inequality, as women are denied the right to own or inherit land.

In this article, we will explain the meaning of Nigerian land tenure system as well as the major categories of land tenure and their characteristics.

Details About Land Tenure System in Nigeria
In Nigeria, the Land Tenure System is the process of giving property ownership to individuals, legal entities, corporations, and natural entities depending on their usage of the land. This procedure aims in safeguarding the public and sustainability of human habitats. Its main purpose is to help guide the manner an entity or group of persons occupies a particular area in the country, societies created the regulations that govern land tenure.

The system itself can be described as a set of laws, responsibilities, and rights that define a person’s obligations and privileges in relation to the land. The technique of management in terms of distribution, usage, acquisition, and exploitation of specific portions of land is defined by the land tenure system.

Nigeria’s land tenure system is a hot topic for debate, research, and review. The fundamental land law regimes and determinants of relevant land property rights and obligations. Land tenure in Nigeria is a complicated web of interconnections between many entities that govern land use. It also includes institutions that play a role in determining land ownership and use patterns. The government, customary laws, and other institutions are examples of these institutions.

Types of Land Tenure System in Nigeria

The major types of land tenure systems in Nigeria are as follows:

  • Communal Land Tenure System

The communal land tenure system arrangement elevates the community as the land’s ruling power. The basis for land sharing or ownership is decided by the community’s leader. This approach promotes large-scale farming, but it cannot be utilized as a loan security.

  • Leasehold Tenure System

A person is given temporary ownership of a plot of land by the owner in the form of a title. An individual may have temporary access to the land during the lease time, but it cannot be used as collateral for loans.

  • Tenants at Government Will

Tenants at Government Will is a way in which the Federal Government of Nigeria distributes land to farmers. The land is inexpensive to purchase, but it cannot be used as collateral for the loan.

  • Gift Tenure System

The voluntarily transfer of ownership rights from one landowner to another is known as the gift tenure system. The new proprietor might use this sort of land ownership as collateral for a loan. The new owner is also entitled to all of the advantages of land ownership. The new ownership status can, however, be reversed by a court judgment under this type of property tenure.

  • Freehold Tenure System

In this situation, an individual or a group pays a set amount of money in exchange for the right to own a piece of land. It can be costly to purchase land under this tenancy. The land can be utilized to obtain loans from a financial institution, which is an advantage.

  • Inheritance Tenure System

The transfer of land ownership rights to a successor following the primary owner’s death is known as an inheritance land tenure system. The next of kin of the landowner—usually the children—assumes the role of new landowners under this system. The main downside of this land tenure arrangement is that the beneficiary and other family members may have disagreements about the land allotment.

Rent Tenure System

In a rent tenure system, a tenant pays a set sum to the landlord for the privilege of utilizing the land for a set length of time. In comparison to leasehold arrangements, the rent period is comparatively short. Although this structure hinders tenants from making long-term plans.

  • The Characteristics of Nigeria’s Land Tenure System

The Nigerian Land Tenure System consists of the following elements:

  • An individual’s property right
  • Land use within a community
  • Possession of a common plot of land
  • Transfer of a legally assigned plot of land.
  • Advantages of Nigeria’s land tenure system
  • It manifests as a system for governing the legal relationship between individuals and communities in terms of land usage.
  • It’s a system that makes it possible for people to use and manage land and natural resources.
  • It is supported by “Decrees,” which address all matters concerning lands in Nigeria, including ownership, descriptions, partition, inheritance, mortgages, purchase/sale transfers, and so on.
  • Disadvantages of Nigeria’s land tenure system

It has roots in tradition and culture, which can lead to differing perspectives among people based on their religious and cultural backgrounds.

In summary, the land tenure system in Nigeria serves a very useful purpose in ensuring that the set of laws, responsibilities, and rights that define a person’s obligations and privileges in relation to the land are well adhered to.

Dennis Isong Helps Individuals Invest Right In Real Estate.For Questions On This Article Or Enquiring About Real Estate. Follow him on Youtube https://www.youtube.com/LandPropertyNG/ or Whatsapp/Call +2348164741041

 

Fixit45 Reports Acquisition of Parkit, Unveils Subscription-based VIP Programme

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R-L: Gideon Adepoju, Manager, Growth and Innovation, Gerald Okonkwo, VP, Business Development; Justus Obaoye, CEO and Co-Founder, and Fixit45; Abdulazeez Ogunjobi, Co-founder & CTO at an engagement session with partners in Lagos.

In demonstration of its stated commitment to facilitating value-creating interactions across stakeholders in the automotive industry, leading autotech platform, Fixit45 has announced the acquisition of Parkit, a network of tech enabled autocare and car wash centres.

Since its entry in to the market in July 2021, Fixit45 has been focused on building a platform that provides a seamless, collaborative infrastructure for interactions to occur across verticals that include auto repair and maintenance services, fleet management, auto parts sourcing and delivery, auto care, refurbishment and upgrades, repair financing and mechanic workshop software as well as pre-purchase inspections, underlying these with moderation for compliance and accountability.

