Feature/OPED
Performance Bond and Niger Delta Innovation Catalysts
By Jerome-Mario Utomi
It is pedestrian information that as part of the effort by the President Bola Tinubu-led federal government in achieving innovation-driven development of the Niger Delta region, the Barrister Chiedu Ebie-led governing board and management of the Niger Delta Development Commission (NDDC), at a well-attended 2024 strategic retreat, in Uyo, Akwa Ibom state, signed a performance bond. The bond, which was diligently conducted by Hon. Engineer Abubakar Momoh, FNSE, Minister for Niger Delta Affairs, was reportedly in line with the Renewed Hope Agenda of the President.
Expectedly, the development elicited reactions from stakeholders and the general public.
While some believe that the performance bond is an innovation map that will reawaken among members of the board and management leadership tradition of debating the wisest decisions, policies and actions through the exchange of information to arrive at what is worth doing, others are of the view that it will guarantee a well understood strategic approach to producing human leadership faithful to the law as well as provide a valuable source of insight to thoughtful corporate governance that will drastically translate ideas to initiatives, reduce to the barest minimum the possibility of mistakes and promote both efficiency and competencies.
To the rest, the bond is a development that one cannot make the point too strongly. It could be likened to the start of a new venture, where the only thing you know about your initial strategy is that it’s probably part right and part wrong. If you go full speed in your first direction, you will compromise your ability to figure out which part is wrong do pay a high price when you eventually do figure it out. But, if you invest in stages, spending short time on the assumptions that your strategy will need adjustments, you will find it much easier to adapt quickly and reach a winning outcome’.
Essentially, whereas there are grains of truth in all of these expressions, the existence of the bond in view can only assist the board and management counter conflicts by constantly reinforcing a relationship of mutual respect, setting a foundational step of building an effective dedicated team and pay attention to other forces that frequently shape organizational behaviours and incentives.
For me, it is ‘neat and proper’ to state that the task of environmental and infrastructural rejuvenation of the Niger Delta region is not a simple one. Like every structured assignment, it requires; defining what the job requires, identifying and locating the needed inputs, preparing the component and physical environment, executing the task, monitoring the result and the environment and making modifications.
This fact notwithstanding, the assignment is pretty straightforward as the board is visibly led by a technocrat and reformer eminently backed by a management that is deeply detailed about Niger Delta narratives.
It will not be characterized as groundless to argue that before the coming of the bond, the innovation catalysts that made up the Commission’s board and management, going by their scorecards, were already capped with burning development desire and interest for the region.
Aside from the awareness that the job of developing the region does not require high complexity, the above assertion is further predicated on the fact that the present board and management are astute men with clear leadership vision and smart and people-centred- goals.
Without a doubt, many can turn blind eyes to this fact, but I do fervently believe and will fervently continue to believe that NDDC under the present board and management is not interested in, or ready to associate with shoddy infrastructural projects and cosmetic human capital development programmes. Going by their actions and inactions demonstrated so far, they represent a bunch that is hungry to deliver projects that are enduring and anchored on the practice of systemic innovation.
Take, as an illustration, speaking recently at the commissioning of a road project in Abia state, Victor Antani, Executive Director, Projects, frowned at the old practice of using substandard materials for project execution, calling on the contractors in the Niger Delta to step up their games as the Commission is no longer interested in contractors that will come and pour stones on red soil and walk away, and still demand their money. ‘We are interested in road projects that will last for between 20-30 years’. He said.
For this discussion, it is important to underline that Antani was not alone in this line of belief but only echoed the board/Management’s collective decision to be effective via introducing history-making innovations to the region.
The commission’s Managing Director, Dr Samuel Ogbuku, captured this fact perfectly at a recent event where he similarly underlined that the agency had put in place solid building blocks culminating in the engagement of KPMG to design for the Commission a corporate governance system which would lay down the Standard Operating Procedures (SOPs). SOPs, he added, would ensure that the activities of the Commission were internally regulated to boost the confidence of stakeholders and development partners to do business with the Commission. He concluded.
Speaking from the public analyst’s point of view, it is obvious in my views that before the advent of the bond, the Ebie-led board and management had significantly overcome the difficulties of enthroning new order within the Commission, made mutual respect among stakeholders possible, answered some important questions about the region development and transformed vision into realities.
Considering the above vibes and positive achievements, the questions that are as important as the piece itself are; is there a need, relevance or desire for the performance bond? Will it change the leadership/management control system or selectively increase or decrease capacity? Will it make the work process easy, limit or increase active projects by the Commission?
Before, during and after the evaluation of the above questions, what this piece thinks is that the coming of the bond will further spur the board /management to get more committed to the NDDC mission, develop good chemistry with the Agency’s core values, bring about sustainable experience in growing the agency, enhance strategic planning opportunities, propel leadership capacity among members as well as enhance commitment to corporate social responsibilities.
