logo
Nigeria: Govt must create enabling environment for low-income housing provision —Adedire

Nigeria: Govt must create enabling environment for low-income housing provision —Adedire

Zawya2 days ago

Mr. Bisi Adedire is the President of Association of Town Planning Consultants of Nigeria (ATOPCON). In the interview with DAYO AYEYEMI, the chartered town planner speaks on what the government needs to do to bring about provision of low-income housing for Nigerians. He also speaks about the proposed monthly rental collection, the need for implementation of Development Plans in Nigeria and other issues.
Goverment is doing everything possible to enforce mandatory monthly rental collection in Lagos State. What's your take?
The tenancy policy of Lagos State, as people say, rewards the tenant rather than the landlord. If you look at the situation critically, even government cannot meet the housing needs of the citizens.
The government doesn't have control when it comes to the sales of building materials. People import building materials and they fix prices on their goods based on the cost of importation. Nobody controls that. Even the local producing industries, I mean the indigenous companies in the country, they produce and just fix prices anyhow, and nobody controls that. Let's look at the products that are being produced in the country, like cement, the producers don't have competitors.
It's like a monopolistic market. The producers determined everything, even the quantity to be supplied in the market and the prices they are giving to each of these products.
For this reason, people don't have any choice than to patronise them. Look at the rising cost of iron rod, also, government just leaves everything to the forces of demand and supply.
In the past, we used to have price control; and by the time people buy at exorbitant rate, you don't expect them to go less, because they are out there to make money.
They are no charity organisations, they work to make their money. But when policy comes in a way that doesn't suit or create that enabling environment for people to invest in the housing sector, the problem will be. There will be housing shortages.
Can't government fix the housing shortage?
Looking at it critically, the population is growing astronomically with less housing supply in the market. This is one of the problems. When the demand for housing is much higher than the supply, the resultant effect is to have increase in the cost of living. For now, if government is bringing in any policy, let it be balanced. Let government creates an enabling environment where people can be able to afford to buy land at a reasonable cost at a given period. Let there be institutional framework that will assist the prospective housing developers. Let the government work on the cost of obtaining a planning permit, which is on the high side. Lagos State Government is trying, but at the same time, recently they created an amnesty programme for 90 days, where people can just come and pay for their assessment without paying penalty for those that, maybe contravene in one way or the other by building without a planning permit. So it's a good schedule. Not that government will just be giving policy that will not benefit from. As I've said, Lagos State is trying to do something reasonable. In the Ministry of Physical Planning, I think they are trying to do their best, but it is not enough.
Are these suggestions enough to bring about low-income housing provision?
When I said institutional framework and creation of an enabling environment, I meant cheap land provision, building materials and funding. Let there be mortgage loans for prospective housing developers. Let's create an enabling environment in the area of institutional development. Let people be encouraged.
Of recent, the Federal Government sealed over 4,000 houses in Abuja for non-payment of Ground Rent. Don't you think the action of government will send wrong signal to investors?
Honestly, I am not against government collecting revenue when it comes to housing development. My stand is that, let it be reasonable. I can assure you that in some states, if you have a parcel of land that is above one hectare, you will go through a series of stages before you can get final approval.
At last, you pay for capital improvement charge. At the ministry where you want to get the layout, you pay neighbourhood improvement charge. By the time you want to obtain planning permit, you pay infrastructure development charge. At the end of the day, by the time you complete your house, the government will still come and ask you to pay land use charge, making four different fees on a particular land. In some instances, government might not come to your place if you are not in a prime area to provide all the infrastructure. Are you getting it? And that is why we are saying that government should try to reduce these fees
Payment of land use charge is not a crime, but you should be reasonable in your decision so that you don't create unnecessary burden for investors.
Investors are trying to contribute to the effort of the government. It is the government's responsibility to provide housing and infrastructure for the society. But now the government is not doing it, and you now have a group of people that are interested in providing that, government should be able to encourage them. That›s what I›m saying.
What can be done to ensure the implementation of Development Plans in Nigeria?
Well, this is era of democracy. You should understand that successful governments have their own agenda. I could remember in 1979, during the reign of Shagari, it was a slogan: «Housing for all by the year 2000» as if year 2000 will never come. Are you getting it? This is 2025. We still experience housing shortages. If government doesn›t take planning as something serious, there will always be a problem, because development plan starts from the local level.
You have local plans, you have regional plans, you have national physical development plan at federal level. If government does not put in effort at making sure that all these plans are readily available, how do you determine the patterns of growth in any community? So it is a major thing, and government should take it seriously. But what we used to have these days is that government would want to spend on an area whereby they will be able to recoup their investment.
This is the problem! The planning we are talking about is not like a commodity market, we are talking about the patterns of growth of towns and cities. It is not a thing you can just take to the market and say you want to sell. But you will enjoy the benefit of doing it in the society.
What is the ATOPCON doing to ensure that government pays attention to development plans?
Let me tell you, there is a lot of information disseminated from our own end. We have stakeholders meetings, we do publications, we grant interviews just like the one you are doing. We also write to the government.
Recently, we submitted a proposal to the state government, and thank God, they are responding positively to our yearnings. I give kudos to the Lagos State Government and the Commissioner for Physical Planning and Urban Development.

