Broadcasting
When Legacy Meets Preparedness – Olusegun Alebiosu as CEO, Firstbank Group
By Aniekan Ezekiel
What happens when legacy meets preparedness? What results from such a combination? Let us not be in a hurry to put forward any answers yet. Instead, let us consider first the opposite situation: When legacy meets unpreparedness.
The world abounds in examples of this distressing situation. A dynasty that has built wealth from generation to generation, with its illustrious heirs providing generational leadership, finds itself in a strange phase where an ill-prepared heir takes over the reins and in that same generation, not the next, wipes out the entire family fortune built over several generations.
We see the same thing with nations. History is replete with examples of great nations built by great leaders, which slid into oblivion when they were hit by arguably the greatest misfortune that ever befalls humanity – bad leadership. It is the reason American author and leadership expert John Maxwell asserts, “Everything rises and falls with leadership.”
As with nations, so with organisations. We see organisations that have thrived for decades and over several generations, get a new leader who is not prepared for such leadership, and the leader pushes the organisation to the brink of collapse.
Contrast this picture with the situation at Nigeria’s most enduring corporate organisation with the most amazing legacies of firsts, First Bank of Nigeria Limited, which witnessed a leadership transition about a year ago. Faced with a number of quality options in and outside the then management team, the decision-makers at the bank and its parent company FBNHoldings, now First HoldCo Plc, had to be clear-minded about who could become the new Chief Executive Officer of FirstBank Group.
Equally important as the need for continuity was the non-negotiable requirement for capacity to manage the ship of the 130-years-plus institution to sustain its enviable legacies and consolidate the gains made in recent years. The search was for someone with a steady head and hands (talk of risk control and mitigation), in addition to an excellent track record of sterling performance and achievements.
Fortunately, fate was on their side. They did not have to look outside. Right there before them was someone who understood all kinds of risks and how to control and mitigate them. He had been with FirstBank since 2016 when he joined as Group Executive / Chief Risk Officer. Then in January 2022 he was elevated to Executive Director / Chief Risk Officer and Executive Compliance Officer.
This man has given nearly three decades of his working life to the banking and financial services industry. He has under his belt a rich tapestry of cross-functional experience in credit risk management, financial planning and control, credit and marketing, and trade. His cross-functional exposure also includes corporate and commercial banking, agriculture financing, oil and gas, transportation, including aviation and shipping, and project financing
Meet Olusegun Alebiosu, the man history had prepared and the one decision-makers chose among the quality options. He was appointed substantive Chief Executive Officer of FirstBank Group in June 2024, having acted in that capacity since April 2024 when the former CEO left.
Determined to build on the bank’s legacies while navigating the ever-changing landscape of the financial services industry, Alebiosu has shown unwavering commitment to lead the bank through a transformative period that places emphasis on strategic consolidation, technological advancement and market expansion.
Alebiosu’s approach to sustaining the legacies of firsts at FirstBank, which has been at the vanguard of accelerating Nigeria’s digital payments as the first bank to issue over 13 million cards to customers, draws from his vast professional experience which began with Oceanic Bank Plc, now Ecobank Plc, in 1991. Between then and joining FirstBank in 2016, he had worked at Coronation Merchant Bank as Chief Risk Officer, at African Development Bank Group as Chief Credit Risk Officer and at United Bank for Africa as Group Head, Credit Policy and Deputy Chief Credit Risk Officer.
Under one year of his appointment as substantive CEO of FirstBank, Alebiosu’s strategic consolidation efforts have demonstrated that he is a worthy successor, not an ill-prepared or unprepared one, proving the decision-makers right. Understanding the critical role of its human capital in sustaining the bank’s legacies, Alebiosu has invested himself and the bank’s resources in promoting staff welfare.
A comprehensive review of the bank’s compensation structure was undertaken to position it within the 75th percentile of the industry, making the bank more retentive of, and attractive to, the best talents. The highest number of staff promotions across various grades in the last five years has happened under Alebiosu’s watch, with 1,654 employees being elevated in one single promotion cycle.
