Despite billions of naira funnelled into defence budgets, the Nigerian military frequently appears as hapless as the civilian population it is sworn to protect.

Troops are overstretched, intelligence is habitually compromised, and conventional infantry tactics are failing against a fluid, asymmetrical enemy. Public anxiety is mounting.

Meanwhile, thousands of miles away in Eastern Ukraine, a radical blueprint for modern survival is being drafted. Facing a severe manpower crisis and relentless aggression, Kyiv has digitised its frontline.

As detailed by CNN’s Nick Paton Walsh, the Ukrainian military is increasingly relying on an unmanned army, a network of reconnaissance drones, remotely piloted ground vehicles, and automated machine-gun nests operated by soldiers sitting in gamer chairs miles away from danger.

If Nigeria is to rescue its citizenry from the brink of total insecurity, the defence headquarters must abandon mid-20th-century conventional warfare.

It must embrace Ukraine’s brutal, brilliant realisation that in the face of a manpower crisis and an elusive enemy, technology must do the bleeding.

The Nigerian military’s current operational model is unsustainable. Soldiers endure gruelling, seemingly endless deployments in hostile terrain like the Sambisa Forest or the Kankara bush, leaving them physically exhausted and psychologically drained.

This mirrors the human toll seen in Ukraine, where frontline soldiers like Crow and Creepy spent nearly a year nonstop in dugouts. In Nigeria, this fatigue leads to catastrophic security lapses, vulnerable outposts, and a reactive military posture that only arrives after villages have been pillaged.

Ukraine’s technological evolution was born out of sheer necessity. By using unmanned ground vehicles (UGVs) and Unmanned Aerial Vehicles (UAVs), a single unit, the Third Assault Brigade, achieved the combat efficacy of 2,300 troops using a fraction of the personnel, effectively saving a thousand Ukrainian lives from the meat-grinder of the frontlines.

Now, Nigeria does not need multi-million-dollar fighter jets to turn the tide; it needs a decentralised, tech-driven doctrine.

First, in Ukraine, embedded hardware and software engineers like 22-year-old Gora are the new frontline heroes. They modify cheap, four-wheel chassis robots to carry massive payloads of explosives directly into enemy trenches, machines the enemy has dubbed silent death.

Nigeria boasts one of the most vibrant tech ecosystems in Africa, centred in hubs like Yaba, Lagos. By partnering with local tech talent (think Terra Industries), the Ministry of Defence could mass-manufacture low-cost, rugged UGVs capable of navigating the rough terrain of the North. Instead of sending an infantry platoon to raid a suspected bandit camp, the military could send a vanguard of remote-controlled, explosive-laden rovers.

Secondly, one of the most terrifying aspects of Nigeria’s insecurity is the vulnerability of remote villages and boarding schools. Here, Ukraine’s “Ciber” unit provides a solution. They utilise heavy machine guns mounted on tank tracks that can hide in foliage for days without needing food, water, or sleep.

Deploying static, camouflaged, remotely operated weapon stations around vulnerable border towns and critical infrastructure would provide an instant, lethal deterrent.

Armed with wide-angle thermal cameras, a single remote operator in Abuja or Kaduna could police multiple perimeter checkpoints, cutting off bandit raid routes before they reach civilian centres.

In addition, ambushes on logistics convoys frequently cost the lives of Nigerian troops. Ukraine solves this by strapping ammunition, food, and water onto autonomous resupply robots that trundle down mud paths silently, guided by a pilot miles away in a bunker.

Implementing remote resupply units in theatre operations like Operation Hadin Kai would keep frontline forward operating bases stocked without risking valuable human lives on improvised explosive device (IED)-laden roads.

Moreover, the transition from traditional boots-on-the-ground to remote warfare requires a massive cultural shift. As Ukrainian commander Mykola “Makar” Zinkevych noted, old-school warfare relied on physical discipline and traditional soldiering. Today, technology decides everything.

The Nigerian military hierarchy has historically been rigid, top-heavy, and slow to adapt. To defeat syndicates that utilise modern encryption, social media for ransom negotiations, and highly mobile tech, the military must democratise its innovation.

Nigeria must empower its younger officers and civilian IT experts to build, hack, and deploy commercial drones and local software solutions without waiting for years of bureaucratic procurement.

Nigeria’s security forces cannot afford to continue fighting tomorrow’s war with yesterday’s strategy. The terrifying reality is that terrorists are adapting rapidly, utilising drones for their own surveillance and sophisticated weaponry bought with ransom money.

The military is not inherently helpless, but its current strategy is. By taking a page from Ukraine’s playbook, investing in domestic hardware engineering, deploying a network of silent death ground robots, and replacing vulnerable infantry patrols with eye-in-the-sky drone livestreams, Nigeria can finally shift from a defensive, traumatised posture to an offensive, clinical one.

Innovation is no longer a luxury for the Nigerian military; it is the sole remaining path to survival. Technology must take the place of the soldier on the frontline, so that the citizens may finally sleep in peace.

*Elvis Eromosele, a corporate communications professional and sustainability advocate, wrote via elviseroms@gmail.com.

“The Stone Age did not end because the world ran out of stones, and the Oil Age will not end because we run out of oil.”

The quote, widely attributed to former Saudi Arabian Oil Minister Ahmed Zaki Yamani, captures a truth Nigeria has grappled with for decades.

Successive governments have long recognised the need to diversify the economy away from oil dependence. Increasingly, experts have pointed to the digital economy as Nigeria’s most promising path to sustainable growth.

The sector has already demonstrated enormous potential, and current developments suggest that its biggest gains may still lie ahead.

