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The Senate has called on the federal government to step up efforts toward the repatriation and rehabilitation of Nigerians stranded in Libya.

Lawmakers also urged the launch of a nationwide enlightenment campaign discouraging irregular migration, particularly to conflict-prone regions.

The resolutions followed the adoption of a motion titled ‘Urgent Need to Protect Nigerians from Trafficking, Slavery, and Human Rights Abuses in Libya,’ sponsored by Senator Aniekan Bassey (Akwa Ibom North-East), during Tuesday’s plenary.

Bassey expressed deep concern over the worsening condition of Nigerians held in Libyan detention camps, revealing that over 1,000 citizens were repatriated in the first quarter of 2025-many of them survivors of torture, sexual assault, and organ harvesting.

He cited the case of Mercy Olugbenga, a young Nigerian woman who sold her family property and dropped out of school to seek greener pastures, but ended up detained in Libya for over a year. According to him, ‘her blood was repeatedly extracted against her will.’

Following deliberations, the Senate urged the federal government, through the National Agency for the Prohibition of Trafficking in Persons (NAPTIP), the Ministry of Humanitarian Affairs, and state governments, to establish a comprehensive reintegration programme for returnees.

The lawmakers said the initiative should include psychosocial support, vocational training, and start-up grants to help survivors rebuild their lives.

The upper chamber also tasked the Ministry of Foreign Affairs to strengthen diplomatic engagement with Libyan authorities and collaborate with the African Union (AU), ECOWAS, and the United Nations to secure the release and safety of Nigerians still held in detention.

Supporting the motion, Senator Anthony Ani (Ebonyi South) described the recurring abuses as ‘a recurring decimal in our national life,’ calling for stronger institutional responses to human trafficking and exploitation.

Senator Adams Oshiomhole (Edo North) expressed sympathy for the victims but emphasised the need for mass sensitization.

‘We have a duty, through the National Orientation Agency or any other body, to educate our people. After Gaddafi’s fall, Libya is no longer what it used to be,’ Oshiomhole said.

Senator Natasha Akpoti-Uduaghan (Kogi Central) added an amendment urging the Nigerian Immigration Service and the Nigerian Correctional Service to collaborate with Libyan authorities in repatriating Nigerian women and children born in detention.

‘These women were victims twice over-first of traffickers, then of a broken system. Their children, born behind bars, must not suffer for crimes they did not commit,’ she said.

Senator Victor Umeh (Anambra Central) condemned the inhumane treatment of Nigerians across some African countries, calling it ‘a betrayal of Africa’s shared humanity.’ He urged the Federal Government and the AU to act decisively to protect citizens abroad.

In his remarks, Senate President Godswill Akpabio appealed to young Nigerians to resist the temptation of irregular migration.

‘Home is home. Let us build our nation together, for there is no greater pride than being safe and free in one’s homeland,’ he said.

At this time two years ago, Nigeria’s telecommunications sector was far from thriving. Consider the industry debts-both those among operators and those owed to them by banks. Or the Federal Government’s NIN-SIM linkage policy, which has suffered seven postponements since December 2020. Then there were the tariffs. They had remained static for a decade, and as a result, investors were looking the other way while investments dipped-a bad omen for a sector whose lifeblood is a constant flow of capital. All of these translated into networks that were hanging on their last legs.

To cap it all, the country was still navigating its way through tough but necessary macroeconomic policies. The removal of petrol subsidies and the unification of FX rates had put the sector through a stress test.

When Dr Aminu Maida was appointed Executive Vice Chairman (EVC) and Chief Executive Officer (CEO) of the Nigerian Communications Commission (NCC) on October 11, 2023, to lead the regulation of the sector, he found it at one of its toughest moments-struggling to keep its head above water, though sustained by its rich legacy of forward-thinking legislation and policy.

If the telecommunications sector was going to meet the needs of its stakeholders, it had to be resilient enough to weather these storms and grow.

Upon assuming office, Dr Maida’s strategic vision was simple yet comprehensive: to meet the expectations of the key stakeholders of the NCC. The consumers at the centre, who want quality network service and an overall five-star experience; the industry players and licensees, who seek a fair and predictable regulatory environment; and the government, which expects growth, innovation, and a digital infrastructure that powers the economy.

