Broadcasting
Exclusivity Element Important of Pay-TV Business-Hundah
Joseph Hundah, managing director, Multichoice Nigeria, since assumption of duty ten months ago in Nigeria has rolled out initiatives aimed at consolidating DSTV’s position in Pay-Tv business.
He spoke to Chike Onwuegbuchi and Hilary Okeke on his achievement and other industry issue
What is the situation as regards the broadcast rights of the Fifa U-17 world cup?
I just sent a text to confirm from the CEO of SuperSports, but as far as we understand it, SuperSports has the exclusive pay-TV rights for the U-17 world cup. As to who has the free-to-air rights, I am not too clear. It is likely that AIT has the exclusive free-to-air rights. That being said, a situation whereby a free-to-air station has a pay-TV business, what they ought to do is when that particular match is being played on their free-to-air platform under the pay-TV network, they are supposed to blank it out and replace it with something else. They are not supposed to offer any service on their pay-TV platform that shows the games. We hope that they understand the limitations of their rights and comply with the rules. But I am not confirming that they have the free-to-air rights – I do not know. But as far as the exclusive pay-TV rights are concerned, we definitely have it, no one else but us in Nigeria.
What is the difference between Free-to-Air and Pay-TV?
Free-to-air is any television service that you receive without paying for subscriptions. All you need is the traditional antenna outside your house that picks up the signals and delivers the programmes to your television sets. Stations like AIT, NTA, Silverbird, are all free-to-air platforms; the subscribers do not need to pay them to provide that service.
What is the situation of your agreement with the Nigerian football Federation?
That is very much ongoing. In fact, we are looking at increasing the number of games that we show on the Nigerian Football League. We have invested so much money there. You might be aware that we actually acquired two outside broadcast vehicles some time last year. One is based in North Central part of the country that services the northern part of the country; the other one is in Lagos and services the southern part of the country. For us, we are very happy with the agreement; it is going on very well. Though there are problems as regards changes in fixtures sometimes, but it is something we are overcoming and I think it is a learning process. So, that is okay by us. We have commitments from the minister himself, as well as the DG of sports that they would continue to assist us in making sure that we are able to cover those games and all the issues that may come up along the line would be properly taken care of.
What are the security arrangements in protecting broadcast equipment from errant fans?
We take security very seriously. As you know, outside broadcast vehicles are worth millions of dollars. We take the safety of the equipment and that of our crew members at the venue very importantly. But so far, we have not had any serious incidence concerning our crew – we take precautions to ensure that all is safe wherever we are because any damage to equipment would affect the video coverage of the matches.
How would you assess your 10 months in Nigeria as MD of MultiChoice Nigeria?
Well, it continues to be a learning process. I learn new things everyday – about the market; about our new products; about how we can make it easier for our consumers to enjoy the products that we offer. It has been a success so far. We have grown significantly over the next 10 months and we continue to grow. We have added new channels on the bouquet and we continue to do so. As I have said before and reiterating now, we find it pleasant to increase access of our services to everyone and go as far around the country as possible. We are putting a lot of money into expansion; increasing our visibility among our subscribers, making it easier for them to pay their subscription fees. As we speak, almost 60 percent of our payments are made outside of our branches. There are new technologies coming up, like mobile banking. We just recently launched ATM banking; you can now pay your subscriptions on the ATM. We continuously look at innovative products. In the next 2 or 3 months, we would be launching high definition personal video recorder (PVR) to replace the one we have at the moment.
What are you doing about the cost of acquiring hardware for your services?
Note that all decoders are imported. With the 27 percent depreciation in the Naira, the fact that people can still buy the decoder at the same price is highly commendable. But all these fluctuations make it difficult for us to reduce our prices. However, it is something that we are looking into and for me, not only is it important for us to increase accessibility geographically, it is also important for us to increase accessibility monetary wise. So, it is something that we are kind of investigating – we want to find ways of reducing the entry level into our products.
What have you done in terms of content for your northern Nigeria subscribers?
