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The Five-Point Digital Rights Agenda for Nigeria’s New Government

By Adeboye Adegoke, Senior Manager, Grants and Programs Strategy at Paradigm Initiative.
As a new government takes over the reins of power in Nigeria, it will be useful to set a digital rights agenda for the new administration. This agenda is an aggregation of ideas, recommendations and output of many engagements and consultations on digital rights in the past years. First, let me define digital rights to lay a basis for the article.

If I was going to define digital rights a few years ago, I’d define it as the contextual application of the rights guaranteed by International, regional and national human rights instruments, in the use of existing, emerging and future digital technologies, including the internet.
In today’s reality, this definition would rather be naive and would be a total misrepresentation of the reality of the majority of the world’s population where access to the internet, affordability of devices, digital gender-divide, cost of data etc are still key and pending issues affecting the realisation of fundamental rights. One of the key lessons from the COVID-19 pandemic was the need for countries to prioritise digital inclusion so no one is left behind in the digital evolution and the attending gains of the digital economy.
In its judgment on the twitter ban in Nigeria, the ECOWAS court held that digital platforms are vehicles and enablers of constitutionally guaranteed rights. Affordable and reliable internet access is essential for individuals to exercise their digital rights effectively. Therefore, digital rights is defined for this purpose as the right and ability of citizens to access digital technologies towards the enjoyment of their fundamental rights and freedom.
With this definition, I have laid the basis for the following agenda;
1. Pursue Universal Access as a State Policy: The outgoing government claimed it achieved a 100% broadband access on the back of Elon Musk’s Star Link’s entry into the Nigerian market. This is at best, a mere political statement that anyone who’s interested in real change should take with a pinch of salt. This techpoint article fairly addressed the matter. In summary, access that’s available and affordable to a limited economic class can not be the basis to claim 100% access.
Also, according to the Broadband Commission, meaningful universal connectivity means that anyone, anywhere, regardless of geographic location, socio-economic status, race, gender, or any other differentiating demographic, has access to affordable services and devices to connect to reliable and safe internet. The previous administration made marginal progress in this regard but its claim of 100% broadband access was bogus.
To achieve the objective of universal access, the new administration must revisit the barriers that have been previously identified. These are affordability, web literacy and a lack of access to devices such as smartphones and computers; There must be a deliberate approach to address these issues. Also, emerging issues such as multiple digital taxation must be halted to avoid killing the goose that’s laying the golden egg and further alienating more people from digital access.
The lingering problem of the right of way which has been a barrier to broadband penetration in Nigeria must be addressed. As a starting point, the new administration must revisit the pending commitment made during the COVID-19 pandemic and work with regional governments (states and local governments) to ensure the barrier is totally removed.
In a nutshell, the state must be deliberate about its pursuit of universal access as a state policy, beyond clutching to a chance occurrence of a major player’s entry into the Nigerian market.The new government can bridge the digital divide by promoting universal access to affordable and reliable internet connectivity. This can involve investing in infrastructure development and implementing policies that promote digital literacy and skills training. Special attention should be given to marginalised and under-served communities to ensure equal access and opportunities.
2. Prioritise Collaboration and Stakeholder Engagement: The previous government threw the phrase ‘stakeholder engagement’ around a lot. Any keen observer of the ecosystem however knew that the engagements were barely respected and it did appear that they were employed to tick the boxes against what should have been a deliberate effort to benefit from the diversity of expertise that exist in and outside of government. For example, it conspicuously omitted civil society or other public interest representation in the board of the data protection institution proposed in its data protection bill.
Also, the feedback it received on the proposed amendment to the NITDA bill fell on deaf ears. It went as far as tampering with the report of the public hearing held by the Senate Committee on ICT and Cybersecurity on the bill, to give a false impression that the bill enjoyed stakeholder buy-in. The incoming administration should engage in meaningful consultations with academia, technology companies, civil society organizations and other stakeholders to develop and implement policies related to digital rights.
Collaborative efforts can help identify and address emerging issues, as well as ensure that the government’s actions align with the needs and aspirations of Nigerian citizens. The approach to digital governance by the previous administration failed to appreciate the significance and importance of a human-centric approach to digital regulation. Digital technologies offer economic, social, and political opportunities. However, without robust approaches to national policies and regulations, technology can have negative impacts and can worsen the very issues they seek to improve.