Indeed, if projections by communications experts are anything to go by, Nigeria could be on the verge of a major economic transformation through the ongoing review of the 26-year-old National Telecommunications Policy (NTP) 2000.

Officials believe the revised framework could unlock up to two per cent additional GDP growth, create more than two million jobs, and generate nearly ₦2 trillion in additional tax revenues by 2030. The implications are profound.

Now, it is worth recalling that the NTP 2000 laid the foundation for the telecommunications revolution that transformed Nigeria’s communications landscape.

The policy empowered the Nigerian Communications Commission (NCC) to liberalise the sector and attract private investment at a time when access to telephone services was extremely limited.

Speaking at the recent high-level NTP 2000 Review Workshop in Lagos, Aminu Maida, Executive Vice Chairman and CEO of the NCC, reflected on the remarkable transformation that followed.

“When the NTP 2000 was introduced, Nigeria had fewer than 500,000 telephone lines serving over 120 million people under the monopoly of the Nigerian Telecommunications Limited (NITEL),” he said. “The policy liberalised the market, attracted massive private investment, and, supported by the Nigerian Communications Act 2003, turned scarcity into abundance.”

Dr Maida noted that within a decade, Nigeria moved from endless waiting lists for telephone lines to tens of millions of connected citizens. Reports indicate that today there are over 180 million connected lines.

Today, telecommunications has evolved far beyond voice communication. It now powers banking, fintech, e-commerce, education, healthcare, governance, agriculture, manufacturing, transportation, and public services.

Dr Maida aptly described telecommunications as the “productivity infrastructure” of the Nigerian economy.

This explains why the review of the NTP 2000 is being positioned not as a routine sector update, but as a national development imperative. The goal is to reposition telecommunications as the foundational infrastructure supporting every aspect of economic activity.

The Presidency echoed this broader vision. Hadiza Bala Usman, Special Adviser to President Bola Ahmed Tinubu on Policy and Coordination, while acknowledging the success of the 2000 policy in liberalising the market and driving competition, stressed that today’s realities demand a more forward-looking framework. She argued that any modern telecommunications policy must address broadband expansion, affordability, digital inclusion, infrastructure resilience, cybersecurity, digital skills, data governance, and emerging technologies.

The review of the NTP 2000 is a massive opportunity for a fresh start.

The reality is that despite the impressive progress recorded over the past quarter of a century, several challenges continue to hinder the sector’s growth.

Stakeholders constantly highlight issues such as fibre cuts, vandalism, theft, multiple taxation, high energy costs, right-of-way bottlenecks, delayed approvals, and weak coordination between federal and subnational governments.

These problems continue to slow broadband expansion and weaken service quality, especially in rural and underserved communities.

This is precisely why many experts believe Nigeria must now embrace a new regulatory philosophy, one that moves beyond basic market supervision to full ecosystem stewardship.

The emerging digital economy requires policies capable of addressing artificial intelligence (AI), satellite broadband, the Internet of Things (IoT), cloud infrastructure, digital sovereignty, and data governance.

The revised policy is expected to preserve the core principles of competition, universal access, and consumer protection while also promoting innovation, investment, resilience, and inclusive growth.

Stakeholders are already developing practical recommendations around regulatory coordination, infrastructure protection, digital skills development, and strategies for accelerating digital transformation.

The ambitions are ambitious but necessary: expand the tax base, improve public service delivery, bridge the digital divide, create jobs, and establish Nigeria as a leading digital economy in Africa by 2030.

Undoubtedly, as Nigeria’s population and economy continue to grow, reliable, affordable, and high-quality digital connectivity is becoming increasingly essential for empowering citizens, businesses, and communities.

Ultimately, the success of the policy review will not be judged by the quality of speeches delivered at conferences and workshops, but by the strength of implementation, the consistency of political will, and the measurable outcomes achieved.

With Africa’s largest population and one of the continent’s most vibrant telecom markets, Nigeria stands at a defining moment.

The ongoing review of the NTP 2000 presents a strategic opportunity to transform digital infrastructure into a powerful engine for sustainable and inclusive national development.

The conversations at the Lagos workshop could shape how Nigerians live, work, learn, communicate, and do business for decades to come. If implementation matches ambition, the projected digital economy windfall could become one of the most significant economic dividends of the Renewed Hope era.

*Elvis Eromosele, a corporate communications professional and sustainability advocate, wrote via elviseroms@gmail.com.

At first glance, the proposal appears straightforward: give more time before inactive numbers are recycled to reduce fraud, identity theft, and wrongful criminal exposure.

But beneath the surface lies a more complex issue. This issue goes beyond timelines and cuts to the heart of how Nigeria’s telecom ecosystem is structured, funded, and regulated.

A critical but often overlooked factor in this debate is the commercial model underpinning SIM management.

Telecom operators, and by extension the NCC, derive value from active SIMs on their networks. Industry insiders note that operators are subject to regulatory charges tied to active lines, meaning every SIM carries a cost implication across compliance, numbering resources, and operational overhead.

This creates a structural incentive: dormant SIMs are not only inactive, but also economically inefficient. Holding onto them for too long ties up scarce numbering resources and imposes costs on operators already navigating tight margins, high infrastructure expenses, and regulatory obligations.

In this context, SIM recycling is not merely a convenience; it is a business necessity. However, when economic efficiency collides with data protection, the consequences can be severe.

The House’s concern is valid. Recycled numbers have increasingly been linked to fraud, financial loss, and reputational damage. When a phone number is reassigned, it may still be connected to sensitive digital identities, bank accounts, email profiles, social media platforms, and even government databases linked to the National Identity Management Commission and financial systems.

This creates a dangerous overlap: a new user inherits a number, but fragments of the previous owner’s digital life remain attached.