We are opening a branch in Maiduguri in the next few weeks, and content has been our focus. I agree with you, content has to suit the market. There is not much Hausa content out there, but we are looking at giving them something that would suit them better. Just as before, we have launched Islamic channels, and we are seriously looking for ways to include Hausa movies on Africa Magic channel. We would constantly try to look for different ways of harmonizing our provision in the North because of their culture, and we would like to fit into them. Certainly, how to increase the level of content that suits that particular market is paramount in our minds.
How possible is it for you to share your rights with other players within the industry?
We have never been closed to doing transactions in partnership with other players in the industry. For every pay-TV operator in the world, including Nigeria, exclusivity is the most important element of our business. The moment you have a service or product that can be seen on other platforms, it becomes less attractive for your own platform because people do not need to subscribe to yours as against other s. So, all these kind of nuances are quite important in serving the market and we are not completely closed to it. If we are presented with a proposal like that, we would try to consider it and see if it makes business sense.
What lessons can be learnt from GTV’s experience?
If you look at most developed markets in terms of television, they do not have more than two or three direct-to-home (DTH) pay-TV operators. It is quite a few places where you do not have many pay-TV players because that is the nature of the business. It is an extremely capital intensive business, it requires a lot of investment over a long period of time. For us, we only started making profit about 5 years ago – after 10 years of pumping money into content and technology. The reason for that is that the cost of rights is extremely high. One has to be in it for the long haul, it is not a quick profit kind of business. It requires a long term view and approach. When acquiring rights, do not overpay for them. Part of the reasons why we did not acquire EPL for example, was because the cost of the rights was too high, even though our business has reached a certain developed level. So you can imagine – GTV came along and paid what we thought were extremely high fees. That put pressure on their ability to develop other channels and content. Pay-TV is not about one product; it is about offering an array of channels. That is why it is called the multi-channel platform. It is about offering different kinds of options for a subscriber to be able to enjoy. You also have to understand that when you start a business, you have to market. So you could have high marketing cost, high programme cost – you need a big budget to survive, and also note that it would take some time for profit to start rolling in.
What are your strategies for staying afloat while the economic crunch continues?
To be honest, we have absorbed the full impact of the Naira depreciation onto our bottom-line; we have no choice. We just have to absorb all of it. When times are tough, people ask you to reduce your marketing, which is strange. Quite often, people tend to curtail their business when times are tough. But we are saying no, and trying to expand our business during these tough times. At the same time, making sure that whatever money being spent is rewarded with profit. In an extremely competitive environment, it does not make sense to start cutting down on your expenditure, marketing and programming because your competitors are going to start investing in those and pretty soon, you would find yourself out in the streets. So, we are fairly aggressive in that aspect; we are fairly aggressive in our expansion plans, our marketing and in acquiring our rights that have been lost. We are not going to rest until we get those rights back. We are going to bid for EPL rights as high as we possibly can. It is always regretful to lose any content that you have. We are certainly not going to leave any stone unturned in terms of acquiring those rights back. If we are not able to at some point, what can we do? But we would always try to put our best foot forward. Unfortunately, it is a tough time for everyone.
Does digitisation pose a threat to your business in terms of losing market share?
It is a two-pronged issue here. We think every country needs to go digital because that makes more sense. But it does offer a competitive test because you now have a multiple channel environment on a free-to-air basis. We strongly believe that our superiority is not just about gaining channels – there are many channels out there. There is a perception in the market that there are not enough channels available for other people and that is why HiTV and Daarsat have not been launching. For us, what matters is how you package, market and sell these products. I guess that is where we have an edge. I think that if we maintain our business strategy and our leadership role, our business would be sustainable and we would continue to grow.
Africa Prudential Plc has reaffirmed its commitment to digital transformation, revenue diversification and sustainable growth after reporting a strong financial performance for the first half of 2026.
Dr Catherine Nwosu
The company made this known during its H1 2026 Investor Call, which brought together institutional investors, shareholders, investment analysts, regulators and other stakeholders to review its financial performance and strategic outlook.
Dr Catherine Nwosu, managing director and Chief Executive Officer of Africa Prudential, said the company’s performance reflected the resilience of its business model and the effectiveness of its long-term growth strategy despite prevailing macroeconomic challenges.
