GhIPSS has appointed a Chief Technology and Information Officer, and an Advisor for Emerging Technologies, moves that point to a deliberate reboot of the organisation’s strategic direction.

Clara Arthur Takes the Helm

Clara B. Arthur was recently appointed the Chief Executive Officer of GhIPSS, bringing over 20 years of experience spanning banking, fintech, and national payment infrastructure.

Her appointment returns a familiar hand to the organisation: she previously served as General Manager for Projects and Business Development at GhIPSS from 2015 to 2019, where she led the implementation of key national payment initiatives, including GhIPSS Instant Pay, the gh-link domestic card scheme EMV migration, Ghana’s mobile money interoperability platform, and the expansion of the e-zwich agent network.

In the intervening years, Arthur worked as a digital financial services consultant with global development institutions, including CGAP and the United Nations Capital Development Fund (UNCDF), advising on payment market infrastructure, regulatory frameworks, and remittance-linked inclusion strategies.

She has also been recognised among the Top 100 Women in Fintech in Africa. She holds an MSc in Finance and Administration from the University of West London and a BA in Law and History from Kwame Nkrumah University of Science and Technology.

A New Technology Chief from Telecoms

Stepping into the newly defined role of Chief Technology and Information Officer is Emmanuel Kwabena Owusu, an accomplished technology executive with more than 17 years of leadership experience across telecoms, digital infrastructure, and mission-critical platforms in West Africa.

Owusu arrives at GhIPSS with a track record built largely in the telecoms sector. He played a key role in the post-merger integration of the Airtel and Tigo networks, as well as strategic infrastructure-sharing arrangements that expanded coverage while optimising capital expenditure.

His leadership also supported the GOVNET project, which delivered secure connectivity to more than 960 government institutions across Ghana.

He previously served as a Governing Board Member of the Ghana Investment Fund for Electronic Communications (GIFEC), where he contributed to policy oversight, infrastructure governance, and digital inclusion initiatives.

His career has spanned senior roles at AirtelTigo, Tigo, Vodafone, Huawei, and Ericsson. In 2025, he was recognised by the Africa Tech Festival as one of the 12 most influential figures shaping Africa’s telecoms industry.

Owusu holds an MBA from the University of Suffolk (UK) and a Bachelor of Science in Electrical and Electronic Engineering from KNUST, and is a certified Project Management Professional (PMP).

Kwadwo Ntim Repositioned as Emerging Technologies Advisor

In a notable structural move, Kwadwo Ntim, one of GhIPSS’s founding figures who joined the organisation in 2007 since its inception, has been repositioned as Advisor to the Chief Executive for Emergent Technologies.

Ntim’s institutional knowledge runs deep. He has been responsible for the setup of GhIPSS’s Information Technology organisation and operations functions, and was instrumental in the delivery of foundational national payment systems including e-zwich, the Automated Clearing House, the gh-link national domestic card scheme, GhIPSS Instant Pay, Mobile Money Interoperability, the National Universal QR Platform, and the GhanaPay Mobile Platform.

He brings nearly 30 years of systems design, development, deployment, project leadership, and Governance, Risk and Compliance experience, having worked previously with Masai Computers Limited (IBM Partners), KPMG, and Société Générale Bank.

In his advisory role, he is expected to guide GhIPSS’s positioning on next-generation technologies and future payment infrastructure.

A Platform for the Next Chapter

The appointments collectively signal that GhIPSS, which operates Ghana’s national switch, instant payment rails, interbank clearing, and card infrastructure, is girding for a more technologically assertive phase.

With a CEO who combines consultancy depth and operational GhIPSS heritage, a CTIO who has managed large-scale national digital infrastructure, and a seasoned technologist advising on what comes next, the institution appears to be assembling leadership suited to both consolidating existing platforms and navigating the next wave of financial technology.

GhIPSS is a wholly owned subsidiary of the Bank of Ghana.

(Sources: GhIPSS Management Page)

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The disagreement highlights a growing tension between the government’s aggressive reform agenda and the interpretations of top-tier professional service firms.