The result may include unauthorised access to banking services, exposure to one-time passwords (OTPs), misidentification in criminal investigations and possible persistent data privacy violations under the Nigeria Data Protection Act.

While extending the reassignment period to 18 months may reduce the frequency of these incidents, it is unlikely to eliminate the root cause of the problem.

Lengthening the recycling window is a defensive measure, not a systemic solution. Even after 18 months, the same vulnerabilities remain if underlying data linkages are not properly severed.

The real issue then is not when SIMs are recycled, but how they are recycled. It is the how that needs fixing.

To my mind, without coordinated delinking across telecom networks, financial institutions, and digital platforms, a recycled number remains a gateway to legacy data. In effect, Nigeria risks simply delaying a problem rather than solving it.

If Nigeria is to strike a balance between operational efficiency and subscriber protection, reforms must go beyond timelines. A more robust framework would be required.

First, the regulators need to institute mandatory cross-platform delinking. So, before any SIM is reassigned, telecom operators should be required to trigger a system-wide delinking process, cutting off the number from banking systems, government databases, and digital services.

This will require coordination between the NCC, the Central Bank of Nigeria, and data regulators.

Second, there should be real-time risk flagging. This means recycled numbers should automatically be classified as “high-risk” within financial systems. This would trigger safeguards such as transaction limits, enhanced verification, and temporary restrictions on sensitive operations.

In addition, subscriber notification and transparency are obligatory. While the proposal by the House to publish inactive numbers is a step in the right direction, it must be complemented with direct digital notifications, SMS, email, and app alerts to previous users before reassignment.

Moreover, the industry must work to set up SIM-linked identity audit trails. The centralised audit system should track the lifecycle of every SIM, ensuring traceability from activation to reassignment. This would support law enforcement without exposing innocent users to wrongful accusations.

Furthermore, the regulator must rethink the revenue model. This is perhaps the most important point. Regulators must revisit the economic incentives around SIM management.

If operators are pressured to recycle numbers quickly due to cost structures, then policy reform must address that pressure.

Other options could include incentivising longer retention of inactive numbers, adjusting regulatory charges tied to dormant SIMs and expanding numbering capacity to reduce scarcity pressures.

The truth is that Nigeria’s digital economy is expanding rapidly, with millions relying on mobile numbers as the primary key to financial and social identity. In such an environment, SIM ownership is no longer just about connectivity; it is about identity.

The NCC’s challenge is to balance two competing imperatives: the commercial realities of telecom operations and the growing demand for data protection and digital trust.

Extending the SIM reassignment window to 18 months is a useful first step. But without deeper structural reforms, it risks becoming a temporary fix to a long-term problem.

Ultimately, the debate over SIM recycling reflects a broader question: how should Nigeria govern digital identity in an interconnected world?

As lawmakers push for change, the opportunity is clear. This is not just a chance to delay SIM reassignment; it is a moment to redesign the system entirely.

*Elvis Eromosele, a corporate communications professional and sustainability advocate, wrote via elviseroms@gmail.com

At first glance, the problem seems to lie with collection. However, closer investigation reveals that the real crisis begins at the point of disposal.

Private Sector Participants (PSPs), the backbone of Lagos’ waste collection system, are facing unprecedented delays at approved landfill sites such as Olusosun and other designated disposal hubs.

Trucks that once completed multiple trips within days now queue for five to fourteen days before they can offload.

The result? A city generating thousands of tonnes of waste daily is struggling to clear what it produces.

This is not merely a sanitation issue. It is an urban sustainability emergency.

When trucks are trapped in queues at landfill sites for up to two weeks, four things happen immediately. One fleet availability drops sharply.

Two, fuel and maintenance costs soar. Three service frequency collapses. And four, communities are left unattended

In effect, a disposal delay in one corner of the city ripples across the entire waste management ecosystem.

The challenge underscores a basic economic truth: Lagos has outgrown its waste infrastructure.

It is the case of a megacity generating megatonnes of waste. With a population estimated at over 20 million people, Lagos generates enormous daily waste volumes. Rapid urbanisation, rising consumption, population growth, and commercial expansion have significantly increased solid waste output.

Yet landfill expansion has not kept pace.

And in a city where drainage systems are already fragile, mounting refuse is more than unsightly, it is dangerous.

Blocked gutters increase flood risks. Organic waste attracts disease vectors. Burning refuse contributes to air pollution. The environmental and public health implications are significant.

The consequences are both immediate and far-reaching. Extended waste delays raise operational costs for PSPs through higher fuel use, driver allowances, vehicle wear, and lost revenue.

Businesses in affected markets lose customers, weakening local economies.

Poor sanitation increases disease outbreaks, straining healthcare systems and public spending. Unmanaged waste also releases methane, worsening environmental degradation and accelerating climate change risks.

But we can agree that Lagos does not lack innovation capacity. What it requires is structural reform and bold investment.

The first step is for the Lagos state government urgently establish new engineered landfill sites in strategic zone.

This would involve upgrading existing dump sites with modern tipping, sorting, and compaction systems; introducing digital truck scheduling to reduce queue times and deploying weighbridge automation and improved traffic control. Decentralising disposal infrastructure will shorten haul distances and reduce congestion.

The truth be told, without new dump sites, the queue problem will persist.

Secondly, the state must now proactively implement transition to a circular economy model. Lagos cannot landfill its way out of this crisis.

The global shift is toward a circular economy, a system where waste is reduced, reused, recycled, and converted into economic value.

Practical circular solutions include waste sorting at source (households separating plastics, organics, metals), recycling hubs in local government areas, instituting plastic buy-back schemes, composting organic waste for agriculture, and waste-to-energy plants for non-recyclables.