Under his leadership, over 2,186 new hires have been recruited across key functions and subsidiaries, with a large number of them deployed to the sales function to ensure that retail customers are adequately served. Staff are now more engaged based on the high employee engagement score of 86% achieved in the April 2025 WorkBuzz survey, indicating remarkable progress in the bank’s multi-pronged efforts to promote a positive and inclusive workplace culture.
This drive to reinforce a culture of inclusion and recognition has been accentuated by the launch of a group-wide culture transformation initiative with the goal of embedding the core values of integrity, excellence and innovation. It has also been strengthened by a renewed focus on inclusion, collaboration and high performance. Also contributing was the staging of a FirstBank Employee Appreciation Day 2025 featuring, among others, a personalised appreciation video message from the CEO to all employees across the group throughout Africa and beyond. The inclusion message is further boosted by the launch of the inaugural edition of the bank’s pioneering initiative, Mandarin Language School, to bolster the bank’s expansion in the Asian market.
Expansion is a critical plank in FirstBank’s new strategic planning horizon, under Alebiosu’s leadership. Taking off this 2025, the plan seeks to reinforce the bank’s market dominance across all operational regions and it includes deliberate expansion into new markets within and outside Africa.
Beyond geographical and horizontal expansion, Alebiosu’s plan has also targeted a skyward expansion. Or how else does one describe the groundbreaking ceremony in March 2025 for the bank’s new green-certified, 44-storey iconic head office building in Eko Atlantic City, Lagos State?
Alebiosu is also prioritising the acceleration of process automation in recognition of the importance of digital transformation. It is a massive push for technological advancement that includes adopting robotics technology and artificial intelligence at scale, to give the bank an unassailable competitive advantage among its peers in the industry.
The bank has deployed digital tools to enhance seamless account opening and optimised backend systems and customer service delivery. Two additional Digital Experience Centres (DXCs) have been launched – one at Lekki Admiralty Way, Lagos State and the other at its UNN branch, Nsukka, Enugu State. Also, the bank’s agent network has expanded to over 280,000, a 50,000 increase from the 230,000 agents it had in 2023.
As expected, shareholders, among other stakeholders, have been observing the strides the bank has been making under Alebiosu’s leadership, with a keen eye on the numbers. Fortunately, again, the bank’s results for the financial year ended December 2024 speak volumes, with after-tax profit of its parent company rising to the highest point it has reached in the last 12 years, according to the company’s latest financial statement.
In recognition of his achievements within such a short period and his exemplary leadership, Alebiosu was honoured at the World Business Outlook Awards as “Banking CEO of the Year – Nigeria 2025”. He has also been honoured with the “Special African Banking Leadership Award” by African Leadership Magazine. This was in 2024.
The story of Alebiosu’s leadership at FirstBank has clearly been one of preparedness meeting legacy. Working with the board and management team, he has consistently sustained the bank’s legacies and also consolidated its recent gains in ways that will ensure the gains keep compounding. FirstBank, more than ever before, is poised for greater intra- and intercontinental growth and impact in the years ahead.
Nigeria’s pay-TV industry is facing one of its toughest periods in years as consumers increasingly migrate from conventional antenna and decoder-based television services to cheaper, more flexible and on-demand streaming platforms
The shift is putting pressure on established operators, such as MultiChoice, owners of DStv and GOtv; StarTimes and other traditional pay-TV providers, whose business models have long depended on recurring monthly subscriptions as per report by Business Hallmark.
According to Business Hallmark, the changing consumer behaviour is being driven by a combination of factors, including demographic transition, rising subscription costs, declining household purchasing power, improved internet access and the growing popularity of streaming services that allow viewers to pay for specific content or watch programmes at their convenience.
Streaming platforms are steadily expanding their appeal, offering consumers access to movies, sports (especially football matches and wrestling bouts), local content and international programs through smartphones, smart televisions and other internet-enabled devices.
