Nigeria Data Protection Commission (NDPC) has announced plans to significantly ramp up enforcement and impose substantial fines on data controllers and processors that violate the Nigeria Data Protection Act (NDPA) of 2023.

Vincent Olatunji, national commissioner/CEO. NDPC

This was disclosed by Dr Vincent Olatunji, national commissioner/CEO of the Commission, in a video message outlining the Commission’s 2025 agenda, shared on the agency’s social media platforms.

A statement issued by the Communications Division of the Commission on Friday quoted Dr Olatunji as saying that, “For data controllers and processors, there is going to be massive enforcement. We have never really issued any fine, but going forward, you’ll hear us giving heavy penalties.”

He assured Nigerians that their data rights, as guaranteed by the NDPA, will be fully protected, and defaulting data controllers and processors will face strict consequences.

The Commissioner highlighted the NDPC’s extensive engagements with stakeholders across public and private sectors to promote awareness and compliance with the Commission’s mandate.

The efforts, he said, have resulted in the signing of Memorandums of Understanding (MOUs) with key organisations, including the National Insurance Commission (NAICOM), National Lottery Regulatory Commission (NLRC), the Data Privacy Office of Canada, and the Dubai International Financial Centre Authority (DIFC), among others.

Dr Olatunji also shared that the NDPC will advance to the second phase of its Strategic Roadmap and Action Plan (NDP-SRAP 2023-2027) in 2025.

This phase is expected to create job opportunities within Nigeria’s data protection and privacy ecosystem, particularly for young people.

The Commission has been actively training Nigerians in data protection and privacy, creating a pool of globally competitive experts within the data protection sector in 2025.

“There are a lot of data controllers and processors that are looking for people to work with them. Now those that we have trained in 2024, those we have certified, we are going to do more this year to actually launch them to the job market where they can really work with data controllers and processors,” he said.

Additionally, the NDPC will continue nationwide efforts to promote data protection awareness.

The Commission aims to educate citizens about their rights and the importance of data privacy while reminding data controllers and processors of their obligations under the NDP Act.

Dr Olatunji emphasised that these initiatives are part of the broader goal to embed a culture of data protection and privacy in Nigeria.

As part of its international engagement efforts, Nigeria will host the “Network of African Data Protection Authorities Conference” in May 2025, with over 40 nations with existing data protection laws expected to attend.

According to Dr Olatunji, this global event will position Nigeria as a leader in the data protection ecosystem, and bring significant economic benefits to the country.

The NDPC reiterated its commitment to ensuring data protection and privacy become integral to Nigeria’s digital landscape, building trust and fostering economic growth, the statement added.

Mr. Olayemi Cardoso, governor, Central Bank of Nigeria (CBN), on Friday disclosed that the ‘Early Exit Program’ was 100 percent voluntary exercise initiated by the staff of the apex bank.

Mr. Olayemi Cardoso, governor, Central Bank of Nigeria

Mr. Cardoso disclosed this in Abuja during the resumed investigative hearing into the payment of N50 billion terminal benefits to the 1,000 staff of the apex Bank, held at the instance of the Ad-hoc Committee chaired by Hon. Usman Bello Kumo.

The CBN governor who was represented by Mr. Bala Bello, deputy director, Corporate Service, CBN, argued that “nobody has been asked to leave, and nobody has been forced to leave. It’s a completely voluntary programme that has been put in place.”

He maintained that the “Early Exit Program and the Restructuring as well as Reorganization are basically ways and means through which the performance of an organization is optimized by putting, ensuring that round pegs are put in right holes. The manpower requirement of the bank is actually met.

“The manloading, which is the key responsibilities, key performance indicators of the bank, vis-a-vis the number of people driving the performance of that bank, is at a level where it’s optimum, balancing the human resource requirement, the capital requirement, the skill requirement, as well as the IT requirement of the bank.

