General News
Loyalty & Innovative Services Keys to e-Payment Adoption – Ogungbade
Tunde Ogungbade is the managing director of Global Accelerex. He spent the first decade of his career in consulting and has worked with global companies like Price WaterCooper, Ernst and Yong and other companies in UK, USA and Nigeria. He spoke to chike onwuegbuchi on issues around CBN e-payment policy as well as value his company is bringing to the e-payment space.
Global Accelerex
Global Accelerex is a company that is a player in the e-payment industry. We focus primarily on solving business problems through our value added services. A lot of things have transpired over the last several years in the e-payment industry in Nigeria but the question that needs to be answered is how do we bring value to the consumers and retailers? Global Accelerex is focused primarily on looking at how industry solutions can be created to bring value to the retailers and consumers so that adoption can be easy, the industry itself can expand and the penetration that everyone is hoping for can be achieved.
Role in the CBN e-Payment Policy
Our role is multifaceted. If you look at that policy, it talks about merchant acquirers, issuers, payment terminals service providers (PTSPs), card distributors and suppliers. There are different people in that ecosystem; we do not play one role, we play multiple roles so we do not identify with a specific role in that regard. However, we have terminals that we market, that we exclusively planned and designed to address the purpose in this market so you can call us a PoS terminal supplier. We also can be classified as a payment terminal application developer because we create value added solutions. You can also call us a PTSP because we focus on the deployment side of PoS. How do you make it operational beyond just dropping the PoS, how does the merchant or the retailer and the consumer get value out of it? We are looking at industry solutions to solving problems. A case in point is retail, how do you create loyalty around that so that the consumer can come back. We are beyond just supplying PoS terminals as a distributor, we are beyond just focusing on deployment side, we are looking at the whole ecosystem and creating value by fixing those different labels in the guidelines.
Solving Business Problems
For example what happens today is that a bank is in partnership with a PTSP and in trying to get people to use the PoS, what do they do? They get the PTSP help with the deployment, they get the software, they do the deployment, drop it off and hope that retailer starts using it and derives value from it. Let’s look at what happens- the value chain. The retailer is thinking, number one- I don’t need this thing, there is a policy that is forcing it on me but I don’t need it. Number two, it is cutting into my margin and at the end of the day I would be paying something to use the system. Number three, the consumer is not really attracted to this thing and it is going to take me a long time to bring value. If you look at the value chain itself there are disincentives across it. What we are saying about solving business problem is that we are looking at creating solutions that thinks about the consumers; thinks about the retailers, thinks about the bank, thinks about the whole needs and infrastructure and how everyone can have a win-win collaboration in that space. How do we do that? We look at something that has been tested and that is loyalty management. How consumers can feel with an incentive not to bring out cash and bring out a card. We are looking at that as we look at the different industries that we deploy PoS terminals to. If you are in a retail shop, we look at what will make you come back to that retail shop, such as having a sales promotion tending towards getting a discount. We are looking at the whole ecosystem.
For the banks, we are saying I’m helping you grow people who will bring float to your account so that you can then operate profitably. Everybody across the chain needs to get value out of it and there are solutions that we have created that specifically addresses that problem and that is what we mean by value added solutions.
How Positioned Are You to Deliver?
We have a business platform and we run it on an infrastructure that is scalable, the scale is what we thought of from the ground to up because we want to ensure that as people come en mass on our platform, it can deliver the service. One of the challenges for PTSPs today is that there is no infrastructure for the support. There is need for retailers to know that there is a phone call away and someone can provide them service quality and assurance.
We are bringing excellence in service delivery on the platform which means we have resources and people that have been trained to deliver the service in a way that tracks things from cradle to grave. We are not just thinking about installing the PoS but what happens throughout the PoS lifecycle, how is it working for this merchant. Customer service experience is important. On the platform side, we deliver value added services so much so that a retailer can hold a platform and know what happens and also what will happen as far as forecasting is concerned. That is what we are talking about.
Challenge of Infrastructure Support
It will affect our service but we are working very closely with Mobile Network Operators (MNOs) in looking at different ways of providing infrastructure support. Technology always goes through the time it was first deployed and the time it starts working. That is happening today in the industry. We are doing some research and development, specifically on the CDMA side to make sure as we are planning our geographic deployments, we are looking at the difference in topology of distribution and coverage of mobile networks services so that, that can be part of our deployment strategy. We know that the challenges are here today but technology will leapfrog it so when the GSM towers can accommodate everybody plus these PoS terminals. The question that needs to be answered at that time would be how am I getting value out of it and we are preparing for that because we will overcome the technology challenges.
