Broadcasting
MultiChoice, Others Reject Senate’s Pay-Per-View DSTV Subscription Model
MultiChoice Nigeria and major stakeholders in the pay television broadcasting industry in the country have rejected a pay-per-view model advocated by the Senate.
Major cable television providers in the country currently operate the monthly subscription model.
The stakeholders said that the PPV model being canvassed by the Senate is not feasible.
MultiChoice and stakeholders in the sector made the assertions at a one-day public hearing organised by the Senate Ad-Hoc Committee investigating “Pay-Tv hikes and demand for the pay-per-view subscription model in Nigeria,” in Abuja.
The Committee was chaired by Deputy Senate Whip Senator Aliyu Sabi Abdullahi.
Some members of the panel present at the session include Senators Michael Nnachi, Suleiman Abdul Kwari and Abba Moro, who moved the motion for the Senate to investigate the incessant price hike by cable television operators in the country.
Mr. John Ugbe, Chief Executive Officer, MultiChoice Nigeria, in his presentation,said several legal and legislative moves made to compel the firm to operate pay-per-view model did not work because it was not feasible.
Ugbe said: “Whilst it may appear to be a noble intent for this Committee to be concerned over the rising cost of subscription services; however, the Pay-Per-View (PPV) model being canvassed by this Committee will not work either to the benefit of the consumer or the industry.
“It would appear that this problem is because of some confusion in understanding the basic definitions and distinctions between some of the existing operational business models in telecommunications and pay-tv broadcasting.
“A pay-per-view (PPV) is not the same and is very different from Pay-As-You-Go (PAYG).
“The PPV model allows a subscriber to watch some special one-off events, usually of the high-ticket variety in sports and entertainment, by paying for such events in addition to having an active subscription.
“Pay-As-You-Go, accommodates a metered mode of service, where consumers are billed only for the service they consume and not for a fixed period.
“The desire by this Committee to adopt PPV is further challenged by the non-existence of any technology that can detect and or determine the viewers are tuned in per time.
“Once it is impossible to have this knowledge, billings based on ‘per view’ become difficult if not almost impossible.
“It is therefore my humble submission to this distinguished committee that due to the nature of content acquisition and technological limitations that PAYG model is not practical for broadcasting and thus is not practiced and basically cannot be implemented anywhere in the world.”
On the issue of incessant price increases by MultiChoice, Ugbe attributed the development to several factors including inflation, programming content cost, broadcast transmission facilities and massive investment to innovate and keep up with technological changes.
Other factors, according to him, are anti-piracy costs, security costs, marketing and operational costs, exchange rate fluctuations, tax, regulatory fees, and cumulative national and local levies.
“Some of the adverse economic factors highlighted above have not only affected the subscription prices for pay-tv, but have generally led to substantial increments in the pricing of a wide range of goods and services ranging from essential commodities like food, transportation, clothing, healthcare, educational services to other consumer goods like petrol, building materials, cars, etc,” Ugbe said.
On his part, a former Director General of the National Broadcasting Commission (NBC), Emeka Mba, said the issues of Pay-Per-View (PPV) and Pay-TVpricing, does not amount to an important regulatory problem worthy of Senate’s intervention.
Mba: “As Harvard University’s Kennedy School of Government, Professor Malcom Sparrow famously said in his book ‘The Regulatory Craft’, Regulators should pick important problems and fix them.’
“In my humble opinion it appears that the issues being addressed today, does not reflect or amount to an important regulatory problem.
“Whilst it may appear worrying that pay Tv services subscription charges are increasing, this must be seen within the larger economic window of rising inflation, cost of living and exchange rate challenges that is faced by every sector of the economy.
“For instance, the prices of almost every item on every family’s grocery list have increased significantly, based on the realities of demand and supply occasioned by the economic factors mentioned above.”
Besides, the Chief Executive Officer of TSTV, Dr. Bright Echefu and Chief Operating Officer of Startimes, Tunde Aina, however said even if a PPV model is not feasible, Cable TV operators could adopt pay per day models to lessen the pains of poor subscribers.
Echefu said, “Pay-Per-View is not feasible but we came up with pay per day. We also allow our subscribers to choose the package based on the numbers of channels they wanted to watch.”