In a similar vein, it will act as a compass to knowing what results the people would like and appreciate, seeing and appreciating the potential in every member, and promote a feeling of a sense of shared purpose and engagement between the board/management and the Commission’s multifaceted stakeholders.
Indeed, Niger Deltans with critical minds have seen and appreciate that the led board and management have repositioned Niger Delta Development Commission (NDDC) and deployed tested tools of transparency and accountability to fuel development in the region and wins back the confidence of the disillusioned people of the region and get maximum support to push development projects.
However, even as this feat is celebrated, this piece holds the opinion that making the achievement sustainable will among other demands require the Commission’s leadership consideration of innovation from both conceptual and perceptual points of view. What this entails is that innovation requires hard, focused purposeful work.
This is important because from what leadership/management experts are saying, if diligence, persistence and commitment are lacking, talent, ingenuity and knowledge are of no avail.
Utomi Jerome-Mario is the Programme Coordinator (Media and Policy) at Social and Economic Justice Advocacy (SEJA), Lagos. He can be reached via [email protected]/ or
Feature/OPED
The Future of Payments: Key Trends to Watch in 2025
By Luke Kyohere
The global payments landscape is undergoing a rapid transformation. New technologies coupled with the rising demand for seamless, secure, and efficient transactions has spurred on an exciting new era of innovation and growth. With 2025 fast approaching, here are important trends that will shape the future of payments:
1. The rise of real-time payments
Until recently, real-time payments have been used in Africa for cross-border mobile money payments, but less so for traditional payments. We are seeing companies like Mastercard investing in this area, as well as central banks in Africa putting focus on this.
2. Cashless payments will increase
In 2025, we will see the continued acceleration of cashless payments across Africa. B2B payments in particular will also increase. Digital payments began between individuals but are now becoming commonplace for larger corporate transactions.
3. Digital currency will hit mainstream
In the cryptocurrency space, we will see an increase in the use of stablecoins like United States Digital Currency (USDC) and Tether (USDT) which are linked to US dollars. These will come to replace traditional cryptocurrencies as their price point is more stable. This year, many countries will begin preparing for Central Bank Digital Currencies (CBDCs), government-backed digital currencies which use blockchain.
The increased uptake of digital currencies reflects the maturity of distributed ledger technology and improved API availability.
4. Increased government oversight
As adoption of digital currencies will increase, governments will also put more focus into monitoring these flows. In particular, this will centre on companies and banks rather than individuals. The goal of this will be to control and occasionally curb runaway foreign exchange (FX) rates.
5. Business leaders buy into AI technology
In 2025, we will see many business leaders buying into AI through respected providers relying on well-researched platforms and huge data sets. Most companies don’t have the budget to invest in their own research and development in AI, so many are now opting to ‘buy’ into the technology rather than ‘build’ it themselves. Moreover, many businesses are concerned about the risks associated with data ownership and accuracy so buying software is another way to avoid this risk.
6. Continued AI Adoption in Payments
In payments, the proliferation of AI will continue to improve user experience and increase security. To detect fraud, AI is used to track patterns and payment flows in real-time. If unusual activity is detected, the technology can be used to flag or even block payments which may be fraudulent.
When it comes to user experience, we will also see AI being used to improve the interface design of payment platforms. The technology will also increasingly be used for translation for international payment platforms.
7. Rise of Super Apps
To get more from their platforms, mobile network operators are building comprehensive service platforms, integrating multiple payment experiences into a single app. This reflects the shift of many users moving from text-based services to mobile apps. Rather than offering a single service, super apps are packing many other services into a single app. For example, apps which may have previously been used primarily for lending, now have options for saving and paying bills.
8. Business strategy shift
Recent major technological changes will force business leaders to focus on much shorter prediction and reaction cycles. Because the rate of change has been unprecedented in the past year, this will force decision-makers to adapt quickly, be decisive and nimble.
As the payments space evolves, businesses, banks, and governments must continually embrace innovation, collaboration, and prioritise customer needs. These efforts build a more inclusive, secure, and efficient payment system that supports local to global economic growth – enabling true financial inclusion across borders.
Luke Kyohere is the Group Chief Product and Innovation Officer at Onafriq
Feature/OPED
Ghana’s Democratic Triumph: A Call to Action for Nigeria’s 2027 Elections
In a heartfelt statement released today, the Conference of Nigeria Political Parties (CNPP) has extended its warmest congratulations to Ghana’s President-Elect, emphasizing the importance of learning from Ghana’s recent electoral success as Nigeria gears up for its 2027 general elections.
