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Nigeria’s identity agency says its database is locally hosted and managed by staff

Nigeria’s national identity database is hosted locally

Nigeria’s National Identity Management Commission (NIMC) says its national identity database is hosted entirely in Nigeria and managed by its own employees, as digital identity verification becomes increasingly important to public services.

Alvan Ikoku, director of NIMC’s Strategic Programme Office, disclosed this during a briefing with journalists on Wednesday, addressing concerns about where Nigerians’ identity data is stored, who controls the infrastructure, and how the commission protects it from leaks.

“It is being managed by Nigerians, not Nigerian vendors, by NIMC employees,” Ikoku said. He maintained that NIMC has never hosted its identity data outside the country, does not use cloud hosting for its core database, and has disaster recovery systems to keep services running when systems fail.

The comments come as data localisation increasingly dominates conversations in Nigeria about control over citizens’ personal information. Keeping data within national borders addresses where it is stored, but protecting it requires effective controls over who can access it and accountability when it is misused.

142 million Nigerians have registered for National Identification Numbers as of September 2026, according to NIMC. A breach could expose millions’ personal data, while an outage could disrupt essential services. Local hosting alone cannot guarantee security; tight access controls, monitoring, and accountability for misuse are also critical.

Ikoku said NIMC maintains its core database internally and subjects employees, particularly those responsible for database management, to ongoing scrutiny by security agencies. He added that staff could face legal consequences for misconduct.

Keeping the central database under internal control does not mean NIMC controls every point through which identity data is accessed. Licenced partners and connected government agencies also play a role in delivering verification services, creating additional points where access to personal information must be managed and secured.

Previous security concerns have centred on access through verification channels, rather than a confirmed compromise of the central database. In March 2024, reports about XpressVerify, a website offering Nigerians’ identity information, raised questions about how the platform obtained access.

NIMC previously said XpressVerify was not a licenced partner and ordered an investigation into whether authorised verification agents or their sublicensees had breached their licensing agreements. The Nigeria Data Protection Commission later said NIMC had suspended database access before restoring limited access to institutions providing essential public services.

The episode highlights a key distinction between data residency and access governance. Storing identity records on infrastructure within Nigeria does not, on its own, prevent exposure through organisations authorised to request verification.

That risk grows as more institutions connect to the identity system. Ikoku said about 63 government agencies had integrated with NIMC, including organisations involved in examinations, student finance, consumer credit and health insurance.

“It is one thing to be ready to integrate with an agency,” Ikoku said. “All we need to do is to offer the application programme interface, which they would use. But what I’ve also discovered working on this harmonisation project is that some of them have not attained—should I call it—the maturity level, the digital maturity level, to be able to even have that handshake in terms of integration.”

For agencies whose systems are ready, connecting through NIMC’s application programming interface (API) can take about 72 hours, Ikoku said. Harmonising records and systems, however, requires more customised work.

Ikoku said the 2026 NIMC Act requires compliance with the Nigeria Data Protection Act and sets conditions for disclosing registered persons’ information. These include consent, legal obligations, public-interest functions, criminal investigations and court proceedings.

He said NIMC’s role is to authenticate identities, not retain the reasons behind verification requests made by other organisations.

“The commission is supposed to coordinate authentication and verification, but the authentication that the commission needs to make may be coming from another entity,” Ikoku said. “It is not the commission’s business to retain the reason for that request or for that authentication. The commission will not do that. Neither will its agents or assignees do that in any way.”

Ikoku said users could manage and withdraw consent through NIMC’s authentication application, subject to legal exceptions. However, the briefing provided no usage figures or demonstration of how citizens could check access records, challenge misuse or file complaints.

NIMC is also developing frameworks for digital credentials, certificates and signatures as it modernises its identity infrastructure, Ikoku said. The technical standards, governance arrangements and implementation regulations are still being developed.

The push to keep sensitive data in Nigeria extends beyond identity management. In June 2026, the Central Bank of Nigeria directed banks and payment companies to store and manage payment transaction data generated in the country locally by January 1, 2027. The government’s National Sovereign Cloud Initiative, formalised in August, similarly aims to expand local cloud infrastructure.

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Safaricom dismissed 118 employees for fraud in the year to March, even as fraud incidents fell 82%, pointing to a declining insider threat amid an intensified crackdown at Kenya’s largest telecoms operator. 

The figure, disclosed in the company’s 2026 Sustainable Business Report released on Tuesday at its Nairobi headquarters, is more than four times the 28 dismissals recorded in the year to March 2021. It equates to about 2% of the 5,648 people the report lists as employees. 

Earlier disclosures put the tally at 95 in the year to March 2024 and 113 in the year to March 2025, so the climb has been steady rather than a one-off spike.

Insider conduct carries unusual weight at Safaricom as staff sit close to customer data, SIM registration and the agent network that moves money across M-PESA, Kenya’s dominant mobile-money platform. The report treats theft, falsifying company records, and unauthorised access to customer call records as gross misconduct that can result in dismissal.

“Our customers entrust us with their personal information, communications and financial transactions and expect our services to be secure, reliable and responsible,” Safaricom said in the report.

The report lists 118 fraud cases investigated and 118 dismissals, along with three disciplinary warnings, up from none the prior year. Referrals to law enforcement doubled from seven to 14. Fraud was the most common concern raised through Safaricom’s anonymous ethics hotline.