According to the company’s financial results, gross earnings rose by 27 per cent year-on-year to N4.28 billion, from N3.34 billion recorded in the corresponding period of 2025.
Profit before tax increased by 22 per cent to N2.41 billion, while profit after tax grew by 18 per cent to N1.59 billion.
The company also reported a 27 per cent rise in net operating income to N4.21 billion, while total assets increased by 13 per cent to N46.53 billion.
Shareholders’ funds equally rose by 13 per cent to N12.52 billion, reflecting continued financial strength.
Management attributed the performance to sustained growth in its core registrar business, increased corporate action activities in the Nigerian capital market, improved treasury earnings and rising adoption of its technology-driven solutions.
The company said it was steadily transforming from a traditional share registrar into a broader technology and business solutions provider serving Nigeria’s capital market ecosystem.
During the interactive session, investors sought clarification on the sustainability of earnings, particularly as interest rates are expected to moderate.
Responding, Nwosu said the company was deliberately expanding its recurring fee-based revenue streams to reduce dependence on treasury income.
“Interest rates influence our treasury income positively, but that is why we are deliberately diversifying our revenue streams.
“Our strategy is to grow recurring fee-based business lines such as our digital solutions, Know Your Customer (KYC) services, Annual General Meeting (AGM) technology, probate services and the SabiVest mobile app.
“Over time, this will reduce our reliance on interest income and create a more balanced and resilient earnings mix,” she said.
Nwosu noted that increasing capital market activities had created stronger demand for seamless digital investor experiences, improved operational efficiency and enhanced compliance solutions.
She said the company would continue investing in technology-enabled products capable of delivering long-term value to shareholders while strengthening its competitive position.
According to her, Africa Prudential has identified five strategic priorities for the second half of 2026.
The priorities include driving sustainable growth across its core registrar and emerging business lines, accelerating technology-led product innovation, strengthening brand leadership, investing in talent development and deepening corporate governance.
She said the investor engagement demonstrated the company’s commitment to transparency, accountability and regular engagement with shareholders and the investment community.
Africa Prudential reaffirmed its commitment to leveraging innovation, operational excellence and sound financial management to sustain growth and strengthen its leadership position in Nigeria’s capital market.
Gugu Gumede and S’Dumo Mtshali, the power couple in Netflix’s telenovela, The Polygamist, will be guest on this week’s edition of African Voices, which is sponsored by Globacom on Cable News Network (CNN).
The 22-episode sitcom focuses on the misadventures of an adulterous spouse who unknowingly entangles his family in the difficulties of polygamy.
The film depicts a series of intrigues, betrayals, and other events that shattered the harmony of a once-perfect marriage.
The fictional couple in Johannesburg are interviewed by the programme’s anchor, Larry Madowo, for a 30-minute show in which they discuss their personal experiences and the difficulties they have in the film industry, such as coping with popularity and typecasting and advocating for more actor protections.
Gumede, a 34-year-old South African who attended the American Academy of Dramatic Arts in Los Angeles to study acting, portrayed Joyce Gomora in the telenovela.
In addition to her part in The Polygamist, Gumede has portrayed Mamlambo, a prophetess on “Uzalo”, the most watched television program in South Africa, and Mandisa in “Generations”, one of the country’s most popular series.
Mtshali, a 43-year-old South African actor who portrayed Jonasi Gomora, gained notoriety in 2010 after competing in and winning the SABC1 reality program, “Class Act”. In the same year, he landed his first major part in the drama series “Intersexions” on SABC1.
Among other films, he has starred in “Inside Story” (2011), “Avenged” (2013), “iNumber Number: Jozi Gold” (2023), “Back of the Moon”, and “The Four of Us” (2025).
This special double-cast episode will feature on DSTV channel 401 on Saturday at 8a.m. It will be repeated same day at 11a.m., Sunday at 3.30a.m.,6p.m., Monday at 3a.m. and 5.45p.m. as well as on Tuesday,5.45p.m.
The repeats continue next week Saturday at 7.30a.m., 11a.m.;Sunday 3.30a.m., 6p.m.,and on Monday at 3a.m.