Here is an open secret: Countries that embraced circular models reduced landfill dependence by up to 60 per cent.

Currently, much of Lagos’ recycling activity is informal. While this sector is vibrant and innovative, it requires formal integration.

This means that the government and private investors should: Support recycling startups, provide grants and incentives, establish material recovery facilities (MRFs) and encourage producer responsibility schemes.

Besides, Extended Producer Responsibility (EPR) policies can compel manufacturers to take responsibility for post-consumer packaging waste.

In addition, the state should introduce waste-to-energy projects. Yes, waste-to-energy plants can convert residual waste into electricity.

For a city facing power shortages, this offers dual benefits, reduced landfill volumes and increased power supply

Beyond this, Lagos must look to improve operational coordination. Queue times of five to fourteen days signal operational inefficiencies.

Solution? Use technology can eliminate avoidable bottlenecks. I’m thinking: digital truck booking systems, real-time landfill capacity dashboards, staggered tipping schedules and night-time disposal windows

In my mind this is a defining moment for Lagos state.

This crisis presents a choice.

Lagos can continue reacting to periodic refuse build-ups, or it can re-engineer its waste management architecture for the next 30 years.

The queue of trucks waiting to offload waste is more than a logistical issue. It is a warning signal that infrastructure expansion has lagged behind population growth.

Yet within the challenge lies opportunity. But the time for incremental fixes has passed.

If the metropolis is to retain its status as Nigeria’s economic powerhouse and a leading African megacity, it must treat waste management not as an afterthought, but as strategic urban infrastructure. And it must act with urgency. Because in a city that never sleeps, waste never stops. And neither should the solutions.

*Eromosele, a corporate communications expert and sustainability advocate, wrote via: elviseroms@gmail.com.

A few metres away, commuters stood waiting for their ride, some covering their noses, others pretending not to notice. The smell hung stubbornly in the air.

Yet, we ask: Why do bus parks stink?

One can walk into many of our well-known markets, Oshodi, Mile 12, Oyingbo, Ajah, Ikotun and even parts of Balogun, before you see the traders, before you hear the bargaining, the stench greets you.

The sharp, choking smell of urine baked into concrete by years of neglect.

It is easy to blame the government. It is fashionable to accuse the system. But the uncomfortable truth is this: we are the reason Lagos stinks.

Public urination in Lagos has become disturbingly normalised. From bus conductors to traders, from street hawkers to pedestrians caught in traffic, too many people see nothing wrong in turning walls, gutters, and street corners into makeshift toilets.

It is not just about a lack of facilities, though that is part of the problem. It is also about attitude.

Some markets have toilets, but many traders refuse to use them because they cost ₦50 or ₦100. Some bus parks have facilities, but drivers claim they are too far or poorly maintained. Convenience now trumps decency.

Let us be honest: infrastructure gaps worsen the problem.

Lagos, a city of over 20 million people, does not have enough accessible, functional, and affordable public toilets. In many bus terminals and informal parks, there are none. In several markets, the facilities are inadequate, broken, or unsanitary.

Where toilets exist, maintenance is often poor. Broken doors, no running water, blocked pipes, and filthy floors discourage use. The result? People resort to the nearest wall or gutter.

The real challenge is that urban planning has not kept pace with population growth. Informal settlements and roadside commercial clusters spring up without sanitation planning.

Motor parks expand without structured facilities. Markets grow organically, but hygiene infrastructure does not grow with them.

The environment pays the price.

This is not merely about bad odour. It is a public health crisis.

In densely populated areas like Lagos, poor sanitation spreads illness rapidly. Children playing near contaminated drains are exposed. Food vendors operating close to polluted gutters unintentionally put customers at risk.

The World Health Organisation consistently links poor sanitation to preventable diseases. Lagos cannot aspire to be a global city while tolerating basic hygiene failures.

Lagos brands itself as Africa’s economic powerhouse. Investors are courted. Tourism is promoted. Conferences and international events are hosted.

But what impression does a visiting investor form when a bus stop smells like an open sewer? Clean cities attract capital. Orderly environments signal seriousness. Filthy public spaces communicate indifference.

The truth is that a city that smells bad pays for it, financially and reputationally.

Sanitation is not just technical; it is moral.

Solving this problem requires both behavioural reform and systemic intervention.

We must start with a massive investment in public toilet infrastructure. This is not rocket science. If we want more people to use toilets, build more toilets.

The Lagos State Government, in partnership with local councils and private investors, must dramatically increase the number of clean, affordable public toilets across bus stops, markets, and transport corridors.

A public-private partnership (PPP) model would work well with technology deployed for cashless payment, sensor-based cleaning schedules, and digital reporting systems.

The toilets must be visible, accessible, and affordable.

Secondly, consistent and humane enforcement of sanitation laws. Lagos has environmental laws. It is time to enforce them.

Environmental health officers should patrol high-risk areas. Fines for public urination must be applied without bias. When a few offenders are penalised publicly and fairly, behaviour begins to shift.

Thirdly, the market and transport union must own their space. The National Union of Road Transport Workers (NURTW) and market leadership bodies should enforce hygiene rules within their domains.

They can mandate toilet use, provide internal sanitation marshals, and impose penalties on erring members.

Peer regulation often works better than external policing.

In addition, behavioural change campaigns are indispensable. I am thinking of a sustained, aggressive public awareness campaign.

Billboards, radio jingles, social media campaigns, schools, religious institutions and community engagement programmes must push a simple message: Public space is your space.

Singapore transformed its sanitation culture through consistent public education and strict enforcement. Lagos can learn.

