General
In Nigeria, Still African Time
By Prince Charles Dickson PhD
How many times have you heard the phrase “No African time” and maybe if you naively wondered, what is African time? “African time” is a colloquialism that refers to the cultural tendency in some African countries, including Nigeria, to have a more relaxed attitude towards time and punctuality.
While it’s difficult to quantify the exact amount of time wasted due to “African time,” here are some common scenarios that might give you an idea: Meetings and events starting 30 minutes to several hours late (In fact, if it starts 30 minutes late, it is considered an early start). Social gatherings and parties beginning later than scheduled, delays in responding to messages or returning calls, and crass ineptitude characterized by some ridiculously flexible attitudes towards deadlines and time commitments
Keep in mind that “African time” is a stereotype, and not all Nigerians (or Africans) adhere to this cultural phenomenon. Let me state that many individuals and organizations prioritize punctuality and respect for other people’s time, but they are few in comparison.
Let’s dive deeper into the concept of “African time” and its cultural significance in Nigeria.
The term “African time” is believed to have originated from the colonial era, when Western colonizers imposed their time-keeping systems on African societies. This disruption of traditional time-keeping practices led to a more flexible attitude towards time.
The manifestations of “African Time” in Nigeria
- Flexibility: Time is viewed as a flexible concept, rather than a rigid framework. For instance:
– A meeting scheduled for 10:00 AM might start at 11:30 AM, with attendees trickling in at their own pace.
– A friend might ask to meet up at 5:00 PM, but show up at 6:30 PM, expecting you to still be available.
- Relaxed attitude: People may prioritize social interactions and relationships over punctuality. For example:
– A family gathering might be scheduled for 2:00 PM, but the host might not mind if guests arrive an hour or two late, as long as they come with a warm smile and a willingness to socialize.
– A colleague might show up late to a meeting, but make up for it by bringing a plate of freshly baked pastries or a bouquet of flowers.
- Adaptability: Nigerians often adapt to changing circumstances, including unexpected delays or setbacks. For instance:
– A sudden rainstorm might cause a traffic jam, forcing you to arrive late to a meeting. Instead of apologizing profusely, you might simply shrug and say, “Ah, the rain caught me!”
– A power outage might disrupt a wedding reception, but the guests might simply laugh and continue celebrating by candlelight.
– A wedding reception might be scheduled for 12:00 PM, but the food might not be served until 3:00 PM.
– A birthday party might start at 5:00 PM, but the cake might not be cut until 7:30 PM.
Painfully, this attitude strays and influences not just various aspects of daily life in Nigeria but very important aspects, imagine where start times may be delayed, and punctuality is not always expected at a doctor’s appointment, scheduled for 9:00 AM, but the doctor might not see patients until 10:30 AM. A business meeting might start 30 minutes late, but the attendees might spend the first 15 minutes chatting and laughing together.
In Nigeria, “African time” has significant implications for politics and governance, and this was the point I had said I was coming to;
- Flexible Schedules: Government meetings, events, and even court proceedings often start late, with attendees trickling in at their own pace.
- Delayed Decision-Making: The flexible attitude towards time can lead to delayed decision-making, as officials may not feel pressured to meet deadlines.
- Inefficient Bureaucracy: The concept of “African time” can contribute to an inefficient bureaucracy, where tasks are completed at a slower pace.
- Lack of Accountability: The relaxed attitude towards time can make it challenging to hold officials accountable for their actions and decisions.
- Cultural Expectations: In some cases, “African time” is seen as a cultural expectation, where punctuality is not always valued.
On the last point above, rather than assume, I would preferably ask, how many times have you seen a top government official, a governor or a minister arrive early, or on time for a meeting, even whether business or social, it is seen as demeaning for the official or dignitary to be at the venue early or on time.
We have seen election delays like the 2019 presidential election, which was delayed by a week, with the Independent National Electoral Commission (INEC) citing logistical challenges. We have been served ‘breakfast’ of Budget Delays, as the Nigerian government has consistently failed to meet its budget deadlines. Let me not even delve into the perennial delays in infrastructure, where the construction of major infrastructure projects, such as roads and bridges, often experience significant delays, with some projects taking years or even decades to complete or never completed.