Assessment of Cashless Policy
My assessment of it is that the infrastructural challenges are there and can hinder or create a bias in the minds of two key and very relevant voices in this whole thing which are the retailers and the consumers. I think the ongoing awareness can help on one side, the regulators are aware of that and I am sure the CBN, NIBSS and all other players involved are doing everything to educate consumers and the retailers that this is no difference between what is happening with your phone call, it is the same problem. It is a capacity issue and as the industry deals with that or looks for alternate technology that can allow data to access towers separate from voice, technology will be overcome.
There is a better technology the industry should be thinking about which is the economic impact. When you think about the economic impact, there should be some alliances between regulators to try and provide the capital to build the infrastructure so that the industry can thrive. The whole tower arrangement that brings about these problems is a capacity problem. If you are going down the Third Mainland Bridge at 4pm, the problem is capacity but at 2pm, the traffic is not there. How many people are trying to come on at the same time and how do we plan for that? Regulators can think about the benefits of this cashless policy, the liquidity that it creates and the amount of money coming into the banking system as pay back to create an incentive to look at regulators encouraging mobile network operators to invest in expanding capacity to accommodate PoS terminals to function well because on one hand, there is a disincentive on their side because there is no incremental revenue with the small data traffic on their networks.
Products
We have exclusive partnership with a company called XGD, which is one of the top 10 PoS manufacturers in the world. We have partnered exclusively with them, we have inspected their facilities physically, although they have the capacity to meet the Nigerian market demand and their PoS device is one of a kind. We know that it is able to provide three solutions in one. It provides Near Field Computing (NFC), it has the ability to take a scan and also provides biometrics. Why is that important? Another thing that hinders technology is- Is someone going to take my money? Biometrics answer that question. Another thing that can help retailers is the fact that they can also determine prices upfront. That device has all these capacities. Obviously, there is an enhancement but the device itself provides the printing capacity. The possibilities with the application are numerous and we have ability to use the software development kits to create variety of solutions that can address a number of things from the market place.
Transaction Led and Non Transaction Led Services
We understand that sometimes the business problem might not involve a transaction which is what we call business intelligence. We have some segments of clients that we’ve engaged with that have need for intelligence that is not transaction based and we have specific solutions because we bring expertise not just technology. We have expertise in logistics, marketing and we are fusing all those key points together to create value added services to some of our clients that have that need.
If it is payment based, we will address the problem through business intelligence to add value to what they do.
On the other hand, there are some people that need to have a transaction to be able to provide intelligence and we look at that as well. These things are uniquely tailored to clients needs. What we do first is listen to the client. We bring value. We understand the business as far as the industry is concerned. Is it in the manufacturing sector, we have strength in that area. We have people who understand the business language; we have analysts and thought leaders in that area.
e-Payment in Nigeria
It is a journey; it is not a sprint, it is a marathon and we are getting there. The dynamics to win this ecosystem is going to evolve over time but we can start recording some early success. One of the things we believe would happen is rapid adoption like consumers taking on the likes of facebook approach to e-payment. When people go to the bank to get a card we believe that there is going to be value created for them beyond spending cash and that is what is happening. It goes viral like a social media group just as everybody wants to get on facebook. Same thing must happen and how is it going to happen? We the industry must look for innovative ways to attract the retailers, to bring them and say there is something worthy of saving the time to go to the ATM to withdraw cash to give to another person who needs to put it in another person’s account. That can happen electronically. Loyalty and innovative business services would make consumers want to use it. We have started going in that direction and I believe it would happen.
General News
Guinea-Bissau Taps United Nigeria Airlines to Establish AIR BISSAU, National Carrier

Government of Guinea-Bissau has signed a Memorandum of Understanding (MoU) with Nigeria’s United Nigeria Airlines to establish AIR BISSAU, a national carrier, for the West African country, to boost its aviation industry and reduce its dependence on foreign airlines.

The agreement, signed in Bissau, the capital of Guinea-Bissau, was disclosed in a statement made available by the airline on Sunday.
The MoU was signed by Dr Florentino Pereira, minister of Transport, Telecommunications and Digital Economy, Guinea-Bissau and Prof Obiora Okonkwo, executive chairman of United Nigeria Airlines.
Recall that Nigeria currently has no national carrier despite repeated calls by industry stakeholders for its establishment to facilitate reciprocal flight rights to foreign destinations, particularly the United States.
Attempts to establish a national carrier through a partnership with Ethiopian Airlines also hit a brick wall following lawsuits by the Airline Operators of Nigeria, an association for which Okonkwo once served as spokesperson.
