Opinion
The Oracle: NEPA, PHCN DISCOs: How Nigerians Pay for Darkness (Pt. 2)
Published
3 years agoon
By
Eric
By Mike Ozekhome
INTRODUCTION
In part one, we traced the history and trajectory of ECN, NEPA or PHCN. It has been further broken down into DISCOS. It appears as if the more reforms we bring in, the more moribund it becomes. There is virtually no light. Yet, we pay for darkness. Where you argue or demure, you are immediately disconnected. We have no voice at all.
PRESENT CHALLENGES IN THE POWER SECTOR
The challenges in the power sector are gargantuan. Let us discuss source of them.
GENERATION
Nigeria has an estimated population of 216.1 million people as at June 18, 2022 by UN projection. Nigeria is located on the Gulf of Guinea, with dense rainforest and rare primate habitats. She has 19 dams and is one of the countries with the highest gas reserves which is estimated at 206.53 trillion cubic fact. This was discovered accidently while Nigeria was searching for oil. In the United States, it was reported that natural gas was the largest source about 40% of U.S. electricity generation in the year 2020, while coal constitutes 19% of the source of electricity. Nigeria also holds 379 million tons (MMst) of proven coal reserves as of 2016, ranking 44th in the world.
As at 2016, Nigeria holds 37,070 billion barrels of proven oil reserves, ranking 10th in the world. She also has great potential to develop its solar power energy due to its high amount of sunlight. These are means of generating electricity. Thus, when I stated, at the introduction to this article, that Nigeria’s potential for growth was unquantifiable, I was not mincing words. Nigeria’s installed electricity capacity stands at 18000 megawatts.
GLOBAL ANALYSIS OF ELECTRICITY GENERATION
From the data derived from the official website of the International Trade Administration, Nigeria’s power generation is mostly thermal and hydro with installed capacity of about 12,522 megawatts. Out of this meager capacity of hers, she generates just 5000 megawatts. In the Punch’s report of 21st June, 2018, the Executive Director, Association of Nigerian Electricity Distributors, Mr. Sunday Oduntan, noted that Nigeria must generate at least 180,000 megawatts of electricity to have adequate and stable power supply. He noted, also, that South Africa, with 60.7 million people, generates 48,000 megawatts and is working to increase the generation to 79,000MW. Electricity production in South Africa is expected to rise to 19300.00 Gigawatt – hour.
In terms of human and natural resources, Nigeria is among the countries lagging behind in terms of power generation capacity. Egypt, for example, with a population of about 106.107 million people, has power generation capacity of 59,53 megawatts. In a magazine published by Egypt today (14th April, 2021), it was reported that Egypt was able to jump 68 ranks in terms of electricity production from the 145th rank to the 77th, and that the success was attributed to public investments directed at upgrade and expansion in the sector. According to USAID (U.S. Agency for International Development), Ghana, with a population of 32.37 million, currently has over 5,300 MW of installed generation capacity. Rwanda, on the other hand, has a population of about 13.6 million. According to USAID, Rwanda currently has only about 218 MW of installed generation capacity. Tunisia, with a population of 12.046 million people, has a current power production capacity of 5,653 megawatts (MW) installed in 25 power plants.
The United Kingdom has a population of 67.44 million (2021). From statistics gotten from the Department for Business, Energy and Industrial Strategy (2021), installed capacity for electricity generation in the UK increased gradually between 1996 and 2018, from 73.6 GW to 101.2 GW. However, in 2019 and 2020, total capacity fell following the closure of several large coal-fired plants, and the mix of plants shifted towards renewable different technologies. Overall, there has been a decline in conventional steam, outweighed initially by an increase in combined cycle gas turbines (CCGT) and more recently by an increase in renewable. CCGT capacity increased almost threefold over the period 1996-2012, from 12.7 GW to 35.5 GW. In 2020, the electricity sector‘s grid supply came from 55% low-carbon power (including 24.8% from wind, 17.2% nuclear power, 4.4% solar, 1.6% hydroelectricity, 6.5% biomass), 36.1% fossil fuelled power (almost all from natural gas), and 8.4% imports. Renewable power is showing strong growth, while fossil fuel generator use in general and coal use in particular is shrinking, with historically dominant coal generators now mainly being run in winter due to pollution and costs, and contributed just 1.6% of the supply in 2020. In 2020, the U.S. net electricity generation stood at approximately four petawatt hours, more than double the generation reported half a century earlier. The North American country is the second largest electricity producer worldwide, ranking only behind China. While its annual electricity output has remained fairly stable in the past decade. America with a population of 332,403,650 currently generates 1,143,757 Megawatts of electricity. This is about 1.14 billion kilowatts. Compare this with Nigeria’s pitiation 5000 megawatts with a staggering population of 216.1 million people.
