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Air Seychelles Posts Second Consecutive Year of Net Profitability

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(L-r): Kevin Knight, vice chairman, Air Seychelles, Joël Morgan, Seychelles minister for Home Affairs and Transport and Air Seychelles Board Chairman, Manoj Papa, chief Executive officer, flanked by air-hostesses, during its report presentation recently.
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Air Seychelles, the national carrier of the Republic of Seychelles, last Friday announced a net profit of US$3 million for 2013, exceeding by 171per cent its profit of US$1.1 million reported in 2012.

According to the Airline’s revenue increased by 107 per cent to US$88.7 million (2012: US$42.8 million).

The airline’s passenger numbers on its international network increased 100per cent to 195,857 (2012:97,576), while traffic on domestic services in 2013 increased nine per cent to 156,617 passengers.

Cargo volumes flown in 2013 rose by159per cent to 5,529tonnes (2012: 2,128 tonnes).

Joël Morgan, Seychelles minister for Home Affairs and Transport and Air Seychelles Board Chairman, said the 2013 results were a testament to the on-going success of the airline’s turnaround strategy and business plan.

“To record a second successive year of profitability after the immense challenges of the past is an achievemen tof which we are all very proud.  Our 2013 figures are a clear indication that we now have the right business model.

“In just two years, we have rebuilt our national carrier, strengthened our partnership with Etihad Airways, and beyond delivering good results for the airline, we have helped grow Seychelles tourism in the process – one of our core objectives. Today Air Seychelles is a great symbol of our nation wherever our brightly-coloured aircraft are flown.”

Manoj Papa, chief executive officer of Air Seychelles, said: “These results are another step forward in our journey as a commercially successful business and come against a backdrop of impressive development in both our domestic and international operations.

“Our business is now in good shape for the future, which includes growing our operations, launching new routes, taking delivery of new aircraft, expanding airline partnerships, hiring more Seychellois, and bringing more travellers to the Seychelles.

“We have established a solid basis for continued growth which reinforces the future of Air Seychelles and its vital contribution to the Seychelles economy.”

The impressive 2013 passenger traffic growth was aided by Air Seychelles’ acquisition of a second Airbus A330-200 aircraft in March. 

The same month the island carrier launched three weekly flights to Hong Kong, and increased frequencies to Abu Dhabi, Johannesburg and Mauritius, bringing its total international weekly services to 16, up 100 per cent.

Johannesburg and Mauritius enjoyed an additional return service per week, connecting each destination three times a week respectively with the Seychelles. 

The airline’s Abu Dhabi services also increased from four to seven return flights per week.

Abu Dhabi was Air Seychelles’ busiest international route, with a total of 90,746 passengers carried between the archipelago and capital of the United Arab Emirates, a year-on-year increase of 178 per cent.

Elsewhere, Air Seychelles saw record cargo volumes in 2013 thanks strong demand to and from France, Italy, Hong Kong and South Africa.

Air Seychelles signed four new code share partnerships in 2013, entering agreements with airberlin, Czech Airlines, South African Airways, and Cathay Pacific Airways. 

These code share agreements increased Air Seychelles’ virtual network from 19 to 34 destinations.

In October, Air Seychelles announced a multi-million dollar agreement for the purchase of three new Viking Air DHC6Twin Otter Series 400 aircraft, its largest ever domestic fleet order signalling the carrier’s long-term commitment to its domestic operations.  Two of these aircraft are due to arrive in mid-2014, one year ahead of schedule.

Also in October, and coinciding with its 35th anniversary, the airline launched Air Seychelles VIP, a dedicated ground handling service and luxurious airport facility targeted at premium guests and the private air charter market. 

The operation was co-established with Royal Jet.

Air Seychelles capped a remarkable year of achievements by being awarded a four-star rating by Skytrax, one of 35 global carriers to hold this accolade.

Morgan said:  “We have come a long way in two years and 2013 has been exceptional.  To achieve a second year of profitability and simultaneously be ranked among the very best airlines in the world is an amazing achievement of which the company and its staff should be very proud.

“People are the most valuable asset in any organisation.  This is true for Air Seychelles as well, and reflected in our commitment to developing a highly-skilled national workforce and a long-term succession plan.

“In particular I am pleased at the significant progress made with our people development program, where the first group of Air Seychelles Graduate Development Management trainees are scheduled to return to Seychelles later this year after 18 months abroad receiving world-class training.”

At the close of 2013, Air Seychelles employed 629staff, an increase of 17 per cent over the 536 staff the airline employed in 2012. 

Of this number, the airline employs 622Seychellois nationals, 98.8 per cent of the total.  The airline recruited 57 cabin crew in 2013, promoted eight domestic pilots to Airbus A330 operations and two domestic pilots were promoted to Captain.


