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FCCPC: Never Should One-eyed Regulation Return

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FCCPC

By Emmanuel Abiodun

A little over a week ago, streaming service provider, Netflix, announced a subscription hike, the third within a year.  With the announcement, Netflix’s Premium plan climbed to N8,500 a month from N7,000. The Standard plan moved to N6,500 from N5,500, while the Basic plan rose to N4,000 from N3,500. The Mobile plan became N2,500, up from N2,200. The curious (perhaps not exactly curious) thing is that there was no outcry or subscriber outrage. The Federal Competition and Consumer Protection Commission (FCCPC), which carried on like a pit bull until early last month when a court ruling knocked the stuffing out of it, has become one of those playful sitting room dog breeds.

It may be tempting to think that it was the court ruling that put it on a leash. That, however, would be wrong. It has never been interested in price reviews by other businesses in whatever sector. Contrast that with the public circus that traditionally kicks off whenever MultiChoice, operators of DStv and GOtv, announce price changes. In February, when MutiChoice announced its most recent price adjustments, which took effect on 1 March, the FCCPC almost suffered a stroke caused by rage at what it described as the exploitation of Nigerians.

It tried to block the increases and threatened a bouquet of administrative sanctions if its instructions were not heeded. MultiChoice went to court. On 8 May, the recent Federal High Court ruling made it clear: the FCCPC lacks the authority to intervene in pricing decisions of businesses because the country is a free enterprise space.

The court observed that only the President can regulate prices by law and that any such delegation must be gazetted. In stripping the FCCPC of its claim to set MultiChoice’s fees, the judge also pointed out that price controls, if ever warranted, should apply to an entire industry rather than being wielded like a cudgel against one company. As John Oladapo remarked on X, “While FCCPC painted the case like a win because it was struck out for ‘abuse of court process,’ it wasn’t a win. The court went a step further to insinuate that the FCCPC was after certain industry players and that regulation should be industry-wide, not picking on a specific player.”

The irony is hard to ignore. Telecoms giants such as MTN and Airtel hiked their data and voice-call plans by 50 per cent.  Global FMCGs like Coca-Cola and Nigerian Breweries have upped prices repeatedly over the past 18 months. Even essential services such as BRT bus fares, train tickets, and passport renewal fees have gone up, often with little to no public backlash or regulatory intervention.

Yet, whenever MultiChoice reviews its subscription packages, packages that remain among the most affordable in Africa, the company is front-page news, vilified as though it alone should bear the burden of of the worsening business conditions in the country.

To be clear, MultiChoice does not set its pricing in a vacuum. Every channel on DStv and GOtv, from live European football to Hollywood blockbusters, must be licensed for millions of dollars in foreign currency. Those who think the pay television space equals life on the beach should at the fate that recently befell iROKOtv. Once hailed as “Nigeria’s own Netflix,” iROKOtv spent over $100 million trying to build a streaming service exclusively with Nigerian content. Despite initial enthusiasm and heavy external funding, it ultimately shuttered. its operations in Nigeria, citing a market unwilling to pay for subscriptions. If a Nigerian platform cannot sustain itself on local subscriptions alone, what chance does a company relying on licensed content priced in dollars have? Yet iROKOtv’s exit barely merited a footnote in the regulatory debate.

Now, letus dive into the heart of the matter: selective enforcement. The FCCPC’s posturing over DStv’s rate adjustment has been nothing short of hypocritical. Last year, the Nigerian Passport Service raised application and renewal fees with barely a whisper from consumer rights watchdogs. Meanwhile, fuel stations are free to raise petrol prices; electricity tariffs, prices of medications, food items and other household needs have soared unchecked. Private educational institutions are raising fees as they deem fit.

The FCCPC considers those needs inferior to that of watching pay television provided by MultiChoice. Singling out MultiChoice ignores the fundamental economic logic at play: when inflation consistently exceeds 30 per cent, the naira hovers around N1,600 to the dollar, and operational costs, studio productions, satellite transponders, transmission towers, skyrocket, no business can hold prices steady indefinitely. The court ruling was more than a procedural victory; it was a rebuke to the practice of regulatory bullying, which punishes just one business and head-rubs the others.

Nigeria is not Soviet Union 2.0, where strict price regulation inherited from the communist era can be at play. Blanket, arbitrary investigations do little to foster investor confidence; they simply encourage companies to consider exit strategies, just as Netflix has quietly moved many of its headquarters functions out of Lagos, and just as the last iROKOtv executive chronicled in her memoir that “the moment you become a lone target, you start slipping out the back door.”

Let us not pretend that price reviews are somehow unique to pay-TV. The moment Nigerians accept that a free market exists only for some participants, and only when regulators choose to intervene in a theatrically selective fashion, is the moment we consign ourselves to perpetual economic theatre. If the cost of a DStv Premium bouquet, still the lowest among African multichannel operators, represents exploitation, what should we call the 33% petrol bump? Or the 70% rise in local rice prices in 18 months? A consumer-advocacy board that demands justice for one and silence for many forfeits its credibility.