Fixit45 caters to needs in the repair and maintenance segment, Parkit plays in the auto care vertical, Xparts is a discovery and trading platform for spare parts where you can explore a rich inventory, find exacts parts based on the platform’s AI tools and get these parts in very good time and Rampware is a Software-as-a-Service tool to help auto-workshops manage their operations and improve service delivery experience.

On the acquisition, Justus Obaoye, CEO and Co-Founder, Fixit45 said, “Parkit was committed to building out and digitizing the fragmented vertical in the autocare and car wash space. They provided business support, training and consumables to businesses and ensured that the experience was rewarding for fleet and car owners. We found synergies in what they were doing at the time and we approached them to join us in this journey to fix and build the aftermarket ecosystem which has culminated in the acquisition. Parkit has been fully integrated in the Fixit45 family and we look forward to providing market leadership.”

According to Gerald Okonkwo, VP, Business Development, Fixit45 and Founder, Parkit, “our business was founded in June 2018 to use technology in making the customer journey for car washes very seamless by automating payments, helping them acquire the right tools for the job and providing professional care services that were not available in-country. This journey has been a collaborative experience and we are blessed to have found the right team at Fixit45 with bold ambitions to create value for consumers in this space. The acquisition was finalized in September 2021 and we are looking to many more wins. When we started, we had to import most of our consumables and materials, but today, we are to provide quality car shampoo, upholstery, tire and engine wash, polish and air fresheners. This is just one of many success stories that this acquisition has berthed.”

Automobile ownership for car and fleet owners can be a frustrating experience owing to a myriad of factors that include highly fragmented, mostly unregulated industry, informal service providers who often lack the technical competence, as well as proliferation of counterfeit spare parts with a lack of warranty on repairs. These challenges in turn have also impacted the service delivery experience from service providers.

To change the narrative in the space, Fixit45 is collaborating with a lot of stakeholders and partners with a view to deepening value creation in the ecosystem. Some of these stakeholders include workshops, spare part suppliers, insurance companies, tow trucks, fintechs, and fleet owners.

The Fixit45 Vehicle Intact Programme (VIP) has been designed as the name suggests to delivering quality and affordable repair and maintenance services via subscription-based plans with a view to ensuring that the lifetime value of a vehicle or fleet is enhanced and productivity optimized. The rich bouquet of plans come in 4 packages that include the Service Plan, Maintenance Plan, Extended Services Plan and the Emergency Services Plan.

The Service Plan ensures that subscribers don’t have to worry about workmanship and getting their vehicles in good shape. The Maintenance Plan is a commitment to a routine and or scheduled preventive maintenance which in turn mitigates the need for some repair work on the vehicle. The Extended Service Plan works as an HMO for vehicles in which subscribers transfer to us the duty of keeping their fleet and or vehicles operational at all times. Because breakdowns don’t announce themselves, the Emergency Service plan is designed to give comfort and succor to motorists in the event of a breakdown.

With presence across 4 cities in Nigeria, more than 100 network partners and over 2500 vehicles under management, Fixit45’s ambition is to become Africa’s largest and most trusted autotech platform. “We have built a robust end-to-end ecosystem platform that caters for all players in the aftermarket segment. The industry has largely been based on brick-and-mortar operations and it is our intention to disrupt and digitize this space using technology,” said Abdulazeez Ogunjobi, Co-founder & CTO.

“It is gratifying to see the uptake and adoption of Fixit45’s service platform by corporates in the FMCG, Mobility and Tech industry. The glowing commendations we have received will further spur us to do more in the aftermarket space. Our value propositions of affordability, peace of mind, quick turnaround time, convenience, quality assurance and accessibility will never go out of fashion. We will double down on these and ensure that the vehicle ownership experience is better improved,” said Bemigho Awala, Head of Marketing and Communications.

 

African Alliance: N56bn Assets, N8bn Claims Paid, N6bn Profit in 2020

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African Alliance Insurance Plc has declared a profit before tax of N5.67 billion in 2020 compared to a loss of N7.04 billion in 2019 representing over 1300% year-on-year increase. This was made known at the company’s hybrid 52nd Annual General Meeting held in Lagos and streamed online.

Writing in the Chairman’s Statement to shareholders, the company’s Chairman, Dr Anthony Okocha, whose retirement was later announced at the event, high-lighted the many progresses of the company in the year under review.

“Your Company was able to grow its asset base by 29% from over N40 billion to N56.3 billion. This was as a result of substantial capital injection which gave us a boost on our bottom line to the tune of N5.67 billion from the 2019 loss position of – N7.04 billion. These profits have been immediately assigned as retained earnings to further boost our ongoing quest to revamp our books and grow the overall financial standing of your Company,” he said.