As clearly articulated in a report on putting people at the Centre of Digital Policy by the Africa-Europe Cooperation and Digital Transformation, “The creation process for policies, regulations, and bills to protect against these risks lead to successful outcomes when all stakeholders – especially citizens and their representatives – are consulted in the policymaking process.” This approach helps policymakers to gain a better sense of long-term issues related to technology, not only those issues that are important to the government at the moment or to the more established stakeholders and their business interests. To put it succinctly, don’t just seek stakeholders input, be conscious about the process, ensure broad participation and allow their input to count.
3. Enact and Review Relevant Legislation: This government is privileged to inherit some bills and laws from previous administrations that it can quickly work on to positively alter the regulatory framework for digital rights protection in Nigeria.
• The Digital Rights and Freedom Bill which the Buhari administration initially rejected in 2019 went through a new cycle of stakeholder engagement between 2019 – 2023. This will be a low hanging fruit for the new government. It can immediately review this draft bill and forward to the National Assembly for the required legislative process towards assent by the President.
• Data Protection Bill. This bill suffered from a lack of inclusion from a civil society perspective and it’d be great to see the new government address this and other pending concerns before enacting the bill into law.
• Cybercrimes Act 2015. Unlike the previous two, this is already a law in Nigeria. It is not as though it was a digital rights-oriented law. From its name, the Cybercrimes Act clearly focuses on addressing cyber criminality. However, this law has a notorious provision in section 24 which has been the most potent tool and basis for the violation of digital rights, especially freedom of expression online since its enactment.
The section due to its vague provision has been used to target dissent, journalists and citizens for legitimate expressions that the powerful feel uncomfortable about. There is a pending ECOWAS court judgment ordering the Nigerian government to amend this provision. Thankfully, the Federal Ministry of Justice is currently leading a process to review the bill in order to amend the law. This government can take ownership of this process to ensure that section 24 of the bill is repealed.
• Regulation of surveillance to ensure responsible and right-respecting use of surveillance technologies is next. For the longest time, successful administration denied its investment in surveillance technologies, sometimes ignoring freedom of information requests on the subject. Nigeria has gone past the days of living in denial to a time when we must ensure that the uses and application of surveillance technologies are responsible. In 2019, the Nigerian Communications Commission (NCC) issued the Lawful Interception of Communication Regulations.
The regulation requires that there must be court warrants for interception to happen but failed to create an effective system of accountability around these processes. The incoming administration should ensure an effective accountability model for surveillance practices in Nigeria through judicial and public accountability. This is to ensure that the right to privacy as guaranteed for every Nigerian by the Constitution is preserved and to ensure that law enforcement agencies respect the rule of law in the discharge of their duties. The current model defers to the Attorney General of the Federation, a partisan member of the cabinet.
The Freedom Online Coalition recently published a useful resource that may prove useful. The Guiding Principles on Government Use of Surveillance Technologies aims to prevent or mitigate the use of Internet controls to suppress human rights and fundamental freedoms and unjustly limit access to information, the pairing of advanced video surveillance with artificial intelligence (AI)-driven tools to persistently identify and monitor people without an appropriate legal basis, and other discriminatory uses targeted at perceived government opponents as a means to enforce social and political control.
• The Code of Practice For Interactive Computer Service Platforms/Internet Intermediaries is another example of regulatory effort without stakeholder buy-in. The challenge with this code is its attempt to regulate digital platforms in an overly simplistic manner. This comes with risk to digital rights of Nigerians. Regulating digital platforms is a tough task and even the most developed nations are still grappling with figuring things out. The European Union recently passed the Digital Services Act (DSA) which includes rules for online intermediary services, highlighting the responsibilities of users, platforms, and public authorities.
The Act places citizens at the centre and it better protects consumers and their fundamental rights online, establishing a powerful transparency and a clear accountability framework for online platforms. Also the Act ensures for citizens, a better protection of fundamental rights, gives them more choices, lower prices and ensures they are less exposed to illegal content. The Act also creates legal certainty, harmonisation of rules for providers of digital services.
