E-Business
HR – an Important Contributor to Business Longevity Through Acquisition and Partnerships
By Yewande Ayowole-Oso, HR Director, Anglophone West Africa at Schneider Electric
Business continuity and longevity remain a focal point for businesses in the constantly evolving world. In a time of emerging technologies, acquisitions, and an increasingly diverse and inclusive workforce, HR teams have emerged as all-important contributors to organisational business continuity.
The ever-transforming global workplace has triggered a rapid shift in how HR professionals around the world adapt to these changes. Indeed, the HR team’s role has moved beyond personnel managers to strategic business contributors. And like our counterparts across the globe, Nigerian HR teams are now focusing on delivering strategies for employee wellbeing, diversity, equity, inclusion, and talent retention – all to realise business continuity.
The focus now is on harnessing the potential of employees within the organisation, growing a pool of truly talented individuals who will contribute to organisational success whilst working in a nurturing, opportunity-abound environment.
Critical to the above, are HR professionals’ ability to understand the nuances of the organisations’ operations well enough to develop a strategy which contributes towards corporates’ focus on business success and longevity. The areas in which the HR function can contribute strategically are highlighted below.
Realising acquisition success
Acquisition and partnerships play in a vital role in ensuring business continuity. However, these are very sensitive processes in business growth and how this is managed can make a dramatic difference in the desired organisational growth.
HR teams play a pivotal role in organisations’ acquisition endeavours. Navigating cultural integration, especially during acquisitions, demands finesse and cultural awareness, which HR’s business acumen help achieve.
Whilst Nigeria might not experience acquisitions frequently on a local level, it is safe to say that if you are part of global HR team, your role, like your global counterparts, will be to ensure that the process runs smoothly.
When going through an acquisition process, HR’s role starts early, even before the ink dries, as the team is responsible for establishing a clear and transparent communication path amongst the stakeholders.
The ability to conduct cultural due diligence becomes paramount, ensuring a smooth transition by identifying potential clashes and differences whilst identifying existing similarities and areas of strength.
Importantly, it is HR’s role to assist employees, both existing and from the acquired entity, to ease into newly merged organisation by integrating and redefining the culture and corporate values of the newly evolving organisation.
Fundamental to a successful business growth is ensuring that the merging companies develop a shared vision, mission, and strategy. The HR team remains critical in building trust and solidifying relationships during and after the acquisition process.
In summary, the first step is unpacking the merging organisation’s existing culture by discontinuing current practices, attitudes, and behaviours. The second stage is transition which involves familiarising the workforce with new concepts based on a desired culture. The final stage is establishing the culture by reinforcing new practices, attitudes, and behaviours.
Also, decision-making processes, collaboration tendencies, communication styles, and organisational concepts are also critical factors that will contribute to establishing an integrated plan that allows for a seamless transition and the realisation of a new organisational culture.
Additionally, change management remains a continuous process within organisations particularly during new acquisitions and partnerships. HR can play a dual role here by both initiating and leading the change and serving as a facilitator for the changes initiated by the other stakeholder. Stakeholder concerns should also be addressed, and the relevant solutions communicated to foster a successful partnership.
Technology also has an innovative role to play in smoothing the acquisition and transition process. It acts as an enabler, simplifying and streamlining processes, tasks, and enhancing productivity.
Technology and digital HR systems provide the tools with which the HR team can analyse data and provide valuable insights into changing workforce demographics, employee knowledge, skills and abilities landscape which is particularly beneficial when working with diversified and expanding workforce.
There is no doubt that HR professionals play an integral role in company’s acquisition and partnership processes. HR teams are responsible for the organisation’s most important asset, its people. HR has and can truly solidify its role as strategic business partner in organisations when acquisitions and partnership are adapted as a means of enhancing business longevity.
E-Business
82% of Organizations Concerned about AI Risks Even as Adoption Accelerates – Survey Reveals
At its recent Cyber Security Weekend for the Middle East, Turkiye and Africa (META) region Kaspersky shared the results of a global study conducted by its internal research center which surveyed 1,800 IT and cybersecurity decision-makers and specialists from organisations across 18 countries and multiple industries.
The report shows that the pace of AI integration across organisations is rapid, despite associated risks. The company’s experts stressed that while AI adoption delivers clear efficiency gains, it must be accompanied by robust cybersecurity solutions, well-defined internal procedures, and comprehensive employee education programmes.
The report highlights a clear organisational preference for AI-enhanced technology: 68% of respondents said they would recommend a solution with AI features built in, while a mere 5% indicated they would prefer to avoid AI-enabled tools. This overwhelming endorsement underscores how deeply AI has embedded itself as a value driver across the modern enterprise.
AI has become a mainstream productivity tool spanning many business functions. The global survey findings confirm that employees across departments are already relying on AI tools for a wide range of everyday tasks, including: data analysis & visualisation (54%), project management (49%), search for information (47%), department-specific tasks (46%), text generation and editing (41%).