Other factors that contributed to the failure of the national carrier project included deep-seated political issues, allegations of fraud and a controversial ownership structure.
In the latest agreement between the Nigerian airline and Guinea-Bissau, which was made available to our correspondent, both parties will “explore a comprehensive cooperation framework aimed at establishing a fully operational national airline with Osvaldo Vieira International Airport in Bissau serving as the operational base and hub for the carrier’s initial routes.”
For decades, Guinea-Bissau has relied largely on regional carriers and charter services to connect its citizens and businesses to other countries.
A key component of the MoU is the creation of a joint venture company that will operate as Guinea-Bissau’s national airline.
Under the arrangement, United Nigeria Airlines will provide the majority of the financial investment, operational expertise, aircraft and management for the new carrier.
Extending beyond commercial operations, the Nigerian carrier is expected to “provide and operate an executive jet for the use of the President and Government of Guinea-Bissau.”
To facilitate the project, the government pledged to “facilitate the registration and licensing of the new national carrier in line with domestic laws and streamline authorisation processes through both the Civil Aviation Authority of Guinea-Bissau and the Civil Aviation Authority of Nigeria.”
Guinea-Bissau also agreed to designate AIR BISSAU as its official national carrier, granting it “full rights over all existing Bilateral Air Services Agreement entitlements.”
According to the MoU, the designation would give the airline “significant leverage in securing route rights and authorisations to regional and international destinations,” described as an important commercial and diplomatic asset.
The government further committed to ensuring that Osvaldo Vieira International Airport receives the infrastructure support required for the airline’s operations, including access provisions, ground support services and assistance with customs, immigration and security compliance.
Additionally, Guinea-Bissau pledged to invest in the establishment of the airline and create mechanisms that would protect and incentivise investment through the existing Investment Code and applicable tax frameworks.
As part of efforts to develop local aviation expertise, United Nigeria Airlines plans to train “qualified Guinean nationals including pilots, cabin crew, and technical maintenance personnel” and employ local staff wherever feasible in line with government employment policies.
The MoU makes it clear that operational control of the airline will remain with the Nigerian carrier.
“For the purposes of safety, reliability, and efficiency, the overall management, operational control, and general direction of the new airline will rest with the management team of United Nigeria Airlines,” the statement noted.
Both parties also agreed to provide full liability and hull insurance coverage for all flight operations, conduct annual independent safety and maintenance audits, and establish asset protection mechanisms for investors.
The agreement takes immediate effect and will remain valid for 18 months or until a substantive joint venture agreement is concluded.
General News
IMF Urges FG to Introduce Fuel, Telecom Taxes

The International Monetary Fund (IMF) has recommended introducing taxes on fuel products and telecommunications services in Nigeria.

According to the IMF, this is part of broader measures to increase government revenue and create fiscal space for development spending and social interventions.
The international financial organization argued that stronger revenue mobilisation had become increasingly important as Nigeria’s fiscal position remained under pressure despite recent reforms.
This comes as Nigerians are protesting against worsening standard of living made worse by widespread insurgency.
The recommendation was contained in the IMF’s 2026 Article IV Consultation report on Nigeria, where the Fund argued that additional tax measures would be needed over the medium term despite the recent overhaul of the country’s tax system.
“Further tax policy changes will likely be needed—such as increasing the VAT rate, extending VAT to fuel products, rationalising tax expenditures in particular VAT exemptions on extractive industries and some customs duties, and introducing telecom excises—to complement administrative gains,” the IMF said.
The institution, however, cautioned that the timing of any new taxes must take into account Nigeria’s rising poverty levels and worsening food insecurity.
“The timing of reforms must consider the poverty and food insecurity situation and ensure that the cash transfer system is in place and funded,” the Fund added.
A previous attempt by the Federal Government to impose a five per cent excise duty on telecom services met strong resistance from operators, subscribers and consumer advocacy groups before it was suspended and eventually scrapped.
Telecommunications firms had maintained that the industry was already weighed down by multiple taxes, rising energy costs, foreign exchange challenges and infrastructure constraints.
They warned that any additional levy would likely be transferred to consumers through higher call and data tariffs.
Similarly, proposals to tax fuel products have faced opposition from labour unions and private sector organisations amid concerns over the rising cost of living following the removal of petrol subsidies and increases in transport and food prices.
The IMF’s latest recommendation comes as the Fund projects that Nigeria will require stronger revenue mobilisation efforts to sustain planned increases in public spending and provide support for vulnerable households.
