Broadcasting
NITDA, NBC Explore Strategic Collaboration on Digital Transformation, Media Regulation
The Director General of the National Information Technology Development Agency (NITDA), Kashifu Inuwa CCIE, has reaffirmed the agency’s commitment to deepening inter-agency collaboration as he received the Director General of the National Broadcasting Commission (NBC), Mr Charles Ebuebu, on a courtesy visit aimed at exploring strategic partnerships in digital transformation and regulatory frameworks across Nigeria’s media and technology sectors.
Speaking during the meeting, Inuwa stated that digital transformation and regulation are inseparable in Nigeria’s rapidly evolving digital ecosystem. He also emphasised that digital transformation is not a one-off project but a continuous journey that requires constant improvement, periodic target-setting, and organisational adaptability to emerging realities.
According to the NITDA boss, the agency deliberately embarked on a transformational journey to reposition itself from a traditional civil service structure to a high-velocity, smart public sector organisation. He noted that when the agency began its transformation drive, a significant percentage of its workforce came from the mainstream civil service, bringing with it entrenched bureaucratic mindsets and rigid operational practices. This, he said, necessitated a conscious decision to change the narrative.
“More than 70 or 80% of our staff came from the mainstream public service, and we know the mindset of public servants, so we started changing that narrative by focusing on people, resetting mindsets, building capacity, and fostering a culture that supports innovation and accountability,” he noted.
Inuwa explained that NITDA’s approach to digital transformation was anchored on three core pillars: people, processes, and technology. He stressed that no matter how advanced technology may be, it cannot deliver value without the right people and efficient processes in place.
He further disclosed that the agency undertook a comprehensive cultural reorientation programme, supported by cultural audits and initiatives aimed at creating psychological safety within the organisation.
“This was critical to enabling staff at all levels to freely contribute ideas, challenge existing processes constructively, and engage in horizontal and vertical collaboration without fear of reprisal,” he stated.
He noted that culture remains the foundation upon which any successful strategy must stand, adding that “no matter how good a strategy is, without the right culture, execution will fail.”
Providing further insight into the transformation journey, he explained that NITDA adopted an integrated framework encompassing people, process, culture, content, and technology. Through this framework, the agency identified and addressed deeply rooted bureaucratic tendencies such as command-and-control structures, risk aversion, and excessive dependence on directives from senior leadership.
According to the DG, “these reforms paved the way for trust-based delegation, inter-departmental collaboration, and process optimisation”.
He further revealed that NITDA documented over 396 internal processes and subsequently streamlined them to eliminate inefficiencies and repetitive executive approvals. He cited examples where routine operational tasks that previously required multiple approvals at the Director General’s level were redesigned to empower departments as gatekeepers, allowing leadership to focus on strategic priorities.
This process optimisation, he said, also created the foundation for automation and the integration of digital tools.
On capacity building, the DG disclosed that all NITDA staff underwent mandatory artificial intelligence (AI) training, reinforcing the agency’s position that AI is a tool for enhancing productivity rather than replacing human capital.
He noted that staff across departments are now leveraging AI to improve workflows, generate ideas, and transition from manual administrative roles to AI-enabled system administration.
Inuwa added that technology deployment at NITDA is deliberately driven by business value rather than trend adoption, stressing that technology must support clearly defined processes and organisational objectives.
He announced that the agency has developed a comprehensive digital transformation playbook, capturing lessons learned from its journey, which it is willing to share with NBC and other government institutions.
To advance collaboration with NBC, Inuwa proposed concrete areas of partnership, including sharing the agency’s digital transformation playbook, delivering tailored training and capacity-building programmes, enrolling NBC staff in digital literacy initiatives developed with global technology partners such as Cisco, and providing technical support for modernising regulatory frameworks to align with the evolving digital and media ecosystem.
Earlier in this remark, Mr Ebuebu called for deeper collaboration between the NBC and NITDA, describing the partnership as long overdue in the face of rapid media and technology convergence.
He noted that although he has had several insightful interactions with the DG NITDA in the past, it was important to institutionalise cooperation between both agencies to address emerging developments in media, technology, data governance, and Nigeria’s digital future.
While calling for closer ties between the two agencies, he emphasised that a strategic partnership between NBC and NITDA is critical to effectively regulate the evolving media ecosystem, harness technology for content creation and distribution, promote the growth of local media, facilitate knowledge transfer, and protect Nigeria’s cultural and national interests.
Broadcasting
NBC Files Fresh Appeal against Judgment Barring it from Imposing Fines on Broadcast Stations
National Broadcasting Commission (NBC) has filed an application seeking the permission of the court of appeal to file a fresh appeal against the judgement of the federal high court in Abuja barring it from imposing fines on erring broadcast stations.