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Egypt pursues stronger agricultural investment across Africa
Egypt pursues stronger agricultural investment across Africa

Zawya

time3 hours ago

  • Zawya

Egypt pursues stronger agricultural investment across Africa

Egypt - Alaa Farouk, Minister of Agriculture and Land Reclamation, held a strategic meeting with a ministerial committee to explore ways of enhancing cooperation with African countries in the agricultural sector. The session included Sherif El-Gabaly, Chair of the African affairs committee in the House of Representatives; Hesham El-Hosary, Chair of the House agriculture and irrigation committee; Abdelsalam El-Gabaly, Chair of the Senate agriculture and irrigation committee; Abdelhamid Demerdash, Chairperson of the Agricultural Crops Export Council; as well as ministry leaders, experts, and investor representative Ahmed El-Sewedy. The discussions focused on mechanisms to boost Egyptian agricultural investments across African countries and strengthen bilateral cooperation in food production and agribusiness. Minister Farouk reaffirmed President Abdel Fattah Al-Sisi's directives to deepen Egypt's partnerships across the continent—particularly in agriculture—as a cornerstone of regional food security and economic integration. He stressed that these partnerships would be underpinned by joint ventures, integrated agro-industrial projects, and existing trade agreements. Farouk emphasised the importance of identifying practical methods and frameworks for collaboration, calling for greater engagement from the private sector, scientific institutions, and research bodies. He requested the committee to present alternative proposals and an implementation roadmap within two weeks, to be reviewed in coordination with scientific and international partners for subsequent feasibility and technical assessments. Highlighting Africa's potential, Farouk noted that many countries on the continent offer compelling opportunities for investment due to abundant land, water resources, and the capacity to cultivate a wide range of strategic and high-value crops. These comparative advantages, he said, make agricultural cooperation mutually beneficial. The meeting also explored the development of a replicable investment model for projects in selected African countries. Key criteria include political stability, transport infrastructure, land quality, water availability, and other agricultural enablers. An agreement was reached to prepare a clear and detailed study outlining a viable investment model, to be implemented through partnerships between government agencies, the private sector, and national banks. The model will target countries offering promising opportunities and investor-friendly environments. Farouk further noted that efforts are underway to ensure data accuracy and risk mitigation, using standardised criteria to guide decision-making. It was also agreed that business leaders and investors would be invited to take part in the model, with an open call for participation from all interested stakeholders. The minister concluded by stating that this meeting builds on ongoing coordination between the Ministry and Parliament's African Affairs Committee, aiming to scale up Egyptian investments and agricultural collaboration across the continent. Participants recommended forming a permanent committee to assess investment opportunities, composed of representatives from the African Affairs Committee, the House and Senate Agriculture Committees, the Ministry of Agriculture, and the private sector.

