By Yusuf YUSUF

The pioneer National Commissioner/Chief Executive Officer of the Nigeria Data Protection Bureau (NDPB), is one man who has risen through the ranks, showing expertise both in administrative roles as well as the information technology field, as a formidable force whose trajectory of achievements keeps many on their toes.

All these, he has managed to achieve without giving room for the notion of imitation but rather, by setting an exemplary step in advancing policies to ensure the development of the status quo.

A Certified Public Private Partnership Specialist (IP3 Specialist) and a PECB Certified Data Protection Officer, Dr. Vincent Olatunji, (FIIM, IAPP, and NCS) is a promising figure the technology world needs to watch out for in coming years.

He joined NITDA in 2002 and has worked in various departments thereby rising to the position of director in 2014 and Acting DG in 2016 amongst other roles serving in various departments before his recent appointment as National Commissioner.

In just over a year, Dr. Vincent Olatunji is creating a new legacy as the pioneer National Commissioner/Chief Executive Officer of the Nigeria Data Protection Bureau while setting the pace for the institutionalization of data protection laws in Nigeria.

The Nigeria Data Protection Bureau (NDPB) is an intrinsic segment of the Ministry of Communications and Digital Economy born on the 4th of February 2022, out of the need to uphold the National Digital Economy Policy for Digital Nigeria (NDEPS) by further strengthening as well as entrenching the protection of personally identifiable information and sensitive personal data.

Such data includes emails, names, telephone numbers, house addresses, religious beliefs, political lineage, medical records, labour union affiliations, and information being uploaded online in line with standard global practices in a digital economy.

The objective of the bureau as stipulated by the Nigeria Data Protection Regulation 2019 (NDPR) include

1. Safeguard the rights of natural persons to data privacy
2. Foster safe conduct for transactions involving the exchange of personal data
3. Prevent manipulation of personal data and
4. Ensure that Nigerian businesses remain competitive in international trade through the safeguards afforded by a just and equitable legal regulatory framework on data protection.

While keying into the global digital revolution is inevitable, it is only pertinent that this rising need is met with accurate preparedness. It is on this note, a major milestone was recorded under the able leadership of Dr. Isa Ali Ibrahim Pantami, with the launch of the National Digital Economy Policy and Strategy for a Digital Nigeria (NDEPS).

The NDEPS was launched by President Muhammadu Buhari (GCFR) in 2019. This subsequently led to the re-designation of the  Ministry of Communications to include the digital economy, thereby giving it a new phase.

With this development, the journey of the much-desired and envisioned Digital Nigeria began. This was, however, followed by several restructurings to accommodate the new set mandate of the Ministry. And such restructuring included the NDPR.

Unarguably, Dr. Olatunji has continued laying exemplary standards for any successor to measure up to in time memorial as he has managed to adapt existing resources and manpower to carter for the immediate needs of his bureau to ensure swift and immediate operations against all odds to kick start immediate operations.

Stepping into the herculean task of laying a solid bedrock for data protection policies and strategies without giving room for doubts or sloppiness while distinguishing himself as a formidable force to reckon with, as a pioneer, may pose a major challenge to many.

This is because the way of the pioneer is always filled with different hurdles stemming from proper administration to implementation of policies. However, Dr. Olatunji draws strength from his love for his profession, leaving no stone untouched in his quest to achieve excellence as he emulates the popular saying that “People who end up being first don’t actually set out to be first, they set out to do something they love.”

The Bureau, within the last year of its establishment, has recorded significant growth under various parametres including but not limited to the following: –

• Rate of increment of the public sector integration into data privacy and protection framework – 100%,
• Rate of increment in the enrolment of DPOs from data controllers and processors across Nigeria – 600%,
• Rate of increment in the licensing of Data Protection Compliance Organizations (DPCOs) – 50%

Similarly, revenue generation through the implementation of the NDPR has increased by over 60%.

The foregoing milestones are taking place at a time when the Digital Economy under Prof. Isa Ali Ibrahim Pantami is breaking records in its contribution to Nigeria’s GDP. The ICT sector for instance contributed 18.44% to the total real GDP in Quarter 2 of 2022 – outperforming virtually all other sectors.

The establishment of the Bureau, under the visionary leadership of President Muhammadu Buhari, has strengthened the bulwark of fundamental rights and freedoms of Nigerian citizens in the data economy ecosystem and has, to all intents and purposes, earned Nigeria a pride of place in the arena of international data governance and human capital development.

With the recent approval of the Nigeria Data Protection Bill by the Federal Executive Council (FEC) for further ratification and endorsement by the National Assembly, we wish Dr. Vincent Olatunji, twice as much of successes recorded by him just in one year as he sets out to achieve greater developments in the strategic implementation of data protection laws in Nigeria.

By A J HESS

Talk to any leader of an organization and they will tell you one of the things that bother them the most is losing good people. There is a saying that has become very common: “People don’t leave bad jobs, they leave bad bosses.” While many people do leave because of their relationship with the people they directly report to, the reasons are more varied in many cases.

