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Home Energy

Grid collapse: ECAN South-East asks FG to set up Second Transmission Network

by Ben Eguzozie
September 11, 2025
in Energy

Ben Eguzozie 

Electricity consumers in Nigeria’s Southeast geopolitical zone under the umbrella of Electricity Consumers Association of Nigeria (ECAN) have advised the federal government to urgently create a second transmission network to grapple with the problem of constant collapse of the national grid.

Responding to the nationwide collapse of the transmission network, the electricity consumers association in the five southeastern states also advised the Nigerian government to take a cue from the Geometric Power managing nine local government areas served by Aba Power in Abia State, which were not affected by the national blackout.

“The people in the nine LGAs that make up the Aba Ring-fenced Area (RFA) were not affected by the awful national experience”, the consumers said in a statement issued by the ECAN chairman in the southeast, Joe Ubani, and the secretary, Chris Okpara.

According to the ECAN executive, the Aba Ring-fenced Area does not depend on the national grid because it receives power from the 188MW Geometric Power Plant in the Osisioma Industrial Zone of Aba.

Aba Power Electric Ltd is a subsidiary of the Geometric Power group.

ECAN explained that, unlike other electricity distribution companies in Nigeria, Aba Power, Nigeria’s 12th DisCo, obtains supplies from the national grid only when there are issues like natural gas shortages from its supplier.  

The association stated that it shows that Aba Power only uses the national transmission network as a backup, whereas the other 11 legacy DisCos depend entirely on it, given its serious problems of old age, poor maintenance, fragility, and limited capacity.

The South-East electricity consumers also lauded the move by the minister of power, Adebayo Adelabu, in considering reviving the Second Transmission Network project.

Recall that in 2012, Bart Nnaji, as the minister of power, had started  in 2012 that Professor Bart Nnaji, (now the Geometric Power group founder and chairman), had started to build a 756KV grid to serve as the nation’s Second Transmission Network, a project which the federal executive council had approved. But it was abandoned after Nnaji resigned in protest against the manner the Power Holding Company of Nigeria (PHCN) assets were being privatized. Till date, the project remains abandoned, leaving Nigeria depending on only one aged transmission network.

Energy experts say, a situation where the whole nation was on Wednesday plunged into darkness except the Aba Ring-fenced Area underlines the imperative of an alternative power transmission grid.

“A second transmission network will make for energy security and national economic progress, as Nnaji has been arguing”.   

Wednesday’s grid collapse was the first time Nigeria was experiencing a nationwide power failure this year, though it recorded 12 failures in 2024.

Electricity experts adduce the causes of the grid collapse to range from tall iroko trees touching the transmission network in places like Ogun and Ondo states to a fault in any of the networked power plants, due to old age and poor maintenance.

Ben Eguzozie
Ben Eguzozie
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Global airlines are investing heavily in economy class cabins as competition for passengers shifts beyond ticket prices to the quality of the travel experience, prompting carriers to modernise fleets, redesign cabins and enhance onboard services in a bid to strengthen customer loyalty and improve long-term profitability. The renewed focus reflects a transformation in the aviation industry, where economy class, despite offering lower fares than premium cabins, remains the largest contributor to passenger volumes and an increasingly important driver of commercial performance. With millions of travellers continuing to prioritise affordability, airlines are finding that modest improvements in comfort and convenience can translate into stronger repeat business, improved customer satisfaction and higher ancillary revenues. As a result, carriers are directing substantial investment towards upgrading economy cabins through newer aircraft, ergonomically designed seats, advanced inflight entertainment systems, onboard connectivity, enhanced catering and improved cabin service. Industry analysts say the strategy is becoming a key differentiator as airlines compete more aggressively for passengers on both regional and long-haul routes. Unlike business and first-class travellers, whose numbers are relatively limited, economy passengers account for the overwhelming majority of airline traffic, making their overall travel experience increasingly central to airlines' growth strategies. Rather than relying solely on fare reductions to attract customers, airlines are seeking to build stronger brand loyalty by improving the value passengers receive throughout their journeys. "Passenger expectations have changed significantly. Travellers increasingly compare airlines based not only on ticket prices but also on comfort, reliability, connectivity and the overall onboard experience," aviation analysts note. Several of the world's leading airlines have already embraced the strategy. Carriers including Singapore Airlines, Qatar Airways, Emirates, Turkish Airlines, All Nippon Airways (ANA), EVA Air and Cathay Pacific have invested significantly in upgrading their economy cabins through improved seating, larger entertainment libraries, enhanced meal services and customer-focused cabin experiences. Although each airline has adopted different approaches, the underlying objective remains the same: making economy travel more comfortable for the largest segment of their customer base while strengthening long-term commercial competitiveness. Fleet modernisation is playing a critical role in that transformation. Next-generation aircraft such as the Boeing 787 Dreamliner, Airbus A350 and Airbus A321neo are enabling airlines to improve the passenger experience while simultaneously lowering operating costs. Compared with older aircraft, these models offer quieter cabins, larger windows, improved air quality, better humidity control and greater fuel efficiency, creating benefits for both passengers and airline operators. The newer aircraft also reduce fuel consumption and maintenance expenses, allowing airlines to improve customer experience without significantly increasing operating costs over the aircraft's lifespan. Technology has emerged as another major area of investment. Features once reserved almost exclusively for premium cabins, including USB charging ports, wireless internet connectivity, mobile application integration and personalised digital entertainment platforms, are increasingly becoming standard in economy class. Passengers are also benefiting from greater control over their travel experience, with digital services allowing them to access entertainment, communicate onboard and manage various aspects of their journeys more conveniently. The growing investment reflects changing consumer expectations in an increasingly digital travel environment. Recent international passenger satisfaction surveys consistently indicate that airlines investing in cabin comfort, inflight technology and customer service continue to perform strongly in global service rankings. While competitive pricing remains an important consideration for travellers, customer experience has become an increasingly influential factor in airline selection, particularly on medium and long-haul routes where comfort plays a greater role in purchasing decisions. The trend is expected to reshape competition within Africa's aviation industry as airlines expand their fleets to meet growing passenger demand.