Orange Middle East and Africa and risingSUD join forces to facilitate the establishment and development of startups in the South of France
Orange Middle East and Africa and risingSUD join forces to facilitate the establishment and development of startups in the South of France

Zawya

time15 hours ago

  • Zawya

Orange Middle East and Africa and risingSUD join forces to facilitate the establishment and development of startups in the South of France

At the Viva Technology trade show in Paris, Orange Middle East and Africa (OMEA) ( represented by its CEO Jérôme Hénique, and risingSUD, represented by its President Bernard Kleynhoff, signed a strategic partnership to support the establishment and growth of African startups in the Orange Digital Center network in the Provence-Alpes-Côte d'Azur region, in the South of France. This three-year partnership aims to bring together innovation ecosystems in Africa, the Middle East, and the South of France. Specifically, startups from the Orange Digital Center network will benefit from tailored support from the teams at risingSUD, the Provence-Alpes-Côte d'Azur region's economic attractiveness and development agency, to establish themselves in the South of France. They will thus join a dynamic region that is already home to 500,000 companies, including global leaders and startups that are inventing the world of tomorrow. With this partnership, OMEA strengthens its support for the internationalization of startups from Africa and the Middle East and reaffirms its commitment to developing the continent's entrepreneurial ecosystems. Deployed in 17 countries in Africa and the Middle East and eight countries in Europe, the Orange Digital Center network is a free and accessible ecosystem for all. It brings together, in one place, digital skills training for young people, support for project leaders, incubation, acceleration, and startup financing. In 2024 alone, risingSUD supported the establishment of 14 African companies in the South of France, including the startup from the Orange Digital Center in Tunisia, Guépard, which opened an office in Marseille. This partnership will allow more startups from Africa and the Middle East to benefit from risingSUD's expertise, ranging from project development to access to financing and networking with international partners. It will also facilitate access for talent and startups from the South region to the Orange Digital Centers network. ​​​ Jérôme Hénique, CEO of Orange Middle East and Africa, commented: 'This partnership with risingSUD marks a key step in our ambition to promote African innovation internationally. It is a continuation of the support we offer startups through our Orange Digital Centers. By facilitating their establishment and acceleration in France, particularly in the South region, we are giving young African companies the means to accelerate their growth.' Bernard Kleynhoff, President of risingSUD and President of the Economic and Digital Development, Industry, Export, Attractiveness and Cybersecurity Commissions of the Sud Region, added: 'Thanks to its strategic position, its historical trade flows and its commitment to innovation, the South of France is a natural bridge between Europe, Africa and the Middle East. It is now the leading French region for hosting African investment projects. This partnership opens up new economic opportunities and constitutes a real springboard for the development of businesses on both sides of the Mediterranean.' Distributed by APO Group on behalf of Orange Middle East and Africa. Press contacts - OMEA: Stella Fumey Press contacts - Orange: Ibtissame Nafii Press contacts - risingSUD: Virginie Vial Isnard vvial-isnard@ Follow Orange: For more information on the internet and on your mobile: and the Orange News app or to follow us on Twitter: @orangegrouppr. About Orange Orange is one of the world's leading telecommunications operators with revenues of 40.3 billion euros in 2024 and 127,000 employees worldwide at 31 December 2024, including 71,000 employees in France. The Group has a total customer base of 291 million customers worldwide at 31 December 2024, including 253 million mobile customers and 22 million fixed broadband customers. These figures account for the deconsolidation of certain activities in Spain following the creation of MASORANGE. The Group is present in 26 countries (including non-consolidated countries). Orange is also a leading provider of global IT and telecommunication services to multinational companies under the brand Orange Business. In February 2023, the Group presented its strategic plan "Lead the Future", built on a new business model and guided by responsibility and efficiency. "Lead the Future" capitalizes on network excellence to reinforce Orange's leadership in service quality. Orange is listed on Euronext Paris (symbol ORA). Orange and any other Orange product or service names included in this material are trademarks of Orange or Orange Brand Services Limited. About Orange Middle-East and Africa (OMEA): Orange is present in 18 countries in Africa and the Middle East and has 161 million customers at 31 December 2024. With 7.7 billion euros of revenues in 2024, Orange MEA is the first growth area in the Orange group. Orange Money, its flagship mobile-based money transfer and financial services offer is available in 17 countries and has more than 100 million customers. Orange, multi-services operator, key partner of the digital transformation provides its expertise to support the development of new digital services in Africa and the Middle East. About risingSUD: risingSUD is the economic attractiveness and development agency for Provence-Alpes-Côte d'Azur, in the South of France. With a team of 50 people, risingSUD supports more than 400 companies each year through key moments of their growth: setting up, raising fund, exporting... The agency also supports nearly 70 strategic projects per year and attracts investors and talent from around the world to strengthen the territories and sectors of excellence in the South of France.