In the application filed at the court of appeal in Abuja by Dapo Akinosun, counsel to the NBC, the commission argued sanity in Nigeria’s broadcasting sector is under threat and that the public interest would be better served if the court grants the application.
On January 17, 2024, Rita Ofili-Ajumogobia, a judge at the federal high court in Abuja, restrained the NBC from imposing a N5 million fine on broadcast stations sanctioned in 2022 over allegations of “undermining Nigeria’s national security by broadcasting documentaries on banditry in Nigeria”.
The affected broadcast stations were Multichoice Nigeria Limited, owners of DSTV; TelCom Satellite Limited (TSTV); Trust-TV Network Limited; and NTA StarTimes Limited.
The suit was filed by Media Rights Agenda (MRA).
Dissatisfied with the ruling, the NBC appealed the judgement filed an appeal at the court of appeal in Abuja.
In June, the court of appeal dismissed the commission’s appeal, holding that it was “fundamentally defective” and incompetent.
Jane Inyang, lead judge of the panel, held that the parties before the lower court were identified as “Incorporated Trustees of Media Rights Agenda (as applicant) and National Broadcasting Commission (as respondent)” but in the notice of appeal the purported appellant was described as the “Nigerian Broadcasting Commission”,
The judge held that the discrepancy was significant and that the court lacked jurisdiction to entertain the commission’s appeal.
In the application, the NBC urged the court to grant it leave to raise and argue a fresh issue on appeal relating to the legal capacity of MRA to institute and maintain the original suit before the lower court.
The commission argued that the defect in the earlier notice of appeal, which resulted in the dismissal of its appeal, arose “solely from an inadvertent misdescription” of its name by its lawyer.
The NBC told the court that the subsisting judgement raises questions on the commission’s statutory powers to regulate broadcasting and enforce compliance with broadcasting standards in Nigeria.
The commission argued that the subsisting judgment is capable of creating uncertainty regarding its regulatory powers if it is allowed to stand.
The NBC also argued that without the pronouncement by the appellate court on the issues raised in the appeal, its regulatory framework would be weakened.
“A weakened regulatory framework may embolden non-compliance with established broadcasting standards, thereby increasing the dissemination of false, misleading and unverified information capable of causing unnecessary public anxiety, panic and social unrest,” the NBC said.
“Absence of effective regulatory oversight may further encourage irresponsible broadcasting practices and the misuse of broadcast and digital media platforms by persons who deliberately publish sensational, inaccurate or inflammatory content to intimidate, harass or unduly influence individuals, institutions and public discourse.”
David Adedeji Adeleke, known professionally as Davido, has shared his past suicidal thoughts as he dropped Oriadé, his sixth studio album yesterday.
Davido
Davido said he chose the date on purpose as it marks exactly 15 years since he began his professional music career.
Oriadé is a Yoruba word combining “Ori,” meaning destiny, and “Adé,” meaning crown.
It translates to “the crowned head.” The album has 13 tracks and features Black Sherif, Aya Nakamura, Leon Thomas, Mayorkun, and Llona.
It follows his 2025 project, 5ive, which reached number two on the Billboard World Albums chart.
Davido also announced an international tour to support the new record.
In the days leading up to the release, Davido gave interviews that revealed personal details about his past and his current life.
Speaking to Vibe Magazine on Thursday, he described a 2014 incident in Ghana that left him feeling suicidal.
He said he invited a woman back to his hotel room after a show, and she later posted a photo of him sleeping online.
He said the fallout overwhelmed him.
“My daddy was calling me. My sisters were calling me. If I saw the balcony that day, I would have jumped,” he said.
He said he was young at the time and did not fully understand the consequences of his actions.
He described the experience as a turning point that changed how he thinks about privacy and fame.
In the same interview, he explained why he often dresses down in public despite his wealth.
He recalled a trip to the South of France where he went out in shorts and slippers without his watch.
“I’ve been on jets, I’ve been flying, I’ve been in all these places since I was a baby. I’ve been seeing money since I was a baby. So all these things don’t really excite me,” he said.
He added that he sometimes prefers to drive a Toyota to the supermarket in Atlanta instead of one of his luxury cars.
In a separate livestream with Davrel, Davido spoke about how his life has changed since marrying his wife, Chioma, and becoming a father.
He said his home no longer holds the large crowds it once did.
“I can no longer have 100 people in my house like before,” he said.
He said he speaks to Chioma every day regardless of his schedule.
He also disclosed that he spends between $200,000 and $300,000 a month on himself, not including costs for his wife, children, jewelry and cars.
He said the amount is lower when he is in the United States, where he described his lifestyle as quieter.
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.
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