“You are very much aware, Chairman, the entire world is going through a process of digitizing its operations. And then once that is done, a lot of opportunities are created, just like a lot of redundancies are also equally created.

“And you have had instances in which, in the past, the request for staff to actually exit the bank voluntarily actually emanated on the part of the staff. And I believe Central Bank is not necessarily the first organization to have done that. I’m very happy to mention, Mr. Chairman and members of the committee, the early exit program of the Central Bank is 100 percent voluntary. It’s not mandatory. Nobody has been asked to leave, and nobody has been forced to leave. It’s a completely voluntary programme that has been put in place.

“I believe several organizations across the world, and even within this country, both in terms of the private sector and the public sector, are undertaking similar exercises. So nobody has been asked to leave. But people who are based on popular demand, I have to be humble, with a lot of humility, to tell you that this same program that is taking place is not at the instance of the bank itself.

“Of course, we have our own challenges, and we know where we want to take the bank to. That’s Cardoso and his team, myself included. But this popular request actually came from the staff.”

According to him, “In the past, you have had instances in which cases of stagnation and lack of career progression appears. I mean, in an organization, you’ve got a pyramid where from each level to the next level, you know, the gap keeps narrowing. If not, you are going to have like a quasi-organization, inverted pyramid.

It doesn’t work. It gets to the level where you have, for example, 30 departments in the Central Bank. You cannot have 60 directors, manning 30 departments. It’s not going to work. So, once those vacancies are filled, it gets to a level where some people, even though they are very qualified, they are very able, and they are very willing, but the vacancies are not there. And then they got to a level where they are stagnated for a period of time.

“There are several instances in which similar exercise took place in the Central Bank, which has happened several times. This is not the first time. It’s not the second time. It’s not the third time. It’s several times. You’ve had instances in which people at the top request that, look, it’s going to take me X number of years to actually aspire to become a director in an organization. But right now, there’s no vacancy. And the person sitting next to me probably has eight years to go. Meanwhile, I have seven.

“So there’s no career growth. And a lot of opportunities are out there. For example, among the people that have left, there are, like, three or four people who are going to set up a bank.

“The approach that we told them, literally, anything you want to do, if you need the support of the Central Bank, you are done. So the popular demand then was at the top, people that are stagnated, people that don’t have any career progression any longer, they have reached their peak, and they are willing to go and take other risks before they get to an age where they become scared to take risks.

“You know, those programmes are actually put in place to ensure that those people are given an opportunity to actually, you know, exit to go and start other things with their lives.

“But in this particular case, based on popular request, and I came with the Union Leader of the bank, the staff requested that in this case, similar opportunity should be extended to other categories of staff. In the entire system, in the entire period, in the entire time that similar exercise has taken place, it’s only people within a certain cadre, within the director cadre. The deputy director, directors who feel they want to go and start some other things, and assistant directors are given.

“But for the first time in the over 60 years history of the bank, the early exit program is extended to everybody who is actually willing to take it. And this came at the instance of the staff. So it’s not mandatory, it’s not compulsory, there’s no coercion, there’s no forceful exit, and there’s no intimidation for anybody to take it.

“In fact, when this same thing has been, you know, approved, was approved by the bank, and it was open, the number of staff that actually came forward to take it was even very amazing. Like I told you, there are some other people that are even thinking of going to start with the bank. So if the impression comes to this place that we are laying off, nobody is going to do this. It’s the line of anybody. Nobody did it. It’s an entirely voluntary exercise on the part of the bank.

“Those who want to take it, took it, and those who don’t want to take it are still in the bank.”

Speaking further, the CBN helmsman maintained that the Early Exit Program and the Restructuring as well as Reorganization are “all about optimization and making sure that the organization, vision, and mission is aligned with the manpower you come in, considering the manloading.

“The manloading is how many people does it take to do a particular job, and how many hours do you need to put. For example, if you are going to spend 40 hours, and you have like 10 people to do two jobs, well, it doesn’t hurt anybody. These are Nigerians, if they are there, they don’t hurt anybody. But there are people who are actually voracious. They want to do more.