By Blaise Udunze
From a general observation, comparisons are powerful political tools. They simplify complex realities, inspire supporters and shape public perception. Another side of this is that they can also become misleading when symbolism replaces substance.
The latter appears to be the objective behind two recent interventions in defense of his excellency, President Bola Ahmed Tinubu. Respectfully, it was observed that veteran journalist Martin Oloja likened Tinubu’s political journey to that of football icon Lionel Messi. He portrayed him as a resilient strategist whose patience and tactical brilliance eventually produced victory. As this now appears to be a trend, Imo State Governor Hope Uzodimma further elevated the narrative, comparing Tinubu to Singapore’s founding Prime Minister, Lee Kuan Yew. He didn’t stop at that; rather further argued that today’s painful reforms would eventually transform Nigeria just as Lee transformed Singapore. They are compelling analogies.
Unfortunately, it was observed that both began to unravel once governance, not politics, was used as the standard of measurement.
It is a known fact to the world that Lionel Messi is celebrated not because he endured criticism or finally lifted the World Cup after years of disappointment. He is celebrated because his greatness is measurable. His goals are counted. His assists are recorded. His trophies are displayed and not just that, his records speak louder than the opinions of his admirers, which may have taken a different turn now after the outcome of the 2026 FIFA World Cup.
The same is also true of Lee Kuan Yew. History has shown that he is not revered because he introduced difficult reforms or enjoyed the support of loyal political allies. Governor Hope should be reminded that Lee is remembered because he fundamentally transformed Singapore. Amongst his achievements were transforming a poor trading port into one of the world’s richest, cleanest, safest and most efficiently governed nations.
Lee’s records speak for him because under his leadership, Singapore built world-class infrastructure, an incorruptible public service, globally competitive education, affordable housing, investor confidence and one of the highest standards of living anywhere in the world.
Neither Messi nor Lee Kuan Yew became legends through carefully crafted narratives. Yes, they became legends because the evidence became impossible to dispute. That is precisely where comparisons with President Tinubu become difficult.
It is an error to assume that winning elections is the same as winning governance and at the same time, political brilliance may secure power, but only effective leadership secures history’s approval.
For millions of Nigerians, governance is not measured by campaign strategy or political resilience. It is measured by the realities they confront every morning.
Can they afford food? Can they pay transport fares? Can they pay rent with the current landlords’ economy? Can they keep their businesses open? Can they sleep or travel freely without fear of kidnapping? Can they find jobs after graduation? Can they access reliable electricity and healthcare? These are the scoreboards by which governments are judged.
Supporters of the Tinubu administration frequently point to encouraging macroeconomic indicators. Foreign reserves have improved. Government revenues have risen. States now receive significantly larger allocations through the Federation Account Allocation Committee (FAAC). Well, these ‘achievements’ will be reviewed soon through the lens of news narratives. International financial institutions have welcomed several policy reforms. The removal of fuel subsidy and exchange-rate liberalisation are presented as courageous decisions that previous administrations avoided.
These developments deserve acknowledgement. Yet macroeconomic improvements are not the same as improvements in citizens’ welfare.
In reality, an economy cannot be declared successful merely because government revenues have increased while household purchasing power continues to deteriorate, as this would be a complete aberration.
Again, it is considered an anomaly that Nigeria reports stronger fiscal numbers, but millions of families continue to struggle with soaring food prices, rising transport costs, expensive housing, high electricity tariffs and shrinking disposable incomes.
Statistics may comfort policymakers. They rarely comfort hungry citizens. Messi never celebrated possession statistics after losing a match; rather, he cried and cried over losing the opportunity of winning the trophy at the concluded 2026 FIFA World Cup. To him, results mattered.
The reality is that governments should be judged by the same principle. This is open to dispute, but of a truth, Governor Uzodimma’s comparison to Lee Kuan Yew deserves even closer scrutiny because it raises an important question, though it may appear hard to answer.
If Tinubu is Nigeria’s Lee Kuan Yew, where is Nigeria’s Singapore? What exactly made Lee Kuan Yew exceptional? Was it simply his willingness to implement painful reforms? Certainly not.