Just days after Nigeria’s ambitious new tax framework came into force on 1 January 2026, global advisory firm KPMG raised serious concerns that the very laws designed to simplify and modernise the country’s tax system may instead be sowing confusion and risk, potentially undermining investor confidence and economic growth.

But, Oyedele dismissed claims made in the KPMG publication that suggested “gaps” and “errors” existed in the legislation.

According to the Committee Chairman, many of the provisions KPMG labeled as “errors” were actually deliberate strategic shifts designed to simplify the tax code and eliminate regressive taxes.

Oyedele emphasized that the reforms, specifically the Nigeria Tax Act 2026, are aimed at creating a predictable environment for investors, contrary to the “uncertainty” suggested by the firm’s report.

He cautioned that analyzing the law in isolation without understanding the broader 2030 digital economy goals leads to “invalid conclusions” that could cause unnecessary panic among corporate taxpayers.

What This Means for Businesses

Despite the critique from KPMG, the government has signaled that it will not back down on the implementation timeline.

The post Tax Reform Friction: Taiwo Oyedele Faults KPMG’s Analysis of New Laws appeared first on Tech | Business | Economy.

In an in-depth analysis titled “Nigeria’s New Tax Laws: Inherent Errors, Inconsistencies, Gaps and Omissions,” KPMG says it supports the overarching goals of the reform, including equity, efficiency and competitiveness, but warns that unclear language, structural inconsistencies and overlooked provisions could produce unintended consequences.

Ambiguities Leave Too Much to Interpretation

At the heart of KPMG’s critique are sections of the Nigeria Tax Act (NTA) and related legislation that, according to the firm, lack the precision needed to guide taxpayers and regulators alike.

For example, the law’s treatment of capital losses,a key factor in corporate profitability,  is not definitive on whether losses outside digital or virtual assets may be deducted for tax purposes.

KPMG believes the intent was to allow such deductions, but warns that the absence of explicit wording could spark disputes between taxpayers and the Nigeria Revenue Service.

The firm also points to personal income tax provisions that limit deductible expenses to a narrow list, including pensions and a capped rent relief of ₦500,000.

KPMG argues this could be perceived as oppressive, especially by higher-income earners, potentially eroding voluntary compliance and prompting wealth migration to lower-tax jurisdictions.

Foreign Investment and Compliance Concerns

Beyond individual taxpayers, KPMG’s report flags multiple operational challenges for businesses — particularly non-residents and multinational companies.

Among other recommendations, the firm suggests clarifications to how non-resident income and withholding tax obligations are treated, to ensure that companies without a permanent establishment aren’t unfairly required to register for tax returns.

It also calls for clearer guidelines on how foreign dividends are taxed relative to domestic ones, an issue that could have significant implications for cross-border investment flows.

Rising Risks: Disputes, Litigation and Capital Flight

The consequences of unclear legislation aren’t just theoretical. Multiple tax analysts say that ambiguity in a law of this magnitude could trigger prolonged disputes between businesses and the tax authority, increase compliance costs, and even deter foreign investors.

Speaking to the potential economic fallout, KPMG warns that where highly paid professionals and investors perceive the tax regime as unduly harsh or unpredictable, capital flight, the relocation of wealth to more favourable tax environments, could accelerate.

Government’s Reform Vision Still Supported – With Caveats

Despite the critique, KPMG acknowledges the transformative potential of the reform package, which consolidates dozens of disparate tax provisions into a more unified system aimed at boosting compliance and government revenue.

But its message is clear: implementation without clarification could do more harm than good.

The firm urges the government to engage in urgent statutory reviews, stakeholder consultations, and international collaboration to strengthen the laws and close identified gaps.

It also recommends that businesses conduct comprehensive impact assessments and align their internal systems and tax functions with the new requirements.

As Nigeria strives to balance revenue mobilisation with competitiveness in a fragile global economy, the coming weeks could prove critical, not only for the success of the tax reform itself, but for broader investor confidence in the country’s economic trajectory.