Unhappiness is the main reason employees leave organizations. Yet, what exactly causes people to be unhappy? There are a number of factors that come into the equation that can cause people to conclude they could be better off working somewhere else.

The decision to leave an organization doesn’t just happen overnight. Usually, the conditions have been around for a long time, slowly draining the employee’s enthusiasm and desire to bring their best selves to work every day.  As Phil Johnson, founder and CEO of The Master of Business Leadership, says, “The drama, chaos, and conflict experienced in these toxic work environments lead to low levels of employee engagement.”

Here are seven issues that slowly drain a person’s desire to work for an organization:

LACK OF APPRECIATION

People spend a great deal of time at work, and if they get the feeling that they’re not being appreciated, it will slowly drain their energy and desire to give their best. The lack of appreciation can show up in various forms. Lack of recognition for their accomplishments is a key example. When we are working hard, doing good work, and nobody seems to notice, it kills our desire to continue to do more.

Another area is a lack of caring or taking an interest in our special interests, talents, and life outside of work. When we spend so much time at work, we expect others to take an interest in us as unique individuals, with special talents, needs, struggles, and home situations. And we want the people we report to support us when we are going through difficult times.

“When employees feel a genuine connection with their leader, their role, and the organization, they are stronger collaborators and communicators, and are more engaged,” explains Debbie Muno, managing director of Genos North America.

UNFAIRNESS AND FAVOURITISM

While there are different levels of talent and responsibilities within organizations, we expect the standards for promotions and rules of conduct to be applied equally to employees in the organization. Few things are as upsetting as when organizational rules they’re expected to follow are not adhered to by the higher-ups.

Another sore point that really drains performance is when people perceive that promotions are given based on favoritism rather than meritocracy.  The resentment and anger resulting from these actions, or just the perception of them, create a toxic culture that causes good people to leave.

ALLOWING NO AUTONOMY OVER ONE’S WORK

In order to feel fulfilled in our work, we need to have some say in what our work looks like. Whether we have a choice on what we work on, have a say in company goals, or have a say in work-related decisions, we need to have choices to feel fulfilled in our career.

The best work happens when leaders trust us to know what to do and can count on us to do it well. Managers who act as guides and coaches—and are approachable when employees have problems—will see their staff perform much better than those who micromanage and allow their people little discretion over how their work is done.

SHOWING NO INTEREST IN EMPLOYEES’ PASSIONS

Organizations that expect employees to do their jobs without considering what they are passionate about not only miss out on harnessing those passions, but also alienate their people. It takes work, effort, and getting to know people to find out what their passions are. Unfortunately, many workplaces don’t have the desire to find out. As a result, those who believe employees are hired simply to fill a position and should leave their passions at home will find significant turnover among their teams. After some time, these team members will be looking at other companies known for an employee-first culture.

On the other hand, those organizations that do make the effort to find the connections between their people’s work and their passions will see an increase in productivity, higher rates of job satisfaction, and a happier workplace overall. To that end, author Debbie Peterson recommends utilizing psychometric questionnaires. “[These] can ensure employees are in roles where their skills and personalities can shine, and ensure the longevity of the employee and their employment as well as the performance of the organization,” explains Peterson.

ONE-SIZE-FITS-ALL STAFF APPRECIATION

Many organizations have an Employee Appreciation Day once a year when everyone is acknowledged and treated the same. The problem is that not everyone has the same skills, contributes equally, or regularly brings the same effort. Receiving the same recognition as someone who does the least work possible upsets those who go above and beyond, bring extra enthusiasm to their work, and give their best every day.

Not only should people be recognized for their achievements, but they also should be able to communicate how they wish to be recognized. In my book, The Other Kind of Smart, I talk about how important it is to get to know people in order to appreciate them in a way that powerfully connects with them.

A LACK OF MEANING

One thing millennials have become known for is wanting their work to have meaning and to feel that they are making a difference. Previous generations have wanted this as well but settled for less as they believed the workplace was not the place where this was possible. Now, millennials are a major part of our workplace and are rising to leadership positions. Finally, organizations have started to pay attention.

Organizations must create a vision and share it with their people in a way that ensures everyone understands how their contribution makes a difference. Everyone wants to feel pride in their work and in the organization they work for. This will become increasingly important as younger generations, crucial to an organization’s success, demand this.

A LACK OF FUN AND PLAY

In previous decades, the idea that we should have fun at work would have left leaders aghast. Work was work, and people were expected to have fun outside of the workplace. We have since come to understand that having fun at work is a great way to invigorate people, give them something to look forward to, and even alleviate stress and boredom. “For instance, [some] high-tech firms now encourage employees to take table tennis breaks,” says Peterson, “with the added benefit that it promotes physical and neurological fitness.”

When people are not only allowed, but encouraged, to have fun in their workplace, they are more relaxed, are able to build camaraderie with their colleagues, and are motivated to perform better.

****Culled from fastcompany.com

(Concluding part)

By Elonna AGUH, KSM

Since 2014 PenCom has made several unprecedented positive giant strides, with quantum achievements recorded by its current administration under the leadership and chairmanship of Dr. Oyindasola Oluremi Oni and his lieutenants.