So, what has the journey looked like since then?

Take the issue of intra- and inter-industry debts. In the whole of 2024, there was no new intra-industry debt among operators, with almost all old debts cleared. And before the year closed out, debts owed to operators by banks for USSD transactions-amounting to over N100 billion-had been settled. This was followed by the introduction of an End-User Billing Policy, where consumers now pay directly for their USSD transactions through their airtime, knowing how much they are billed in real time and effectively ending the long-standing conflict between operators and banks.

Also, the NIN-SIM policy of the Federal Government, aimed at ensuring the integrity of identities in the telecommunications sector, was successfully concluded in September 2024. Today, no SIM card operating in Nigeria lacks a verifiable NIN.

The sustainability of the telecommunications industry is no longer under threat. In January this year, by applying its economic regulatory powers to approve cost-reflective and competitive tariff adjustments, the Commission spurred an investment boom in the industry unseen in over four years. Investor confidence has returned: since the tariff adjustment approval, operators have committed more than $1 billion in fresh investments into the sector. The funds have been channelled into purchasing network infrastructure upgrades, modern equipment, and carrying out network expansion activities across the country. In the last six months alone, tower companies and operators have deployed over 2,600 additional capacity and coverage sites nationwide.

Damage to telecommunications assets and infrastructure had long posed a challenge to operators and their investments. Through sustained advocacy by the Commission, President Bola Ahmed Tinubu signed the Critical National Information Infrastructure (CNII) Presidential Order in June 2024, designating telecom systems and assets as national critical infrastructure that must be protected.

The Commission is now working closely with the Office of the National Security Adviser (ONSA)-tasked with operationalising the Order-to coordinate its implementation within the telecommunications sector. While operators are being held accountable for full compliance with industry standards on site maintenance and security, awareness and collaboration with key stakeholders are ongoing. Mediation efforts by both the Commission and ONSA have also ensured that locked sites providing critical network services were reopened, while major cartels responsible for the theft and resale of telecommunications equipment have been dismantled.

In July 2025, the Commission launched its 2025 Corporate Governance Guidelines for the telecommunications industry. The framework is designed to strengthen transparency in the operations of the Commission’s licensees while emphasising balanced board structures, enhanced internal controls, and rigorous risk management practices.

It is no gainsaying that consumers cannot receive quality services if telecommunications operators are plagued by debts, vandalised infrastructure, weak governance culture, and declining investments. By addressing these challenges within two years of assuming office, Dr Maida has set a firm foundation for the industry’s sustainability and for a thriving telecommunications sector.

And that is not all. Under Dr Maida, the Commission is moving away from the traditional ‘command-and-control’ style of regulation toward an approach that emphasises information disclosure and transparency. This new regulatory philosophy empowers consumers, investors, and the general public with clear, timely, and accurate information to make informed choices while driving competition among operators to deliver better services.

In early 2024, the Commission revised the nation’s teledensity figures using verified population data, and upon the conclusion of the NIN-SIM linkage exercise, cleaned its subscriber database-removing over 60 million inactive or unverifiable lines-a tough but necessary move to ensure data integrity. These adjustments, though uncomfortable and a bitter pill to swallow, reflected the Commission’s commitment to data transparency, accountability, and the integrity of the sector.

Clear, honest, and timely information empowers consumers to make better choices. This is why the Commission issued a Guidance on Tariff Simplification, directing operators to publish disclosure tables that clearly present plan names, prices, validity periods, add-ons, and terms and conditions in a uniform, user-friendly format. Similarly, the Commission’s directive that operators must log major network outages on its Major Outage Portal and inform consumers accordingly means that the public can now know when a network downtime occurs, what caused it, its impact, and the steps operators are taking to fix it.

Furthermore, the NCC took a bold leap into data-driven performance regulation in 2025 through its Quality of Experience Crowdsourcing Project. This project now provides the Commission with real-time, independent data on network quality and consumer experience across all 36 states and the FCT. The first public reports and interactive coverage maps are being launched this month, empowering consumers with transparent performance insights and encouraging healthy competition among operators.

Collaboration has been a cornerstone of this administration’s progress. Through sustained engagement with state governments, 28 states have now capped Right of Way (RoW) fees at N145 per metre, while 11 states have gone further to waive the charges entirely-a decisive step toward reducing barriers to broadband rollout and encouraging private investment.