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However, in a world where Artificial Intelligence (AI) is no longer a trend but infrastructure, the baseline for what counts as valuable work has changed dramatically.

What used to take a department a week now takes an intelligent tool an hour. This is not theoretical, it’s already the norm in marketing, finance, legal operations, management, customer service, and even procurement.

Relevance decay happens quietly. It is the product designer who hasn’t tested a generative AI tool for ideation, the Human Resource (HR) manager still scheduling interviews manually, and the team leader using slide decks while competitors are building interactive dashboards in minutes.

Contrary to many opinions, none of these employees are doing anything wrong, but the work they are doing is no longer aligned with what modern performance looks like in this age of speed, scale, and tech-integrated economy.

The hardest part is that these employees often look like your best people on paper. They meet deadlines, show up early, and know the company’s system inside out. But they are not learning new systems, questioning processes, or exploring more efficient alternatives.

They have unknowingly become great at yesterday’s work, while tomorrow’s work is already here, and because they are not visibly underperforming, most companies do not see the risk until it is too late.

According to the World Economic Forum (2025), the average skill today remains relevant for just 2.5 years, and generative AI is not just automating repetitive tasks anymore; it is redefining entire workflows, and employers expect 39% of workers’ core skills to change by 2030.

More strikingly, technical skills may now become obsolete in as little as 2.5 years, down from a previous average of five years. These figures make clear that skills are perishable, and staying still is a risk.

At the heart of the issue is a simple truth: jobs haven’t vanished, but the value within them has shifted. Learning cycles have been compressed.

The people you are paying to perform must now also be learning as fast as they execute. If they are not growing, they are quietly becoming irrelevant, even if they are still in the room.

Another contributing factor is that job expectations are evolving, but performance reviews are not. Most organizations still assess employees on historical KPIs, without evaluating how well they’ve adapted to current tools or if they’ve redefined their role in light of industry change

Some employees know this and are already adapting. KPMG found that over two-thirds of enterprise teams plan to spend between $50 and $250 million on GenAI in the next year. While others assume their experience is enough.

The difference? One remains in motion, while the other quietly slips behind, and in this context, staying still is moving backwards.

Leaders need to re-audit what roles require, re-scope jobs around AI-augmented workflows, and reset expectations across the board. This includes creating environments where employees are expected to experiment, integrate, and evolve, not once, but continuously.

The organizations that are winning in this era (2025) will be those that help their people adapt not once, but continuously, to unlock agility, engagement, and innovation, because what is useful today could be obsolete in six months. This is not about job loss; it is about a value shift, and in 2025, relevance is your most important performance metric.

*Ruby Igwe is the Country Director, at ALX Africa (Nigeria) and Co-Founder of Archivi.ng. She is a dynamic leader passionate about driving Africa’s growth through innovation, education, and strategic leadership. At ALX Africa, she spearheads initiatives that empower the next generation of African innovators. Beyond this, her work with Archivi.ng is preserving Africa’s creative heritage for future generations.

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As part of Apple’s annual editorial celebrating African innovation across apps, games, music, and film, Maliyo’s Crazy Ludo, Safari City, and Whot King were handpicked and showcased with exclusive, Africa Day-themed updates — all crafted by local talent trained through Maliyo’s flagship GameUp Africa initiative.

The Africa Day editions of Crazy Ludo, Safari City, and Whot King are available from May 21, 2025 on the App Store and Google Play.

“This recognition from Apple is a huge moment for us — and for African game development as a whole,” said Hugo Obi, founder of Maliyo Games. He enthused: “It validates the years of hard work by our amazing team across the continent. We’re proud to tell African stories through our games, built by African developers, for a global audience.”

Obi stated that each of the spotlighted titles brings African themes, artistry, and storytelling to life, noting: “Crazy Ludo reimagines the timeless board game with African power-ups, dynamic daily missions, and exclusive Africa Day tournaments. The latest update features in-game art inspired by traditional African design motifs.