A further analysis of the books shows that the company paid N8.16 billion in claims, a 21% reduction year-on-year on the previous year’s figure of N10.4 billion. This, according to the Chairman, was as a “result of shrewd underwriting/ vibrant risk selection process which saw us cede strategically to reinsurers.”

The firm’s income from investments dropped also by 19% from N3.02 billion to N2.46 billion, a direct outcome of the decline in market rates, however, the company’s operating expenses also reduced by 14% as a precautionary counterbalance to the reduced earnings.
Whilst giving her remarks at the event, Joyce Ojemudia, Managing Director/Chief Executive Officer, African Alliance Insurance PLC, restated the management’s commitment to optimising costs and growing the market.

She said, “Our main focus next year is to grow our market share substantially. This will be achieved by massive beef-up of the sales team (field force and corporate marketers) and provision of necessary tools to aid marketing activities. We will reopen branches in locations we have found promising and enhance our presence in existing locations. Our quest to maintain physical presence resonates with our integrity drive as insurance is a business of trust especially amongst the retail market. This effort will be supported by digital technology as we adopt a two-prong onslaught on the market.”

She also listed as priorities the renewal of the company’s ISO certification as a business tool to enhance market confidence; staff training and retraining to aid knowledge acquisition; recruitment into key technical areas as well as massive IT upgrades to support the business goals.

Also at the meeting, the retirement of Dr Anthony Okocha, the company’s Board Chairman, effective 20th September, 2021, was announced. Sylva Ogwemoh, SAN, a Non-Executive Director of the Company, who chaired the meeting, described the retired Chairman as a man who was passionate towards the cause of African Alliance Insurance PLC.

“For a man to have led the board for 9 years is testament to his resilience despite all odds. We wish him a happy retirement and on behalf of the Board, management, staff and shareholders of the company, we thank him for his contributions to the growth of the company,” Ogwemoh said.

Recall that under Dr Okocha’s watch, the company successfully conducted the first rebranding exercise in its 61-year history firmly making it attractive to younger professionals and repositioning it for future success.

Incorporated in 1960, African Alliance Insurance PLC is widely regarded as the strongest life specialist in the industry. With a policyholder base of over 50,000 policies, spanning more than three generation, the company is adequately positioned to provide innovative and customised plans for the Nigerian market.

 

Danbatta Tasks NODITS on Effective Actualisation of Mandates

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The Executive Vice Chairman and Chief Executive Officer (EVC/CEO) of the Nigerian Communications Commission (NCC), Prof. Umar Garba Danbatta, has urged the Nigeria Office for Developing the Indigenous Telecom Sector (NODITS) on the need to ensure effective delivery of its mandates with respect to the promotion of indigenous contents in the nation’s telecoms sector.

Danbatta made this call in a keynote address delivered at a two-day brainstorming and team-building session organised by NODITS team, which started in Abuja on Thursday, November 25, 2021. The EVC said the Office is very critical to effective mainstreaming of local content development in the nation’s burgeoning telecoms sector.

NODITS is a special purpose vehicle (SPV) designed to stimulate the creation and development of top- quality indigenous content in the telecommunication sector. The creation of the NODITS on July 5, 2021 and its domiciliary in the Commission was sequel to the signing of the National Policy for the Promotion of Indigenous Content in the Telecommunication Sector (NPPIC) by the President in March, 2021.

Represented at the event by the Director, Human Capital and Administration, NCC, Usman Malah, Danbatta said the development of NPPIC, facilitated by the Minister for Communications and Digital Economy, Prof. Isa Ali Pantami, is essentially aimed at driving the desire of the current administration and the NCC to ensure that indigenes become more active participants in Nigeria’s telecoms sector.

Speaking on Management’s expectations from NODITS, the EVC said, as an SPV under the purview of the Commission, NODITS would be expected to get involved in development of new guidelines and regulations bordering on indigenous content, local manufacturing of telecom equipment, outsourcing services, construction and lease of telecoms ducts, succession planning in the telecoms sector, among others.

He also implored the NODITS team to adhere to regulatory and ethical principles held in high esteem by the Management of NCC. “The Commission’s commitment to maintaining high standards, ethical conduct, and superior performance is a priority of the Management, hence by extension, NODITS should reflect the established values, guiding principles, strategic awareness and the goodwill associated with the NCC,” he said.

Besides, the EVC said NODITS would be involved in working with various stakeholders towards reducing capital flight, as local manufacturers would be encouraged to participate in the design and manufacturing of devices. This vision will also ensure that manpower requirements towards making indigenes active participants in the Nigeria’s telecoms development are met.

“In essence, NODITS will be expected to initiate strategic programmes and projects that will stimulate the growth of the telecoms sector through an approach that is visionary, focused, sustainable and based on incentives to indigenous telecom stakeholders” EVC said added.

The EVC rounded off by congratulating the pioneer team of the new Office. He pointed out that they were carefully selected by NCC Management based on their background, dedication, integrity. He urged the team to work harmoniously within the Office and with other relevant stakeholders to fast-track seamless delivery of its mandates, as clearly spelt out in the NPPIC.