The rise comes as the company says its anti-fraud push is working. It cut fraud incidents by 82%, short of a 90% target, and recovered 46% of reported fraud losses. Monitoring and analytics also recovered KES 953 million ($7.4 million) linked to inflated agent commissions.

Safaricom said it moved from an investigation-led model to real-time detection covering internal, distributor and mobile-money fraud. The report does not break down dismissals by role, value internal losses, or say how many cases led to charges.

According to the report, fraud awareness training reached 5,643 people across staff, call centres, M-PESA, distributors and brand ambassadors, and 98% of employees completed the annual ethics programme.

Group Chief Risk Officer Nicholas Mulila said the company is committed to “embedding accountability across our operations.” Safaricom named in-person social engineering as the largest source of customer fraud.

The staff dismissals over fraud mirror what is happening in the banking industry, where sharper detection has also pushed dismissals higher. KCB Group, Kenya’s largest bank by assets, dismissed 60 staff for fraud in 2025, up from 34 in 2024, even as reported fraud incidents fell to 201 from 339, according to its sustainability report. Most of the 50 dismissals were in Kenya.

In May 2025, Equity Group’s chief executive officer, James Mwangi, said the lender had dismissed more than 1,200 employees after an audit of staff transactions, including personal M-PESA activity. Mwangi said the company would make such conduct audits a permanent practice, similar to performance appraisals.

Equity treated receiving money from customers as grounds for dismissal, a conflict-of-interest test wider than outright fraud. Safaricom’s figure covers only cases it investigated as fraud.

Outside finance, Kenya Power dismissed at least 20 employees over irregularities in the year to June 2025, including three who colluded with guards and drivers in a diesel-theft scheme that cost it KES 207.6 million ($1.5 million).

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CANAL+ is struggling to turn around MultiChoice South Africa, the country’s biggest pay-TV operator, with revenue falling 3% in the nine months to September as lower subscription income weighed on performance. 

The France-based media group is relying on revamped DStv packages and stronger content to reverse the decline. MultiChoice’s revenue fell 3% on a like-for-like basis to September 2026, according to CANAL+’s latest trading update released on Thursday. 

The decline reflects underlying performance after adjusting for currency movements and changes in the scope of the business. On a reported basis, MultiChoice revenue rose 0.4% to €1.81 billion ($2.03 billion), benefiting from a material positive currency effect.

CANAL+ said the like-for-like decline was driven by lower subscription revenue in South Africa, partly offset by higher revenue in most other English-speaking African markets.

The decline moderated to 2% in the third quarter, from 3.4% in the first half. CANAL+ attributed part of the improvement to more favourable comparisons with the sporting events line-up in the previous year, rather than solely to the effects of its turnaround strategy.

The figures come as CANAL+ attempts to simplify MultiChoice’s offerings and strengthen the value proposition for subscribers following its acquisition of the South African pay-TV operator.

“We are making good progress with the MultiChoice turnaround plan,” CANAL+ chief executive officer (CEO) Maxime Saada said in the trading update. “In September, a new, simplified value proposition was launched in South Africa, providing subscribers with more content, greater choice, and better value for the same price.”

MultiChoice introduced the new packages on September 7,  towards the end of the reporting period, leaving little time for their impact to reflect in the nine-month results. CANAL+ said the rollout would continue across English- and Portuguese-speaking African markets over the coming months.

The strategy comes amid wider changes to MultiChoice’s entertainment business, including the discontinuation of Showmax, MultiChoice’s subscription video streaming service, in April. CANAL+ has treated Showmax as a discontinued operation in its financial reporting.

The group has said it intends to continue investing in premium content, technology and strategic partnerships as it reshapes its entertainment offering. However, the latest trading update does not provide subscriber numbers or average revenue per user. This limits the available evidence on whether the changes are improving customer retention or spending.

At group level, CANAL+ reported revenue of €6.41 billion ($7.2 billion) for the nine months, up 37.5% from the same period last year. The increase primarily reflected the consolidation of MultiChoice following the acquisition, rather than equivalent growth in the underlying business.

On a like-for-like basis, group revenue declined 0.3%. Excluding MultiChoice, revenue increased 0.8% on a like-for-like basis, supported by French-speaking Africa and the group’s content production and distribution operations.

Africa and Asia revenue, including MultiChoice, rose 3.1% on a restated basis. But the figures conceal diverging performances across the continent: CANAL+’s Africa and Asia operations excluding MultiChoice recorded like-for-like revenue growth of 10.2%, while MultiChoice declined.

In French-speaking Africa, the group said subscriber growth was supported by a compelling content line-up and improved distribution efficiency. CANAL+ Telecom Africa, an African telecommunications and fibre broadband operator, also recorded double-digit revenue growth, driven by the expansion of its fibre-to-the-home network and stronger commercial momentum.

“We delivered a solid performance in the first nine months of the year as we continued to execute our strategy. Revenue was in line with our expectations, supported by strong momentum in French-speaking Africa and at STUDIOCANAL,” said Saada.

CANAL+ is also strengthening its sports offering to protect its position in the African entertainment market. The group secured exclusive rights to all UEFA men’s football club competitions across more than 40 countries for 2027 to 2031, alongside rights across Africa for the 2027 Africa Cup of Nations and its qualifying campaign.

CANAL+ said it remained on track to deliver its 2026 financial guidance, including €735 million ($825 million) in adjusted earnings before interest and tax and €250 million ($281 million) in targeted synergies measured by adjusted earnings before interest and tax.

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