Later this year, the Commission will unveil two major frameworks: the National Spectrum Roadmap (2025-2030) and the Cybersecurity Framework for the Telecommunications Industry-both developed after extensive stakeholder consultations. Together, they will guide spectrum management, ensure network resilience, and support Nigeria’s ambition for a secure, inclusive, and prosperous digital economy.

After a press meeting in August this year-which lasted over two hours, during which Dr Maida spoke for most of the time, reflecting on the Commission’s work over the past two years-he sat with his team for a post-mortem, as he is known to do, insisting on feedback. After all that had been said, he exhaled deeply and remarked, ‘We have done quite a lot in these two years.’ Truly, and remarkably so.

In his words: ‘We have made significant progress in addressing issues of sustainability, but I believe we now stand at a crossroads. By next year, we hope to have a revised National Telecoms Policy that will focus on building a more robust and secure internet space for all Nigerians and every sector of the economy. Then we can be confident that we are laying the right digital foundation to drive the growth of our digital economy.’

Taking stock of the past two years tells a story of resilience and renewal of an industry coming of age-an industry that has been stabilised, re-energised, and is once again looking forward. The signs of tangible progress are unmistakable, as the telecommunications sector today stands at an inflection point.

Looking ahead, Dr Maida believes the industry will not only continue to thrive but will become the central enabler of Nigeria’s economic transformation. His confidence is grounded in the signs of progress already taking shape-greater transparency and accountability, renewed investor confidence, upgraded networks, stronger protection of telecom assets, and improved corporate governance-all reinforcing his faith in the sector’s upward trajectory.

In recent years, workplaces have witnessed an unprecedented rise in algorithmic management, i.e., the use of algorithms to assign tasks, evaluate performance, and even determine promotions. This shift has transformed management models from traditional factory systems to gig-economy platforms. The appeal is clear: precision, efficiency, and cost savings. Yet, beneath this promise of optimisation lies a profound ethical question: Can work remain meaningful when managed by algorithms rather than humans?

From ride-hailing apps that dictate drivers’ routes to corporate software that tracks keystrokes and response times, algorithms are no longer just tools; they are becoming managers in their own right. While these systems can streamline processes and mitigate some human biases, they also risk eroding essential aspects of work, such as agency, purpose, and recognition, which give it meaning.

Moral philosopher Alasdair MacIntyre, in his work After Virtue, distinguishes between practices and institutions. For him, practices are coherent and complex activities that end in themselves, while institutions are social structures that sustain practices. As such, meaningful work emerges when practice is pursued by employees and is valued within the constraints of an institution. The danger with algorithmic management is that it can tilt heavily toward maximising output, speed and profit, while neglecting the ethical and social dimensions of the work environment that make practice worthwhile for employees.

Advocates for algorithmic management infer that algorithms can improve transparency and enhance fairness in the organisation. To them, this can be seen in the reduction of bias, as automated hiring tools can anonymise résumés to focus on skills rather than other considerations like gender, ethnicity, or age. They also argue that it boosts clarity by providing clear performance metrics that remove ambiguity from evaluations, and they laud its prospects for efficiency gains, as automated scheduling can ensure optimal resource allocation, thereby minimising idle time and overstaffing. In theory, algorithmic systems can free managers from repetitive tasks by allowing them to focus on critical issues like coaching, mentoring and strategy. This would enhance the meaningfulness of work by giving employees more space to pursue creative and value-driven goals.

However, real-world implementation usually reveals a different story, because the truth is that algorithms can create a ‘black box’ effect, where decisions that concern the work environment, such as workloads, hiring, promotions and even terminations, are made without clear explanation, leaving employees puzzled and uncertain. For instance, consider the experience of a gig driver who wakes up to find that his account has been deactivated due to unclear algorithmic ‘fraud detection’ systems, or a warehouse worker whose every movement is tracked and reported in real-time and becomes the basis for her performance appraisal. In such environments, work can start to feel less satisfying and more like a game of survival against a faceless scorekeeper. Looking at these scenarios from the MacIntyrean perspective, it shows that the overreach of algorithms can erode the virtues (such as honesty, craftsmanship and perseverance) required to sustain meaningful work, thereby leaving employees little space to exercise ethical judgement or develop mastery. When success is defined purely by algorithmic output, the psychological benefits of work are sidelined.