Many leaders across the developing world have introduced painful reforms. Very few transformed their countries.
One thing stands out here: Lee’s legacy rests on outcomes, not intentions. Judging from all indications, it is obvious that his reforms dramatically reduced corruption, attracted investment, strengthened institutions, expanded industrialisation, improved education, guaranteed affordable public housing and steadily raised incomes across generations. Unlike Nigeria’s ongoing experience, Singapore’s rise was not a promise repeatedly postponed to the future. Citizens experienced tangible improvements in their daily lives. That is why history celebrates Lee Kuan Yew. Nigeria’s present reality tells a different story.
It is glaring and ironic that despite improved fiscal revenues, many Nigerians continue to grapple with rising inflation, worsening poverty, declining purchasing power, youth unemployment, struggling businesses and persistent insecurity. If they must know, these are not merely economic statistics; they are the lived realities by which citizens judge any government.
The Lee Kuan Yew comparison also overlooks perhaps the most important ingredient behind Singapore’s success, which is primarily the institutions.
It is obvious and practically doubtful if Governor Uzodinma’s kind of Singapore is the same as the one on which its transformation was built upon an efficient bureaucracy, disciplined public institutions, predictable regulation, meritocracy, uncompromising anti-corruption enforcement and consistent long-term planning as championed by Lee Kuan Yew. An honest question here is, can the same be said of Nigeria today?
The truth is not far-fetched; Nigeria is nothing close to it because the realities and lived experiences of Nigerians are that the country continues to grapple with weak institutions, policy inconsistency, bureaucratic inefficiency, corruption concerns and widespread insecurity.
His impeccable achievements are built on the institutions; hence, without institutional transformation, every effort to invoke Lee Kuan Yew risks confusing aspiration with achievement.
One common trend witnessed lately is that the supporters of the administration often argue that Nigerians must be patient because meaningful reforms require time. That argument deserves consideration.
Let it also be made known that patience should never become an endless substitute for accountability. Citizens are also entitled to ask whether the sacrifices demanded today are producing measurable improvements tomorrow.
History remembers leaders not because they prescribed hardship, but because that hardship ultimately produced prosperity for those alive and not for the dead.
Another weakness in both comparisons is the tendency to confuse political mastery with administrative excellence. These are totally two different things, because when it comes to winning elections, it requires coalition building, negotiation and political calculation. Whilst, running a nation demands competent institutions, sound economic management, transparency, public trust and measurable improvements in living standards.
Again, the two are not the same, and for this reason, many exceptional politicians have governed poorly. Many successful administrators never became political giants. Democracy ultimately rewards governance, not political mythology.
This is not to suggest that President Tinubu’s administration has achieved nothing. Tax reforms, infrastructure investments, fiscal restructuring and efforts to stabilise public finances represent important policy initiatives whose long-term impact remains to be seen. Well, acknowledging those initiatives is consistent with honest public discourse.
Equally important, however, is recognising that millions of Nigerians continue to judge the administration through the realities and their lived experiences rather than the promises they hear.
Football supporters judged Lionel Messi by the trophies in the cabinet. In like manner, history judges Lee Kuan Yew by the Singapore he built. The same measure should be applied in this nation, as Nigerians will judge President Tinubu by the Nigeria he leaves behind.
The key metric here is that if inflation falls sustainably, poverty declines significantly, insecurity is substantially reduced, electricity becomes more reliable, industries expand, jobs multiply and citizens regain confidence in the future, history will acknowledge those achievements without requiring comparisons to Messi or Lee Kuan Yew.
Neither Messi nor Lee Kuan Yew needed political allies to persuade the world of their greatness and that distinguishes both as the greatest of all time (GOAT).
Their records spoke for themselves. Political endorsements may dominate today’s headlines. History, however, listens only to evidence. Even Messi needed trophies. Lee Kuan Yew needed results. Nigerian leaders should be judged by no lesser standard.
Blaise, a journalist and PR professional, writes from Lagos and can be reached via: [email protected]
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