And lastly, building toilets is not enough. Maintenance determines usage. There must be clear accountability: who cleans, how often, and who inspects?

Data-driven monitoring, using simple reporting apps or community feedback systems, can help identify failing facilities quickly.

This is the reality: Clean facilities encourage usage. Dirty ones encourage walls.

Today, Lagos stands at a crossroads.

It cannot aspire to smart-city status while tolerating unsanitary practices. It cannot preach megacity ambition while bus parks reek of neglect.

But change is possible. Cities do not smell by accident. They smell by habit. If Lagos must smell different, we must behave differently.

The solution is not complicated.

It starts with us! 

*Elvis Eromosele, a corporate communications expert and sustainability advocate, wrote via: elviseroms@gmail.com

It’s not surprising therefore, that the question on the lips of many today is whether the Nigerian telecom sector has reached its limit.

Proponents of Mobile Virtual Network Operators (MVNOs) say there’s still room to grow. This was the central focus of the Telecoms Sector Sustainability Forum (TSSF 6.0) in Lagos, themed “Unlocking Nigeria’s Mobile Virtual Network Operators (MVNOs) Potential: Status, Trends, Investment, and Future Prospects.”

With a teledensity of 79.65 per cent and broadband penetration nearing 50 per cent, telecom remains one of Nigeria’s most dynamic sectors, consistently attracting billions in foreign direct investment and driving digital transformation.

Yet, challenges persist, including affordability, rural coverage, and limited service diversity. These are the gaps MVNOs are designed to bridge.

Unlike traditional Mobile Network Operators (MNOs) such as MTN, Airtel, Globacom, and 9mobile, MVNOs lease network capacity and focus on innovation, niche segments, and pricing.

Globally, MVNOs have been game-changers. The global MVNO market size in 2022 was around $78 billion and was expected to grow by gigantic margins by 2030 to over $149 billion.

For Nigeria, the hope is that MVNOs will fuel competition, increase penetration, and open up new opportunities.

Experts insist that success for MVNO depends very much on regulation, partnership, and innovation.

South Africa is the top country in Africa with a regulatory system encouraging differentiated propositions, superior customer experience, and service bundling.

MVNOs in Kenya have evolved from resale to spearhead technology-focused services for a digitally literate population.

Argentina has mandated open networks and infrastructure sharing, which allows new entrants to compete more straightforwardly.

In Thailand, however, the MVNO sector failed because of lax enforcement, as MNOs were able to effectively exclude new entrants despite regulation.

The moral is obvious: MVNOs fail without regulatory enforcement and reasonable wholesale terms.

Since 2023, the Nigeria Communications Commission (NCC) has licensed 46 MVNOs on five levels, ranging from simple resellers to full enablers with greater control. The early entrants have been encouraging.

Vitel Wireless was the first MVNO to be assigned a dedicated numbering range (0712) and achieve full interconnectivity with all the major MNOs. EmoSIM introduced Nigeria’s very first travel eSIM for international travellers.

These are good signs, but issues exist. Some licensees mention a delay in negotiation of the agreement for wholesale and interconnection with major operators, which is hindering rollout. Economic headwinds, primarily FX unification and the removal of fuel subsidies, have also tested new entrants.

However, MNOs have spent over $1 billion investing in network rollout, which leaves the way open for partnership with MVNOs to leverage idle capacity and conquer underserved niches.

The reality check: MVNOs are not just competitors; they are enablers of digital inclusion. They are the new agents of growth. They work by:

Plugging rural gaps: They can provide services to unprofitable segments where MNOs are not willing to invest.

Niche targeting: Whether students or SMEs, migrants or religious minorities, MVNOs are able to create tailored products. 

Low-cost offerings: With rising competition, MVNOs lower prices and extend consumer choice.

Innovating services: MVNOs are best suited to bolt-on mobile money, e-learning, telemedicine, IoT, and gaming solutions.

Spurring investment and employment: They attract new capital, stimulate employment, and build capacity in customer care, network management, and digital solutions.

In a country with one of the world’s youngest and most technologically adopting populations, these opportunities cannot be ignored.

For Nigeria’s MVNO model to take hold, three imperatives become clear:

Regulatory Enforcement: NCC should not only set regulations but also impose wholesale obligations on MNOs. Strict regulation will discourage anti-competitive tendencies. 

Partnership Mindset: MVNOs must be viewed as partners by MNOs. Joint ventures enable them to reach new customer segments, capitalise on spare capacity, and respond to regulatory pressure.

Brand Differentiation: MVNOs must fight hard to build consumer trust and brand recognition in markets controlled by incumbent behemoths. They must survive on unique, sharp value propositions.

The MVNO entry appears like a game-changer for Nigeria’s telecommunications industry. With more than 46 licensees, the potential for extending access, lowering prices, and spurring innovation is immense. Potential does not suffice, however.

Without regulatory power, infrastructure sharing, and genuine partnership, Nigeria will risk replicating Thailand’s mistakes rather than Argentina’s successes.

In a speech at the forum, Bukola Olanrewaju, CEO, Business Remarks, convener of the TSSF 6.0 summit, stated that: “Nigeria can create a place where MVNOs are not only there but thriving, stimulating innovation and delivering the advantages of digital connectivity for all.”

Nigeria faces a clear choice: treat MVNOs as an afterthought or embrace them as catalysts for the next wave of telecom growth. The nation’s response will determine the future of digital inclusion, affordability, and innovation.

*Elvis Eromosele, a corporate communications expert and sustainability activist, authored this through elviseroms@gmail.com..