The Federal High Court ruling should serve as a rallying cry: no single company may be scapegoated for broader inflationary pressures. While the FCCPC’s statement triumphantly declared a victory, the real takeaway is that targeting one player undermines trust in the entire regulatory framework. Rather than pontificating from press releases, the commission must shift to measured, transparent investigations across all sectors, ensuring that any decision to challenge price adjustments is grounded in economic data and a true demonstration of monopoly power, not in the optics of populist outrage.

Nigerians deserve equal treatment under the law. If the FCCPC is truly concerned about predatory pricing, it must first show that any company, be it StarTimes, Netflix, or even petrol retailers, holds a dominant position that harms consumer welfare. Until then, we must guard against regulatory grandstanding that punishes the visible and spares the rest. Because if the choice is between a free-market status quo and an unpredictable “anything goes” attitude toward price controls, the verdict is clear: allow businesses the room to operate, innovate, and, yes, adjust their fees when the macroeconomic winds blow cold. A measured, industry-wide approach will fare far better than ritual humiliations aimed solely at MultiChoice.

Brands/Products

Reputation Economy: How Nigerian Brands Won and Lost Public Trust in 2025

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Reputation Economy

Nigeria’s leading independent media intelligence consultancy, P+ Measurement Services, has released its 2025 Industry Media Reputation Report, revealing that corporate reputation has emerged as one of the most decisive assets for Nigerian companies, rivaling financial performance and market share in shaping public trust.

The report analysed and audited thousands of print and online news reports published in 2025 across the banking, insurance, telecommunications, and e-hailing sectors. In total, coverage of 29 commercial banks, 13 insurance companies, five e-hailing platforms, and four telecommunications operators was examined to determine how corporate actions translated into public perception.

According to the findings, rising operational costs, currency pressures, regulatory scrutiny, labour relations, and service reliability now directly influence how brands are judged in the media and by stakeholders.

“Reputation is no longer a soft outcome of publicity. It is a measurable business asset shaped by corporate behaviour, governance quality, customer experience, and crisis response,” said a Senior Analyst at P+ Measurement Services, Ms Tumininu Balogun.

She added, “For more than a decade, we have been at the forefront of media intelligence in Nigeria. Our commitment to the PR and communications industry is to ensure that reliable media data and actionable insight are always available, so professionals can move beyond intuition and make truly data-driven decisions.”

E-Hailing Industry: Driver Relations Reshaped Corporate Reputation

The e-hailing sector recorded one of the clearest shifts in reputation dynamics in 2025, driven largely by labour policies and platform economics.

inDrive Nigeria led the sector with 39% of positive reputation share, following extensive media coverage of its decision to reduce driver commission to 0.1% during peak hours in Abuja. Bolt Nigeria followed with 32%, supported by reports on its electric tricycle deployment in Lagos. LagRide recorded 17%, driven by coverage of its electric vehicle infrastructure partnership, while Uber Nigeria accounted for 11% and Rida 1%.

On the negative reputation scale, Bolt recorded the highest share at 40%, linked to driver protests following fare reduction policies. Uber accounted for 29%, inDrive 20%, LagRide 8%, and Rida 3%, largely associated with reports on strike threats, platform reliability concerns, and driver earnings disputes.

The report notes that how platforms treat drivers has become as influential to reputation as rider experience.

Banking Industry: Profitability Confronted by Governance Risk

Among commercial banks, Stanbic IBTC recorded the strongest positive reputation position at 26%, driven by recognition as KPMG’s top retail bank. Zenith Bank followed with 22%, supported by dividend payout coverage. Fidelity Bank (19%), UBA (17%), and FirstBank (16%) gained positive reputation visibility through education initiatives, digital service upgrades, and branch automation projects.

However, reputational exposure remained significant. GTCO recorded the highest negative reputation share at 28%, followed by FirstBank at 26%, FCMB at 18%, and both UBA and Ecobank at 14%, mainly due to media reports concerning legal disputes, fraud investigations, and customer-related controversies.

The report highlights that in the banking sector, strong earnings and digital innovation strengthen reputation, but governance failures can rapidly undermine it.

Insurance Industry: Financial Stability and Data Protection Define Trust

In the insurance sector, AXA Mansard led positive reputation share with 36%, followed by Leadway Assurance (29%), AIICO (16%), NEM Insurance (11%), and SanlamAllianz (8%).

AXA Mansard also accounted for the highest negative reputation exposure at 68%, driven by reports of a significant decline in pre-tax profit. AIICO recorded 18%, Leadway 12%, and NEM 2%, largely connected to regulatory matters and data protection concerns, including coverage of customer data breaches.

The findings indicate that insurers are now judged as much by financial resilience and cybersecurity posture as by product offerings.

Telecommunications Industry: Infrastructure Investment Meets Rising Public Expectations

MTN Nigeria led positive reputation share with 47%, driven by infrastructure expansion narratives and innovation campaigns. Glo followed with 28%, Airtel Nigeria with 16%, and T2 (formerly 9mobile) with 9%, largely supported by its rebranding coverage.

On the negative reputation side, MTN recorded 44%, T2 31%, Glo 13%, and Airtel 12%, influenced by reports on service quality challenges and the Nigeria Labour Congress boycott directive targeting telecommunications operators.