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Guinness Nigeria Sustains Growth Momentum in Q4 Amid Market Headwinds

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Guinness Nigeria Plc has announced its unaudited financial results for the twelve months ended 30 June 2025, reporting a remarkable turnaround in performance despite a persistently challenging economic environment and an intensely competitive landscape.

The announcement comes in a landmark year for the company, as Guinness Nigeria celebrates 75 years of operations in Nigeria—a testament to the enduring strength of its brands, its people, and its commitment to brewing excellence.

In the period under review, the company delivered strong topline growth, with revenue rising by 65.8% to ₦496.6 billion, up from ₦299.5 billion in the previous year. Gross profit grew by 62.2% to ₦148.3 billion, while operating profit rose by 86.6% to ₦47.4 billion. Most notably, the company returned to profitability with a net profit after tax of ₦16.2 billion, compared to a ₦54.7 billion loss recorded in FY24.

These results reflect Guinness Nigeria’s focused execution of its strategic priorities, disciplined cost management, and the resilience of its people and portfolio.

Commenting on the performance, Prof. Fabian Ajogwu, SAN, Chairman of the Board, said: “This strong turnaround speaks to the quality of leadership, clarity of vision, and strength of governance at Guinness Nigeria.

“As we mark 75 years of doing business in Nigeria, this performance underscores our long-standing resilience and commitment to value creation. The Board remains confident in the company’s long-term strategy and is committed to sustaining this momentum for our shareholders and stakeholders.”

Girish Sharma, Managing Director/CEO, added: “These results reflect our team’s focus, agility, and deep connection with our consumers. We have set a clear ambition—to be one of the best performing, most trusted, and most respected consumer products companies in Nigeria.

“That ambition is driving us to build a high-performance organisation with an entrepreneurial spirit. While the external environment remains dynamic, we are building on this momentum with confidence and purpose.”

Guinness Nigeria remains committed to delivering long-term, sustainable growth while continuing its legacy of enriching lives and communities across the country.

 


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FintechNGR Rejigs Nigeria Fintech Week with Multi-location Model

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L-r: Mrs. Isioma Udeozo, CEO, Opolo Global Innovations / FAL Partner; Dr. Stanley Jacob, President, FintechNGR; Dr. Jameelah Sharrieff-Ayedun, vice president, FintechNGR and Chair, NFW Committee; Uche Uzoebo, CEO, SANEF; Seun Folorunso, Director, Advocacy & Programs, FintechNGR at the media interaction to herald 2025 Nigeria Fintech Week held in Lagos on Wednesday.
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With the fast-evolving financial technology ecosystem, FintechNGR plans to restructure the model of Nigeria Fintech Week (NFW) coming up between October 7–9, 2025, with a next-level, bold experience and movement uniting over 20,000 multi-industry stakeholders across Africa’s digital landscape.

As part of the restructured model, the event will take place as a multi-location experience, bringing activities to Abuja, Delta, and Enugu, while the main event unfolds at the Landmark Centre in Lagos. This inclusive structure allows for broader access and reflects the national impact of fintech across all geopolitical zones.

Dr. Stanley Jacob, President, Fintech Association of Nigeria, disclosed this at a press conference in Lagos on Wednesday, where the Association officially unveiled the direction for the 8th edition of Nigeria Fintech Week (NFW25), themed “The Fintech Ecosystem Symphony: Orchestrating Nigeria’s Digital Future.” This edition will spotlight how harmonised efforts across government, startups, corporates, and investors can accelerate financial innovation and inclusion across the continent.

According to him, “We’re no longer just an association; we are a movement. NFW25 is where partnerships will be born, sectors will be reimagined, and Nigeria’s digital economy will be orchestrated like a grand symphony.”

Since its inception in 2017, Nigeria Fintech Week has emerged as the continent’s foremost fintech convening – a catalyst for market-shaping conversations, regulatory advancements, and investment deals.

Dr. Jameelah Sharrieff-Ayedun, Vice President and Chair of the Organising Committee, noted that this year’s expansion across multiple cities was designed to enhance accessibility, financial inclusion, and grassroots innovation. “Fintech is no longer for a select few. From the aviation sector to agriculture, from secondary school students to startup founders, this year, everyone has a seat at the table.”

Whether you’re a startup, policymaker, enterprise, student, creative or influencer, developer, or fintech enthusiast, your voice matters in this symphony. As Ms. Uche Uzoebo of SANE puts it, “Even food companies, schools, and churches are now digitizing. NFW25 is where they find solutions and partnerships.”