The Chairman’ of the Committee, Sabi Abdullahi, in his opening remarks, said the Senate constituted the panel following a motion on the subject matter approved at plenary.
He said the motion stated that various packages of the MultiChoice bouquet had been increased by 80 per cent in the last five years.
Abdullahi said the development was not in the best interest of the subscribers especially when a Court had cautioned the MultiChoice Nigeria against carrying out its latest increment which it introduced on March 30 this year.
He assured the stakeholders that the Senate had not taken a position on the matter and that the report would be based on the memorandum they submitted to the panel.
The Leader of the Senate, Ibrahim Gobir, who represented the Senate President, urged the stakeholders to be frank in their presentations so as to enable the Senate come up with recommendations that would be in the interest of all.
Abba Moro, who moved the motion, said he believed that the pay-tv should be considerate in their bouquet pricing.
According to him, the MultiChoice, which is the operator of DSTV and GOTV, has over two million subscribers.
He recounted the firm’s many price increment since 2009 till date.
Moro said: “MultiChoice increase prices without recource to the economic reality without adopting the pay-per-view.
“DSTV, GOTV will be raping Nigerians if they consistently shunned the pay-per-view model which could ameliorate the hardship being faced by the subscribers.”
However, the Deputy Director, Research and Policy at the National Broadcasting Commission, Mr. Aneke Stan Onyebuchi, who represented the Director General said the agency had no enabling law to either regulate or control the incessant price increases by cable television operators in the country.
Onyebuchi said, “There are negative reactions whenever MultiChoice incresases its price and the NBC is concerned.
“However, the NBC Act only gives it power to receive, consider and investigate complaints regarding broadcast contents. Nowhere in the Act was the NBC given powers to regulate the prices being charged on their services.”
He, therefore urged the National Assembly to amend the NBC Act to give it powers to regulate prices in the industry.
The Director, Tax Policy and Advisory, Federal Inland Revenue Service, Temitayo Orebajo, said cable TV operators are concerned about making profits despite the harsh operational environment.
He said, “The MultiChoice for instance, expresses fears that replacing monthly billing with pay-per view, will reduce their revenues.
“However, the FIRS believes that the migration will not affect their income, rather they would get more subscribers.”
The representative of the Minister of Communications and Digital Economy, Abubakar Ladan, stressed the need to amend the NBC Act to enable the agency sanction erring Cable TV operators.
He said, “We need to review the NBC Act in response to the dynamic and reality on ground, in the interest of the poor subscribers.”
Ladan, who is the Director/ Secretary, Frequency Management Council, said the ministry was doing everything to protect the interest of Nigerians.
Luft Pay TV has officially launched in Nigeria’s Pay TV landscape, bringing a fresh perspective to home entertainment.
Officials of Luft Pay TV at the launch
The brand’s dynamic debut in Lagos recenlty, drew media executives, content creators, industry stakeholders, and entertainment enthusiasts.
Yemi Adebowale, head of Corporate Communications and Media at Luft Pay TV, emphasised the brand’s mission to simplify entertainment and provide real value. “Luft Pay TV is more than just another player in the market.
He said, “We’re here to simplify entertainment, eliminate confusion around billing, and provide real value with high-definition content that reflects both global quality and local identity.
Luft Pay TV’s standout feature is its all-in-one subscription model, offering over 35 premium channels for ₦7,500 per month.
The channel lineup includes Sports, Live sports action, Movies: Nollywood and Hollywood films as well as Kids’ Programming, Documentaries, Music and Lifestyle content.
“Decoder and STB Kit Prices: Decoder: ₦25,000 – Complete STB kit with accessories: ₦35,000. As a proudly Nigerian brand, Luft Pay TV is committed to promoting local storytelling through partnerships with indigenous content creators.
“This initiative aims to project African stories globally and provide an inclusive, affordable, and proudly African entertainment experience to Nigerians everywhere.”
Luft Pay TV has commenced nationwide installations across the six geopolitical zones, supported by a growing distribution network and robust customer service infrastructure.