The Act doesn’t come into force until February 2024 despite the richness of expertise and stakeholder consultations that went into drafting and enacting it. Meanwhile the Code of Practice was conceived, drafted and adopted in a very limited context, limited consultation and timeframe. Nigeria can draw inspiration from the DSA. I wouldn’t recommend a copy and paste approach but I strongly recommend that the new administration undertake a study of this legislation and explore its applicability to the Nigerian context. Beside the DSA, the office of the United Nations Secretary-General’s Envoy on Technology is leading on a global digital compact to ‘outline shared principles for an open, free and secure digital future for all.’
This will establish agreed principles for digital governance that support human rights, social justice and sustainable development and that can form the basis of a longer-term framework for accountable and inclusive digital governance.This process is rich and benefitting from quality stakeholder inputs, with multiple multilateral organisations, leading nations in the world, academics, civil society and others making meaningful contribution to the process. These examples are a good guide and can help the thinking of the new government in approaching digital governance in Nigeria.
4. Institutional Capacity Building: The government should invest in building the capacity of relevant institutions responsible for enforcing digital rights such as the National Human Rights Commission and the Judiciary. They must be empowered to address digital rights issues. Adequate resources, training programs, and technical expertise should be provided to ensure effective implementation and enforcement of digital rights by the commission.
5. Join the Freedom Online Coalition. The Freedom Online Coalition is a group of countries deeply committed to the human rights and fundamental freedoms proclaimed in the Universal Declaration of Human Rights. The group believes that the human rights that people have offline must also be protected online. It also commits to working together, and with all others who share these views, to support Internet freedom and protect human rights online worldwide. In the past administration, Nigeria was invited to join the coalition by the government of Finland, one of the previous chairs of the coalition, but the Buhari Administration refused. It must be said that many would argue that Nigeria does not possess the value to be a worthy member of such a coalition. However, the perceived value of Nigeria is also directly linked to the kind of standard it holds itself accountable to. My argument for proposing that Nigeria joins this coalition is premised on this point. The coalition is strategic and useful for peer learning and provides access to an unbelievable amount of resources on digital rights protection.
By adopting these measures, the new government in Nigeria can play a crucial role in promoting and protecting digital rights, thereby enabling its citizens to enjoy the benefits of the digital age while upholding fundamental human rights.
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Dr. Cairo Ojougboh Foundation Bolsters Nigeria’s Education Drive with ₦2.7m Student Support

Dr. Cairo Ojougboh Foundation has reinforced government’s educational development efforts in Nigeria through a targeted initiative honouring the late medical doctor and House of Representatives member, Dr. Cairo Ojougboh.

L-R: Son of the late Dr, Cairo Ojougboh, Mr. Nkem Ojougboh; Chairperson, Dr. Cairo Ojougboh Foundation, Mrs. Bose Ojougboh and another son, Mr. Orieka Ojougboh, during the event in Agbor, Delta State recently.
The foundation recently hosted a programme themed “Your Future, Your Choice” at St. Columba’s Grammar School in Agbor, headquarters of Ika South Local Government Area, Delta State.
It presented a cheque of ₦2,700,000 to cover examination fees for students preparing for West African Examinations Council (WAEC), National Examinations Council (NECO), and Junior Secondary School (JSS) 3 exams.
Academic excellence received further boosts with cash rewards for top students across the school’s nine academic arms, alongside distributions of notebooks and writing materials to enhance learning.
Chairperson Mrs. Bose Ojougboh, joined by her sons Mr. Nkem and Mr. Orieka Ojougboh, urged students to view challenges as stepping stones, embrace discipline, consistency, and focus, and make intentional choices shaping their futures.
“The school that moulded Dr. Cairo’s values deserves our support,” she said, highlighting the foundation’s commitment to inspiring hard work and personal growth.
Old Boys of St. Columba’s Grammar School, led by Elder Ndudi Agholor, attended in force, sharing nostalgic reflections and praising the school’s sustained high standards under current leadership.
School Principal Rev. Fr. Joseph Ugboh and Ika South LGA Chairman Engr. Jerry Ehiwarior lauded the initiative as “commendable and impactful,” calling for its continuation to preserve Dr. Ojougboh’s legacy of discipline, excellence, and service.
They noted the support had motivated students to pursue their goals with renewed determination, ending the event on a hopeful note.