While organisations recognise the tangible benefits AI tools bring – including improved process efficiency and enhanced quality of deliverables – they also see the associated dangers. 82% of respondents voiced concerns about the risks AI poses to their organisation. These concerns are grounded in real-world experience.
Among the 87% of organisations worldwide that faced a cyber incident in the past year, 13% reported that they had experienced threats stemming specifically from AI-related vulnerabilities.
Notably, 74% of respondents believe that these risks can be effectively mitigated through employees’ responsible behaviour — pointing to the critical importance of security awareness and training in the AI era.
“The speed at which organisations are embracing AI is remarkable, but it must be matched with an equally strong commitment to security. We are already seeing a growing range of threats directly tied to AI adoption – whether it’s malware camouflaged as popular AI tools, vulnerabilities introduced through unsecure vibecoding, or leaked access credentials to corporate AI platforms and malicious skills by AI agents.
Managing these risks requires a holistic approach: the right technology, well-defined procedures, and a security-aware workforce,” comments Brandon Muller, senior security consultant for the META region at Kaspersky.
E-Business
How Temu Helped a Madagascan Vanilla Family Business Sell Direct to Consumers Across Europe
Malagasy Vanilla has transformed its decades-old wholesale business by embracing direct-to-consumer sales through Temu, enabling the family-run company to reach customers in 14 European markets while significantly reducing logistics costs.
For years, premium Madagascan vanilla supplier Malagasy Vanilla sold exclusively to restaurants, bakeries and wholesalers because the cost of shipping a single pack to individual customers often equalled the value of the product itself. That changed after the company joined Temu’s Local Seller Program in November 2025.
The Belgian-based business, which sources high-quality vanilla from Madagascar, has leveraged Temu’s logistics network to cut domestic shipping costs by nearly half through a partnership with Belgian postal operator Bnode. The move has enabled the company to enter the retail market for the first time and quadruple its sales within four months.
According to Belinda Rabenandrasana, co-Chief Executive Officer of Malagasy Vanilla, Temu has opened up an entirely new customer segment for the company.
“Temu opened a new avenue for us,” she said. “We were finally able to explore selling to individuals.”
The platform now contributes between five and 10 per cent of the company’s overall revenue.
Expansion into 14 European Markets
Malagasy Vanilla is among businesses participating in Temu’s Local Seller Program, launched in Europe in 2024 to help local merchants expand beyond their domestic markets.
Through partnerships with more than 150 logistics providers across Europe—including Bnode in Belgium, La Poste in France and DHL Group in Germany—Temu offers sellers access to affordable shipping and delivery infrastructure without requiring major investment in logistics.
After successfully establishing direct-to-consumer sales in Belgium, Malagasy Vanilla expanded into 14 European countries, including Germany, France, Spain and Poland.
Rabenandrasana said the logistics support, competitive shipping rates and seller assistance provided by Temu made the expansion possible.
“Without Temu and its partnership with Bnode, it would have been very difficult for a small business like ours to start selling directly to consumers,” she said.
She added that Temu also assists sellers in managing regulatory requirements such as the European Union’s Extended Producer Responsibility (EPR) compliance, making cross-border operations easier for small businesses.
Three Generations of Vanilla Expertise
Malagasy Vanilla traces its roots to three generations of the Rabenandrasana family in Madagascar’s vanilla industry.
Belinda’s grandfather began trading vanilla locally, while her father expanded operations across Madagascar. She launched the company’s international business in 2017, supplying premium Madagascan vanilla to European restaurants, pastry shops and food wholesalers before establishing operations in Belgium in 2023.
The company partners with growers and producer associations in Madagascar, where between 20 and 40 workers oversee the six- to 10-month curing process that transforms green vanilla pods into premium black vanilla.
Operations in Belgium focus on packaging, quality assurance and distribution.
Customer Reviews Drive Growth
Under its Lavani brand, Malagasy Vanilla sells gourmet-grade whole vanilla pods targeted at both professional chefs and home baking enthusiasts.
Rather than relying heavily on paid advertising, the company has benefited from Temu’s product discovery tools and customer reviews, helping the niche brand gain visibility organically.
According to Rabenandrasana, strong customer feedback has played a significant role in increasing traffic and boosting sales.
The brand currently maintains a customer review rating exceeding 99 per cent on the platform.
Future Plans
Looking ahead, Malagasy Vanilla plans to expand its European footprint further by establishing a warehouse in France and increasing sales across the continent.
The company is also developing new products, including vanilla extract and vanilla sugar, while planning to open a physical retail and production facility in Belgium later this year.
In addition, it intends to launch a social-impact initiative aimed at supporting vanilla-growing communities in Madagascar.
Reflecting on the company’s evolution, Rabenandrasana said the business continues to build on her family’s legacy.
“My grandfather worked locally, my father expanded nationally, and now we are building internationally,” she said.
Stakeholders in Nigeria’s digital economy have urged the Federal Government to review its partnership with global recruitment platform Hello.cv under the 3 Million Technical Talent (3MTT) programme, citing concerns over data security, digital sovereignty and the country’s “Nigeria First” policy.
