Jobs/Appointments
Exploring the Disconnected Employee and COVID-19
About 97% of organisations are not addressing employees’ psychological stress. As global supply chains are disrupted, the International Monetary Fund (IMF) has predicted the worst Nigerian recession in 30 years.
Studies suggest, that areas most topical for Nigerian businesses are liquidity and lay-offs. Board rooms up and down the country are desperately trying to figure out how long the recovery will take and the impact on their cash flow.
However, a recent pcl. study indicates that the well-being of employees must also feature highly on the executive agenda.
From our experience, negative impacts on employee well-being can be protracted and long-lasting, often leading to a psychological disconnection between the employee and the organisation.
With a recession looming, if this disconnection is not tackled head-on, organisations will witness low employee productivity, resulting in a slower-than-expected business recovery in a COVID-19 new normal.
Most Business Continuity Plans (BCP) appeared to place a premium on the provision of hard infrastructure to guarantee business operations.
Therefore, even though 65% of organisations in Nigeria implemented work from home policies during the lockdown, 94% of employees were not provided with Working From Home (WFH) guidelines and best practices.
Nevertheless, WFH was a welcome development, as 65% of employees in Nigeria aimed to use the lockdown as an opportunity to enjoy time with family and pursue personal development objectives.
The question is, should organisations place more emphasis on developing the softer components of the recovery, in a bid to reinforce the psychological contract between the employer and employee?
Our experience suggests that such contracts are critical for developing employee well-being, a consequence of which is improved organisational performance through deeper business connectivity.
For example, despite the organisational focus on hard infrastructure, 60% of employees on average are experiencing electricity and internet challenges while working remotely.
Whilst higher than expected usage by employees was foreseeable, many organisations did not make financial provisions for the additional data that was consumed or provide power banks to cope with electricity fluctuations. This small but meaningful oversight was a common source of an anecdotal employee complaint.
The numbers suggest a broader challenge of organisations failing to align modern digital technologies to firm business commitments pertaining to personal development, continuous learning, cross-functional collaboration and innovation.
With 65% of employees aiming to pursue personal development objectives during the lockdown, merely 7% of organisations prioritised staff training during the lockdown, and only 16% of companies were open to virtual learning.
Furthermore, 64% of employees are still using WhatsApp as the primary business tool while WFH. However, along with standard cybersecurity concerns, as a tool for managing business communications and driving high performing teams, WhatsApp still has several limitations.
But, do the numbers identify a failure to use technology effectively or do they harbour a more profound concern which suggests that organisations are failing to grapple with anticipated seismic shifts in the ‘future of work’?
With the long-term possibility of business uncertainty and disruption in ways of working, technology aligned business objectives are critical for providing employees with the tools essential for empowerment, self-management and personal accountability.
A focus on employee well-being, i.e. team engagement, personal development, social support, and work motivation, is critical at the best of times.
But more so in a time of employee isolation, social distancing, home schooling, financial strain, housing and food insecurity, job anxiety and most importantly, the potential loss of family and loved ones.
Such pressures acutely align with the physiological needs identified by the psychologist Abraham Maslow in his paper “A Theory of Human Motivation”. If an employee is hungry, it will be hard to focus on anything other than food. Predictably, the brunt of the discomfort will fall on those in the medium to low-income bands. According to the National General Household Survey that was conducted in 2019; 32% of Nigerian households experienced food shortages.
This might explain why 41% of employees are admitting to low work motivation, and 75% are struggling with home confinement. Consequently, even though 51% of organisations claimed to possess senior management channels for employee engagement, going forward, we must consider the frequency and commitment to using those channels for discussing issues of well-being.
There are several early warning signs for identifying disconnected employees. Key performance indicators include increased absenteeism, increased number of sick days, lateness to the office, higher staff turnover, low employee engagement, and reduced productivity.
However, a considered approach to driving employee intimacy can shift corporate culture to ensure human capital remains a key lever for performance.
With the uncertainty and complexity of things to come, employee well-being must be front and centre of the recovery process for Nigerian organisations. 57% of employees are expecting wage cuts in the next 1-3 months, so, it would be foolhardy to infer that tough, unpopular decisions do not lie ahead.
But it is also worth noting that decisions that impact employee well-being will have socio-economic outcomes that extend far beyond the organisation and into the broader realms of society (The unintended consequence of change).
The ability of an organisation to remain connected with employees, strengthen the psychological contract and prioritise areas of well-being, are critical to ensuring superior performance and accelerated COVID-19 recovery. Not just for organisations, but the country as a whole.
By Adedapo Adesanya
MultiChoice Nigeria has announced a change in its leadership, with Ms Kemi Omotosho emerging as the new chief executive, taking over from Mr John Ugbe, who is set to retire.
The company said the transition, effective this month, follows a structured succession process designed to ensure continuity in leadership and operations.
Mr Ugbe is stepping down after nearly 15 years in the role, a period during which MultiChoice Nigeria navigated shifts in consumer behaviour, technology and regulation within the pay-TV and broader media industry.
Last year, French group Canal+ took over the operations of the South-African broadcasting group and effected some changes management- and content-wise across key markets.
During his tenure, Mr Ugbe oversaw efforts to strengthen the company’s operational framework and position the business to respond to changing market conditions. MultiChoice described his exit as a planned retirement rather than a sudden departure.
Ms Omotosho joins the role with more than two decades of leadership experience spanning media, telecommunications and digital services across Nigeria and other Sub-Saharan African markets.