In his remarks, the Team Lead, NODITS, Babagana Digima, spoke about the mission and vision of NODITS, as he made his presentation on the progress so far recorded by the team in five months of its existence.

He said while the Mission of NODITS is “to deliver on the objectives of the National Policy for the Promotion of Indigenous Content in the telecom industry and the Executive Orders 003 & 005,” its vision is “to harmoniously integrate indigenous content in the Nigerian telecoms sector.”

The Executive Order 003 mandates all the Ministries, Departments and Agencies (MDAs) to always grant preference to local manufacturers of goods and service providers for procurement; while the Executive Order 005 seeks the promotion of Nigerian content in contracts bordering on science, engineering and technology.

Digima itemised some of the activities being carried out by NODITS within the last five months of its creation. This include visiting the National Information Technology Development Agency (NITDA); visitations to various Subscriber Identification Module (SIM) manufacturers; engagements with Mobile Network Operators (MNOs); ongoing training of 60 young entrepreneurs, and developing industry relevant proposals for incentivising Information and Communication Technology (ICT) companies by the Federal Government, among others.

In addition, Digima said NODITS has, so far, identified partners it would be collaborating with towards achieving its mandates. They include the NCC, NITDA, Standard Organisation of Nigeria (SON), Ministry of Communications and Digital Economy, Nigerian Investment Promotion Commission (NIPC), Nigerian Contents Development and Monitoring Board (NCDMB) and the Raw Materials Research and Development Council (RMRDC).

Others are the Bureau of Public Procurement (BPP), Industrial Training Fund (ITF), National Agency for Science and Engineering Infrastructure (NASENI), National Automotive Design and Development Council (NADDC), Nigerian Exports Zones Processing Authority (NEZPA), Nigeria Extractive Industries Transparency Initiative (NEITI), and Ajaokuta Steel Company (ASC).

Digima called on his team at NODITS to work with dedication and purpose towards building a telecoms sector where ingenious players are actively participating in creating values for the overall development of the digital economy. “A chain is only as strong as its weakest link. I want us to build a strong and resilient Office that will be fit-for-purpose, withstand the test of time and which the telecom industry will look back at and appreciate like the great pyramids of Egypt. All of us will be the designers, thinkers, architects, and builders in this great NODITS journey,” he added.

NCRIB Strengthens Collaboration with BIBA

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L- R: Managing Director, Risk Analyst Insurance Brokers, Dr. (Mrs) Funmi Babington-Ashaye; President, the Nigerian Council of Registered Insurance Brokers, Mr. Rotimi Edu; Chief Executive, British Insurance Brokers Association (BIBA), Mr Steve White and Managing Director, Leverage Insurance Brokers Limited, Hon Lanre Laoshe during a courtesy visit of NCRIB delegates to BIBA Office in London.

The Nigerian Council of Registered Insurance Brokers (NCRIB) has strengthened its collaboration with British Insurance Brokers Association (BIBA) with an assurance of support received from the Association.

The President of the Council, Mr. Rotimi Edu during his visit to BIBA in London said there were increasing areas of collaboration between the NCRIB and BIBA in the light of unfolding challenges post by the post Covid-19 era.

Edu, who appreciated the past support of BIBA to the Council noted that the NCRIB Members would latch more on the expertise of BIBA Members in strategic areas such as Oil & Gas, Risk Management and Strategic Leadership

On the forth coming BIBA Conference, the NCRIB President, Mr. Edu promised that the Council’s delegates will make an impressive appearance in other to take advantage of the focus of the Conference.

Responding, the Chief Executive of BIBA, Mr. Steve White congratulated Mr. Edu for emerging as the President of the Council and reaffirmed BIBA’s readiness to share knowledge and data with the Council when and where necessary

The President was joined by Dr. (Mrs) Funmi Babington-Ashaye, Managing Director, Risk Analyst Insurance Brokers and Hon. Lanre Laoshe of Leverage Insurance Brokers.

INEC Commends Anambra Voters for Success of Nov 6 Governorship Election

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Professor Mahmood Yakubu, Chairman, Independent Electoral Commission (INEC) has commended the people of Anambra State over the successful governorship election in the State on Saturday, November 6, 2021.

Yakubu stated that despite the conduct of the election under difficult circumstances, the Commission has declared a winner and the Certificate of Return has been issued.

“The election was peaceful and the outcome of the election has been universally adjudged to be credible. We want to thank the voters in Anambra State for their patience and faith in the new BVAS technology which was deployed for the election. This has also justified the hope of citizens across the country that the deployment of more appropriate technology is essential to electoral integrity in Nigeria.”