Her path of growth has been a progressive one in a bid to capture as many people of pensionable age into the pension plan, especially the informal sector that is being captured through the Micro Pension Plan (MPP). Most recently, PenCom took the initiative to allow RSA holders to access mortgage facilities.

In a statement, PenCom informed all stakeholders and the general public, particularly RSA holders, that the commission has approved the issuance and immediate implementation of the Guidelines on Accessing RSA Balance towards Payment of Equity Contribution for Residential Mortgage by RSA Holders.

According to the commission, the approval is in tandem with Section 89 (2) of the Pension Reform Act 2014 (PRA 2014), which allows RSA holders to use a portion of their RSA balance towards the payment of equity for a residential mortgage.

Further to that statement, it said that for eligibility for this facility, the guideline covers pension contributors in active employment, either as a salaried employee or as a self-employed person.

Therefore, interested RSA holders (applicants) must meet the following conditions:

1. Have an offer letter for the property duly signed by the property owner and verified by the mortgage lender.
2. The RSA of the applicant shall have both employer and employee’s mandatory contributions for a cumulative minimum period of 60 months (five years)
3. A contributor under the MPP is also eligible. Provided s/he has made contributions for at least 60 months (five years) prior to the date of his/her application; while RSA holders that have less than three years to retirement are not eligible.
4. Married couples who are RSA holders are eligible to make a joint application, subject to individually satisfying the eligibility requirements.
5. RSA holders, if registered before July 1, 2019, must have their records updated through the RSA data recapture exercise.
6. Application for equity contribution for residential mortgage shall be in person and not by proxy.

According to the commission, the maximum amount to be withdrawn shall be 25 per cent of the total mandatory RSA balance as of the date of application, irrespective of the value of equity contribution required by the mortgage lender. In instances where the 25 per cent of a contributor’s RSA balance is not sufficient for payment as equity contribution, RSA holders may utilize the contingency portion of their voluntary contributions (if any).

On the other hand, to qualify as a mortgage lender for this purpose, the company must be duly licensed by the Central Bank of Nigeria (CBN), comply with the Contributory Pension Scheme and have a valid Pension Clearance Certificate.

The commission further stated that it shall publish the names of eligible mortgage lenders on its website. Therefore, interested RSA holders are advised to contact their Pension Fund Administrator (PFAs) for more information and guidance.

Prior to this recent guideline, the commission had recorded that at the end of June 2022, total pension assets under management by PFAs hit 14.2trilion, while the number of registered contributors stood at 9,795,957 million.

These achievements are attributed largely to the increasing number of registered contributors and the value of pension fund assets added to the dynamic and proactive strategies of its leadership. The reason for the recapitalization exercise was to ramp up the capacity of the PFAs to manage the increasing number of registered contributors and the value of pension fund assets.

Recall that PenCom had in 2021 increased the minimum regulatory Capital (shareholder’s fund) requirement of PFAs from N1billion to N5billion, and PFAs have since complied with the commission’s directives to increase their minimum capital during the exercise sometime between April 27, 2021, and April 27, 2022.

The savvy story of PenCom gets more interesting with each passing day. For instance, at the level of implementation of the Contributory Pension Scheme, as at the first quarter of 2022, twenty-five (25) states had enacted pension laws on CPS, two (2) states were at the bill stage, and four (4) had adopted the Contributory Defined Benefits Scheme.

The commission is poised to continue engagements with PFAs through sensitization workshops and capacity-building programmes. This will continue to bring to the fore the much-needed awareness to encourage participation by persons of pensionable age and foster good relationships with the stakeholders.

The Savvy Story of PenCom will be incomplete without mentioning the names of the pillars behind her great feats.

The board is chaired by Dr. Oyindasola Oluremi Oni with Aisha Dahir-Umar as the Director General. Others are Dr. Umar Farouk Aminu, Commissioner Administration; Mr. Clement Oyedele Akintola, Commissioner Inspectorate; Anyim C. Nyerere, Commissioner Technical; Dr. Charles Sylvester Emukowhate, Commissioner Finance; Muhammad Sani Muhammed, Commission Secretary/Legal Adviser (CSLA); and Mrs. Omobola Tinuola Olusola-Dada, Rep of the Federal Ministry of Finance, Budget & National Planning.

Others are Dr. Ngozi Onwudiwe, Rep Office of the Head of Civil Service of the Federation; Mr. Edward L. Adamu, Rep of the Central Bank of Nigeria; Mr. Lamido Abubakar Yuguda, Rep of the Securities and Exchange Commission, Nigeria; Mr. Olorundare Sunday Thomas, Rep of the National Insurance Commission; Comrade Godwin Abumisi, Rep of the Nigeria Union of Pensioners; Comrade Dr. Bobboi Bala Kaigama, Rep of the Trade Union Congress; Comrade Ayuba Wabba, mni, Rep of the Nigeria Labour Congress; Mr. Oscar N. Onyema, Rep of the Nigerian Stock Exchange and Mr. Adewale Oyerinde, Director General, Nigeria Employers Consultative Association.

***Sir Elonna Aguh, KSM, a public affairs analyst and commentator wrote from Lagos