]]> https://techeconomy.ng/how-mvnos-can-unlock-opportunities-in-nigerias-telecom-amid-challenges/feed/ 0 https://techeconomy.ng/why-is-nigeria-recording-more-malnutrition-deaths-than-war-torn-palestine/ https://techeconomy.ng/why-is-nigeria-recording-more-malnutrition-deaths-than-war-torn-palestine/#comments Sat, 09 Aug 2025 17:42:30 +0000 https://techeconomy.ng/?p=164722 At the end of July 2025, the world was shocked to learn that 169 people, including 93 children, had died of malnutrition in Palestine since the outbreak of the devastating war with Israel. 

For context, the war has gone on actively for close to two years.

Tragic and painful as this figure is, it is utterly dwarfed by a chilling statistic from Nigeria: over 652 children have died from malnutrition in Katsina State alone, and that’s just in the first half of 2025.

This jarring incongruity provokes a bleak and sobering question: How can a nation not technically in war end up outpacing a war zone in deaths due to hunger and malnutrition?

The answer lies at the intersection of poor governance, chronic insecurity, and systemic neglect.

Nigeria, Africa’s most populous country and one of its largest economies, is officially at peace. It enjoys a democratic government, a huge bureaucracy, and vast natural and human resources. Yet it continues to record child mortality from malnutrition that rivals or surpasses that in active war zones.

The latest report from Doctors Without Borders (MSF) on Katsina is most alarming. Katsina, located in Nigeria’s northwest, is a besieged state by banditry, kidnappings, and deepening insecurity.

In Katsina, whole villages have been turned into ghost towns and farmlands into killing fields. As a result, food production has dwindled, healthcare systems have broken down, and families have been forced into displacement, poverty, and starvation.

The root of the crisis points to both structural and systemic failures. Malnutrition, especially in children, is both a symptom and a signal. It indicates a broader failure of the health system, food distribution channels, social protection programs, and ultimately, government accountability.

The key issues driving the malnutrition crisis in Nigeria are numerous. First, armed violence, especially in northern Nigeria, has led to mass displacements. Families fleeing for their lives leave behind farms and other means of livelihood.

Internally displaced persons (IDPs) camps are often overcrowded, underfunded, and inadequately supplied with food and clean water. Children under five, the most vulnerable, suffer the most.

Secondly, in many parts of northern Nigeria, healthcare delivery is either non-existent or dangerously underfunded. Malnutrition requires urgent and specialised treatment, something scarce even in urban centres, let alone rural communities ravaged by conflict.

Then there is the issue of cuts in international funding. MSF attributed part of the problem in Katsina to funding cuts by international donors.

As global attention shifts to other emergencies, including Ukraine, Sudan, and Palestine, humanitarian support to Nigeria has dwindled. But this raises a painful point: Why is the Nigerian government not stepping in to fill the void?

Another challenge is the failure of preventive nutrition programs. Nigeria has repeatedly failed to sustain preventive nutrition programs that address child hunger and undernutrition before they become life-threatening.

School feeding programs are poorly implemented or discontinued in many states, and outreach on infant nutrition and breastfeeding is inconsistent at best.

Plus, malnutrition doesn’t make headlines like terrorism or economic policy. As a result, the issue often slips under the radar of national priorities.

There’s a lack of real-time data, poor coordination among ministries, and a bureaucratic unwillingness to act until disaster strikes.

The effects of runaway malnutrition deaths are long-term and deeply unsettling. Think human capital loss, undermined development goals and national and international shame. It’s a ticking time bomb.

I concede that there is no magic bullet. Yet, I’ll argue that the path to the solution requires urgent, coordinated, and sustained action. In my mind, the way forward is to move from rhetoric to action. Here’s what must happen now:

Malnourishment must be officially declared a national emergency. The state and federal governments need to increase nutrition-sensitive interventions and allocate ring-fenced funds to food relief, health centres, and child care.

In addition, primary health centres need to be able to detect, treat, and manage malnourishment cases. Trained workers, therapeutic diets availability, and a functional cold chain need to be the standard, not a luxury.

Besides, the government must secure farming villages, especially in the North, and invest in agriculture. Farmers need to be protected, provided with equipment, and incentivised to plant crops. Food insecurity is the first domino that must fall in the malnutrition chain.

Moreover, Nigeria must regain confidence with international donors as well as develop homegrown solutions. Partnerships with NGOs, faith-based organisations, and community leaders can be used to increase reach and amplify impact.

Furthermore, the Nigerian public must demand transparency and accountability. Children dying from hunger are not just statistics; they are indictments of leadership failure. Civil society must amplify its stories and push for reforms.

It is unacceptable that Nigeria, a country with so much potential, is losing more children to malnutrition than countries at war. We all should ask ourselves this question: What is peace worth if children are starving and dying?

The time for silence has passed. Nigeria must act now to stop the silent war of hunger that is killing its future. History will not be kind to us otherwise.

*Elvis Eromosele, a corporate communications professional and sustainability advocate, wrote via elviseroms@gmail.com. 

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On the one hand, households groan under the weight of runaway inflation, forex instability, fuel price hikes, and an unrelenting surge in the cost of living.

On the other, a stream of earnings reports from banks, telecoms, FMCGs, and even manufacturing firms show a steady rise in revenues and profits.

It almost feels surreal: while the average Nigerian tightens their belt to survive, boardrooms are raising glasses to another quarter in the black. How are companies thriving when their customers are barely surviving?

The answer appears to lie in a complex interplay of strategic pricing, market consolidation, cost-cutting measures, and, unfortunately, consumer sacrifice.

Many of Nigeria’s leading corporates have adopted recession-proof strategies that prioritize shareholder value, often at the expense of affordability and accessibility for the average consumer.

