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Transcorp Hotels posts N97bn revenue in 2025, declares N1.30 final dividend

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Transcorp Hotels Plc has reported strong financial performance, posting N97bn in revenue for the 2025 financial year, a 38 per cent increase over the previous year.

At the 12th annual general meeting held in Abuja on Thursday, Chairman of the company, Awele Elumelu, said the hospitality firm entered 2026 on a solid footing following what she described as a successful year.

“So for Transcorp Hotels PLC, 2025 was actually a good year. We’ve entered 2026 quite strongly. We ended the year with a profit of 97bn, which was a 38% increase on the preceding year. And even profit as well, that was our revenue. We’re very happy to be going into the new year,” she said.

She added that the company rewarded shareholders with an improved dividend payout.

“And we’re very pleased that this year we’ve been able to give our shareholders shares of N1.30 kobo per share as the final dividend,” Elumelu stated.

According to her, the company’s performance reflects a combination of shareholder support, effective management, and strong corporate governance.

“So we know actually we’ve been able to delight our shareholders. But we thank them at the same time for their support because it’s through their support and through their encouragement and all the advice that they tend to give us at sessions like this and give the management. And through the hard work and commitment of the management, we’ve been able to do that. So that’s what we’ve been able to do with regard to shareholding.”

Elumelu highlighted brand strength and operational efficiency as key drivers of growth.

“We have a strong brand, and this has worked very well for us, and it continues to improve. We’ve had our management team, they’ve increased their operational efficiency.”

She also noted efforts to diversify the company’s offerings, including the development of a major events facility.

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“We’ve also done some work in diversifying what we have. Just in 2025, we built and set up the Transcorp Event Center, which is a multifunctional center, which has a capacity of 5,000. We’ve had lots of big events in 2025, including the Afrexim event, which took up to 4,000 dignitaries from out of state.

“So that has played a major role in that. We’ve also had things like improving our digital technology and improving customer service generally. You can see from our rooms that we’ve seen a lot of digital improvements, from check-in to room service, and of course, our staff.

“We’re blessed with great staff, and so these are some of the things that have led to improvements in revenue.”

Looking ahead, she expressed optimism about the company’s prospects for 2026, including expansion plans.

“For 2026, the board is convinced and is confident that we will do better. Our management team is in line as well, and we just want to build on what we’ve been doing. We want to build on the brand that we’ve had.

“We want to build on investing in infrastructure, investing in technology, and investing in diversifying. We’re looking at setting up a branch in Lagos. We’ve been on this for a while. So this is also another avenue. And all this on the bedrock of good corporate governance, because we pride ourselves on being able to ensure that we carry out good corporate governance.”

Also speaking, the Managing Director of the company, Uzoamaka Oshogwe, said total dividend payout for the year stood at about N13 billion.

“Dividend in total is 13 billion. Because last year we paid, 10kobo, and then this year, that final dividend was 1 naira 20 kobo. So in total that was just slightly over 13 billion.”

On business performance in the new year, she said occupancy rates had picked up strongly after a slow start in January.

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“January is kind of slow, but it’s been good. Our occupancy since the middle of January has been about 100%.”

Oshogwe disclosed that the company is collaborating with the Transcorp Group to address energy costs and sustainability concerns.

“Transcorp is known for hospitality, and we invest in hospitality and also in power. So what we’re doing is that we’re partnering with Transcorp Power to ensure that we begin to explore other options for cheaper power. One of the ones that we’ve actually implemented towards the end of last year was the dual gas burner.

“So that’s actually using gas to generate power. So all of our boilers, so if you think about the number of boilers we have in 667 rooms, that are powered by gas. So that not just saves us costs, it’s also very friendly to the environment.

“And then we’re also working with Transcorp Energy, and we’re looking at renewable energy. And that is also, what brings to mind the sustainability and the ESG factor into our operations.”

She added that capital allocation would be guided by projects capable of delivering multiple returns.

“We are putting in our money, where we can have multiple capital appreciations. So that is quite intentional, because funds are limited. So you must ensure that whatever projects you actually put your funds in have that multiplying effect in revenue generation.”

According to her, the company’s strategy for 2026 will focus on operational excellence, technology investment, and brand relevance.

“And then the second one is operational excellence. We started this last year. And that is just investing in our people and also in technology.

“So those are the two key areas that we’re actually going to pinpoint our operational excellence in. And then number three is brand relevance. Brand relevance is all about people beginning to understand what our brand stands for and equating that into sustainability in our growth.

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“So those are the three key areas that we’re going to be concentrating on this year to ensure that we sustain the revenue growth, and we also multiply it. Because one of the shareholders, first of all, started by saying 100 billion. And I said, we are already there,” she concluded.