“These are the people who feel that if we have this opportunity, we can go and start all that. And it was absolutely going to, and you can call me anytime, anywhere, and that’s what it is. Nobody has been forced to leave. Nobody has been dictated to leave. Nobody has been stamped into leaving at all. It’s strictly voluntary.

“If nobody had taken it, we would have just closed it. But this came as a result of popular demand. Like I said, I came with a representative from the staff unit to actually say it here.”

Speaking earlier, Chairman of the Ad-hoc Committee, Hon. Usman Kumo who assured that the Ad-hoc Committee will be fair to all the parties involved in the investigation, noted that the Committee’s responsibility is to submit the report to the House.

He said: “Let me start by saying that the House of Representatives, the 10th National Assembly, understand that CBN is implementing the Restructuring, Reorganizing and the Early Exit Program. I don’t know whether the CBN Governor can explain or brief this committee the objectives of the Restructuring, Reorganizing and the Early Exit Program to this committee.

“And two, can you explain the Early Exit Program and what you intend to achieve with it? When it starts, when it will end, and what is the connection? Between the Reorganization, Restructuring and the Early Exit Programme,” the House Chief Whip inquired.

After the CBN Governor’s presentation, Hon. Kumo asked: “What is the connection between this exercise, this early exit exercise, and the one you embarked on between March and May, where you lay off about 300 staff from the CBN? Is it part of this?”

While responding, Mr. Cardoso said: “The two exercises are actually different. Whereas the exercise that you are mentioning, people were, nobody was actually terminated or dismissed. People were retired with their full benefits. For us to have opportunities to reinvigorate and bring in new blood or new perspectives to how things are done. So that was, at the instance of the bank, people were actually retired with their full benefits.

“This one that is taking place, or is taking place now, because it actually closes by the end of the year, which is just on Tuesday, is strictly voluntary.

“So, there are two different things altogether. But if you take the two together, and you juxtapose it within the context of the overall strategy to streamline the operations of the bank, to refocus the operation of the bank, to reinvigorate the operation of the bank, to re-energize the operation of the bank, you can take the two together as leading to the same objective.

“Whereas one, people were retired with their full benefits. The other was actually absolutely voluntary,” the CBN helmsman explained.

Nigeria Postal Service (NIPOST), achieved a 275 percent increase in revenue for the year 2024, according to Tola Odeyemi, postmaster general.

At the beginning of the year, NIPOST set an ambitious target of generating N10 billion in revenue.

Although specific figures for the end of the year were not disclosed, the reported increase suggests a significant recovery for the postal service, which had previously faced consistent decline.

Odeyemi, who made the disclosure while listing NIPOST’s achievements for the year recently, attributed the growth to a series of reforms aimed at enhancing service quality and eliminating revenue leakages

The NIPOST boss detailed the steps taken to boost revenue, noting the implementation of Point of Sale (PoS) terminals in high-transaction areas, which has streamlined payment processes and improved customer experience.

She said, “One of the major achievements for us in 2024 has been a 275% increase in revenue from 2023. We achieved this by plugging a lot of the revenue leakages that we have by deploying PoS terminals for payment in our high transaction areas, as well as ensuring that our quality of service goes up.”

Looking ahead, Odeyemi outlined NIPOST’s plans to sustain this growth trajectory.

She said the organisation has embarked on renovations and upgrades of key locations in Abuja, Lagos, and Kaduna, alongside enhancements to the Postal Institute, which is central to the agency’s change management initiatives.

Furthermore, she stated that NIPOST is gearing up for several major developments in 2025, including the rollout of a national addressing system and digital postcode services, specialised logistics for agriculture and healthcare, and a relaunch of its financial services.

“There will be infrastructure upgrades, which will take place across the Federation and there will be an increase in access to government services through your local NIPOST location,” she said.