Take the financial sector, for instance. Tier-one banks such as Zenith (PAT N312 Billion), GTCO (PAT N258 Billion), and Access Holdings (PAT N182 Billion) all reported robust Q1 2025 profits.

These were largely fueled by non-interest income, transaction charges, FX revaluation gains, and aggressive digital expansion.

While interest rates soared, banks reaped returns on government securities and leveraged forex differentials to boost their margins. Meanwhile, small business owners and salary earners struggle to get loans or survive excessive transaction fees.

In the telecoms space, MTN Nigeria (PAT N133 Billion) and Airtel Africa (PAT $31 Million) posted impressive earnings as data consumption remains inelastic, even during hard times. With more Nigerians relying on mobile data for work, education, and survival, telcos are cashing in. However, data costs have steadily increased, often quietly, adding to household burdens.

Fast-moving consumer goods (FMCG) giants like Nestlé (PAT N30 Billion), Cadbury Nigeria (PAT N5.9 Billion) and Unilever (PAT N5.2 Billion) also joined the profit party.

With dollar volatility affecting import costs, many firms have localized production, increased prices, and reduced pack sizes (a practice known as “shrinkflation“). Consumers, in turn, are forced to adjust consumption habits, often choosing between quantity and quality.

The success of big business however raises uncomfortable questions: is Nigeria’s private sector truly growing sustainably, or merely extracting value in a way that widens the inequality gap?

What is emerging is a two-speed economy. On one track, corporates optimize profits through agility, digital transformation, and price adjustments.

On the other, citizens face daily hardships, shrinking purchasing power, stagnant wages, and rising unemployment. The middle class is thinning, while poverty deepens.

I think that government inaction and weak regulation often compound the situation. There may also be companies that exploit regulatory loopholes or benefit from policies that insulate their sectors from real competition. While this fuels short-term gains, it does little to build long-term inclusive growth or economic resilience.

To align corporate success with citizen welfare, Nigeria must prioritize policies that channel profits into inclusive growth.

First, the government should expand targeted cash transfers and food subsidies to shield the poorest households from inflation’s bite. Headline inflation stood at 24.23 per cent in the period under review.

No wonder therefore that the World Bank’s call for accelerated social protection programs is urgent.

Second, investing in labour-intensive sectors like manufacturing and agriculture could create jobs and reduce rural-urban disparities. In addition, addressing insecurity in farming regions would lower food prices, tackling inflation at its root.

Third, monetary policy must balance inflation control with economic stimulus. The Central Bank’s tight policy, while necessary, has raised borrowing costs, stifling small businesses that employ millions.

A gradual easing, as inflation is projected to fall to 22.1 per cent in 2025, could spur growth without reigniting price pressures. (NB: A tight monetary policy, implemented by a central bank, aims to curb rapid economic growth and control inflation by slowing down spending and reducing the money supply.)

Finally, companies must share the burden. Corporate social responsibility initiatives, such as affordable pricing for essential goods or investments in community infrastructure, could ease public discontent and foster goodwill.

This is the core of the matter. The glowing quarterly results splashed across business pages paint a picture of corporate triumph, but it’s one cast against a backdrop of growing national despair. This contrast cannot be ignored, and it is also not sustainable.

The corporate sector’s resilience is a testament to adaptability and innovation, but it also underscores a troubling truth: economic growth alone does not lift all boats.

Nigeria’s economic narrative cannot be solely about profits and stock valuations; it must include people. If companies are winning while citizens are weeping, then we are all losing in the long run.

What’s needed is a recalibration: one where businesses pursue profit with purpose, governments enforce equity, and the well-being of Nigerians becomes the bottom line that truly matters.

*Elvis Eromosele, a corporate communication professional and public affairs analyst, wrote via: elviseroms@gmail.com

Take MTN Nigeria’s latest report, it shows the bruising realities faced by businesses in the country today.

Take a look at the numbers. MTN Nigeria generated a staggering ₦3. 36 trillion in revenue in the year ended December 31, 2024, up 36.03 per cent from N2.47 trillion in 2023.

Yet, it is regarded as a bad year, because it reported a loss of N400.4 billion after tax for the financial year. This was due to a net foreign exchange loss of N925.36 billion from ₦740.43 billion in 2023.

MTN Nigeria Reports ₦400.44Bn Loss in 2024 Despite ₦3.36Trillion Revenue

The upshot is that this financial turmoil shaved 24. 2 per cent off MTN Nigeria’s market capitalisation, dragged down its share price to ₦200, and sent shareholders into shock. I know, I’m a small-time shareholder and it hurts.

The sad news is that in response, the company has decided not to declare a final dividend for the year which begs the question: Should MTN Nigeria pay dividends despite its losses?

If we take a step back, we can see that doing business in Nigeria has been extremely challenging over the last three to four years.

The country’s continued economic instability, with inflation rates of over 30 per cent, devaluation of the currency and erratic foreign exchange policies, has put tremendous pressure on companies.

For MTN Nigeria, which has substantial dollar-denominated obligations, these economic headwinds have eroded capital at an unprecedented pace.

But this is not just an MTN Nigeria problem, it is a telecoms industry-wide problem. The entire industry is facing rising costs of doing business. Diesel to power base stations has become very expensive.

Infrastructure costs remain high, and tower lease agreements are highly sensitive to forex movements. Regulatory uncertainties, including unresolved issues such as the USSD debt dispute with Nigerian banks, continue to dampen financial performance. And of course, there are the perennial issues around the right of way and multiple taxation.

Sources at the company said that, in light of these harsh realities, the board of MTN Nigeria decided against paying a final dividend for the 2024 financial year.

This decision, while understandable, will be a tough pill for investors to swallow, given that dividends are a form of return on investment, and investors rely on them.