The company reported a profit before tax of N22.613bn for the year ended December 31, 2024, representing an impressive 138.48 per cent year-on-year growth. It also declared a final dividend of N0.64 per share, bringing the total dividend for the year to N0.74, including the N0.10 interim dividend previously paid.

Despite cost pressures, the company maintained solid margins. Although the cost of sales grew faster than revenue, gross profit margin remained strong at 70.89 per cent. Room sales, with an 84.5 per cent margin, remained the most profitable segment, while food and beverages, at 42.9 per cent, operated with comparatively tighter margins. Operational expenses increased during the year, largely driven by energy costs, which surged from N2.425 billion in 2023 to N4.763 billion.

On the balance sheet, total assets grew by 11.58 per cent to N140.696 billion, reflecting continued expansion. Total borrowings declined by 22.12 per cent, reducing financial leverage, while interest expenses fell 10.21 per cent year-on-year to N2.798 billion.

This improved the company’s interest coverage ratio to 9.30 times from 4.22 times in 2023, indicating that operating profit comfortably covered interest obligations. Shareholders’ funds also rose by 20.54 per cent year-on-year, supported by strong earnings growth and retained profits, further strengthening its financial position.

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Power outages, insecurity top business challenges – CBN survey

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Businesses across Nigeria identified inadequate electricity supply and insecurity as their most pressing operational challenges in March 2026, despite maintaining a broadly positive outlook on the economy, according to the latest Business Expectations Survey released by the Central Bank of Nigeria (CBN) on Thursday.

The report stated, “Respondents identified Insufficient Power Supply (74.5), Insecurity (70.9), High/Multiple Taxes (69.2), High Interest Rate (66.6), and Financial Problems (64.3) as the top five (5) business constraints in March 2026, highlighting factors that directly impact operational stability and profitability.”

The survey, conducted between March 9 and 13, 2026, covered 1,900 firms across industry, services, and agriculture, with a response rate of 99.7 per cent. Despite these constraints, businesses remained optimistic about the macroeconomic environment.

The CBN noted that the confidence index stood at 15.6 points in March, reflecting positive sentiment, although slightly moderated compared to the previous month. The optimism is projected to rise to 43.9 points over the next six months.

Sectoral analysis showed that all sectors expressed confidence in the macroeconomy, with agriculture recording the highest optimism for the current month. The outlook across sectors remained positive in the near and medium terms, signalling sustained economic activity.

On regional performance, the survey showed that optimism was strongest in the North-East, which recorded 39.4 index points, while the South-East lagged behind with negative sentiment at –5.5 points.

However, all regions are expected to record improved outlooks in the coming months.

The report also highlighted that firms anticipate growth in business activity. Respondents expressed positive expectations for volume of orders, business activity, financial condition, and access to credit during the review period, with projections indicating stronger performance in the next six months.

Employment and expansion indicators were similarly upbeat. Businesses signalled plans to increase hiring in April 2026, driven by expansion expectations. The Mining and Quarrying sector recorded the highest employment prospects, while agriculture showed the strongest expansion plans.

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However, the CBN emphasised that structural challenges continue to weigh on business performance. Beyond power shortages and insecurity, firms cited high bank charges (63.5), an unfavourable economic climate (62.0), unclear economic laws (61.6), and an unfavourable political climate (60.4) among the top constraints.

At the lower end of the constraints ranking was access to credit, with an index of 57.7, indicating that while financing remains a challenge, it is less severe relative to other constraints.

The apex bank noted that the findings underscore the need for reforms in key areas. “Overall, the findings in the review period highlight the need for improvements in energy supply, security conditions, and the regulatory/financial environment to enhance business stability and profitability,” the report added.

On exchange rate expectations, respondents projected that the naira would appreciate against the US dollar across the review periods. Firms also expressed a positive outlook on borrowing rates, suggesting expectations of a more favourable financing environment.

Meanwhile, average capacity utilisation across sectors stood at 52.5 per cent in March 2026, reflecting moderate use of installed capacity. Manufacturing recorded 54.4 per cent, agriculture 53.9 per cent, construction 52.7 per cent, while mining and quarrying, including electricity and water supply, posted 48.9 per cent.

The survey clarified that its findings represent the views of participating firms and do not necessarily reflect the position of the CBN.

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NISO cuts transmission losses to 7% from 10% in one year

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The Managing Director/Chief Executive Officer of the Nigerian Independent System Operator, Abdu Bello, has disclosed that Nigeria’s power sector was losing between N5bn and N8bn monthly to transmission inefficiencies, even as he revealed that targeted interventions by the operator have begun to cut losses and improve grid stability.

