General News
Stakeholders Proffer Ways to Strengthen PPP Structure in Lagos State
Buoyed by the impact of the Office of Public-Private Partnerships in closing the infrastructure gap in Lagos State across different sectors, stakeholders have suggested ways to further strengthen the PPP structure in the state with a view to delivering greater value, impact more people, and improving service delivery efficiency of the PPP Office.
The recommendations of the experts and speakers were contained in various presentations at an interactive session between the Office of PPP (OPPP) and members of the Lagos State House of Assembly House Committee on PPP, held over the weekend in Lagos.
It was suggested that ensuring value for money expended on PPP projects was the responsibility of the OPPP, House Committee, and the private equity investors while calling on all stakeholders in a PPP arrangement to understand the requirements of PPP including project financing from the beginning to the end.
‘‘The major role of the OPPP is to provide a global view of making decisions and quantifying guarantees; ensuring value for money expended on projects is the major responsibility of the OPPP, House Committee, and the private partner. The public sector should avoid over-influencing projects (subsidizing) and focus more on the value that the project will offer.
“Quantifying the cost of a PPP project cannot be easily estimated from inception; hence it is important for all stakeholders to be fully informed of the demands and dynamics of the project before delving into PPP,’’ they stated.
They also noted that dealing with macroeconomic issues will create a long-term effect on PPP projects, and recommended that risks registered on projects should be strictly considered including the advance determination of which party can best influence or take liability for the consequences of unforeseen risks.
‘‘Once the risks have been identified, there has to be risks mapping; hence risk identification, allocation, and mitigation become necessary,’’ they said.
The stakeholders advocated amendment of the Lagos State Public Private Partnerships Law, 2011, citing certain gaps in the legislation. ‘‘The PPP law should be amended to expand the circumstances where a project may be excluded from the OCB requirement and provide for the ability of private participants to submit unsolicited proposals.
The PPP law should clearly define what PPP is, clearly the scope of its law, and provide an exhaustive list of permitted and prohibited sectors where PPP is applicable to give clarity to investors.’’
‘‘It is recommended the law is amended to provide for the nature of support that may be provided by procuring entities and to remove the restriction on the ability to provide guarantees for PPP projects. It is recommended that the law be amended such that the PPP Office may have oversight functions in respect of the implementation of PPP projects within the state,’’ they restated.
The Special Adviser to the Governor on PPP, Mr. Ope George, while welcoming participants said the interactive session was organized to enable the PPP Office and the House Committee on PPP to discuss the mandate of the OPPP with a view to deepening synergy and promoting the cordial relationship.
He added that the session provided an avenue to solicit the continued support of the legislature in the fulfillment of the OPPP’s statutory responsibilities of improving infrastructural development in the state.
Three presentations were facilitated by experts who assessed relevant areas that affect the operation of the OPPP and proffered cutting-edge recommendations that could promote sustainable service delivery.
A Partner at Vista Advisory Services, Mr. Sunloye Adekanye, in his presentation on ‘Financing PPP projects and the role of the state’ said PPP projects were assets built for the government for the use of the citizenry, hence in financing PPP projects, understanding the role of quantifiable guarantees and inherent risk factors was imperative to the sustainability of PPPs.
He emphasized the need to consider important factors such as the value and affordability of projects to the users; how strategic the project is; whether can or should the project be delivered through PPP or traditional procurement; whether should the project be handed over to the government or managed by private operators if it will be cost-effective; as well as the guarantees tied to the risk.
‘‘Therefore, the government must make good decisions when choosing to stand as a guarantor for any PPP project,’’ Adekanye stated.
A Partner in the legal firm of Olaniwun Ayayi LLP, Mrs. Ibi Ogunbiyi, spoke on ‘Salient points in the PPP legal framework in comparison to global best practices, highlighting the differences in the current PPP frameworks in comparison with global best practices.
While acknowledging the efforts made by the Lagos State government to align with global standards, she suggested, however, amendments to the Lagos State PPP Law, 2011 to improve service delivery.
Mrs. Ogunbiyi noted that since the government’s role was both statutory and contractual, it should not be surprising that the state treasury cannot fund infrastructure effectively and efficiently without affecting its administrative functions, thus stating that there was a need to harness the PPP approach.
Another speaker and a Partner in the law firm of Olajide Oyewole LLP, Ms. Solape Peters, in her presentation, ‘A synopsis of the PPP law, the challenges, and recommendations for reform’, reiterated that financial guarantee has remained a problem over the years with PPP projects in Lagos State resulting in the death of many proposals.
She identified some challenges with the PPP law, stating that the existing law set a blanket on financial guarantees which many times limits the applicants while urging the state government to be fair in its dealings with private partners.
Ms. Peters added that the long waiting time to get the state House of Assembly’s ratification on the concessions agreement before implementation should be improved, even as she called for the review of the provision of the law that gave the power to vary or adjust service charges, user fees, and tolls among others.
Nigeria’s outsourcing industry, valued at approximately $980 million in 2023 and projected to exceed $1.8 billion by 2028, is at a pivotal moment. Despite an impressive annual growth rate of 12.56 per cent, the sector is weighed down by financial inefficiencies. Thin margins, inconsistent client payments, and outdated payroll systems have created conditions where salary delays are frequent and talent attrition is on the rise.