The reality is that dividend payments are a key factor in investor confidence. By not paying out dividends, MTN Nigeria risks alienating shareholders and stifling the enthusiasm in the stock market. Experts believe that this decision may have played a role in the company’s share price drop.

However, paying out dividends when losses are being recorded would raise governance issues. Critics say paying out dividends when the company is in the red would erode its balance sheet and reduce its liquidity for expanding its business and regaining profitability.

But there is a compelling counterargument to be made. MTN Nigeria’s operating profit of ₦778. 24 billion was still up by 0. 6 per cent from 2023.

This confirms the strength of its core business in the face of external financial pressures. A modest dividend payout, perhaps at a lower percentage, would be a reassuring signal to investors without compromising long-term viability.

The firm’s focus on network expansion and digital services (including its MoMo Payment Service Bank) is well-placed to underpin future growth. Yet the company should push hard for more local currency-denominated contracts to reduce forex exposure. Its renegotiation with IHS Towers to cut dollar-based lease payments is a good example. The deal with ATC is naira-based.

In addition, the government needs to take urgent steps to stabilise the exchange rate and tackle inflation as businesses cannot operate in an environment of such economic uncertainty.

Clearer regulation and policy consistency are also needed, so companies like MTN Nigeria can build long-term growth plans and not be surprised by sudden policy changes.

The bottom line is that MTN Nigeria’s financial woes are indicative of the broader economic challenges affecting businesses in Nigeria.

The decision to freeze dividends is a sound one in the short term, but the company will need to tread carefully to balance financial recovery with retaining investor confidence.

A well-thought-out dividend policy, combined with aggressive cost-cutting and revenue diversification efforts, will be critical in weathering this storm.

In the end, Nigeria’s business environment needs urgent structural reforms. Without them, even the most resilient corporations will continue to struggle, and shareholders will bear the brunt of the losses. 

*Eromosele, a corporate communication professional and public affairs analyst, wrote via elviseroms@gmail.com

As inflation rates soar above acceptable thresholds, companies are navigating uncharted waters to stay afloat.

Inflation is bad for everyone. It erodes the purchasing power of consumers, increases the cost of raw materials, and heightens operational expenses.

For businesses, the ripple effect can be devastating including but not limited to reduced profit margins, lower consumer spending, and the constant pressure to balance affordability with profitability.

The situation is particularly dire for industries dependent on imported goods, as fluctuating exchange rates intensify costs.

However, local businesses are also feeling the pinch due to rising fuel prices, high transportation costs, and an unreliable power supply.

To navigate the challenging economic environment, businesses across Nigeria are adopting innovative strategies to remain competitive and sustain growth.

Promotional discounts and offers have become effective tools for attracting and retaining customers. Companies are leveraging these deals to provide value without entirely sacrificing revenue.

The Place, a popular restaurant chain, has introduced a 20 per cent discount on all rice dishes. This initiative not only appeals to cost-conscious consumers but also drives customer loyalty.

Another key approach is localized sourcing. To reduce costs and support the local economy, many companies are shifting their focus from imported raw materials to sourcing locally.

Unilever exemplifies this strategy by prioritizing local suppliers to reduce its environmental footprint, enhance product accessibility, and create employment opportunities.

The company collaborates with local farmers and suppliers for ingredients and packaging materials, such as sourcing sorbitol for toothpaste from cassava starch through Psaltry International. This is a move that has generated jobs in farming and manufacturing. Unilever is now on track to achieve over 90 per cent local sourcing for its packaging materials.

Businesses are also adopting lean operations to curb rising operational costs. Implementing energy-efficient solutions, renegotiating supplier contracts, and embracing remote work models where feasible have proven effective in optimizing resources and reducing expenses.

Innovative pricing models are gaining popularity as companies seek to maximize revenue during peak periods. Dynamic pricing, which adjusts prices based on demand, is increasingly utilized in the hospitality and retail sectors to achieve this goal. Think of the Detty December report.

Diversification of offerings is another strategy businesses are employing to meet the needs of a broader customer base.

Fast-food chains, for instance, are introducing affordable meal options to cater to low-income earners. Chicken Republic, for example, now offers a simple meal of white rice, stew, and egg, providing a budget-friendly option for consumers.

Furthermore, digital transformation is playing a pivotal role in helping businesses adapt to current realities. The adoption of e-commerce platforms, digital payment solutions, and social media marketing is enabling companies to reach a larger audience while minimizing overhead costs.

This shift to technology-driven solutions is essential for businesses to remain relevant and competitive in the evolving marketplace.

Nigerian businesses are demonstrating remarkable resilience and ingenuity, positioning themselves to thrive despite economic headwinds.

The Place, for example, has transformed a simple discount into a strategic response to inflation.

By reducing prices on one of their most popular menu categories, rice dishes, they not only attract new customers but also promote loyalty among existing ones.

Telecommunications companies like MTN and Airtel have also introduced flexible data plans, allowing customers to access essential services without feeling the full brunt of inflation. Similarly, FMCG companies like Nestle, Checkers Africa and Unilever are packaging products in smaller, more affordable sizes to cater to price-sensitive consumers.

While businesses are adapting, the government has a critical role to play. Policy measures such as stabilizing the exchange rate, addressing infrastructure deficits, and providing tax incentives for local production can help create a more favourable environment for businesses.

For companies like The Place, these efforts are more than survival tactics—they are a testament to the adaptability and innovation that define the Nigerian entrepreneurial spirit.

In the face of adversity, Nigeria’s business community continues to demonstrate that where there’s a will, there’s always a way.

*Elvis Eromosele, a corporate communication professional and public affairs analyst, wrote via: elviseroms@gmail.com