TRANSMISSION AND DISTRIBUTION
The challenge in the Nigerian power sector is not only seen in the area of generation but also in transmission. There have been serial reports of grid collapse in Nigeria. The Guardian (13th of May, 2021) had reported another incident of national grid collapse; and noted that the development made it the 29th time in the last three years that the country had experienced grid collapse. On 23rd August, 2021, Punch reported another case of national grid collapse for the second time in less than a month, worsening the blackout being experienced by households and businesses in parts of Nigeria. According to Nairametrics, data gotten from the year 2020 from the Transmission Company of Nigeria (TCN), from 2013 when the electricity sector privatization was completed to 2020, showed that the grid failed 84 times and partially collapsed 43 times. Nigeria is literally hanging out there in darkness.
EXORBITANT PRICES
The continuous rise in the prices of electricity tariffs and the unaffordable nature of electricity units have been an issue moaned by many Nigerians in their homes and businesses. This is worsened by the fact that the amount of usage by these households and businesses do not seem to adequately equate the prices paid to these power holding companies for the provision of electricity. Most Nigerians cannot afford this with their non-living wage. Businesses are relocating to neighbouring countries on a yearly basis. Nigeria now even imports from companies now domiciled in these neighbouring countries, but which used to be in Nigeria. It is so pitiable.
FACTIONALIZATION OF UNIONS
Workers are forever threatened with downsizing, rightsizing, rationalising and other terms that connote retrenchment of workers. This characterized the privatization regime. The aim of privatization was actually to maximise profits by reducing cost as much as possible through plugging of leakages and retrenchment of workers. The idea of divide and rule thus came in. This negates the idea of gainful employment and the provision of jobs by any responsible government; or at least create a conducive environment for such privatisation created poverty and has impacted negatively the unemployed in the society, while enriching the foreign actors, rather than the Nigerian economy as initially planned.
CORRUPTION AND CAPITALIST EXPLOITATION
The idea behind privatization of electricity in Nigeria was originally largely to de-monopolise the power sector and diversify ownership from the Nigerian Government. This was however not a full diversification, since the government through some companies still maintained shares in the power sector. This has unfortunately given way to many corrupt practices by staff of these power holding organisations. Because the main aim of capitalism is profit, these companies are not affected by the negative effects their companies wreak on the society. They are basically interested in how much profits can be generated by their companies. These is why these companies are continuously increase tariff rates and also reduce the quality of their supply so as to achieve such grotesque profits at the expense of the members of the society who become their victims.
STRIKES AND CONTINUOUS THREATS ON SUBSIDY
The Nigerian government holds some quantum of shares in the power holding companies, these companies are viewed more as public companies, rather than as private companies. This has caused more harm than good to the Nigerian power sector. This has led to increase in strikes and threats of further strikes. The result is that the power holding companies have held Nigerian governments and the Nigerian people in a strangulating. They do not allow for effective growth in the power sector. Constant strikes on grounds of fighting issues of subsidy and subsidy related-matters has also caused a deficit in the power sector and brought it to its knees.
PRIVATIZATION OF THE POWER SECTOR IN NIGERIA
Major issues within the Nigerian power sector, principally concerning power outages and unreliable service, had forced the Nigerian government to take radical steps. It enacted the Electric Power Sector Reform Act, 2005, which called for unbundling the national power utility company into a series of 18 successor companies: six generation companies, 12 distribution companies covering all 36 Nigerian states, and a national power transmission company. The Act stipulated that ownership of these companies be granted to the Bureau of Public Enterprises (BPE), the privatization arm of the federal government; and the Ministry of Finance Incorporated. This unbundling paved the way for an ambitious privatization programme to be carried out by the Bureau of Public Enterprises in Nigeria. In 2007, the Bureau of Public Enterprises hired CPCS Transcom Limited, an international consulting firm based in Ottawa, Ontario, Canada, give expert advice about the best ways to move forward with the privatization of the country’s then 11 distribution companies and the 6 generation companies. In 2010, CPCS was consulted again to provide advice on the Nigerian government’s privatization program.