This ensures a seamless user experience for subscribers
With its innovative approach and commitment to Nigerian talent, Luft Pay TV is poised to revolutionise the television experience in Nigeria.
By Aniekan Ezekiel
What happens when legacy meets preparedness? What results from such a combination? Let us not be in a hurry to put forward any answers yet. Instead, let us consider first the opposite situation: When legacy meets unpreparedness.
The world abounds in examples of this distressing situation. A dynasty that has built wealth from generation to generation, with its illustrious heirs providing generational leadership, finds itself in a strange phase where an ill-prepared heir takes over the reins and in that same generation, not the next, wipes out the entire family fortune built over several generations.
We see the same thing with nations. History is replete with examples of great nations built by great leaders, which slid into oblivion when they were hit by arguably the greatest misfortune that ever befalls humanity – bad leadership. It is the reason American author and leadership expert John Maxwell asserts, “Everything rises and falls with leadership.”
As with nations, so with organisations. We see organisations that have thrived for decades and over several generations, get a new leader who is not prepared for such leadership, and the leader pushes the organisation to the brink of collapse.
Contrast this picture with the situation at Nigeria’s most enduring corporate organisation with the most amazing legacies of firsts, First Bank of Nigeria Limited, which witnessed a leadership transition about a year ago. Faced with a number of quality options in and outside the then management team, the decision-makers at the bank and its parent company FBNHoldings, now First HoldCo Plc, had to be clear-minded about who could become the new Chief Executive Officer of FirstBank Group.
Equally important as the need for continuity was the non-negotiable requirement for capacity to manage the ship of the 130-years-plus institution to sustain its enviable legacies and consolidate the gains made in recent years. The search was for someone with a steady head and hands (talk of risk control and mitigation), in addition to an excellent track record of sterling performance and achievements.
Fortunately, fate was on their side. They did not have to look outside. Right there before them was someone who understood all kinds of risks and how to control and mitigate them. He had been with FirstBank since 2016 when he joined as Group Executive / Chief Risk Officer. Then in January 2022 he was elevated to Executive Director / Chief Risk Officer and Executive Compliance Officer.
This man has given nearly three decades of his working life to the banking and financial services industry. He has under his belt a rich tapestry of cross-functional experience in credit risk management, financial planning and control, credit and marketing, and trade. His cross-functional exposure also includes corporate and commercial banking, agriculture financing, oil and gas, transportation, including aviation and shipping, and project financing
Meet Olusegun Alebiosu, the man history had prepared and the one decision-makers chose among the quality options. He was appointed substantive Chief Executive Officer of FirstBank Group in June 2024, having acted in that capacity since April 2024 when the former CEO left.
Determined to build on the bank’s legacies while navigating the ever-changing landscape of the financial services industry, Alebiosu has shown unwavering commitment to lead the bank through a transformative period that places emphasis on strategic consolidation, technological advancement and market expansion.
Alebiosu’s approach to sustaining the legacies of firsts at FirstBank, which has been at the vanguard of accelerating Nigeria’s digital payments as the first bank to issue over 13 million cards to customers, draws from his vast professional experience which began with Oceanic Bank Plc, now Ecobank Plc, in 1991. Between then and joining FirstBank in 2016, he had worked at Coronation Merchant Bank as Chief Risk Officer, at African Development Bank Group as Chief Credit Risk Officer and at United Bank for Africa as Group Head, Credit Policy and Deputy Chief Credit Risk Officer.
Under one year of his appointment as substantive CEO of FirstBank, Alebiosu’s strategic consolidation efforts have demonstrated that he is a worthy successor, not an ill-prepared or unprepared one, proving the decision-makers right. Understanding the critical role of its human capital in sustaining the bank’s legacies, Alebiosu has invested himself and the bank’s resources in promoting staff welfare.
A comprehensive review of the bank’s compensation structure was undertaken to position it within the 75th percentile of the industry, making the bank more retentive of, and attractive to, the best talents. The highest number of staff promotions across various grades in the last five years has happened under Alebiosu’s watch, with 1,654 employees being elevated in one single promotion cycle.