Broadcasting
New Horizons Nigeria Breaks Ground: First to Fuse Mandarin into ICT Curriculum

In a landmark educational innovation, New Horizons Nigeria has become the first institution to integrate the Chinese (Mandarin) language into its ICT curricular as an elective, thereby positioning Nigerian students for relevance in the rapidly changing world order.

Mr. Tim Akano, Managing Director and CEO of New Horizons Systems Solutions Limited
New Horizons Nigeria is a leading ICT training and solutions provider committed to provide individuals and institutions with future-ready skills. Through innovative program, global partnerships, and strategic foresight, the organization continues to redefine education, workforce development, and global competitiveness.
With over 80% of global consumer products manufactured in China and China’s growing dominance in global supply chains and labour markets, New Horizons Nigeria recognizes the urgent need for the current generation to understand, speak, and engage with the Chinese language and culture. As global economic power dynamics evolve, the labour market is increasingly tilting towards China, making Mandarin proficiency a critical competitive advantage.
According to Mr. Tim Akano, Managing Director and CEO of New Horizons Systems Solutions Limited, Nigeria, the program represents far more than a language course.
He asserted that very soon, the global labour market is likely to increasingly reflect China’s influence rather than the predominantly western orientation it currently exhibits. Language will be a major differentiator and the first Chinese-speaking technology experts in Nigeria will have a significant advantage, especially in integration into Chinese companies operating locally and globally.
Therefore, New Horizons Nigeria has officially launched a Mandarin Scholarship Program with China Advancement Opportunity, selecting 100 outstanding students from five prominent Nigerian secondary schools. This initiative marks a major milestone in Nigeria–China educational cooperation and reflects a forward-thinking response to shifting global economic realities.
Furthermore, the scholarship program has commenced with an intensive three-month online Mandarin training and at the end of the program, the top-performing students will be selected strictly on merit. 20 outstanding students will receive an additional scholarship valued at $2,500 per students to participate in a one-year pre-degree Mandarin and cultural immersion program in China. From this group, the best candidates will progress to fully funded admission scholarships into top universities in China. This initiative is designed not only to build language proficiency but also to enhance global competence, international exposure, and cultural intelligence among Nigerian students.
Also, to maintain international academic standards, participating schools are required to comply with strict guidelines. They will be obligated to join the online classes ten minutes earlier, they must have a minimum of 85% attendance throughout the program, and must ensure they have a stable internet connectivity, reliable power supply and a conducive learning environment.
Therefore, School owners and administrators have been formally congratulated and strongly encouraged to nominate their most disciplined, and committed students, as advancement to the China program will be strictly merit-based.
However, apart from students, internation business men are equally encouraged to attend New Horizon’s Mandarin executive lessons which will equip them with basic Chinese language to enhance their business communications.
Additionally, while the pilot phase begins with selected secondary schools which includes Startrite School, Lightway School, British Nigerian Academy School, Honeyland Schools and Great Heights School, the Mandarin program will be available as an elective ICT course at all New Horizons retail centers.
This is done to extend access to students and learners beyond its partner schools and within one year, committed learners will be able to communicate effectively in Mandarin, which will open doors to global employment, trade, and cultural exchange.
In conclusion, a Mandarin Cultural Fiesta will be hosted, bringing together educators, students, institutional partners, and distinguished guests from China and Nigeria. The event will celebrate outstanding performance, cross-cultural exchange, and the strengthening of bilateral educational ties.
For enquiries and participation details, interested individuals are encouraged to contact New Horizons Nigeria via 08125541750
Broadcasting
Why the Future of PR Depends on Healthier Client–Agency Partnerships

By Moliehi Molekoa, Managing Director of Magna Carta Reputation Management Consultants and PRISA Board Member
The start of a new year often brings optimism, new strategies, and renewed ambition. However, for the public relations and reputation management industry, the past year ended not only with optimism but also with hard-earned clarity.

Moliehi Molekoa
2025 was more than a challenging year. It was a reckoning and a stress test for operating models, procurement practices, and, most importantly, the foundation of client–agency partnerships. For the C-suite, this is not solely an agency issue.
The year revealed a more fundamental challenge: a partnership problem that, if left unaddressed, can easily erode the very reputations, trust, and resilience agencies are hired to protect. What has emerged is not disillusionment, but the need for a clearer understanding of where established ways of working no longer reflect the reality they are meant to support.