Following the privatization process initiated on the 30th of September, 2013, by the Goodluck Jonathan regime, PHCN ceased to exist. In its stead, the Nigerian Electricity Regulatory Commission (NERC) was birthed. This independent regulatory agency, as provided in the Electric Power Sector Reform Act, 2005, was tasked with monitoring and regulating the Nigerian electricity industry, with issuing licences to market participants, and with ensuring compliance with market rules and operating guidelines.
THOUGHT FOR THE WEEK
“We cannot be mere consumers of good governance, we must be participants; we must be co-creators”. (Rohini Nilekani).
Related
You may like
Opinion
How Dr. Fatima Ibrahim Hamza (PT, mNSP) Became Kano’s Healthcare Star and a Model for African Women in Leadership
Published
9 hours agoon
December 6, 2025By
Eric
By Dr. Sani Sa’idu Baba
My dear country men and women, over the years, I have been opportune to watch numerous speeches delivered by outstanding women shaping the global health sector especially those within Africa. Back home, I have also listened to towering figures like Dr. Hadiza Galadanci, the renowned O&G consultant whose passion for healthcare reform continues to inspire many. Even more closer home, there is Dr. Fatima Ibrahim Hamza, my classmate and colleague. Anyone who knew her from the beginning would remember a hardworking young woman who left no stone unturned in her pursuit of excellence. Today, she stands tall as one of the most powerful illustrations of what African women in leadership can achieve when brilliance, discipline, and integrity are brought together.

Before I dwell into the main business for this week, let me make this serious confession. If you are a regular traveler within Nigeria like myself, especially in the last two years, you will agree that no state currently matches Kano in healthcare delivery and institutional sophistication. This transformation is not accidental. It is the result of a coordinated, disciplined, and visionary ecosystem of leadership enabled by Kano State Governor, Engr Abba Kabir Yusuf. From the strategic drive of the Hospitals Management Board under the meticulous leadership of Dr. Mansur Nagoda, to the policy direction and oversight provided by the Ministry of Health led by the ever committed Dr. Abubakar Labaran, and the groundbreaking reforms championed by the Kano State Primary Health Care Management Board under the highly cerebral Professor Salisu Ahmed Ibrahim, the former Private Health Institution Management Agency (PHIMA) boss, a man who embodies competence, hard work, honesty, and principle, the progress of Kano’s health sector becomes easy to understand. With such a strong leadership backbone, it is no surprise that individuals like Dr. Fatima Ibrahim Hamza is thriving and redefining what effective healthcare leadership looks like in Nigeria.
Across the world, from top medical institutions to global leadership arenas, one truth echoes unmistakably: when women lead with vision, systems transform. Their leadership is rarely about theatrics or force; it is about empathy, innovation, discipline, and a capacity to drive change from the inside out. Kano State has, in recent years, witnessed this truth firsthand through the extraordinary work of Dr. Fatima at Sheikh Muhammad Jidda General Hospital.
In less than 2 years, Dr. Fatima has emerged as a phenomenon within Kano’s healthcare landscape. As the youngest hospital director in the state, she has demonstrated a style of leadership that mirrors the excellence seen in celebrated female leaders worldwide, women who inspire not by occupying space, but by redefining it. Her performance has earned her two high level commendations. First, a recognition by the Head of Service following a rigorous independent assessment of her achievements, and more recently, a formal commendation letter from the Hospitals Management Board acknowledging her professionalism, discipline, and transformative impact.
These acknowledgements are far more than administrative gestures, they place her in the company of women leaders whose influence reshaped nations: New Zealand’s Jacinda Ardern with her empathy driven governance, Liberia’s Ellen Johnson Sirleaf with her courageous reforms, and Germany’s Angela Merkel with her disciplined, steady leadership. Dr. Fatima belongs to this esteemed lineage of women who do not wait for change, they create it.