Within the MultiChoice Group, she has previously served as Executive Head of Customer Value Management in Nigeria and later as Group Executive Head of Customer Value Management for Rest of Africa, a role that involved oversight across more than 50 markets.
She most recently held the position of Regional Director for Southern Africa, where she had full profit and loss responsibility for operations covering seven countries. In her new role, Ms Omotosho will be responsible for overseeing MultiChoice Nigeria’s strategy, day-to-day operations and engagement with regulators, partners and other stakeholders.
Speaking on her appointment, Ms Omotosho said, “It is a privilege to be entrusted with the leadership of MultiChoice Nigeria at this important moment.
“Nigeria remains one of the Group’s most strategic and dynamic markets. I look forward to working with our teams and partners to deepen our relationship with consumers, champion local storytelling and the creative economy as well build a future-ready organisation that delivers sustainable value.”
By Aduragbemi Omiyale
The board of Presco Plc has appointed Mr Adewale Arikawe as a non-executive director, replacing Mr Felix Nwabuko, retired from the position.
A statement from the organisation disclosed that the appointment of Arikawa took effect from Friday, January 2, 2026, until the next Annual General Meeting (AGM).
Also, he is now the chief executive of all SIAT subsidiaries, including Presco Plc, SIAT Nigeria Limited, and Ghana Oil Palm Development Company Limited.
In this capacity, Mr Arikawe will work alongside the existing leadership teams to strengthen execution, accelerate strategic growth, and foster a high-performance culture across the Group.
He is committed to empowering teams, enhancing leadership capability, and creating an enabling environment for continuous improvement and sustainable results.
Mr Arikawe brings over 26 years of leadership experience spanning across general management, commercial strategy, sales, customer development, and brand management. He has held senior leadership roles at Royal FrieslandCampina, overseeing operations across Sub-Saharan Africa, and at FrieslandCampina WAMCO Nigeria.
His career also includes senior leadership positions at Nestlé Nigeria Plc, where he managed multi-channel sales operations and contributed to key strategic growth initiatives.
He holds an MBA in Business Administration and Management from the University of Chichester and has completed executive education programmes at London Business School and IMD (International Institute for Management Development), Lausanne, Switzerland, with a focus on leadership, execution excellence, and business impact.
The board, in the statement, welcomed Mr Arikawe with open arms, looking “forward to his valuable contributions to the company and the wider SIAT Group.”
By Adedapo Adesanya
First Holdco Plc, formerly FBN Holdings Plc, has announced new board appointments across its non-commercial banking subsidiaries as it commits to building stronger businesses across board.
The move, following regulatory approvals from the Securities and Exchange Commission (SEC) and the National Insurance Commission (NAICOM), is part of efforts to deepen governance, strengthen oversight and position the business for sustainable growth.
FBN Holdings Plc rebranded to First HoldCo Plc in February 2025 to reflect its broader financial services focus beyond just banking.
Its services includes commercial banking (First Bank of Nigeria), merchant banking, asset management (FBNQuest), insurance brokerage, and trusteeship. It operates across Africa and has global offices in London, Paris, and Beijing, serving individuals, small businesses, and corporations.
At First Asset Management Limited, Mrs Ebikabo Williams has been appointed chairman of the board, bringing her extensive industry knowledge spanning banking, capital markets, and consulting. She will be supported by equally experienced board members like Mr Usman Dantata Jr., Mrs Binta Max Gbinije, and Mrs Alero Mobola Adollo.
At FirstCap Limited, its investment management firm, Mrs Yewande Amusan has been appointed chairman. She is an accomplished finance professional with experience cutting across both public and private sectors. Mr Ahmed Indimi and Mrs Irene Akpofure were appointed along with Mrs Adenike Kuti and Mr Zeal Akaraiwe.
First Securities Brokers Limited, which recently emerged as the top performer in the Nigerian Exchange (NGX) Brokers Performance Report in terms of both trading volume and transaction value, has named Mr John Akpeki as chairman. He is expected to leverage his vast experience in global marketing and networking. He is joined by Mrs Omolara Adeyemi, ,Mrs Susan Younis and Mrs Kemi Andu-Alausa.
Similarly, First Trustees Limited, one of the Group’s long-standing subsidiaries in trust and estate management, has strengthened its governance structure with the appointment of Mr John Lee as its chairman. He has over 40 years’ experience in global financial services, specialising in Corporate & Institutional Banking and Wealth Management across Africa. The other members of the board who are bringing their combined rich wealth of experience are Mrs Abiola Alabi, Mrs Adebisi Sola-Adeyemi, and Mrs Ugochukwu Obi-Chukwu.
For its insurance business, First Insurance Brokers, the firm has appointed Mr Akinola Phillips as Chairman. He is joined by Mrs Ije Onejeme, Mrs Folukemi Akinmeji and Mrs Mojisola Cardozo.
First Holdco said these appointments are expected to further consolidate the firm’s position as a dominant player in the asset and wealth management space in Nigeria.
The chairman of First Holdco, Mr Femi Otedola, while commenting on the appointments, said, “We are delighted to welcome these distinguished professionals to the boards of our non-commercial banking subsidiaries. Their proven expertise, impeccable track records, and leadership will play a critical role in shaping the next phase of our growth, enhancing stakeholder value, and reinforcing our position as a trusted African leader delivering innovative solutions across diverse sectors.”
“These appointments reaffirm our commitment to building resilient businesses that contribute meaningfully to economic development in the broader ecosystem in which we operate,” he added.
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