Also, the proliferation of affordable data packages and connected devices has lowered the barrier to entry, allowing consumers to bypass traditional decoders altogether and consume content directly online.
Three of the major factors behind the changing behaviour of Nigerian television consumers are growing internet access, economic squeeze and changing demography.
Pay-TV subscriptions, once regarded by many households as a relatively affordable source of entertainment, are now competing with several other demands on disposable income.
For instance, entertainment spending are increasingly being subjected to tougher scrutiny with household budgets under pressure from food, tuition, transportation, electricity, housing and other essential costs.
Business Hallmark checks revealed that frequent price reviews by MultiChoice Nigeria’s have pushed the firm’s products beyond the reach of many Nigerians.
One of its products, GOtv, initially designed for average Nigerians, has six packages, namely GOtv Supa Plus, GOtv Supa, Gotv Max, GOtv Jolli, GOtv Jinja and GOtv Smallie.
GOtv Supa Plus with over 85+ channels currently goes for a monthly subscription fee of N16,800; GOtv Supa N11,400; Gotv Max N8,500; GOtv Jolli N5,800; GOtv Jinja N3,900, while GOtv Smallie subscribers choose between the N1,900/monthly, N5,100/quarterly and N15,000/annually options.
Similarly, following multiple tariff reviews, DStv Premium currently goes for N44,500 monthly; DStv Compact Plus N30,000; DStv Compact N19,000; DStv Confam N11,000; DStv Yanga N6,000 and DStv Padi N4,400.
On the other hand, StarTimes, which serves its customers through antenna signal transmission and satellite transmission, has only three bouquets, Nova, Basic, and Classic.
While Classic, the most expensive bouquet on the StarTimes’ shelf currently cost N6,000 monthly, Basic costs N4,000, while Nova costs N2,100.
While speaking to our correspondent on the major shift, some consumers explained that the choice is no longer between different pay-TV providers but between maintaining a television subscription and cancelling it altogether.
Eighty-two Nigerians, representing 68% of the 120 Pay-TV subscribers, who participated in an online survey conducted by Business Hallmark, said they opted for less expensive and more flexible alternatives, including YouTube and a growing range of streaming platforms, using smartphones, laptops, smart televisions and other internet-enabled devices to access entertainment.Geographic Reference
According to the respondents, the shift towards streaming lies partly in its flexibility. Instead of waiting for a program to be broadcast at a scheduled time, viewers now search for specific films, series, sporting events or other contents, which can be watched immediately, or downloaded to be watched or listened to later.
“I now watch contents when I want, across multiple devices, without necessarily being tied to the traditional channel and time-based television experience”, said Tolu Olamiti, an accountant in an audit firm in Lagos.
Another factor that is fueling the exodus from pay-TV model is the growing youth population. Checks revealed that online streaming is particularly attractive to phone-savvy younger viewers, whose television consumption habits are markedly different from those of previous generations.
While underage children watch cartoons and educational programs mostly from their parents or older siblings internet-enabled gadgets, teenagers and adults now watch news, sports programs and films through live streaming or download preferred programs to be watched later.
“With N200 data, I can download several new films to be watched at my convenience, instead of the old films, which providers always repeat on their channels. I also listen to music through out the day without worrying about electricity as my phone can go 2 days after full charge”, said Chukwuemeka Ibe, a student of Lagos State University (LASU).
In the same vein, access to fast and cheap internet plans is helping to drive the streaming surge. For instance, a subscriber can get a daily 1G data plan on the MTN Nigeria platform for just N200. This data plan can be used to download up to 1,000MB movies, or for streaming several hours of music online.
According to official statistics from the Nigerian Communications Commission (NCC), internet consumption in Nigeria reached 13.2 million terabytes in 2025, representing a 35 per cent increase from 2024, while average monthly data usage per active subscriber increased from 3.3 gigabytes in January 2023 to 7.4 gigabytes by May 2025.Geographic Reference
The NCC data indicates growing reliance on mobile internet services and digital platforms across the country with active internet subscriptions rising from 169.3 million in January 2025 to 182.2 million by January 2026.