The sector’s results suggest that while capital investment enhances visibility, network reliability and customer experience increasingly determine long-term reputation.

Reputation Has Become a Strategic Business Asset

Across all four industries, the report finds a consistent pattern: reputation in 2025 closely followed corporate behaviour.

Brands that demonstrated transparency, operational fairness, financial discipline, digital reliability, and customer focus were more likely to build positive public trust. Companies facing labour unrest, legal disputes, regulatory sanctions, data breaches, or service disruptions saw these issues rapidly reflected in their reputation profile.

For brand owners, investors, regulators, and communication professionals, the implication is clear: reputation is no longer managed only through messaging, but through measurable actions that are permanently recorded in the media ecosystem and searchable online.

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Nigeria Must Accelerate Adoption of Renewable Energy Solutions—JMG

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JMG Renewable Energy Solutions

By Modupe Gbadeyanka

A leading provider of integrated electromechanical solutions in Nigeria, JMG Limited, recently showcased real-world impact of its solar and hybrid energy solutions across key sectors of the economy to members of the media.

At the media tour held at JMG’s head office in Lagos, the Chief Commercial Officer of JMG, Mr Rabih Jammal, stressed the urgent need for Nigeria to accelerate its adoption of renewable energy solutions.

“Clean energy is no longer a future concept – it is happening now – and it is working. At JMG, we are not just advocating for renewables; we are delivering them.

“From our 150-kilowatt solar installation at our Victoria Island head office to multiple large-scale deployments nationwide, we have proven that clean energy works technically, commercially and financially,” he said at the event hosted to commemorate the International Day of Clean Energy.

According to him, JMG’s solar and hybrid projects have helped clients save millions of naira in diesel costs, improve energy reliability and significantly reduce carbon emissions.

“As more countries move toward sustainable solutions, clean energy has become an economic imperative for Nigeria. It enhances competitiveness, lowers operating costs and enables communities. This is only the beginning as we will continue to invest in solar solutions, technology, partnerships and people to scale clean energy across the country,” he added.

Also speaking, the Head of Marketing at JMG, Ms Oluwatomi Faniran, described clean energy as a core responsibility embedded in the company’s business strategy.

“At JMG, clean energy is more than technology; it is a responsibility. Our track record speaks for itself,” Ms Faniran said, highlighting the successful deployment of solar hybrid systems at NIPCO fuel stations, the powering of a government state house, and energy-efficient solutions delivered at facilities such as Nourdm Global and Rack Centre.

With decades of experience delivering solutions that enhance comfort, safety and efficiency across residential, commercial and industrial spaces, JMG operates across critical business units including conventional and renewable power, electrical infrastructure, HVAC systems, elevators and escalators, air compressors and energy-efficient technologies. Its operations are backed by internationally recognised ISO certifications in quality management, health and safety, and environmental sustainability.

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Paystack Launches Holding Company The Stack Group

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The Stack Group

By Adedapo Adesanya

Top payment solutions company, Paystack, has launched a holding company, known as The Stack Group (TSG), in its bid to aggregate the tech-focused family of brands connected with the Paystack brand.

TSG founding shareholders include Stripe, Shola Akinlade (Founder and CEO of Paystack), and existing Paystack employees. The agreements establishing TSG as the parent holding company were signed in October 2025, and are subject to the requisite regulatory approvals.

The announcement comes as Paystack celebrates its 10-year anniversary in January 2026.

Since its acquisition by Stripe in 2020, Paystack has grown its payment volume by 12x and is licensed and operational in Côte d’Ivoire, Ghana, Kenya, Nigeria, and South Africa, with regulatory approvals for Egypt and Rwanda, representing 46 per cent of Africa’s GDP, the company said in a press statement.

The statement added that this product-first approach to pan-African growth has led to Paystack becoming profitable at the group level.

The development follows the recent launch of Paystack MFB in Nigeria after it acquired Ladder Microfinance Bank in its push into consumer products.

The company noted that as a standalone bank, Paystack MFB allows the group to internalise core financial rails and provide the banking and credit infrastructure required by over 300,000 Nigerian merchants.

“These capabilities enable the development of elegant, compliant, and much-needed end-to-end money-movement solutions and will continue to power the company’s mission of building technology solutions for Africa, to power African ambition,” parts of the statement added.

TSG will provide a corporate umbrella for a family of complementary brands that are solving Africa-specific challenges, while remaining operationally independent. At the outset, TSG will include merchant payments solution, Paystack, its controversial consumer payments product, Zap, the recently launched Paystack Microfinance Bank and TSG Labs, which will serve as hub for  emerging technologies and building new products both within and beyond financial technology.

According to Mr Akinlade, “The launch of TSG signals a larger scope of ambition for us and sets the tone for the next decade of our company. Having worked with thousands of companies across the continent since 2016, it is clear that there are significant opportunities to support businesses beyond payments, and TSG enables us to address the challenges African companies face.”

“Thank you to the Stripe team for their continued belief in Africa’s potential, and our ability to create transformative technology companies for the continent, and beyond,” he added.

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