Across the industry, many workers now view delayed wage disbursements as normal, with employees often waiting weeks or even months to be paid. For outsourcing firms, the consequences extend beyond cash flow. Delayed salaries damage brand perception, undermine operational efficiency, and threaten long-term growth. The urgency for innovation in payroll and financial operations has never been greater.
In response, SeamlessHR, Africa’s leading human resource and payroll technology company, in partnership with the Association of Outsourcing Professionals of Nigeria (AOPN), convened over 30 CEOs and managing directors from Nigeria’s top outsourcing firms on Thursday, April 30, 2025. Hosted at Four Points by Sheraton, Victoria Island, the high-level roundtable focused on transforming financial operations across the sector.
Themed “Enhance Business Efficiency Through Automation and Immersive Workflows,” the session spotlighted how intelligent financial infrastructure, fully integrated within HR and payroll systems, can drive business continuity, and improve employee satisfaction.
Key industry leaders in attendance included David Asama Dogeni, Senior Vice-President of Technology, UAC Group; Adebola David, Group Head, Human Capital at Halogen; Victor Adebayo, Chief Executive Officer, Diversity Talent Management Ltd; and Oke Egbi, Director, Embedded Finance, SeamlessHR. Also present were leading outsourcing firms such as Resource Intermediaries Ltd, Phillips Outsourcing Ltd, Workforce Group Ltd, Tribest Corporate Support Ltd, HR Indexx Ltd, among others. Together, they explored how the convergence of financial technology and workforce automation is emerging as a critical advantage for progressive businesses navigating economic uncertainty.
Speaking at the event, the President, Association of Outsourcing Professionals of Nigeria (AOPN), Mope Abudu, said, “This roundtable addresses a critical challenge in our industry. As key contributors to Nigeria’s economy, we cannot afford to be left behind in the wave of digital transformation shaping the future of work. The outsourcing sector must lead in efficiency and innovation, and the integration of intelligent systems that support workforce management. Today’s theme speaks directly to that need. By exploring solutions like embedded finance, we open new opportunities to enhance value delivery and improve operational efficiency across our industry. I extend my gratitude to SeamlessHR for bringing this event to life.”
A key focus of the discussion was the transformative impact of SeamlessHR’s Embedded FInance for employers and employees. SeamlessHR’s solution enables workers to access earned wages on-demand, bypassing the traditional pay cycle. Through seamless integration with payroll systems, employees can withdraw accrued earnings in real-time to address emergencies or manage cash flow gaps. Additionally, low-interest salary advances and built-in financial tools empower staff to avoid exploitative lenders and plan their finances with confidence.
For employers, the benefits are equally compelling. The solution provides up to ₦1 billion in payroll credit while offering bulk disbursement capabilities, enabling seamless salary payments for entire workforces at once. Tailored to Nigeria’s outsourcing realities, It eliminates reliance on external loans and equips companies with real-time access to funds, making salary payments faster, more efficient, and more transparent This financial infrastructure not only stabilizes businesses but restores worker trust, a critical factor in an industry where talent retention is of great importance.
“Outsourcing companies face daily liquidity issues, irregular cash flow, and growing payroll obligations,” said Oke Egbi, Director, Embedded Finance, SeamlessHR. “SeamlessHR’s Embedded Finance closes that gap by integrating capital into the payroll system to ensure people get paid on time, operations run seamlessly, and CEOs sleep better at night. When employees no longer stress about delayed salaries, their engagement and output improves dramatically. ”
The partnership between SeamlessHR and AOPN signals a shared commitment to transforming Nigeria’s outsourcing sector through smarter, more efficient financial systems. By combining SeamlessHR’s embedded finance solution with AOPN’s industry reach, the collaboration delivers a scalable model that boosts competitiveness, simplifies workforce operations, and supports sustainable growth.
Linda Saunders
Businesses that fail to adopt agentic AI, however, risk disruption by competitors or savvy upstarts. This demands a proactive and strategic response from leaders. In this new era of human-AI collaboration, leaders must center their efforts around two key pillars: large-scale employee reskilling and establishing a trustworthy AI ecosystem.
Reskilling for the agentic AI era
With just 15% of workers saying that they have the education and training necessary to use AI effectively, reskilling must be a priority for every business leader.
Employees must be given access to learning opportunities so they can adopt human-AI collaboration skills, including a foundational understanding of agentic AI and prompt engineering — a way to provide clear and effective instructions to AI systems.
Consider, for instance, the evolving role of developers. With AI agents capable of handling routine coding, developers can focus on bigger-picture tasks like system design and future planning.
According to Salesforce’s latest State of IT survey of software development leaders, more than nine in 10 developers are excited about AI’s impact on their careers, and an overwhelming 96% expect it to change the developer experience for the better. More than four in five believe AI agents will become as essential to app development as traditional software tools, the survey found.