What sets her apart is her ability to merge vision with structure, compassion with competence, and humility with bold ambition. Staff members describe her as firm yet accessible, warm yet uncompromising on standards, traits that embody the modern leadership model the world is steadily embracing. Under her stewardship, Sheikh Jidda General Hospital has transformed from a routine public facility into an institution of possibility, demonstrating what happens when a capable woman is given the opportunity to lead without constraint.
The recent commendation letter from the Hospitals Management Board captures this evolution clearly: “Dr. Fatima has strengthened administrative coordination, improved patient care, elevated professional standards, and fostered a hospital environment where excellence has become the norm rather than the exception”. These outcomes are remarkable in a system that often battles bureaucratic bottlenecks and infrastructural limitations. Her work is proof that effective leadership especially in health must be visionary, intentional, and rooted in integrity.
In a period when global discourse places increasing emphasis on the importance of women in leadership particularly in healthcare, Dr. Fatima stands as a living testament to what is possible. She has demonstrated that leadership is never about gender, but capacity, clarity of purpose, and the willingness to serve with unwavering commitment.
Her rise sends a powerful message to young girls across Nigeria and Africa: that excellence has no gender boundaries. It is a call to institutions to trust and empower competent women. And it is a reminder to society that progress accelerates when leadership is guided by competence rather than stereotypes.
As Kano continues its journey toward comprehensive healthcare reform, Dr. Fatima represents a new chapter, one where leadership is defined not by age or gender, but by impact, innovation, and measurable progress. She is, without question, one of the most compelling examples of modern African women in leadership today.
May her story continue to enlighten, inspire, and redefine what African women can, and will achieve when given the opportunity to lead.
Dr. Baba writes from Kano, and can be reached via drssbaba@yahoo.com
Related
Opinion
Book Review: Against the Odds by Dozy Mmobuosi
Published
2 days agoon
December 4, 2025By
Eric
By Sola Ojewusi
Against the Odds is an ambitious, deeply personal, and unflinchingly honest memoir that traces the remarkable rise of Dozy Mmobuosi, one of Nigeria’s most dynamic and controversial entrepreneurs. In this sweeping narrative, Mmobuosi reveals not just the public milestones of his career, but the intimate struggles, internal battles, and defining moments that shaped his identity and worldview.
The book is both a personal testimony and a broader commentary on leadership, innovation, and Africa’s future—and it succeeds in balancing these worlds with surprising emotional clarity.
A Candid Portrait of Beginnings
Mmobuosi’s story begins in the bustling, unpredictable ecosystem of Lagos, where early challenges served as the furnace that forged his ambitions. The memoir details the circumstances of his upbringing, the value systems passed down from family, and the early encounters that sparked his desire to build solutions at scale.
These foundational chapters do important work: they humanize the protagonist. Readers meet a young Dozy not as a business figurehead, but as a Nigerian navigating complex social, financial, and personal realities—realities that millions of Africans will find familiar.
The Making of an Entrepreneur
As the narrative progresses, the memoir transitions into the defining phase of Mmobuosi’s business evolution. Here, he walks readers through the origins of his earliest ventures and the relentless curiosity that led him to operate across multiple industries—fintech, agri-tech, telecoms, AI, healthcare, consumer goods, and beyond.
What is striking is the pattern of calculated risk-taking. Mmobuosi positions himself as someone unafraid to venture into uncharted territory, even when the cost of failure is steep. His explanations offer readers valuable insights into:
• market intuition
• the psychology of entrepreneurship
• the sacrifices required to build at scale
• the emotional and operational toll of high-growth ventures
These passages make the book not only readable but instructive—especially for emerging
African entrepreneurs.
Triumphs, Crises, and Public Scrutiny
One of the book’s most compelling strengths is its willingness to confront controversy head-on.
Mmobuosi addresses periods of intense scrutiny, institutional pressure, and personal trials.
Instead of glossing over these chapters, he uses them to illustrate the complexities of building businesses in emerging markets and navigating public perception.
The tone is reflective rather than defensive, inviting readers to consider the thin line between innovation and misunderstanding in environments where the rules are still being written.
This vulnerability is where the memoir finds its emotional resonance.