Bello made this known on Wednesday during the organisation’s first anniversary celebration held at its headquarters in Utako, Abuja, where he presented a detailed scorecard of reforms and operational milestones recorded since its establishment.

Recall that NISO was officially created on April 30, 2024, by the Nigerian Electricity Regulatory Commission following the unbundling of the Transmission Company of Nigeria under the Electricity Act, 2023.

Speaking on one of the most pressing challenges inherited by the operator, Bello said the transmission loss factor at inception was alarmingly high, with severe financial implications for the power sector.

“One of the greatest problems we encountered at the inception of NISO was that we recorded a very high transmission loss factor. At some point, it was close to 10 per cent, costing about N5bn to N8bn monthly,” he said.

He, however, noted that deliberate operational measures have started yielding results.

“We are working on it, and we have reduced it to about 7.05 per cent at the moment. We are also working to reduce it further to about five or six per cent so that we will meet the target of the regulators,” Bello added.

Adopting a broader tone, the NISO boss said the past year had been defined by institution-building, system stabilisation, and market reforms aimed at repositioning Nigeria’s electricity sector.

“Today, we are not just celebrating one year of existence; we are reflecting on one year of deliberate effort, institutional progress, and measurable impact,” he said.

He explained that NISO was established to function as an independent system operator with responsibility for system operations, market administration, planning, and enforcement of grid codes and market rules.

“This mandate is central to Nigeria’s power sector reform. It is about ensuring that our grid is stable, our market is credible, and our planning is coordinated so that electricity can effectively support economic growth,” Bello stated.

On institutional development, he said the organisation had prioritised governance and coordination across the electricity value chain.

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“We have established governance and management structures at both board and executive levels, and strengthened coordination from generation through transmission to distribution and eligible customers,” he said.

A major highlight of the address was NISO’s push to digitise grid operations through advanced monitoring systems.

Bello disclosed that the operator is accelerating the deployment of Supervisory Control and Data Acquisition/Energy Management Systems to enable real-time grid visibility.

“On grid visibility, monitoring, and control, a key priority has been improving our ability to see, understand, and manage the national grid in real time. In this regard, we have accelerated the implementation of the SCADA EMS project, working very closely with the Nigerian Electricity Regulatory Commission, NERC, to ensure that the grid monitoring infrastructure SCADA EMS tool, which is a veritable tool for the system operations, is completed and operational.

“It’s a work in progress and we are seeing progress on this. We have also reached advanced stages in the deployment of the telemetry system across the grid at the electricity trading points,” he said.

He added that the organisation was also deploying telemetry systems and Internet-of-Things-based metering infrastructure across generation units, transmission lines, and substations.

“By the time we complete this project, hopefully before the end of the year, we shall have full visibility of the national grid from generation through transmission, substations, and distribution,” he stated.

According to him, the initiative would enable near-real-time electricity market settlements and significantly improve operational efficiency.

“Currently, we operate largely manually, but with telemetry, we can achieve hourly settlements or even real-time market operations,” he added.

Bello also revealed that NISO has intensified efforts to tackle grid instability and recurring system collapses through technical reforms and stricter compliance enforcement.

“Thank God, the regulators, NERC, have already ordered the distribution companies to install IoT meters on their 33 kV and 11 kV feeders, which is an ongoing project. So at the end of this project, we shall have end-to-end visibility of the system from generation through transmission, distribution, and eligible customers.

“Thereby, enabling our system operators and market operators to have visibility on a real-time basis and enhancing effective management of the grid. With that, our efficiency and effectiveness in managing the grid will be tremendously enhanced. These efforts are laying the foundation for full visibility and a data-driven grid and market operations environment.

“At the core of our mandate is ensuring a stable and resilient grid. We are working closely with generation companies and other stakeholders to implement the free-governor mode of operation of generating units to improve frequency response,” he said.

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He noted that compliance with this directive has already improved grid frequency stability.

“Substantially, a number of generating units have complied, and we have seen improvements in system frequency and overall grid reliability,” he said, while noting that enforcement actions were ongoing against defaulters.

He further disclosed plans to introduce grid “islanding”, a strategy that segments the national grid to prevent widespread outages.

“We are developing grid islanding to enhance resilience. Disturbances in one segment will not cascade across the entire grid. This will significantly reduce the risk of total system collapse,” he explained.

On market operations, Bello said NISO has taken steps to improve transparency, enforce compliance with market rules, and strengthen coordination among industry players.