Rescuing this challenging situation behoves business leaders, middle managers, and HR departments to align algorithms with purpose. How can this be done? The answer lies not in rejecting algorithmic management outright but in embedding it within structures that preserve ethical and human dimensions of work. This can be achieved by instituting some valuable measures. First, HR managers and middle managers should coach employees to understand how algorithmic decisions are made and what data is being used. This will increase transparency and reduce alienation. Second, business leaders should introduce human oversight in critical decisions such as discipline, promotion and termination. This is important because algorithms lack moral and empathic reasoning, and as such, human oversight is needed to espouse contextual insights and humanity in the work environment. Finally, business leaders are advised to train algorithms to pursue metrics that go beyond efficiency. As such, performance dashboards on algorithmic balanced scorecard dashboards should measure qualitative factors such as customer satisfaction, innovation and collaboration, alongside quantitative metrics like output. This reinforces team spirit, social cohesion and recognition, which are important indicators of job satisfaction.

In all, algorithmic management is here to stay, but whether it enhances or erodes the meaning of work will depend on the values embedded in its design and use. Therefore, business leaders, HR departments, ethics officers and business regulators should frame algorithmic systems as tools that serve human practices, not replace them, by pushing policies that protect dignity and agency.

The Benue Digital Infrastructure Company (BDIC) has taken a leading role in Nigeria’s efforts to reform Technical and Vocational Education Training (TVET) apprenticeship systems, aimed to bridge the country’s skills gap and promote sustainable economic growth.

Consequently, the BDIC has engaged key players, including the Federal Ministry of Labour and Employment, the German Development Agency (GIZ), Swiss Agency for Development and Cooperation (SDC), and the International Labour Organization (ILO) to help modernise apprenticeship frameworks to meet digital economy demands.

Gbande-Hembaor Terwase, CEO/Managing Director of BDIC, represented by Owoicho Igoji, his Chief of Staff and Special Adviser,

at the ongoing Multi-Stakeholder National Public Dialogue in Abuja,emphasised the urgent need to integrate digital skills training into traditional apprenticeships to tackle youth unemployment and skill mismatches.

‘Nigeria’s future lies in equipping its youth with digital and technical skills that can drive innovation, create jobs, and attract global investment.

‘Nigeria’s apprenticeship system faces long-standing challenges such as informal training structures, lack of standardised curricula and insufficient funding, which hinder youth access to quality, industry-relevant training.

‘The reform efforts seek to harmonise apprenticeship training with emerging sectors like ICT and renewable energy, positioning TVET as a key driver of socio-economic development.

‘BDIC is playing a pivotal role in this transformation by collaborating with the Digital Bridge Institute (DBI) to develop specialised training modules and innovation labs.

‘These initiatives equip apprentices with the technical skills necessary for emerging industries while advocating for standardised certification and sustainable programme funding.

‘This leadership follows BDIC’s recent recognition at the 2025 Bureau of Public Sector Reform (BPSR) and GovTech Awards, where it won Best State ICT Agency and its CEO and my boss, Gbande-Hembaor Terwase, received the Trailblazer Award for visionary digital governance.

‘These accolades affirm BDIC’s growing influence in national policy and its success in driving digital infrastructure development’, Igoji said on behalf of Terwase.

Speaking further, Terwase stressed that integrating ICT tools and digital skills into apprenticeships is essential for sustainable job creation and Nigeria’s global competitiveness. BDIC is building a resilient digital backbone to support TVET programme delivery, assessment and certification nationwide.

Meanwhile, the industry experts and development partners, have commended BDIC’s approach as a model for leveraging technology to align workforce development with the realities of the Fourth Industrial Revolution.

BDIC’s efforts are seen as a strategic pivot towards inclusive economic empowerment that can transform Nigeria’s apprenticeship landscape, improve youths employment outcomes and enhance productivity for national growth.

Retail participation in forex trading is surging in Nigeria. Do you think the market is adequately regulated, or are retail investors being exposed to systemic risks without enough safeguards?