According to the report, revenue-enhancing tax policies could generate additional revenue equivalent to 3.9 per cent of Gross Domestic Product within three years of implementation.
The Fund identified a two-percentage-point increase in the Value Added Tax rate as the largest contributor, with a projected revenue gain of 0.8 per cent of GDP.
The report also projected that removing pioneer status incentives and revising free zone regulations would generate an additional 0.7 per cent of GDP.
Reforms to capital gains taxation and adjustments to personal income tax bands, allowances and rates were each estimated to contribute 0.6 per cent of GDP.
The IMF further estimated that a top-up tax on multinationals and large firms could raise 0.5 per cent of GDP, while rationalising investment allowances would contribute another 0.4 per cent.
Notably, the category labelled “others”, which includes telecom excise duties and measures such as a carbon tax on fuel, was projected to generate an additional 0.4 per cent of GDP in revenue.
Beyond new tax measures, the Fund said Nigeria could achieve even greater gains through improved tax administration.
It projected that administrative reforms would generate an additional 3.1 per cent of GDP through better compliance, stronger enforcement and efforts to reduce informality in the economy.
According to the report, measures such as fiscalisation, electronic invoicing and cross-validation of tax deductions could generate 1.5 per cent of GDP, while expanded tax identification registration and consolidation of taxpayer databases could contribute a further 1.6 per cent of GDP.
The IMF acknowledged that some of Nigeria’s recently enacted tax reforms would reduce government revenue in the short term because they were designed to support households and small businesses.
It estimated that revenue-reducing measures would lower revenues by 2.4 per cent of GDP.
Expanded VAT input credits, additional zero-rated items and broader exemptions on basic consumption goods were projected to account for 1.7 percentage points of the decline.
Lower corporate income tax obligations for smaller firms would reduce revenues by 0.4 per cent of GDP, while lower personal income tax rates and expanded exemptions for low-income earners would account for another 0.3 percentage-point reduction.
Overall, the IMF projected that the combined impact of revenue-enhancing measures, administrative reforms and revenue-reducing policies would result in a net increase in government revenue equivalent to 4.6 per cent of GDP over the medium term.Nigerian investment opportunities
General News
₦5m up for Grabs as 10 Startups Clash at the Gathering on 100 Pitchathon Aba

MTN Nigeria, through The Gathering on 100, has officially unveiled the next chapter of its youth cultural and creative movement in Aba, the home of entrepreneurship and innovation in Eastern Nigeria.

The initiative transformed the Prime Time Event Centre in Osisioma into a vibrant hub of innovation, culture, lifestyle, and entertainment.
As the second major activation of MTN’s ‘Live It 100’ campaign, this event underscores a bold commitment to encouraging young Nigerians to live life to the fullest of their potential, whether in business, tech, culture, or entertainment.
Central to this immersive experience is the highly anticipated Pitchathon, where 10 standout startups are vying for a total prize pool of ₦5 million.
The participating startups represent a cross-section of Aba’s burgeoning innovation ecosystem, tackling challenges ranging from logistics to artisanal tech.
Among them are Trashverse Recycling Technology Limited, a climate-first recycling solution founded by Charles Ikechukwu; SkillsCircle by Together, an ed-tech platform championed by Ijeoma Irene to empower young professionals in Nigeria; and Poptreaties, a healthy snack alternative founded by Ifeanyichukwu Dominion to curb junk food consumption.
These founders and their peers are showcasing solutions that blend local ingenuity with scalable technological frameworks, highlighting the immense potential of the region’s entrepreneurial spirit.
The pitchathon is judged by three esteemed figures in the African innovation ecosystem: Chiemela Anosike (Founder, Solaris GreenTech Hub), Dr. Chime Chimezie-Uche (Founder, Abia Startup Limited), and Justina Nwokedi (Digital Transformation Specialist).
This competition is designed to spotlight and empower early-stage founders in the city, providing them with a platform to validate their business ideas before investors, consumers, and industry stakeholders.
The prize structure offers ₦2.5 million to the winning startup, ₦1.5 million for the first runner-up, and ₦1 million for the third-place winner.
This Aba edition builds on the success of the Lagos edition, which took place from April 22 to 26 at the National Stadium, Surulere. There, eight startups received a collective ₦45 million in seed funding for solutions ranging from fintech to creative technology.
By bringing this platform to Aba, a city renowned for its industrial and entrepreneurial spirit, organizers aim to deepen access to opportunity and support the next generation of business leaders.
For these 10 startups, the Pitchathon is a vital opportunity to gain visibility, engage with potential partners, and accelerate their growth within a high-density environment of innovation.
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