The concept of “African time” in Nigerian politics and governance poses several challenges, we care less about the economic consequences of delays and inefficiencies, including lost productivity and revenue. The relaxed attitude towards time erodes trust in government institutions and officials, and how it leads to inefficient service delivery, including delayed or inadequate healthcare, education, and other essential services.
As Nigeria continues to modernize and integrate into the global economy, there is a growing recognition of the importance of punctuality and time management, I have seen the widespread use of digital technologies increasing awareness of time and promoting more efficient time management.
Interactions with people from other cultures have encouraged Nigerians to adopt more rigid time-keeping practices, Nigerians will still have a way of arriving at the airport late, but will seldom go for a VISA interview late and it speaks volumes.
To address the challenges posed by “African time,” it is essential to promote a culture of punctuality and respect for other people’s time. This can be achieved by implementing efficient systems and processes, fostering accountability, and encouraging citizens to prioritize punctuality.
In conclusion, “African time” is a complex and multifaceted phenomenon that reflects Nigeria’s cultural heritage and historical context. While it presents challenges, it also painfully promotes flexibility, adaptability, and strong social relationships. By understanding and addressing the challenges posed by “African time,” Nigeria can promote a more efficient and effective governance system, ultimately benefiting its citizens and promoting economic growth and development.
By Modupe Gbadeyanka
The federal government and the Honeywell Group are strengthening a partnership aimed at achieving sustainable development in Nigeria.
The company on Thursday held a meeting with the Minister of Interior, Mr Olubunmi Tunji-Ojo, in Abuja. Both parties explored ways to promote economic development, reaffirming the importance of public-private sector cooperation in advancing Nigeria’s development agenda and improving service delivery for citizens.
The Senior Adviser to the Honeywell Group, Mrs Oduwaye Nsidi-Sakiri, reaffirmed the organisation’s commitment to supporting national development through constructive engagement and collaboration.
“We commend the remarkable progress that has been made. These achievements are a reflection not only of leadership but also of the dedication and hard work of the entire team within the Ministry,” she said.
She explained that the visit reflected Honeywell Group’s longstanding tradition of maintaining proactive and constructive relationships with government institutions, regulatory agencies, and other key public-sector stakeholders. She further expressed the group’s willingness to explore opportunities for collaboration in support of government initiatives and national development objectives.
Also speaking, Honeywell Group Chief Operating Officer, Mrs Tomi Ayo-Tugbo, commended the Ministry for reforms that are delivering tangible improvements in the lives of Nigerians, reiterating the firm’s commitment to supporting the country’s growth and prosperity.
On his part, Mr Tunji-Ojo praised the company for its longstanding contributions to Nigeria’s economy and acknowledged the critical role of the private sector in driving economic growth, creating jobs, and supporting national development.
He further assured the delegation of the Ministry’s readiness to engage with stakeholders and collaborate with responsible corporate organisations in advancing initiatives that promote economic development, innovation, and improved service delivery.
The Minister emphasised that the reforms being implemented across the Ministry and its agencies are designed not only to improve operational efficiency but also to strengthen national security and enhance public confidence in government institutions.
“Our goal is to build institutions that work efficiently for the people. We are committed to creating systems that are transparent, technology-driven, and capable of delivering services in a manner that reflects the aspirations of a modern Nigeria,” he stated.
“The government cannot achieve sustainable development alone. Strong partnerships between the public and private sectors are essential to building a prosperous nation. We value organisations such as Honeywell Group that have consistently invested in Nigeria and contributed to the country’s growth over several decades,” Mr Tunji-Ojo added.
By Adedapo Adesanya
The federal government has directed that no new public contracts should be awarded without first getting the funds, as part of efforts to improve project delivery across the country.
Director-General of the Bureau of Public Procurement (BPP), Mr Adebowale Adedokun, disclosed this on the sidelines of the Inaugural Hosting of The Procurement Evolution in Abuja on Thursday.
Mr Adedokun said President Bola Tinubu had approved measures to raise resources needed to settle outstanding obligations to contractors, describing timely payment as critical to an efficient procurement system.
“Mr President has given a directive on when funds should be raised to address the concerns of contractors who are yet to be paid. With this, procurement processes will be much better because payment is now tied to procurement.
“Meaning that no award will be further issued without resources or funding available. So these are the things that the President has asked us to do.”
The BPP boss said the government was also implementing 23 procurement reforms aimed at improving transparency, efficiency and value for money in public spending.