MultiChoice Group's focused interventions help to counter unprecedented headwinds
MultiChoice Group's focused interventions help to counter unprecedented headwinds

Zawya

time15 hours ago

  • Zawya

MultiChoice Group's focused interventions help to counter unprecedented headwinds

Amid an exceptionally challenging macroeconomic environment, MultiChoice Group ( continued to navigate external pressures through focused strategic interventions. Download Factsheet (PT): The Group delivered ZAR3.7bn in cost savings, well ahead of the revised ZAR2.5bn target set at the interim stage and almost double the ZAR1.9bn saved in FY24. A disciplined approach to inflationary pricing, with increases of 5.7% in South Africa and an average of 31% in local currency in Rest of Africa, also helped to mitigate the impact of subscriber losses and supported 1% year on year (YoY) organic revenue growth. 'Our performance reflects both the challenges we've faced and the resilience of our teams. While macroeconomic pressures and currency volatility have weighed on our results, our disciplined execution, cost management and investment in new long-term growth opportunities position us well for the future,' says Calvo Mawela, MultiChoice Group CEO. 'We remain focused on being Africa's entertainment platform of choice. Our strategy is shaped by developments in our industry such as changes in technology which are driving shifts in consumer behaviour, as well as the impact of a rise in piracy, streaming services, and social media,' says Mawela. Highlighting the Group's ability to adapt to these changes in the global video entertainment landscape, new products and services delivered strong YoY growth. Revenue from DStv Internet grew by 85%, KingMakers 76% (in constant currency) and DStv Stream 48%. Showmax active paying customers increased by 44% YoY. Importantly, the group returned to a positive equity position through a combination of cost savings, a stabilisation in currencies, and the accounting gain on the sale of 60% of the Group's shareholding in its insurance business (NMSIS) to Sanlam. Financial Results Overview Subscriber base: The rate of subscriber decline has decelerated, with the active linear pay-TV subscriber base of 14.5m reflecting a decline of 8% compared to 11% (14.9m) in FY24. The pressure was mainly due to a weak consumer environment across markets. Group revenues: On an organic basis, revenues increased by 1% YoY, driven by pricing and new product growth. On a reported basis, revenues declined by 9% YoY to ZAR50.8bn, primarily due to an 11% drop in subscription revenue, as well as the impact of currency headwinds, and the deconsolidation of the NMSIS insurance business from December 2024. Group trading profit: Trading profit increased by 20% YoY, before accounting for the investment in Showmax, the impact of currency weakness and M&A activity. After incorporating Showmax's trading losses and ZAR5.2bn in foreign currency revenue losses, and partially offset by the ZAR3.7bn in cost savings, trading profit on a reported basis declined to ZAR4.0bn. Adjusted core headline earnings is the board's measure of the underlying performance of the business. The Group posted a loss of ZAR0.8bn, as a result of the lower trading profit and hedging losses compared to hedging gains in the prior year, partly offset by smaller losses from repatriating cash from Nigeria. Cash flow and liquidity: The Group recorded a free cash outflow of ZAR0.5bn, due to lower profitability and higher lease repayments due to timing. This was partly offset by improved working capital management and a 29% YoY reduction in capital expenditure. At year-end, the Group held ZAR5.1bn in cash and cash equivalents and had access to ZAR3.0bn in undrawn general borrowing facilities. Operational update General entertainment and sport Local content remains a key differentiator. The Group added over 5,340 hours of local content in the year, bringing the total local content library to more than 91,470 hours and cementing its position as Africa's largest producer of original content. Flagship reality show, Big Brother Mzansi, drew a record-breaking 3.8 million views for its season finale and received 293 million votes. In Nigeria, Big Brother