In addition to technical abilities, cultivating human and business skills is vital for fostering a trusted environment where teams feel comfortable experimenting with AI. And, as every employee increasingly manages individual or even teams of agents, developing basic managerial skills across the workforce will become increasingly important.
Identifying the skills is just the first step. To succeed in the agentic AI era, businesses need to develop a comprehensive strategy that incorporates these skills into their workforce plan. This includes setting clear, measurable goals and actively tracking progress.
Managers need to provide active guidance and support to employees throughout this transformation, ensuring the workforce remains relevant and engaged.
Adopting trusted AI across the ecosystem
As the capabilities of agents grow, so too does the responsibility to manage associated risks. It’s imperative to ensure these systems are fair and prevent stereotypes or alienation. The very qualities that make AI transformative can also lead to biases and erode trust if not managed.
To fully harness the potential of agentic AI, businesses must prioritize trust and safety at every stage of development and deployment. This means implementing strong security measures and adhering to ethical AI practices to safeguard data and ensure responsible use.
Guardrails for AI agents can be established using natural language topics and instructions specifying when an agent should escalate or transfer a task to a human. Concerns around data privacy and potential biases must be proactively addressed through strong data protection protocols and transparent communication.
Equally important are tools that foster transparency and empower users to make informed decisions regarding task delegation to AI. Employees need a clear understanding of the capabilities and limitations of the AI agents they collaborate with, alongside having control over the tasks being automated.
A key feature of Agentforce is its capacity for autonomous operation within specifically defined guardrails. This means that while AI agents can operate independently, making decisions and taking actions, they do so within boundaries established by human teams, ensuring alignment with business objectives and policies. The Einstein Trust Layer enables Agentforce to use any LLM safely by ensuring that no Salesforce data is viewed or retained by third-party model providers.
The power of reskilling and trust to drive innovation
The transition to an AI-powered future will bring challenges, particularly ensuring employees have access to the right infrastructure, high-quality data, and relevant skills.
However, by investing in reskilling and comprehensive training programs, organizations can empower teams to work effectively alongside AI agents, adapt to the evolving nature of work, and ultimately drive innovation in this age of digital labor.
Building a robust infrastructure that prioritizes trust and safety, and fosters transparency, will also be instrumental in mitigating disruptions and unlocking new opportunities for growth.
Ultimately, investing in both AI agents and human employees, and actively fostering their collaboration in a trusted way, will enable businesses to operate at scale and realize their full potential in the agentic AI era.
MTN Nigeria Communications Plc held its 2025 Annual General Meeting (AGM) in Lagos today, where shareholders reviewed the company’s full-year financial performance and endorsed its strategic priorities for the future.
The AGM came on the heels of a strong first quarter in 2025, during which MTN Nigeria invested a record ₦202.4 billion in capital expenditures and posted ₦133.7 billion in profit after tax, marking a major turnaround from a ₦392.7 billion loss in Q1 2024.
This 159% year-on-year surge in Q1 CAPEX—the company’s highest-ever quarterly investment—has gone into expanding network capacity, boosting data speeds, and enhancing service quality nationwide, in response to rising demand for digital services.
The Chairman of the Board, Dr. Ernest Ndukwe (OFR), addressed shareholders, saying: “On behalf of the MTN Nigeria family, I am proud to affirm that our business remains deeply rooted in strength and resilience.
“Our foundation remains solid, and our role within the broader economic landscape is unwavering, even amidst the challenges we encountered over the past year.
“As we reflect on this journey, I am inspired by the resilience of the Board, management, and staff of our Company, backed by the unwavering confidence of our shareholders, the valued support of our customers, and the immense potential of our nation, Nigeria.”
Dr. Karl Toriola, chief executive officer stated: “The year 2024 undoubtedly tested our resilience as we navigated a challenging operating environment marked by severe macroeconomic conditions.
“At MTN Nigeria, we viewed these challenges as catalysts for innovation and decisive action.
“We focused on what mattered most, strengthening the resilience of our network, prioritising customer experience, and accelerating the growth of our commercial operations through our customer value management initiatives.”
However, the company reported a ₦400.4 billion net loss for the year, largely due to ₦740.4 billion in foreign exchange losses from the devaluation of the naira, alongside elevated operating costs, and higher interest expenses. Due to negative retained earnings, the Board was unable to recommend a final dividend for FY 2024, consistent with regulatory requirements.
Looking ahead, MTN Nigeria remains optimistic, citing tariff increases, currency stabilisation, and easing inflation as key factors that will support the company’s return to positive equity in 2025.
Chief Financial Officer, MTN Nigeria, Modupe Kadri, commenting on this optimism said, “Our Q1 2025 results reflect strong operational execution and financial discipline, with service revenue up 40.5% and EBITDA growing by 65.9%.
“We delivered N133.7 billion in profit after tax, marking a significant turnaround from the prior year, while maintaining a healthy cash position and robust balance sheet metrics.”
During the AGM, all resolutions were passed by shareholders, including the adoption of the 2024 financial statements, the re-election of directors, and approval of remuneration policies.
The Q1 2025 report shows the company has returned to profitability and remains committed to strengthening network investments, accelerating digital inclusion, and delivering sustained value to its customers and shareholders.
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