“Safari City combines match-3 puzzle gameplay with city-building, allowing players to construct African homes and neighborhoods. The update introduces new character stories like Mama Gold, refreshed interfaces, and architecture inspired by real-world African landmarks.

“Whot King, Maliyo’s digital version of the beloved Nigerian card game, now features a new Africa Day Challenge — a multi-city tournament where players face off with heritage-inspired card decks across iconic African locations.’’

Obi added further that Maliyo Games founded in Lagos in 2012, has become a cultural ambassador through gaming, and expressed delight that its selection for this year’s Africa Day App Store celebration places a spotlight on Africa’s mobile-first gaming future and the creative power of African talent.

“At the heart of this growth is GameUp Africa, Maliyo’s developer training program launched in 2021. With over 6,000 applicants to date, the initiative has become a pipeline for nurturing young African developers — many of whom worked on the featured games and Maliyo’s collaboration with Disney on Iwájú: Rising Chef,’’ he said.

Obi concluded by stating that Maliyo’s inclusion in Apple’s Africa Day feature follows a broader trend of rising interest in African gaming.

According to him, a recent KPMG report revealed that the continent’s gaming industry generated over $1 billion in revenue last year, cementing its place within Africa’s creative economy.

“The future of gaming is diverse, inclusive, and global — and Africa is a big part of that story,” Obi added. “We’re building games that reflect our culture, our stories, and our people. This is just the beginning.”

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She said that, among other evolving workplace trends of the 21st century, these factors will redefine how organizations operate and perform.

Speaking to members of the Society for Women Accountants of Nigeria (SWAN) – the female arm of the Institute of Chartered Account of Nigeria (ICAN), Adebisi noted that business leaders must pay close attention to these trends, embrace them and create environments where they can enable productivity.

She added that companies that fail to integrate the changes brought about by new workforce trends risk falling behind in today’s increasingly competitive and digital economy.

Adebisi said that the importance of a diverse, equitable, included workforce cannot be overstated. She noted that in Nigeria and worldwide, women remain underrepresented in executive roles, with women occupying only 24% of directors’ seats on the top 30 capitalized companies on the Nigerian Stock Exchange, according to a March 2021 report by KPMG.

The CCO of AXA Mansard Insurance PLC stressed the need for organizations to go beyond token representation and implement policies supporting women’s advancement into leadership roles.

Additionally, she noted that issues such as ageism, BSc-HND discrimination, and accessibility for professionals with disabilities continue to create barriers for talented individuals. She urged organizations to develop systems to eliminate these biases, focus on competency-based hiring, and foster inclusive work environments that empower employees of all backgrounds.

On the importance of a multigenerational workforce, Adebisi noted that today’s workforce now spans four generations, from Baby Boomers to Generation Z, making it more diverse than ever before. “Each generation brings unique strengths. Baby Boomers and Generation X offer experience, while Millennials and Gen Z drive digital innovation and agility”, she said.

She explained that businesses must intentionally create structures that allow these generations to collaborate effectively so the organizations can harness the opportunities for higher productivity and better problem-solving outcomes.

“Despite the opportunities, many companies still struggle with the generational divides in communication, belongingness, and work styles and expectations,” Rashidat Adebisi added.

“Technology remains a major driver of workplace evolution,” she continued. “The adoption of AI, automation, blockchain, and cloud computing is reshaping industries, from accounting to insurance and other sectors. No matter how small, one can hardly think about a business not investing in digital transformation today. Yet many employees of these organizations lack the skills to fully leverage these advancements for personal and business growth”.

Adebisi emphasized that business leaders must prioritize upskilling and digital literacy programs to ensure their workforce is equipped to navigate the new era technology has brought to the workplace. She cited examples of how FinTech and digital accounting solutions are revolutionizing financial management, allowing accountants and business leaders to make data-driven decisions faster and more accurately, saying,

“Every industry is going through a similar journey to do things faster, cheaper, and better with technology.”

Rashidat Adebisi explained that while these technology trends are placing new demands on every facet of the workplace, leaders have a higher responsibility of not just investing in talent and skill development but also creating an environment that can unlock the opportunities that technology brings to business operations.