AMCON: A ‘Special Animal’ Created by Govt to Tackle a Special Problem – Judge

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Group photographs of all participants at the end of the interactive session between AMCON and other government agencies and stakeholders in Abuja at the weekend

Justice Nnamdi Dimgba of the Federal High Court Awka Division at the weekend rose in strong defense of the Federal Government of Nigeria led by President Muhammadu Buhari, the Central Bank of Nigeria (CBN), the Federal Ministry of Finance and the National Assembly for setting up the Asset Management Corporation of Nigeria (AMCON) and granting the agency some special powers to enable it to recover its troublesome bad debts.

As a ‘bad bank,’ AMCON has current huge outstanding debt of over ₦4.4trillion owed it by a few individuals that destroyed a good number of financial institutions through huge borrowings with no intention to pay back the loans. Consequently, the bad loans were sold to AMCON when it was created in 2010. AMCON upon taking over the bad debts, AMCON recapitalised a good number of the affected the financial institutions and stabilised the financial sector. Having completed that AMCON then has the mandate to go after the obligors to recover the debt.

Aside from the banks that were destroyed by these obligors, other sectors of the Nigerian economy such as the oil and gas establishments, manufacturing firms, airlines, real estateand construction companies, maritime firms and power generating organisations, insurance companies just to mention a few were all affected. But as AMCON intensifies efforts to recover the huge outstanding debts, these obligors have perfected the act of hiding under all sorts of technical lacunas in the AMCON Act to frustrate recovery.

On the other hand, the Federal Government through the National Assembly is also thinking ahead and so have gone ahead with some amendments in the Act establishing AMCON, which gives AMCON some additional powers that would hasten their recovery mandate.

Only recently, President Buhari again signed into law the Asset Management Corporation of Nigeria (Amendment) Act, amending the AMCON Act No.4, 2010. The AMCON Act among other adjustments provides for the extension of the tenor of the Resolution Cost Fund (RCF) and grants access to the Special Tribunal established by the Banks and other Financial Institutions Act 2020, which confers on AMCON the power to among others… “to take possession, manage, foreclose or sell, transfer, assign or otherwise deal with the asset or property used as security for Eligible Bank Assets (EBAs), and related matters.’’

This latest development has also attracted criticism especially from the quarters of the obligors and those sympathetic to them. Justice Dimgba who was speaking to participants at an interactive organized by Legal Academy for Land Registry Officials, Corporate Affairs Commission personnel, AMCON and other stakeholders of the Federal Government while reacting to the enormous powers of AMCON on Saturday in Abuja took sides with President Muhammadu Buhari, the National Assembly, the federal Ministry of Finance, AMCON and the Central Bank. He said they need to do whatever it takes within the ambit of the law to ensure that these individuals who are holding the collective commonwealth of Nigeria are made to return them to the government through AMCON.

According to him, supporting AMCON, which is what those that created the agency is doing and had done with the latest amendment of the AMCON Act is the only way to compel repayment. This move the legal luminary argued is because AMCON is a ‘Special Animal’ created by the Federal Government of Nigeria to deal with special problem in the country, which started with the global financial meltdown that affected many economies the world over including Nigeria.

Earlier in his submission, Mr Aminu Ismail, AMCON Executive Director of Operations who represented Mr Ahmed Kuru AMCON MD/CEO at the interactive session reminded participants that the AMCON mandate remains a national assignment, which requires the collaboration of all agencies of the government.

He said this high-level collaboration is needed because AMCON’s total current exposure on all Eligible Bank Assets (EBAs) presently stands at ₦4.4 trillion. Of this huge number, only 350 outstanding obligors account for 83% of the total EBA balance just as 244 of the top 350 obligors are in various courts. However, the collateral coverage is only 16% of the total current exposure.

 

Sovereign Trust Insurance Pioneer Chairman, Ephraim Faloughi Bags Honorary Doctorate Degree

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L-R: Bisola Asaju, AGM/Head, General Internal Services, Segun Bankole, DGM, Sales & Corporate Communications, Kayode Adigun, GM, Finance & Corporate Services, Olaotan Soyinka, MD/CEO, Sovereign Trust Insurance Plc, Ugochi Odemelam, Executive Director, Marketing & Business Development, HH. (Dr.) Ephraim Fagha Faloughi, OON, and Barrister (Mrs.) Wendy Faloughi at the conferment ceremony of an honorary doctorate degree in Management Science, (Honoris Causa) on the pioneer and founding Chairman of Sovereign Trust Insurance Plc, HH (Dr.) Ephraim Fagha Faloughi, OON, by the Federal University of Technology Akure, FUTA on November 27, 2021.

The pioneer Chairman and founding Father of Sovereign Trust Insurance Plc, HH. (Dr.) Ephraim Fagha Faloughi, OON has been conferred with an honorary doctorate degree in Management Science, (Honoris Causa) by the Federal University of Technology Akure (FUTA).

INEC Deepens Deployment of Technology for Elections in Nigeria

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The Independent Electoral Commission (INEC) says it has deepened and will continue to use technology in the electoral process in Nigeria in order to minimize human intervention and invariably improve the transparency of elections in the country.