“We have enhanced monitoring and enforced compliance with the grid code, market rules, and metering standards. We are also upgrading market systems to enable real-time operations and improved analytics,” he said.

He added that NISO is playing a central role in coordinating emerging state electricity markets following recent sector reforms.

“With states now able to establish their own electricity markets, there must be coordination between state systems and the national wholesale market. That interface is being managed by NISO,” he said.

The NISO boss also linked recent fluctuations in power generation to gas supply challenges, stressing the need for stronger coordination between the power and gas sectors.

“You will have noticed a slight drop in generation capability recently due to gas supply constraints. This coordination between the power sector and gas suppliers is very critical,” he said.

He assured that regulators and stakeholders are working to address the issue and prevent future disruptions.

In a significant development, Bello disclosed that Nigeria has achieved trial synchronisation of its national grid with the West African power system, opening new opportunities for cross-border electricity trade.

“On November 8, 2025, we successfully synchronised the Nigerian grid with the West African power pool, positioning Nigeria for enhanced regional power trade,” he said.

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He explained that the integration would allow Nigeria to export excess power and earn foreign exchange.

“This gives us a bidirectional opportunity to either supply power to the region or import when necessary. It also creates the potential to earn hard currency, which can be reinvested to improve domestic capacity. By

These interventions are contributing to improving system discipline and reliability together. On electricity market development and strengthening, we have made deliberate efforts to strengthen market credibility and transparency.

“Over the past year, we have enhanced monitoring and enforced compliance with the market rules, grid code, and metering standards. We have also improved coordination among market participants to support orderly market operations.

“We have initiated upgrades to market management systems to enable real-time operations, efficient settlement, and improved analytics. We have strengthened data transparency to support informed decision-making in the market space,” he added.

NISO was carved out of the Transmission Company of Nigeria as part of sweeping reforms introduced by the Electricity Act, 2023, to liberalise and decentralise Nigeria’s power sector.

The reform seeks to separate system operations from transmission ownership, improve transparency, and create a more competitive electricity market.

“As we enter our second year, our focus is clear—to translate these foundations into measurable
sector-wide impact. Our priorities include: deepening grid visibility and real-time operational control, strengthening system reliability and resilience, enhancing transparency and efficiency in market operations, enhancing data-driven and technology anchored system planning, supporting coordinated development of national and subnational electricity markets, advancing renewable integration and energy transition initiatives, continuing to invest in staff welfare and institutional capacity and ultimately, our success will be measured by three outcomes: a stable grid, a credible market, and strong investor confidence,” the MD concluded.

Despite these reforms, Nigeria’s power sector continues to face structural challenges, including transmission constraints, gas supply shortages, liquidity issues, and weak infrastructure.

NISO’s first-year performance signals a shift towards data-driven grid management and coordinated planning, although sustained investment and policy consistency will be required to deliver long-term stability.

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Tinubu approves N3.3trn to settle power sector debt

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President Bola Tinubu has approved the payment of ₦3.3 trillion, being accumulated debts owed to players in the power sector between February 2015 and March 2025.

Presidential spokesperson, Bayo Onanuga, said the debt repayment plan followed the final review of the legacy debts that have beset the power sector for more than a decade.

The statement noted that implementation has begun, with 15 power plants signing settlement agreements totalling ₦2.3 trillion.

“The Federal Government has already raised ₦501 billion to fund these payments. Out of the amount, N223 billion has been disbursed, with further payments underway.”

The initiative under the Power Sector Financial Reforms Programme is to ensure a fair and transparent resolution and ultimately, stimulate stable electricity generation and distribution.

The statement highlighted the far-reaching gains of the government’s commitment to the debt settlement.

“With the payments reaching the power value chain, generation will be more stable. With power plants supported, electricity reliability will improve. And as the sector stabilises, more investment, more jobs, and better service will follow.”

Shedding more light on this, Olu Arowolo-Verheijen, Special Adviser on Energy to President Tinubu, said,

“This programme is not just about settling legacy debts. It is about restoring confidence across the power sector — ensuring gas suppliers are paid, power plants can keep running, and the system begins to work more reliably.

“It is part of a broader set of reforms already underway — including better metering and service-based tariffs that link what you pay to the quality of electricity you receive.

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“The government is also prioritising power supply to businesses, industries, and small enterprises — because reliable electricity is critical to creating jobs, supporting livelihoods, and growing the economy.

“The goal is simple: more reliable power for homes, stronger support for businesses, and a system that works better for all Nigerians,” she added.

The statement further disclosed that President Tinubu has commended all stakeholders who supported efforts to resolve the legacy issues in the power sector.

He has also confirmed that the next phase (Series II) will begin this second quarter.

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