According to him, committees to drive the reforms will soon be inaugurated by the Secretary to the Government of the Federation (SGF).
He said the reforms were designed to ensure that Nigerians benefit directly through improved infrastructure, healthcare, education and better living conditions.
“The president wants Nigerians to feel the effects of this transformation by having good roads, good hospitals, good educational institutions, and a good living wage for all workers.”
The Secretary to the Government of the Federation (SGF), Mr George Akume, said public procurement remained central to the Tinubu administration’s Renewed Hope Agenda.
Mr Akume noted that ongoing reforms, including proposed amendments to the Public Procurement Act 2007, the Nigeria First Policy, Nigeria e-Marketplace initiative, community-based procurement and affirmative procurement programmes, were intended to strengthen local industries and promote economic inclusion.
The SGF, represented by Mr Abubakar Kana, Permanent Secretary, General Services Office, Office of the SGF, added that the reforms would enhance transparency, simplify procurement processes and leverage technology to improve service delivery and national development.
“As we move forward, our collective responsibility is very clear.
“We must ensure that procurement processes are simplified. without compromising accountability, that technology is fully leveraged to eliminate inefficiencies and that all stakeholders work collaboratively to achieve shared national goals.
“The federal government remains fully committed to supporting the Bureau of Public Procurement in driving these reforms and ensuring that public procurement becomes a catalyst for economic growth, infrastructure development and improved quality of life for all our citizens.”
By Adedapo Adesanya
Nigeria’s electricity distribution companies (DisCos) generated N196.13 billion in revenue in March 2026, despite billing customers a total of N246.43 billion during the month, according to the latest commercial performance report released by the Nigerian Electricity Regulatory Commission (NERC).
The figure represents a slight decline from the N196.68 billion collected in February, highlighting persistent challenges in revenue recovery across the power distribution segment, even as energy supplied to the grid continued to improve.
NERC’s March 2026 fact sheet showed that electricity billing rose by 1.71 per cent from N242.29 billion recorded in February, reflecting increased energy deliveries and customer charges. However, collection efficiency declined to 79.59 per cent from 81.17 per cent in the previous month, indicating that a significant portion of billed revenue remained uncollected.
The regulator disclosed that DisCos received 293.76 million kilowatt-hours of electricity during the review period, representing a 6.02 per cent increase compared to February. The development suggests a modest improvement in power availability across the distribution network.
Despite the increase in energy supplied, revenue recovery remains uneven across the industry. NERC reported that the average approved tariff for March stood at N124.30 per kilowatt-hour, while actual collections averaged ₦100.75 per kilowatt-hour, resulting in an overall revenue recovery efficiency of 81.05 per cent.
Among the eleven DisCos, Ikeja Electric emerged as the strongest performer, posting a revenue recovery efficiency of 99.30 per cent. Eko Electricity Distribution Company followed with 95.73 per cent, while Benin DisCo recorded 85.18 per cent.
At the lower end of the performance table, Kaduna Electric recorded the weakest recovery rate at 35.65 per cent. Jos DisCo and Yola DisCo also struggled, achieving recovery efficiencies of 53.53 per cent and 58.58 per cent, respectively.
Ikeja Electric also led in collection efficiency with 96.38 per cent, ahead of Benin DisCo at 90.97 per cent and Eko DisCo at 87.68 per cent. Kaduna, Jos and Yola remained the poorest performers in this category, underlining the persistent commercial and operational challenges facing power distributors in parts of northern Nigeria.
In terms of billing efficiency, Eko DisCo ranked first with 92.30 per cent, followed by Port Harcourt DisCo at 90.36 per cent and Ikeja Electric at 87.76 per cent. Yola DisCo recorded the lowest billing efficiency at 58.68 per cent.
The latest figures underscore the mixed realities within Nigeria’s power sector. While electricity supply and customer billing continue to improve, revenue collection remains a major obstacle to the financial sustainability of the industry.
Analysts note that stronger metering penetration, improved customer confidence, reduction in energy theft and more efficient collection systems will be critical if DisCos are to close the widening gap between electricity supplied, billed revenue and actual collections.
The March performance report comes as regulators and industry stakeholders intensify efforts to strengthen the commercial viability of the electricity market, attract fresh investment and improve service delivery across the country.
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