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In the recently released KPMG 2024 West Africa Banking Industry Customer Experience Survey, it emerged among the top five banks in various survey segments.

The survey showed that the bank earned an impressive second place in SME Banking and a third place in Retail Banking. It marked a significant leap in rankings, highlighting UBA’s transformation under its Customer First (C1st) philosophy.

The survey results showcased UBA’s remarkable transformation in customer experience over the past year. For instance, in Retail Banking, the bank rose to third place from 14th place recorded in 2023, while in SME Banking, it jumped to second place from sixth place last year.

The bank also made notable progress in Corporate Banking, climbing to fourth place from 8th in 2023. These milestones underscore the bank’s ability to consistently exceed customer expectations and deliver unmatched service across all its business segments.

Speaking on the achievement, UBA’s Group Managing Director/CEO, Oliver Alawuba, said: “This recognition is a testament to our ability to turn aspirations into achievements and challenges into victories.

‘’At the heart of this success lies our unwavering commitment to the Customer First (C1st) philosophy. It is not just a slogan but the essence of who we are. Through C1st, we’ve redefined customer satisfaction, delivered value, and earned the trust and loyalty of our clients.”

Alawuba, who credited UBA’s success to the dedication of its employees, said, “From retail branches to corporate offices, from technology teams to front-line staff, every effort contributed to this extraordinary transformation. I extend my heartfelt gratitude to our exceptional team for making this possible.”

According to the GMD, UBA has, for several years, placed its customers at the centre of its operations, guided by its six pillars of Customer Experience, including Integrity- Building trust through honesty;  Resolution- Promptly addressing customer concerns; Expectations-Anticipating and exceeding customer needs; Time and Effort- Simplifying processes to save time; Empathy- Demonstrating genuine care and understanding as well as Personalisation- Delivering tailored solutions.

He added that these principles have reshaped how UBA connects with its customers, fostering trust and deepening loyalty across its diverse markets.

While celebrating this milestone, the GMD disclosed that UBA remains committed to becoming the undisputed number one across all segments, adding that the bank aims to achieve this through deepened customer relationships, strengthened processes, and continuous innovation.

“The world of banking is evolving rapidly, and customer expectations are at an all-time high. To lead in this dynamic landscape, we must stay agile, innovative, and unwavering in our commitment to excellent service. Together, we will set new benchmarks and deliver unparalleled value to our customers,” he stated.

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This remarkable achievement marks the fourth consecutive year Stanbic IBTC Bank has led in Retail Banking with a customer experience score of 75.5 per cent and the second consecutive year it has dominated the SME Banking segment with an impressive score of 77.3 per cent.

Stanbic IBTC Bank’s retail banking excellence reflects its unwavering focus on customer satisfaction, seamless account management, and innovative digital solutions.

Customers have praised the bank for its robust mobile banking features, high transaction success rates, and swift issue resolution.

Key updates to its mobile app, such as enhanced security features and personalised budgeting tools, have reinforced the bank’s leadership position.

One retail customer shared, “Stanbic IBTC’s responsiveness and quick resolution of unusual account activity reaffirmed my confidence in their services.”

In the SME Banking segment, the KPMG report shows Stanbic IBTC Bank continues to shine with its dedication to addressing the unique needs of small and medium enterprises.

Customers have highlighted the bank’s efficient payment processing, proactive issue resolution, and personalised relationship management.

A survey respondent stated, “Stanbic IBTC’s SME services have been a game changer for my business, offering unmatched support and solutions that are both timely and effective.”

The survey highlighted that Stanbic IBTC’s leadership is rooted in its commitment to core principles of customer experience excellence—integrity, resolution, expectations, time, effort, personalisation, and empathy. These values drive the bank’s ability to deliver exceptional service and foster lasting customer trust.