A Vision for Africa
Beyond personal history, Against the Odds expands into a passionate manifesto for African transformation. Mmobuosi articulates a vision of a continent whose young population, natural resources, and intellectual capital position it not as a follower, but a potential leader in global innovation.
He challenges outdated narratives about Africa’s dependency, instead advocating for
homegrown technology, supply chain sovereignty, inclusive economic systems, and investment in human capital.
For development strategists, policymakers, and visionaries, these sections elevate the work from memoir to thought leadership.
The Writing: Accessible, Engaging, and Purposeful
Stylistically, the memoir is direct and approachable. Mmobuosi writes with clarity and intention, blending storytelling with reflection in a way that keeps the momentum steady. The pacing is effective: the book moves seamlessly from personal anecdotes to business lessons, from introspection to bold declarations.
Despite its business-heavy subject matter, the prose remains accessible to everyday readers.
The emotional honesty, in particular, will appeal to those who appreciate memoirs that feel lived rather than curated.
Why This Book Matters
Against the Odds arrives at a critical moment for Africa’s socioeconomic trajectory. As global attention shifts toward African innovation, the need for authentic narratives from those building within the system becomes essential.
Mmobuosi’s memoir offers:
• a case study in resilience
• an insider’s perspective on entrepreneurship in frontier markets
• a meditation on reputation, legacy, and leadership
• a rallying cry for African ambition
For readers like Sola Ojewusi, whose work intersects with media, policy, leadership, and social development, this book offers profound insight into the human stories driving Africa’s new generation of builders.
Final Verdict
Against the Odds is more than a success story—it is a layered, introspective, and timely work that captures the pressures and possibilities of modern African enterprise. It challenges stereotypes, raises important questions about leadership and impact, and ultimately delivers a narrative of persistence that audiences across the world will find relatable.
It is an essential read for anyone interested in the future of African innovation, the personal realities behind public leadership, and the enduring power of vision and resilience
Related
Opinion
Redefining Self-leadership: Henry Ukazu As a Model
Published
3 days agoon
December 3, 2025By
Eric
Related


The Incredible World of Capt. Segun Sotomi @45
Adding Value: Heal and Move On by Henry Ukazu
Open Letter to Global Leadership: Forging New Intergenerational Partnership for Sustainable Governance
Meet Muhammad Ashfaq Hussain, CEO at Profound Realtors
How Dr. Fatima Ibrahim Hamza (PT, mNSP) Became Kano’s Healthcare Star and a Model for African Women in Leadership
Era of Nationwide Fuel Queues Has Come to An End, Says Dangote
The Oracle: When a Nation Undermines Citizens’ Rights (Pt. 4)
Kidnapped Kwara Monarch, Six Others Escape from Bandits’ Custody Amid Vigilante Onslaught
Alex Otti Pays Solidarity Visit to Nnamdi Kanu in Sokoto Prison
After Weeks of Incarceration, Cameroon Opposition Leader Dies in Detention
Globacom-Sponsored African Voices Changemakers Features BBN Host, Ebuka Obi-Uchendu
Just In: Defence Minister Abubakar Badaru, Resigns, Tinubu Accepts
US Moves to Impose Visa Restrictions on Sponsors, Supporters of Violence in Nigeria
Tinubu Names Immediate Past CDS Chris Musa As New Defence Minister
Trending
-
News5 days agoKidnapped Kwara Monarch, Six Others Escape from Bandits’ Custody Amid Vigilante Onslaught
-
Featured5 days agoAlex Otti Pays Solidarity Visit to Nnamdi Kanu in Sokoto Prison
-
Featured5 days agoAfter Weeks of Incarceration, Cameroon Opposition Leader Dies in Detention
-
Entertainment6 days agoGlobacom-Sponsored African Voices Changemakers Features BBN Host, Ebuka Obi-Uchendu
-
News5 days agoJust In: Defence Minister Abubakar Badaru, Resigns, Tinubu Accepts
-
World3 days agoUS Moves to Impose Visa Restrictions on Sponsors, Supporters of Violence in Nigeria
-
National4 days agoTinubu Names Immediate Past CDS Chris Musa As New Defence Minister
-
USA4 days agoUS Lawmakers Meet Today over Reported Christian Genocide