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Unmasking Nigeria’s Food Safety Crisis: A Dual Pathway to Public Health and Global Competitiveness

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By Diana Tenebe, COO, Foodstuff Store

Nigeria, often heralded as Africa’s economic powerhouse and most populous nation, is grappling with a silent epidemic that exacts a devastating toll on its citizens and stifles its economic potential: a pervasive food safety crisis. This isn’t merely a matter of occasional discomfort; it’s a grim reality where over 200,000 Nigerians perish annually from foodborne illnesses, inflicting an estimated economic burden of US$3.6 billion each year. The current state of food safety is not just a public health nightmare; it’s a significant impediment to the nation’s economic growth and global trade aspirations, demanding immediate, comprehensive attention.

The challenges plaguing Nigeria’s food supply chain, from farm to fork, are multifaceted and deeply entrenched. Across the vast landscape, inadequate practices, weak enforcement mechanisms, and a widespread lack of awareness among both consumers and food handlers contribute to this grave situation. Unhygienic food handling, poor storage conditions, and the pervasive use of contaminated raw materials are disturbingly common, particularly within the vast informal food sector. This sector, a lifeline for many Nigerians, often operates without the most basic amenities, such as running water, adequate refrigeration, or proper waste disposal. The problem is further compounded by insidious issues like food fraud, deliberate adulteration of products, and the indiscriminate misuse of agrichemicals, leading to numerous documented cases of mass poisonings and tragic deaths across the country. A critical and alarming finding is the glaring absence of an organized system for monitoring food safety issues. This systemic failure means that incidents are often misclassified, under-investigated, and consequently, the true scope of the problem remains obscured.

Beyond the immediate public health ramifications, the ramifications of Nigeria’s weak phytosanitary policies and inadequate regulatory oversight ripple into the international arena, costing the nation millions in lost export revenue. The repeated rejection of Nigerian agricultural products by discerning international markets, including the EU, US, and various Asian countries, due to contamination from pesticides, aflatoxins, and pest infestations, severely limits market access and fundamentally undermines the nation’s agricultural competitiveness. The seven-year EU ban on Nigerian bean exports, initiated in 2015 and costing the country millions, stands as a stark and painful reminder of these systemic failures. It underscores the urgent need for a robust and internationally recognized food safety framework if Nigeria is to truly unlock its agricultural potential on the global stage.

Crucial regulatory bodies like the National Agency for Food and Drug Administration and Control (NAFDAC) and the Standards Organisation of Nigeria (SON), along with policies such as the National Policy on Food Safety (NPFS), are in place to ensure food safety in Nigeria. However, their full effectiveness faces ongoing challenges in implementation and enforcement.

These challenges often stem from overlapping responsibilities, insufficient funding, and a need for greater collaboration among the various agencies. Additionally, current legislation lacks comprehensive traceability requirements, which can make it difficult to identify the origin of contamination and assign accountability. Furthermore, certain traditional cultural practices sometimes present a barrier to the widespread adoption of modern, hygienic food handling standards.

Overcoming these formidable hurdles requires a concerted, multi-pronged strategy. For customers, fostering a culture of food safety is imperative. A pivotal step in addressing this crisis lies in empowering consumers through comprehensive public awareness campaigns and readily accessible food safety education. These initiatives must be presented in simple, digestible formats, perhaps through a “food safety culture toolkit” that demystifies complex information. Education should emphasize the critical importance of personal hygiene, safe food handling, proper storage, and effective preparation practices, all aligned with the World Health Organization’s (WHO) internationally recognized “Five Keys to Safer Food.” Also, promoting the widespread adoption of robust risk assessment and management tools, such as Hazard Analysis and Critical Control Points (HACCP) systems, is vital for food businesses of all sizes. This proactive approach can significantly mitigate risks throughout the food production process.

For market competitiveness, elevating standards and enforcement should be the goal. To enhance Nigeria’s global market competitiveness, a strategic focus on strengthening regulatory oversight is paramount. This includes substantial investment in modern testing and quarantine infrastructure, which is essential for meeting stringent international standards. Furthermore, establishing a more coordinated and effective phytosanitary enforcement authority will streamline processes and ensure compliance. By improving these standards, Nigeria can drastically reduce export rejections, enhance its credibility in global trade, and unlock immense opportunities presented by schemes like the UK’s Developing Countries Trading Scheme (DCTS), which offers duty-free access to over 3,000 Nigerian products. Crucially, enacting the comprehensive National Food Safety and Quality Bill is a vital legislative step, along with ensuring greater involvement and capacity building for state and local authorities in food safety enforcement.

By prioritizing food safety, Nigeria stands at a critical juncture where it can not only safeguard the health and well-being of its citizens but also significantly boost its agricultural exports, attract much-needed foreign investment, create sustainable jobs, and ensure overall economic prosperity. This is not merely a regulatory issue; it is a fundamental pillar of national development.


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