Professor Mahmood Yakubu, Chairman of INEC said at a strategic interactive meeting with online publishers in Lagos that such technological innovations have greatly assisted the Commission in conducting all stages of the electoral process in a seamless, transparent and efficient manner.

He said the innovations became imperative since the 2019 general election as various activities of the Commission are now conducted partially or entirely online through dedicated portals.

He listed the activities as follows:

  • Voter Pre-registration
  • Nomination of Candidates for Election by Political Parties
  • Submission of List of Polling & Collation Agents by Political Parties
  • Accreditation of National & International Observers for Election
  • Accreditation of Media Organisations for Elections

Making reference to the recent governorship election in Anambra State, the INEC Chairman said:

“Suffice it to say that inspite of the glitches, the introduction and use of the Bimodal Voter Accreditation System (BVAS) has justified our determination to deepen the deployment of technology in the electorsl process. Given the credible conclusion of the election, it has strengthened our belief that even the minimal introduction of technology in voter accreditation is better than the best manual process.”

Emirates Denies Allegation of Flight Suspension from Nigeria

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The UAE government continues to advance its dialogue with the Nigerian authorities, and the latest discussions signal great optimism for a positive way forward. We regularly update our website to keep our customers informed, and although our operations are still on hold, Emirates is keen to restart services to and from Nigeria, and are working closely with designated laboratories in Nigeria to provide the required tests and hope to be able to get all laboratories ready for implementation very soon. We are committed to Nigeria, and look forward to providing much needed connectivity for our customers, helping to meet growing air travel demand in and out of our two Nigerian gateways and making air travel more accessible to and through Dubai to over 120 destinations across our global network.” – Emirates spokesperson

Sovereign Trust Insurance Reports N10bn Gross Premium in Q3 2021

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Mr. Olaotan Soyinka Managing Director/CEO Sovereign Trust Insurance Plc
Mr. Olaotan Soyinka Managing Director/CEO Sovereign Trust Insurance Plc

Mr. Olaotan Soyinka
Managing Director/CEO
Sovereign Trust Insurance Plc

Despite the dwindling state of the economy amidst the challenges of the post-covid-19 experience, which has led to so many businesses grappling for survival including the insurance industry in 2021, Sovereign Trust Insurance Plc has again, proved to be a very resilient underwriting organisation that is determined to rise above board in the midst of so many obstacles.
Just recently, the unaudited third quarter result of the Company was made public on the Floor of The Nigerian Exchange Limited.
The Managing Director and Chief Executive Officer of the Company, Mr. Olaotan Soyinka said the result reflects the realities of the times and that the Company is undaunted and will continue to remain focused in ensuring that the Company keeps up with its obligations as a very dynamic and responsive corporate entity.
The Company recorded a growth of 17% in its Profit Before Tax totaling N701 million as against N600 million recorded in the corresponding period in year 2020 while profit after tax increased by 13% from N537 million to N606 million in the period under review. The gross premium written also grew by 17% from N8.4 billion in 2020 to N9.8 billion in 2021 third quarter.
One other very significant highlight of the 2021 Q3 unaudited result is the increase in the net premium of Sovereign Trust from N3.2 billion in 2020 third quarter to N4.3 billion in third quarter of 2021 representing a 31% growth rate in the net premium written of the company. The Company’s total assets also grew by 11% in the period under review from N12.6 billion in September of 2020 to N14 billion in the corresponding period of 2021.
Total equity also grew by 12% from N8.2 billion in the corresponding period of 2020 to N9.2 billion in third quarter of 2021. Earnings per share of the underwriting firm increased from 5.28 kobo in September 2020 to 6.18 kobo in September 2021. Net assets per share also took a leap from 57 kobo in the corresponding period of 2020 to 81 kobo in the same period of 2021.
The Managing Director while briefing newsmen in Lagos said the Management of the Company is committed to meeting and surpassing the expectations and aspirations of its shareholders and other stakeholders as the Company remains focused on her strategic objective of accelerating the growth of the Company through asset base, revenue, and profitability in the years ahead.

NLNG: $18bn Dividend, $18bn FDI, $9bn in Taxes, $1.2bn Vendor Finance, 100% Nigerian

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Philip Mshelbila
Managing Director/CEO
Nigeria LNG Limited

The Nigeria LNG Limited (NLNG) is considered one of the most important economic projects in Nigeria. Since it began operations in 1999 when it shipped its first LNG cargo, NLNG has brought significant economic benefits to Nigeria.
Some of these are detailed below:

• Dividends
NLNG has also over the years paid dividends of about USD18 billion to the Federal Government of Nigeria courtesy of its shareholding in the company, via Nigerian National Petroleum Corporation, NNPC.

• Taxes
As a good corporate citizen, NLNG also contributes to national wealth and the economic wellbeing of states in which it operates, by paying all applicable taxes and tariffs.
The company has paid about USD9 billion in taxes to the Federal Government of Nigeria.