The uncomfortable truth we keep avoiding
Public relations agencies are businesses, not cost centres or expandable resources. They are not informal extensions of internal teams, lacking the protection, stability, or benefits those teams receive. They are businesses.
Yet, across markets, agencies are often expected to operate under conditions that would raise immediate concerns in any boardroom:
Unclear and constantly shifting scope
Short-term contracts paired with long-term expectations
Sixty-, ninety-, even 120-day payment terms
Procurement-led pricing pressure divorced from delivery realities
Pitch processes that consume months of senior talent time, often with no feedback, timelines, or accountability
If these conditions would concern you within your own organisation, they should also concern you regarding the partner responsible for your reputation.
Growth on paper, pressure in practice
On the surface, the industry appears healthy. Global market valuations continue to rise. Demand for reputation management, stakeholder engagement, crisis preparedness, and strategic counsel has never been higher.
However, beneath this top-line growth lies the uncomfortable reality: fewer than half of agencies expect meaningful profit growth, even as workloads increase and expectations rise.
This disconnect is significant. It indicates an industry being asked to deliver more across additional platforms, at greater speed, with deeper insight, and with higher risk exposure, all while absorbing increased commercial uncertainty.
For African agencies in particular, this pressure is intensified by factors such as volatile currencies, rising talent costs, fragile data infrastructure, and procurement models adopted from economies with fundamentally different conditions. This is not a complaint. It is reality.
This pressure is not one-sided. Many clients face constraints ranging from procurement mandates and short-term cost controls to internal capacity gaps, which increasingly shift responsibility outward. But pressure transfer is not the same as partnership, and left unmanaged, it creates long-term risk for both parties.
The pitching problem no one wants to own
Agencies are not anti-competition. Pitches sharpen thinking and drive excellence. What agencies increasingly challenge is how pitching is done.
Across markets, agencies participate in dozens of pitches each year, with success rates well below 20%. Senior leaders frequently invest unpaid hours, often with limited information, tight timelines, and evaluation criteria that prioritise cost over value.
And then, too often, dead silence, no feedback, no communication about delays, and a lack of decency in providing detailed feedback on the decision drivers.
In any other supplier relationship, this would not meet basic governance standards. In a profession built on intellectual capital, it suggests that expertise is undervalued.
This is also where independent pitch consultants become increasingly important and valuable if clients choose this route to help facilitate their pitch process. Their role in the process is not to advocate for agencies but to act as neutral custodians of fairness, realism, and governance. When used well, they help clients align ambition with timelines, scope, and budget, and ensure transparency and feedback that ultimately lead to better decision-making.
“More for less” is not a strategy
A particularly damaging expectation is the belief that agencies can sustainably deliver enterprise-level outcomes on limited budgets, often while dedicating nearly full-time senior resources. This is not efficiency. It is misalignment.
No executive would expect a business unit to thrive while under-resourced, overexposed, and cash-constrained. Yet agencies are often required to operate under these conditions while remaining accountable for outcomes that affect market confidence, stakeholder trust, and brand equity.
Here is a friendly reminder: reputation management is not a commodity. It is risk management.
It is value creation. It also requires investment that matches its significance.
A necessary reset
As leadership teams plan for growth, resilience, and relevance, there is both an opportunity and a responsibility to reset how agency partnerships are structured.
That reset looks like:
Contracts that balance flexibility and sustainability
Payment terms that reflect mutual dependency
Pitch processes that respect time, talent, and transparency for all parties
Scopes that align ambition with available budgets
Relationships based on professional parity rather than power imbalance
This reset also requires discipline on the agency side – clearer articulation of value, sharper scoping, and greater transparency about how senior expertise is deployed. Partnership is not protectionism; it is mutual accountability.
The Leadership Question That Matters
The question for the C-suite is quite simple:
If your agency mirrored your internal standards of governance, fairness, and accountability, would you still be comfortable with how the relationship is structured?
If the answer is no, then change is not only necessary but also strategic. Because strong brands are built on strong partnerships. Strong partnerships endure only when both sides are recognised, respected, and resourced as businesses in their own right.
The agencies that succeed and the brands that truly thrive will be those that recognise this early and act deliberately.
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