Under his leadership, over 2,186 new hires have been recruited across key functions and subsidiaries, with a large number of them deployed to the sales function to ensure that retail customers are adequately served. Staff are now more engaged based on the high employee engagement score of 86% achieved in the April 2025 WorkBuzz survey, indicating remarkable progress in the bank’s multi-pronged efforts to promote a positive and inclusive workplace culture.
This drive to reinforce a culture of inclusion and recognition has been accentuated by the launch of a group-wide culture transformation initiative with the goal of embedding the core values of integrity, excellence and innovation. It has also been strengthened by a renewed focus on inclusion, collaboration and high performance. Also contributing was the staging of a FirstBank Employee Appreciation Day 2025 featuring, among others, a personalised appreciation video message from the CEO to all employees across the group throughout Africa and beyond. The inclusion message is further boosted by the launch of the inaugural edition of the bank’s pioneering initiative, Mandarin Language School, to bolster the bank’s expansion in the Asian market.
Expansion is a critical plank in FirstBank’s new strategic planning horizon, under Alebiosu’s leadership. Taking off this 2025, the plan seeks to reinforce the bank’s market dominance across all operational regions and it includes deliberate expansion into new markets within and outside Africa.
Beyond geographical and horizontal expansion, Alebiosu’s plan has also targeted a skyward expansion. Or how else does one describe the groundbreaking ceremony in March 2025 for the bank’s new green-certified, 44-storey iconic head office building in Eko Atlantic City, Lagos State?
Alebiosu is also prioritising the acceleration of process automation in recognition of the importance of digital transformation. It is a massive push for technological advancement that includes adopting robotics technology and artificial intelligence at scale, to give the bank an unassailable competitive advantage among its peers in the industry.
The bank has deployed digital tools to enhance seamless account opening and optimised backend systems and customer service delivery. Two additional Digital Experience Centres (DXCs) have been launched – one at Lekki Admiralty Way, Lagos State and the other at its UNN branch, Nsukka, Enugu State. Also, the bank’s agent network has expanded to over 280,000, a 50,000 increase from the 230,000 agents it had in 2023.
As expected, shareholders, among other stakeholders, have been observing the strides the bank has been making under Alebiosu’s leadership, with a keen eye on the numbers. Fortunately, again, the bank’s results for the financial year ended December 2024 speak volumes, with after-tax profit of its parent company rising to the highest point it has reached in the last 12 years, according to the company’s latest financial statement.
In recognition of his achievements within such a short period and his exemplary leadership, Alebiosu was honoured at the World Business Outlook Awards as “Banking CEO of the Year – Nigeria 2025”. He has also been honoured with the “Special African Banking Leadership Award” by African Leadership Magazine. This was in 2024.
The story of Alebiosu’s leadership at FirstBank has clearly been one of preparedness meeting legacy. Working with the board and management team, he has consistently sustained the bank’s legacies and also consolidated its recent gains in ways that will ensure the gains keep compounding. FirstBank, more than ever before, is poised for greater intra- and intercontinental growth and impact in the years ahead.
South Africa’s competition authority announced Wednesday it had approved the buyout of Africa’s largest pay TV enterprise MultiChoice by France’s Canal+, which wants to expand its footprint on the continent.
The merger, which has been in the works for nearly a year, needs the final go-ahead from the commission’s Competition Tribunal, it said in a statement.
Canal+ holds around 45 percent of MultiChoice’s shares and offered last year to acquire the remainder for 125 rand (6.16 euro) per share.
Canal+ is present in 25 African countries through 16 subsidiaries and has eight million subscribers, according to the French group.
MultiChoice operates in 50 countries across sub-Saharan Africa and has 19.3 million subscribers, it said.
It includes Africa’s premier sports broadcaster, SuperSport, and the DStv satellite television service.
“This is a major step forward in our ambition to create a global media and entertainment company with Africa at its heart,” Canal+ CEO Maxime Saada said in a statement.
The commission said its approval of the merger was subject to public-interest conditions worth about 26 billion rand over three years, including increasing the shareholding of people disadvantaged under South Africa’s white-minority apartheid regime.
It will also maintain the MultiChoice headquarters in South Africa.
A date for the Tribunal’s decision on the merger has not been announced but Canal+ said it was aiming for the deal to be completed by early October.
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