• Feedgas Payment
Payment to the Federal Government of Nigeria via its shareholding in Nigerian National Petroleum Corporation, NNPC, for feedgas from inception till date is about USD15 billion.

• Foreign Direct Investment (FDI)
With its plant construction, the company generated considerable Foreign Direct Investment (FDI) for the country.
NLNG has assets (i.e.property, plant and equipment) worth about USD17.5 billion with 51% stake by international oil companies and 49 per cent belonging to the country through the Nigerian National Petroleum Corporation (NNPC).

• Gross Domestic Product (GDP)
The company, since 2008, has contributed about four per cent of Nigeria’s annual Gross Domestic Product (GDP). With rebasing of the GDP in 2014, NLNG’s contribution to the GDP is estimated at about one per cent.

• Job Creation
NLNG provided more than 12,000 jobs at the peak of construction of each plant. Overall, the major sub-contractors employed over 18,000 Nigerians in technical jobs in the Base Project (Trains 1 and 2).
Through each Nigerian Content plan for its contracts, NLNG has promoted the development and employment of Nigerian manpower. Over 12,000 direct jobs will be generated during the construction phase of Train 7.

• Local Content Development
NLNG supports the development of community and Nigerian contractors to enhance their capacities and capabilities thereby enabling them to achieve standards of excellence.
In our host community, through the initiative to empower local contractors via the Finima Legacy Project, indigenous contractors have made capital investments in their companies thereby expanding their operating capacity.
The capabilities of local vendors have also been developed through mentoring and partnerships between more established Nigerian vendors and community vendors.
Nigerian Content commitment in the acquisition of six new technology DFDE ships by NLNG’s subsidiary, Bonny Gas Transport, led to major achievements such as a feasibility study for the establishment of a drydocking and ship-repair yard in Nigeria, the training and development of Nigerians (both in Nigeria and Korea) in various aspects of ship design and construction, and export of Nigerian goods for use in construction of BGT ships in South Korea.
For Train 7, 55% of both engineering activities and procurement will be carried out in Nigeria and by Nigerian vendors.

• Environmental Hazard Reduction
Nigeria LNG Limited utilizes gas that would otherwise be flared by upstream companies, which has helped to protect the environment from the effects of gas flaring. NLNG has contributed to the reduction of gas flaring in Nigeria from 65 to about 20%.
The environment is further protected by the significant reduction in felling of trees for use as fuels. Further, NLNG has contributed to a healthier nation by encouraging the use of cleaner energy through its domestic LPG supply programme which has also resulted in reduced expenditure on respiratory health issues.

• Deepening Domestic LPG Sector
For over 10 years, NLNG’s intervention in the supply of Liquefied Petroleum Gas (LPG) – otherwise known as cooking gas – to the domestic market under the NLNG DLPG Scheme has guaranteed LPG supply, availability and affordability, and has stimulated the development of different parts of the DLPG value chain in Nigeria.

• Nigerianisation
NLNG and its shareholders agreed on a Nigerianisation scheme on September 1, 1997. This was revisited and updated in 2004. The objective of the scheme which was to Nigerianise the company’s workforce was achieved in 2012.
The company is now run by a 100% Nigerian senior management team and 95% Nigerian staff. NLNG, therefore, contributes to the reduction of unemployment figures in Nigeria.

• Increased Shipping/Marine Human Resources
With the incorporation of its first subsidiary, Bonny Gas Transport (BGT), in 1989, the LNG shipping industry in Nigeria was born. Currently, NLNG, through NLNG Ship Management Limited (NSML), another of its subsidiaries, is the biggest employer of Nigerian seafarers on board its 13 BGT-owned ships. NLNG has trained hundreds of sea-going officers, some to the level of captains and chief engineers.

• Vendor Finance Scheme
NLNG recognises the fact that funding is the bane of the Nigerian manufacturing industry. This led, in 2013, to the introduction of the USD1 billion NLNG Local Vendors Finance Scheme (NLVFS) which was increased to USD1.2 billion in June 2017 with the introduction of an additional participating bank to the scheme making a total of six participating banks.
The scheme facilitates access to funds from six participating banks to NLNG-registered vendors (suppliers of goods or contractors of services).
Under the scheme, vendors are able to get quicker access to finance at fairer terms for their NLNG related business operations by leveraging on NLNG’s relationships with the banks.