3MTT
The concerns follow the Federal Ministry of Communications, Innovation and Digital Economy’s announcement on May 6 of a 10 million-dollar partnership with Hello.cv aimed at increasing the global visibility of Nigerian technology professionals.
Under the initiative, 20,000 selected 3MTT fellows will receive a global professional profile package, including an Artificial Intelligence (AI)-powered job search agent, a professional curriculum vitae (CV) writer and a personal .cv domain, valued at 500 dollars per participant.
While stakeholders acknowledged the programme’s potential to improve global employment opportunities for Nigerian tech talent, they expressed concerns about the implications of hosting participants’ digital identities and data on a foreign domain.
Chief Executive Officer of Cyberchain and Global Digital Economy Strategist, Engr. Jude Ozinegbe, said the arrangement raised important questions about data ownership and jurisdiction.
According to him, registering domains under an entity outside Nigeria gives that entity a degree of control over activities associated with the domain.
“When you register your domain under a different entity outside your jurisdiction, that entity will have access to whatever is happening within that domain.
“In the long run, the Nigeria Data Protection Commission (NDPC) may have to examine the agreement and assess the security implications of such domain ownership,” he said.
Ozinegbe urged the NDPC to review the security protocols employed by Hello.cv to ensure compliance with Nigeria’s data protection regulations.
Also speaking, Ugonma Egwuatu of ECAM Global Services, an information and communications technology and data protection firm, said the security of data belonging to 20,000 fellows should be of significant interest to regulators.
She noted that while the ministry had the authority to determine how the programme was implemented, there was a need for greater transparency regarding the handling of participants’ personal information.
“The NDPC requires its registered Data Protection Compliance Organisations (DPCOs) to subscribe to the .ng domain.
“If a government ministry permits trainees to operate on a foreign domain, then the commission should examine the arrangement because we are dealing with the data of 20,000 Nigerians,” she said.
Egwuatu also called for clarity on how data generated through the platform would be processed, stored and protected.
“There should be explanations regarding the backend. What are they doing with the data of people who visit these sites? Why use a foreign domain instead of the .ng domain? These are legitimate questions that deserve answers,” she said.
She added that government should ensure appropriate third-party agreements and safeguards were in place before implementing such initiatives.
On his part, Chief Executive Officer of DNS Africa, Dr. Adebunmi Adeola Akinbo, said the objectives of the programme could still have been achieved while leveraging Nigeria’s country code top-level domain.
According to him, Hello.cv could have registered a hello.cv.ng or hellocv.ng domain in collaboration with the Nigeria Internet Registration Association (NiRA).
“The .ng domain can conveniently accommodate such a platform. If Hello.cv intends to onboard millions of Nigerians, it can work with NiRA to create a local domain structure.
“That way, the investment remains within Nigeria, strengthens the digital economy and supports local internet infrastructure,” he said.
Akinbo argued that excluding the .ng domain from the initiative undermined Nigeria’s digital identity and sovereignty.
“As good as the programme may sound, leaving the .ng domain outside this engagement and taking Nigerian data outside the country’s digital jurisdiction is not the best approach,” he said.
Also commenting, Founder and Chief Executive Officer of Precise Financial Systems Ltd., Yele Okeremi, stressed the importance of ensuring that investments in Nigeria’s digital economy create long-term domestic value.
According to him, building a sustainable technology ecosystem requires more than developing skilled professionals.
“Investment, particularly in technology and the knowledge economy, is not just about having smart people.
“It is also about who owns the infrastructure and who ultimately benefits from the value created. Nigeria must ensure it retains as much of that value as possible,” he said.
Similarly, Chief Executive Officer of the Internet Exchange Point of Nigeria (IXPN), Muhammed Rudman, described the use of foreign domains for a government-sponsored initiative as inconsistent with efforts to promote Nigeria’s digital economy.
“I don’t know where this idea came from, but it is unpatriotic for Nigerian companies funded by Nigerian resources to adopt .cv domains instead of .ng.
“Global companies such as Google register country-specific domains like google.ng when operating locally. Registering 20,000 additional .ng domains would improve Nigeria’s online visibility and strengthen the local internet ecosystem,” he said.
Rudman urged the Federal Government to support indigenous digital infrastructure by encouraging the use of the .ng domain.
The 3 Million Technical Talent (3MTT) programme is a flagship initiative of the Federal Ministry of Communications, Innovation and Digital Economy aimed at equipping Nigerians with globally relevant digital skills.
The programme provides free training in areas including software development, artificial intelligence, cloud computing, cybersecurity, data analytics, machine learning, animation, DevOps and user interface/user experience design through a hybrid learning model.
Stakeholders maintained that while the partnership with Hello.cv could expand international employment opportunities for Nigerian technology professionals, greater attention should be paid to safeguarding the country’s digital assets, promoting local internet infrastructure and ensuring compliance with Nigeria’s data protection framework.
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