Also, active internet subscriptions also surpassed 142 million.
Before the advent of internet, traditional pay-TV operators had ruled the television viewing industry largely through channel packages, exclusive content and decoder penetration. However, the rise of streaming has fundamentally altered the competitive landscape of Nigeria’s entertainment industry.
Fueled by the spread of smart devices and improved internet connectivity, streaming companies have been able to compete with traditional TV and radio providers through original programming, on-demand access, convenient timing and increased personalized viewing experiences.
A subscriber, who previously needed a satellite dish or digital terrestrial television decoder to access premium entertainment, can now use a smartphone or smart television and an internet connection.
The proliferation of affordable smartphones has further accelerated the process. Mobile phones have become entertainment devices for millions of Nigerians, particularly younger consumers, who spend more time watching short-form videos, movies and online programs than conventional television.
Also, social media platforms have become important competitors for consumers’ limited attention. YouTube, Facebook, Instagram, TikTok and other digital platforms provide enormous volumes of free or relatively inexpensive video content, forcing traditional broadcasters to compete not only for subscribers but also for viewers’ time.
Several pay-TV subscribers, who spoke to our correspondent on the matter, said providers can no longer justify the traditional model of paying a fixed monthly fee for hundreds of channels they rarely watch.
Awba-Ofemili Development Union (ADU) Health Committee has officially announced the launch of the Awba-Ofemili Health Awareness Campaign 2026, a community-wide initiative designed to promote preventive healthcare, disease awareness, early detection, health education, and healthy living across Awba-Ofemili.
Awba-Ofemili Health Awareness Campaign
The campaign, themed “Beyond Elu-Ulee (Buruli Ulcer): Building a Healthier Awba-Ofemili,” will be held on Thursday, 17 September 2026, at the Civic Centre, Awba-Ofemili, beginning at 9:00 a.m.
The programme builds on the success of the committee’s maiden Elu-Ulee (Buruli Ulcer) Awareness Campaign, which raised awareness on Buruli ulcer and strengthened community engagement on preventive healthcare.
According to the Chairman of the ADU Health Committee, Ogbuefi Remmy Nweke, KSM, the 2026 campaign represents a significant expansion of the committee’s health intervention agenda.
“This campaign is about moving beyond awareness to action. We want to deepen community health education, encourage early detection of preventable diseases, strengthen school health initiatives, promote First Aid awareness, and build sustainable partnerships that will improve the health and well-being of our people,” he said.
The 2026 campaign will feature community health education, free basic health screening, school health support, First Aid awareness programmes, and stakeholder engagement with healthcare professionals, development partners, and community organisations.
The committee has called on sons and daughters of Awba-Ofemili, residents, friends of the community, corporate organisations, philanthropic individuals, NGOs, healthcare institutions, and development partners to support the initiative through financial contributions and strategic partnerships.
To support the implementation of the campaign, the ADU Health Committee has opened a dedicated fundraising channel through Fidelity Bank Plc, with donations payable to Awba-Ofemili Education Volunteers (Account No. 6060490921).
The Committee appealed to all supporters to use “HEALTH FUND” as the transfer narration so that contributions can be properly recorded and accounted for under the ADU Health Committee Health Fund.
Secretary of the ADU Health Committee, Mr. Cornelius Nwakonobi, emphasized that every contribution would make a meaningful impact.
“No donation is too small. Every contribution will support community health education, medical outreach, school health programmes, First Aid support, and preventive healthcare initiatives. Together, we can build a healthier, stronger, and more resilient Awba-Ofemili,” he stated.
The ADU Health Committee reaffirmed its commitment to working with government agencies, healthcare professionals, development organisations, the Nigerian Red Cross, community stakeholders, and the Awba-Ofemili diaspora to advance sustainable health interventions in the community.
For partnership enquiries, sponsorship, or additional information, interested organisations and individuals are encouraged to contact the ADU Health Committee Secretariat.
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.”
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