Absa Seeks Stronger Private Sector Participation in Dev of Infrastructure in Nigeria

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Sadiq Abu
CEO
Absa Nigeria

Sadiq Abu, CEO of Absa Nigeria, has called for a robust public-private sector investment in national infrastructure development to enable impactful national productivity and wider enterprise with a strong bearing on the overall Gross Domestic Product (GDP).
In a recent statement, Sadiq Abu, said, “Private sector participation in national infrastructure development will offset the impact of the worsening government fiscal position on the nation’s growth agenda while catalyzing the local economy.”
He explained, “The extensive network of Nigerian roads, railway, air travel, and municipal facilities have to be continuously maintained and renewed to provide optimum support to the small and large businesses that are driving the economy.”
According to him, the government may not be well-placed to make the total funds available to address the current level of the nation’s infrastructure deficit seeing it has been committing a larger chunk of its dwindling revenues to mitigate the impact of the pandemic.
He stressed that encouraging private sector participation in infrastructure development will provide the robust funding necessary to renew and revive ailing state assets. As well, infrastructure spending will reboot the economy leading to faster recovery from the COVID-19 disruptions.
Recall that as part of the government’s drive to bridge infrastructure gaps in the country, Vice President Yemi Osinbajo in July 2021 announced the establishment of a $37 million Infrastructure Fund and the selection of four firms of asset managers to ensure the proper management of the Fund.
To lend credence on the insight shared by Sadiq Abu, the Vice President had called on the private sector to identify areas of collaboration with the government, optimize the benefits in infrastructure investment and contribute to the creation of jobs for unemployed Nigerians.

Lagos State Partners Ecobank to Uplft Artisanal Fisheries Value Chain

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Left: Permanent Secretary, Ministry of Agriculture, Lagos State, Hakeem Adeniji; Commissioner for Agriculture, Lagos State, Abisola Olusanya; President, Lagos State Fishermen Cooperative Society, Mr Adekunle Fasasi; Head, Public Sector and Agric Business, Commercial Banking, Ecobank Nigeria, Mojisola Oguntoyinbo and Area Manager, Lagos Mainland, Margaret Fawibe at the presentations of fibre glass boats with outboard engines and other ancillary fishing equipment to fish farmers in Lagos.

Ecobank Nigeria has received commendation from the Lagos State Government on its partnership to uplift artisanal fisheries value chain in the State.
Ms Abisola Olusanya, the Commissioner for Agriculture in her remark at the presentation of 34 fibre glass boats with outboard engines and other ancillary fishing equipment to cooperative societies of 680 youth fishermen, said partnership with Ecobank has been phenomenal in helping to develop business models suitable for the fishermen, stating that the ministry was partnering with Ecobank and Old Mutual Assurance, to provide banking services, track cash flow in the business and aid fleet expansion for the fishermen.
Olusanya disclosed that the empowerment was under the 2021 Agricultural Value Chains Enterprise Activation Programme, inaugurated by Gov. Babajide Sanwo-Olu in July as part of the government’s commitment to supporting the fishery value chain.
She said that it was envisaged that the deployment of the fishing assets would create over 2,000 jobs in the upstream and downstream sub-sectors of the artisanal fisheries value chain, as well as to produce 4,531 metric tonnes of fish annually. Olusanya said that each cooperative group comprising 20 members each would receive a boat.
The commissioner further explained that the partnership with Ecobank was aimed at monitoring the activities of each cooperative group to ensure that they make judicious use of the equipment.
“Today, we are distributing the fibre glass boat to 34 cooperative groups free of charge, under the 2021 Agricultural Value Chains Enterprise Activation Programme.
“We need to monitor your activities to ensure that you utilise the equipment very well and also expand and increase the number of your fleet with the support of the financial institution. The banks are here to plan your business and increase opportunities for the generations to come. We want you all to grow your business and become multinational companies. We don’t want people to come from Japan, Netherlands and other foreign countries to talk about fish more than our people from the local fishing communities,” she said.
The Head, Agriculture Desk, Ecobank Nigeria, Mrs Moji Oguntoyinbo, said that the bank was delighted to partner with the state government on the fisheries value chain.
Oguntoyinbo said that it was an intentional action for the bank to partner with Lagos state, due to its coastal region with a lot of opportunities in fisheries.
“We have seen Lagos state as a coastal region with a lot of opportunities in fisheries and we are delighted that the government has picked us as a focus in food sustainability to start development in this sector. Today, we are very delighted to be a partner on this laudable project. This is an intentional investment and incentive to fishermen in Lagos, to promote this sector to the extent of making it possible for fish production and exportation, in the very near future, from the State.”
“This is very laudable for us and we are delighted that this will be a role model plan and action that we will also try to replicate in other coastal regions of Nigeria.
“Lagos is always taking the lead and we are delighted to partner with you on this project,” she said. She urged the beneficiaries to be consistently focused to ensure that the project would continue to revolve and would be extended to many more beneficiaries in the nearest future.
Also, Mr Adekunle Fasasi, President, Lagos State Fishermen Cooperative Society commended the government for its continuous support and empowerment to the value chain. He noted that in the whole of Nigeria, Lagos state was first in terms of fish production and promised to increase its number with the new empowerment.
“Lagos is a coastal region; we have oceans and seas and it is important that we take advantage of this for economic benefits. I am particularly happy that this initiative is focused on the youths, because these are the people that will take over from us aged fishermen. I, hereby, implore the farmers to use the property as if they paid for it and prayed that God would continue to give them wisdom and strength needed to be better fishermen. Do not take it with levity because it is a gift,” he advised.”