Naija, continued to attract strong viewership into its ninth season. Sport also plays a critical role in the Group's content offering. SuperSport broadcast 47 839 hours of live coverage (+7% YoY) and produced 1 029 live events. Key highlights included the Paris 2024 Olympic Games, EURO 2024 football, three major ICC cricket tournaments and the SA 20 Season 3. SuperSport Schools continue redefine the landscape of school sports broadcasting. Its app saw 46% growth in registered users to reach 1.2 million, while the platform reached nearly 11 million unique viewers through the app and Channel 216 on DStv and delivered over 50 000 hours of new content. Business segments MultiChoice South Africa focused on subscriber retention and win-backs, identifying remaining growth opportunities, as well as optimising processes and systems to improve customer experience and operational efficiency. To enhance its value-proposition, the business tiered down certain channels, reintroduced the second concurrent stream at no extra cost and priced down its DStv ADD Movies package from R79 to R49. It also entered into new strategic partnerships with Capitec, MTN and PEP to expand its market presence. Faced with a tough operating environment, MultiChoice Africa implemented inflation linked price increases and continued its cost-containment measures by reducing spend in subsidies, marketing, content and transmission costs. Post year-end it piloted weekly subscriptions in Uganda to better align subscription periods with customers' cash flows. As a start-up business, Showmax focused on improving customer affordability and reach through distribution partnerships, improving customer sign-up journeys, improving platform development and continuing to expand payment options. Although subscriber growth has lagged initial exponential growth targets, Showmax still delivered a healthy 44% growth in active paying subscribers and gained market share in a regional streaming market which experienced muted growth. Irdeto grew revenue by 8% YoY on an organic basis (5% reported), increasing external revenue in all three market segments namely Video Entertainment, Gaming and Connected Transport. Revenues generated from new service lines increased to a pleasing 42% of total revenue, underpinned by innovative solutions to enhance security and interoperability in the transportation sector. KingMakers delivered strong organic growth in sports betting and i–gaming. BetKing Nigeria continues to gain strong momentum, especially in its online business. SuperSportBet, the South African business launched in 2024, is showing early signs of success and reported a material increase in monthly net gaming revenue during the year. Live in 44 African countries, Moment continues to scale rapidly, with total payment volumes (TPV) reaching USD635m, seven times higher than FY24. Moment processed 56% of the Group's payment volumes, compared to only 20% a year ago, and at the end of March this year, its annualised payments run rate exceeded USD1bn. Looking Ahead The Group remains focused on building a sustainable, long-term future by executing against its key strategic priorities. For the year ahead, there are three clear priorities: Stabilise the topline in the video businesses through focused retention initiatives, while supporting rapid topline growth in the group's interactive entertainment, fintech and insurance investees, Continue to drive operating, cost and working capital efficiencies into the group to protect profitability and cash flows, Continue to work with Canal+ towards a successful close of their mandatory offer in order to unlock significant long-term benefits for the combined entities and their respective stakeholders. Management has set a cost saving target of ZAR2.0bn for FY26 in an ongoing effort to reset the business for a shifting trading environment. On the back of its topline initiatives and cost and cash flow interventions, the group aims to deliver margins for MultiChoice SA in the mid-twenties range, to return MultiChoice Africa to profitability while limiting its funding and narrow trading losses in Showmax. Distributed by APO Group on behalf of MultiChoice Group.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store