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Global airlines are investing heavily in economy class cabins as competition for passengers shifts beyond ticket prices to the quality of the travel experience, prompting carriers to modernise fleets, redesign cabins and enhance onboard services in a bid to strengthen customer loyalty and improve long-term profitability. The renewed focus reflects a transformation in the aviation industry, where economy class, despite offering lower fares than premium cabins, remains the largest contributor to passenger volumes and an increasingly important driver of commercial performance. With millions of travellers continuing to prioritise affordability, airlines are finding that modest improvements in comfort and convenience can translate into stronger repeat business, improved customer satisfaction and higher ancillary revenues. As a result, carriers are directing substantial investment towards upgrading economy cabins through newer aircraft, ergonomically designed seats, advanced inflight entertainment systems, onboard connectivity, enhanced catering and improved cabin service. Industry analysts say the strategy is becoming a key differentiator as airlines compete more aggressively for passengers on both regional and long-haul routes. Unlike business and first-class travellers, whose numbers are relatively limited, economy passengers account for the overwhelming majority of airline traffic, making their overall travel experience increasingly central to airlines' growth strategies. Rather than relying solely on fare reductions to attract customers, airlines are seeking to build stronger brand loyalty by improving the value passengers receive throughout their journeys. "Passenger expectations have changed significantly. Travellers increasingly compare airlines based not only on ticket prices but also on comfort, reliability, connectivity and the overall onboard experience," aviation analysts note. Several of the world's leading airlines have already embraced the strategy. Carriers including Singapore Airlines, Qatar Airways, Emirates, Turkish Airlines, All Nippon Airways (ANA), EVA Air and Cathay Pacific have invested significantly in upgrading their economy cabins through improved seating, larger entertainment libraries, enhanced meal services and customer-focused cabin experiences. Although each airline has adopted different approaches, the underlying objective remains the same: making economy travel more comfortable for the largest segment of their customer base while strengthening long-term commercial competitiveness. Fleet modernisation is playing a critical role in that transformation. Next-generation aircraft such as the Boeing 787 Dreamliner, Airbus A350 and Airbus A321neo are enabling airlines to improve the passenger experience while simultaneously lowering operating costs. Compared with older aircraft, these models offer quieter cabins, larger windows, improved air quality, better humidity control and greater fuel efficiency, creating benefits for both passengers and airline operators. The newer aircraft also reduce fuel consumption and maintenance expenses, allowing airlines to improve customer experience without significantly increasing operating costs over the aircraft's lifespan. Technology has emerged as another major area of investment. Features once reserved almost exclusively for premium cabins, including USB charging ports, wireless internet connectivity, mobile application integration and personalised digital entertainment platforms, are increasingly becoming standard in economy class. Passengers are also benefiting from greater control over their travel experience, with digital services allowing them to access entertainment, communicate onboard and manage various aspects of their journeys more conveniently. The growing investment reflects changing consumer expectations in an increasingly digital travel environment. Recent international passenger satisfaction surveys consistently indicate that airlines investing in cabin comfort, inflight technology and customer service continue to perform strongly in global service rankings. While competitive pricing remains an important consideration for travellers, customer experience has become an increasingly influential factor in airline selection, particularly on medium and long-haul routes where comfort plays a greater role in purchasing decisions. The trend is expected to reshape competition within Africa's aviation industry as airlines expand their fleets to meet growing passenger demand.

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