E-Financial
Study Shows How Banks Engage in Arbitrary IT Budgeting

Over budgeting for IT was prevalent in many Nigerian banks over a period of four years between 2005 and 2009, suggesting management eagerness to approve IT budgets irrespective of their merits. Bank management and IT practitioners engaged in power budgeting that relies on the influence of powerful executives and IT managers to approve IT budgets rather than on higher IT resource utilization and efficiency, which base IT budget approval on data generated. This is the thrust of the findings of a research by Dr. Godfrey Ekata, a United States-based adjunct professor of information technology, who investigated IT Productivity Paradox: Evidence from the Nigerian Banking Industry. The study published recently in the Electronics Journal on Information Systems for Developing Countries (EJISDC), sought to determine whether or not a relationship exists between IT expenditure and the financial performance of the Nigerian banks during the period. Ekata said that deploying ICT infrastructure in Nigeria is capital-intensive such that the banks’ annual IT spending was increasing dramatically, supposedly to enable them stay competitive and profitable in a modern economy. However, the study revealed that there is little or no evidence that increased IT investment or spending results in increased financial performance or productivity gain. According to Dr. Ekata, “analysis of IT expenditure and financial performance data of the banks showed no relationship between IT investment spending and net profit, suggesting the existence of IT productivity paradox in the Nigerian banking industry.” As he put it, the annual IT spending in Nigerian banks which stood at $150,000 in 2003 rose to approximately $117million in 2009. Ekata said that the interest in knowing what relationship exists between increased IT investment and financial performance of the Nigerian banking industry was motivated by continued increase in IT spending by Nigerian banks over the period and by a dearth of research on the subject in sub-Sahara Africa. He explained that IT budgeting should be a means of planning, monitoring, and control of future operations and results with due regard to the preceding fiscal year; stressing that the degree of success of IT depends on contextual factors that include IT strategies, management, and capability. Research findings he stated have shown that IT, on average, has a less than significant impact on organizations’ performance. Dr. Ekata observed that IT executives in the Nigerian banking industry need to adopt IT strategies that emphasize efficient IT management and utilization, warning that until Nigerian banks optimize the capacity of their IT investments the full benefits of the technology may continue to elude them, and further ICT deployment will not matter. The research finding showed that besides low utilization, failure of banks to translate increased IT spending into corresponding profits could also be the result of other factors such as negative network effects, misalignment between business objectives and IT strategies, and technical inefficiency. He advised Bank leadership in Nigeria to promote full utilization of IT by staff and customers to avoid negative network effects because ICT infrastructure can exhibit decreased value from low utilization. To ensure full realization of the benefits of IT investments, the study called on Nigeria bank executives and practitioners to tailor their IT investment strategies to align with their business objectives. The strategies could include IT cost reduction plans that challenge IT managers to: (a) commit to delivering measurable value for IT projects before granting budget approval; (b) offset the added cost of new IT project investments with reasonable reductions in maintenance cost; (c) examine the costs and benefits of new projects, delaying upgrades, and discontinuing maintenance agreements; and (d) implement only the essential features of IT solution. The results from Dr. Ekata’s study should help Nigerian bank executives in evaluating their IT investment policies, rationalizing IT spending, and allocating technology resources to achieve optimum results. He noted that IT adoption involves leadership challenges at various levels including information systems management, budgeting, outsourcing, offshoring, partnerships, and competitiveness. The challenges require leadership decisions that are consistent with efficient management and high IT utilization. It concluded that where organizational leadership fails to align IT strategy with organisation’s objectives and guide against IT project failures, ICT will truly not matter.
E-Financial
BVN Enrollments Hit 69.55m- NIBSS

Nigeria’s Bank Verification Number (BVN) database expanded to 69.55 million as of July 5 2026 from 69.32 million in June 2026, according to latest data released by the Nigeria Inter-Bank Settlement System (NIBSS).