In a statement signed by its Deputy National Publicity Secretary, Comrade James Ezema, the CNPP highlighted the need for Nigeria to reclaim its status as a leader in democratic governance in Africa.
“The recent victory of Ghana’s President-Elect is a testament to the maturity and resilience of Ghana’s democracy,” the CNPP stated. “As we celebrate this achievement, we must reflect on the lessons that Nigeria can learn from our West African neighbour.”
The CNPP’s message underscored the significance of free, fair, and credible elections, a standard that Ghana has set and one that Nigeria has previously achieved under former President Goodluck Jonathan in 2015. “It is high time for Nigeria to reclaim its position as a beacon of democracy in Africa,” the CNPP asserted, calling for a renewed commitment to the electoral process.
Central to CNPP’s message is the insistence that “the will of the people must be supreme in Nigeria’s electoral processes.” The umbrella body of all registered political parties and political associations in Nigeria CNPP emphasized the necessity of an electoral system that genuinely reflects the wishes of the Nigerian populace. “We must strive to create an environment where elections are free from manipulation, violence, and intimidation,” the CNPP urged, calling on the Independent National Electoral Commission (INEC) to take decisive action to ensure the integrity of the electoral process.
The CNPP also expressed concern over premature declarations regarding the 2027 elections, stating, “It is disheartening to note that some individuals are already announcing that there is no vacancy in Aso Rock in 2027. This kind of statement not only undermines the democratic principles that our nation holds dear but also distracts from the pressing need for the current administration to earn the trust of the electorate.”
The CNPP viewed the upcoming elections as a pivotal moment for Nigeria. “The 2027 general elections present a unique opportunity for Nigeria to reclaim its position as a leader in democratic governance in Africa,” it remarked. The body called on all stakeholders — including the executive, legislature, judiciary, the Independent National Electoral Commission (INEC), and civil society organisations — to collaborate in ensuring that elections are transparent, credible, and reflective of the will of the Nigerian people.
As the most populous African country prepares for the 2027 elections, the CNPP urged all Nigerians to remain vigilant and committed to democratic principles. “We must work together to ensure that our elections are free from violence, intimidation, and manipulation,” the statement stated, reaffirming the CNPP’s commitment to promoting a peaceful and credible electoral process.
In conclusion, the CNPP congratulated the President-Elect of Ghana and the Ghanaian people on their remarkable achievements.
“We look forward to learning from their experience and working together to strengthen democracy in our region,” the CNPP concluded.
Feature/OPED
The Need to Promote Equality, Equity and Fairness in Nigeria’s Proposed Tax Reforms
By Kenechukwu Aguolu
The proposed tax reform, involving four tax bills introduced by the Federal Government, has received significant criticism. Notably, it was rejected by the Governors’ Forum but was still forwarded to the National Assembly. Unlike the various bold economic decisions made by this government, concessions will likely need to be made on these tax reforms, which involve legislative amendments and therefore cannot be imposed by the executive. This article highlights the purposes of taxation, the qualities of a good tax system, and some of the implications of the proposed tax reforms.
One of the major purposes of taxation is to generate revenue for the government to finance its activities. A good tax system should raise sufficient revenue for the government to fund its operations, and support economic and infrastructural development. For any country to achieve meaningful progress, its tax-to-GDP ratio should be at least 15%. Currently, Nigeria’s tax-to-GDP ratio is less than 11%. The proposed tax reforms aim to increase this ratio to 18% within the next three years.
A good tax system should also promote income redistribution and equality by implementing progressive tax policies. In line with this, the proposed tax reforms favour low-income earners. For example, individuals earning less than one million naira annually are exempted from personal income tax. Additionally, essential goods and services such as food, accommodation, and transportation, which constitute a significant portion of household consumption for low- and middle-income groups, are to be exempted from VAT.
In addition to equality, a good tax system should ensure equity and fairness, a key area of contention surrounding the proposed reforms. If implemented, the amendments to the Value Added Tax could lead to a significant reduction in the federal allocation for some states; impairing their ability to finance government operations and development projects. The VAT amendments should be holistically revisited to promote fairness and national unity.
The establishment of a single agency to collect government taxes, the Nigeria Revenue Service, could reduce loopholes that have previously resulted in revenue losses, provided proper controls are put in place. It is logically easier to monitor revenue collection by one agency than by multiple agencies. However, this is not a magical solution. With automation, revenue collection can be seamless whether it is managed by one agency or several, as long as monitoring and accountability measures are implemented effectively.
The proposed tax reforms by the Federal Government are well-intentioned. However, all concerns raised by Nigerians should be looked into, and concessions should be made where necessary. Policies are more effective when they are adapted to suit the unique characteristics of a nation, rather than adopted wholesale. A good tax system should aim to raise sufficient revenue, ensure equitable income distribution, and promote equality, equity, and fairness.
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