Commenting on this achievement, Wole Adeniyi, chief executive of Stanbic IBTC Bank, said:

“We are honoured to be recognised as Nigeria’s top Retail and SME bank for four and two consecutive years respectively. This achievement reflects our commitment to innovation, customer-centricity, and excellence. We will continue to raise the bar in providing financial services that empower individuals and businesses across Nigeria.”

Looking ahead, Stanbic IBTC Bank remains dedicated to providing Nigerians with top notch financial services and further strengthening its position as the leading end-to-end financial services provider in the country.

The bank offers a comprehensive range of banking solutions tailored to individual and business needs and is committed to driving financial inclusion and fostering economic growth through innovative and reliable services.

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The survey highlights PalmPay’s strong performance across multiple stages of the customer journey, with customers praising the platform’s seamless transaction processing, reliability, and innovative features.

PalmPay achieved a notable Customer Experience (CX) score of 81.6, ranking among the top fintechs in the region and cementing its position as a leader in Nigeria’s fast-evolving digital financial services landscape.

The KPMG survey evaluates customer experience across six key pillars of excellence:  Integrity, Resolution, Expectations, Time & Effort, Personalisation, and Empathy.

PalmPay excelled in delivering seamless experiences, streamlining processes to reduce customer effort, and fostering trust through proactive and transparent communication.

“We are honored to receive this recognition from KPMG, which underscores our unwavering commitment to providing accessible, reliable, and innovative financial solutions to Nigerians,” said Chika Nwosu, managing director at PalmPay.

“At PalmPay, we continuously strive to redefine the banking experience by addressing customer pain points, streamlining transactions, and ensuring that our customers can trust and rely on us for their everyday financial needs.”

According to the survey, PalmPay was commended for its minimal network downtime, swift issue resolution, and proactive communication with users. Customers highlighted the platform’s ability to notify them in advance of scheduled maintenance, reinforcing trust and reliability.

A customer featured in the report stated, “PalmPay hardly has network issues and they have saved me from embarrassment”, reflecting the platform’s reliability and user satisfaction.

PalmPay’s recognition aligns with the company’s mission to drive financial inclusion by offering user-friendly, tech-driven solutions that meet the needs of underserved communities.

Through strategic partnerships and continuous innovation, PalmPay remains dedicated to enhancing the customer journey and expanding access to financial services across Nigeria.

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During the four-day visit, the High Commissioner met with Governor Dapo Abiodun of Ogun State and Governor Babajide Sanwo-Olu of Lagos State, engaging in discussions focused on enhancing economic ties, driving investments, prosperity opportunities and future priorities that could be beneficial to the states and the UK.

A key highlight of the visit to Ogun State was the announcement by UK company, Hinckley Recycling, that they are establishing a new battery recycling facility in the state, using UK-patented technology. Hinckley’s $5m investment will create Africa’s first lithium-ion and lead acid battery recycling and treatment plant.

In Lagos, Dr. Montgomery met with Chief Emeka Anyaoku, and some business leaders in Nigeria including the CEOs of Airtel Nigeria, Standard Chartered, Nigeria Helios Investment Partners, Afrinvest and KPMG West Africa.

At the end of the visit, the British High Commissioner, Dr. Richard Montgomery, said:

“My visit to Lagos and Ogun States has reinforced the strong ties between our two great countries.

“Both states are key to boosting Nigeria’s economic prosperity and the UK is committed to driving that growth, promoting trade and supporting their developments.”

On the $5 million investment to establish Nigeria’s first battery recycling facility in Ogun State, he said:

“It is fantastic that Hinckley Recycling is establishing the first lithium-ion and lead-acid battery recycling facility in Nigeria, creating a new high-value export industry in Ogun State and 100 new direct jobs. Congratulations to the Commissioners and to OgunInvest who worked with Hinckley to make this ground-breaking project a reality.

“The UK fully supports His Excellency Governor Abiodun’s mission to bring new investment and new jobs into Ogun State. The UK Government’s development finance bank British International Investment invested $15 million into Valency International in Ogun State last year, and the UK’s Manufacturing Africa programme is supporting four other companies in Ogun to raise capital and expand their production facilities.”

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