BVN is an 11-digit biometric identification system introduced by the Central Bank of Nigeria and managed by the Nigeria Inter-Bank Settlement System (NIBSS) to secure customer accounts and reduce fraud.
This means that BVN enrolments increased by 228,947 between June and July 5 this year.
With the BVN database standing at 67.8 million as of December 31, 2025, it also means that the database grew by 1.75 million between the end of last year and July 5, 2026.
Specifically, with less than 1.8 million BVN enrolments so far recorded for this year, it is looking highly unlikely that BVN registrations at the end of 2026 will come close to the 4.3 million total registrations recorded in 2025.
Analysts note that while the expansion in the BVN database last year was largely driven by the introduction of the NonResident Bank Verification Number (NRBVN) initiative, which enables Nigerians in the diaspora to do their BVN enrolment remotely, thereby removing physical barriers and boosting cross-border financial engagement, the Central Bank of Nigeria (CBN) in March this year, announced a revised BVN regulatory framework, that saw it introducing stricter controls on suspected fraudulent transactions, BVN enrollment, and data access within the banking system.
According to the regulator, the amendments to the BVN framework, which came into effect on May 1, 2026, were aimed at strengthening fraud monitoring, improving identity management within the financial system and safeguarding the integrity of banking transactions, by strengthening identity verification and ensuring that BVN registration aligns with legally recognised age thresholds.
Thus, under the revised BVN framework, the apex bank introduced a stricter age requirement for BVN enrolment, limiting registration to 18-year-old individuals and above.
Also, under the new framework, customers will only be allowed to change the phone number associated with their BVN once. The CBN further stated: “Under the new guidelines, financial institutions are required to establish and maintain a temporary watch-list for BVNs linked to suspected fraudulent transactions reported within the banking system.
“A BVN may remain on this temporary Watch-list for a maximum period of twentyfour (24) hours, during which the BVN owner shall be contacted to provide clarification regarding the identified transaction(s).”
Launched on February 14, 2014, by the CBN in collaboration with the Bankers’ Committee, the NIBSS, and the German firm Dermalog, the BVN scheme was designed to capture the biometrics of all bank customers and provide each with a unique 11-digit identification number that can be verified across the Nigerian banking industry.
E-Financial
CBN Warns against Rejection of N100 Banknotes

Central Bank of Nigeria (CBN) has reaffirmed that the standard N100 banknote remains legal tender across the country, warning that its rejection by individuals, businesses and institutions violates the law.

The clarification follows reports that some members of the public have refused to accept the standard N100 note over concerns about its legal tender status following the introduction of the commemorative N100 banknote issued to mark Nigeria’s centenary.
In a statement signed by Mrs. Hakama Sidi-Ali, acting director of Corporate Communications, the apex bank stressed that “both the commemorative N100 banknote and the standard N100 banknote are valid legal tender and must be accepted for all transactions nationwide.”
The CBN explained that the commemorative N100 note was introduced to celebrate Nigeria’s centenary and did not replace the existing standard N100 banknote.
The CBN cautioned individuals, businesses, financial institutions and other economic agents against rejecting the standard N100 note, noting that such action contravenes the provisions of the CBN Act and undermines public confidence in the national currency.
It warned that appropriate enforcement measures would be taken against any person or organisation found violating the law.
The apex bank reaffirmed its commitment to protecting the integrity of the naira, maintaining confidence in all duly issued banknotes and ensuring the smooth circulation of currency across the country.
The CBN also urged members of the public to continue accepting and transacting with all banknotes legally issued by the Bank and advised anyone seeking further clarification to use its official communication channels.
E-Financial
GCR Upgrades FCMB Asset Mgt Rating on Disciplined Liquidity, Consistent Earnings

FCMB Asset Management Limited (FCMBAM), the asset management arm of FCMB Group Plc, has received an upgrade to its national scale long-term and short-term issuer ratings of A(NG) and A1(NG), from A-(NG) and A2(NG), by GCR Ratings, a leading pan-African credit rating agency.

The outlook on the ratings remains stable, said the rating agency.
The upgrade is anchored on FCMBAM’s competitive resilience and financial discipline, alongside the strengthened credit profile of FCMB Group.
GCR highlighted FCMBAM’s decade-long track record of strong performance, well-established brand franchise, diversified product suite and robust distribution network as key drivers of its standalone strength.
These are further supported by consistent earnings growth and a disciplined, unleveraged balance sheet, it said.
According to GCR, FCMBAM’s competitive position is supported by “its relatively long track record, strong brand franchise, established product and geographical distribution network and cross-selling opportunities,” with the rating agency noting that FCMBAM ranks among the top five asset managers in Nigeria, with an estimated five per cent share of a fragmented market as of 31 December.
The Company’s financial performance underpinned the upgrade, with revenue growing by 30 per cent and operating cash flow increasing by 13 per cent, enabling the business to be fully funded without recourse to debt.
Liquidity strengthened further, with liquidity sources versus uses improving to 5x as of December 2025, from 3.6x a year earlier, while the EBITDA margin edged up to over 58 per cent.
Commenting on the upgrade, the Chief Executive Officer of FCMB Asset Management, James Ilori, said: “This upgrade is an important external validation of a strategy we have pursued with discipline over many years: building an investment franchise that performs reliably, governs itself rigorously, and earns trust in every market cycle. It speaks to the strength of our membership of FCMB Group and to a culture that holds itself to local and global standards of risk management and capital stewardship.
“As Nigeria’s asset management industry enters a new era of higher capital thresholds and rising investor expectations, we intend to lead from the front – ahead of regulatory timelines, ahead in digital transformation and ahead in the outcomes we deliver for the clients who trust us to assist them in achieving their investment objectives.”
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