At FXTM, we recognise that retail participation in forex trading has grown significantly in Nigeria, and with that comes the need for stronger investor protection. Regulation is evolving, but there is still room for improvement to ensure retail traders are adequately safeguarded from systemic risks. That is why we go beyond minimum requirements by partnering with an entity operating under a globally recognised regulatory framework, offering transparent processes, segregated client funds, and strict risk management standards. Most importantly, we emphasise education through the FXTM Academy, so traders are not just participating but participating with knowledge and discipline. By combining regulatory compliance, security, and capacity building, we help ensure Nigerian traders can trade confidently in a safe and credible environment.

Financial inclusion remains suboptimal in Nigeria even though there’s been a relative improvement in recent times. How is FXTM positioned to tap into that market?

Financial inclusion in Nigeria is still a work in progress, and at FXTM we see it as both a challenge and an opportunity. Our goal is to make access to global financial markets simple, affordable, and transparent for everyday Nigerians. Through the FXTM Academy, we provide free training that demystifies trading and equips people with practical skills, while our digital platforms, mobile-friendly tools, and AI-powered learning apps lower barriers to entry. By combining education with technology, we’re helping more Nigerians, especially the youth, participate meaningfully in the global financial ecosystem and build pathways to financial independence.

FXTM Academy offers free training across Nigeria. How does this model help break barriers for young Nigerians who may see trading as inaccessible or risky?

The free training model of the FXTM Academy helps remove the biggest barriers young Nigerians face: cost and confidence. By offering quality education at no charge, we make trading knowledge accessible to everyone, not just those who can afford it. Also, our trainers simplify complex topics, provide hands-on guidance, and create a supportive community where learners can grow together. This approach not only builds skill but also trust, helping young Nigerians see trading as an achievable and empowering opportunity rather than a risky venture.

Local fintechs and global platforms are flooding Nigeria’s broking market. Where does FXTM see its strongest competitive advantage – pricing, technology, regulation, or trust?

We see our strongest competitive advantage as a blend of pricing, technology, regulation, and trust. Our competitive pricing ensures traders get real value for their investments, while our cutting-edge technology, including our AI-powered learning tools, gives clients speed, convenience, and insight. While pricing and technology are important, what also sets us apart is our transparent operation under a top-tier, internationally regulated partner and our commitment to empowering clients through knowledge. With the FXTM Academy and our strong local presence, we don’t just provide a trading platform; we build informed, confident traders who understand the markets. That combination of reliability, innovation, and education is what keeps us ahead in Nigeria’s fast-growing broking space.

The AI Trader Coach App is a unique feature. How does it personalise learning and support traders differently from traditional classroom or webinar approaches?

The AI Trader Coach App personalises learning by adapting to each trader’s behaviour and progress. Unlike the traditional classrooms or webinars that use a one-size-fits-all approach, the AI coach provides traders with tailored feedback, trading tips, and strategy suggestions based on individual performance. It also tracks mistakes and helps traders improve at their own pace. This gives users the feeling of having a personal mentor in their pocket, available anytime they want to trade.

Looking ahead, how does FXTM plan to expand or evolve the Academy to ensure it continues to meet the needs of Nigerians in an increasingly competitive and globalised financial market?

Looking ahead, we plan to expand the FXTM Academy’s reach to more cities across Nigeria and introduce more advanced, tech-driven learning tools. Our goal is to keep evolving with the market by integrating AI-based coaching, real-time simulations, and localised content that reflects the Nigerian trading experience. We’ll also strengthen our online learning community so traders can stay connected, mentored, and informed beyond physical workshops. In a fast-changing global market, continuous innovation and education will remain at the heart of how we empower Nigerian traders to stay ahead.

Beyond Nigeria, which African markets are driving your fastest growth, and do you expect any to rival Nigeria in size and liquidity within the next five years?

Beyond Nigeria, we’re seeing strong growth in markets like Kenya, South Africa, and Ghana, where interest in online trading and financial education is rapidly increasing. Each of these countries has a young, tech-savvy population eager to explore global financial opportunities. However, Nigeria remains our largest and most dynamic market due to its size, entrepreneurial spirit, and growing appetite for financial independence. That said, with the right infrastructure and continued education, we believe some of these emerging markets could begin to rival Nigeria’s growth and liquidity over the next five years.