AJAGBE ADEYEMI TESLIM

SPONSORED BY: H&H

Africa must act swiftly to bridge its digital literacy gap and confront the urgent challenge of energy poverty, says Olakunle Osobu, Deputy Managing Director of NLNG.

Osobu made the call while delivering the keynote address at the 2025 Africa Energy Technology Conference (AETC) in Accra, themed “The AI-Powered Energy Revolution: Digital Transformation for Africa’s Future.”

He emphasised the need for African nations to take ownership of their digital innovation journeys. “Africa has the human capital and potential to drive a transformative agenda that will define its economic, social, and technological future,” he said.

According to Osobu, digital transformation is no longer optional, it is essential. He highlighted its power to catalyse thriving startup ecosystems and create entrepreneurial opportunities that combat poverty and inequality.

As the global economy advances into an increasingly digital age, Africa, he said, finds itself at a unique crossroads. Therefore, the continent now has a rare opportunity to leapfrog outdated systems and establish a digitally native, inclusive, and sustainable energy infrastructure, Osobu said.

Osobu shared insights into how NLNG was already leveraging digital tools, including artificial intelligence (AI), to transform its operations. “Predictive analytics are now used to foresee equipment failures before they occur, enhancing safety and reducing downtime. AI-powered simulations are optimizing LNG production, lowering emissions, and improving energy efficiency”.

Osobu also highlighted the use of digital twins, virtual replicas of physical assets, which allow the company to test scenarios and make data-driven decisions with remarkable speed and precision. “We see AI not merely as a tool for optimisation, but as a catalyst for transformation; one that can unlock Africa’s full energy potential and deliver lasting impact for generations to come,” he said.

Acknowledging persistent challenges impeding Africa’s progress, Osobu emphasized the continent’s vast potential in the digital era and urged a fundamental shift in how Africa approaches energy, starting with empowering its youth. “With the right skills and opportunities”, he affirmed, “young Africans can lead the continent’s digital and energy transformation” if supported by sustainable, affordable, and smart energy solutions.

He further called for a coordinated, multi-sectoral strategy to close Africa’s digital divide. This includes inclusive policymaking, substantial infrastructure investments, and strengthened public-private partnerships to ensure equal access to digital tools, education, and economic opportunities.

NLNG Launches Human Capital Development Programme Under Train 7 Project

AJAGBE ADEYEMI TESLIM

SPONSORED BY: H&H

NLNG says it is committed to building Nigerian capacity as it launches its Train 7 Project Human Capital Development (HCD) Basic Training Supplementary Programme in Port Harcourt today.

Group photo of participants in the NLNG Train 7 Project Human Capital Development (HCD) Basic Training Supplementary Programme, Port Harcourt.

The event, which took place in The Hotel Presidential Port Harcourt, was graced by officials from the Nigerian Content Development and Monitoring Board (NCDMB), including Mrs. Tarilate Teide-Bribena, Manager, Human Capital Development, alongside members of the NLNG Management Team, training facilitators, and the newest cohort of beneficiaries.

In his keynote speech, NLNG’s Nigerian Content Development Manager, Engr. Dagogo Buowari, (FNSE), described the programme as a milestone in NLNG’s broader commitment to achieving Nigerian Content targets and empowering the nation’s youth through skills-based development.

“This initiative further strengthens NLNG’s role in supporting Nigerian Content development, especially within the ongoing Train 7 Project.

We are proud to sustain this momentum in collaboration with the NCDMB, whose visionary support continues to drive human capital development across Nigeria,” he stated.

The supplementary training is an expansion of the Train 7 HCD Basic Training Programme.

It offers two distinct learning tracks designed to meet the diverse needs of participants: structured theoretical modules through classroom training, and practical, field-based experience through hands-on training. Each of these components follow a carefully developed curriculum with specific milestones to ensure that trainees graduate with both industry-relevant knowledge and applied technical competence.

“For the trainees, this is not just a learning programme—it is a launchpad for your professional journey,” Engr. Buowari noted. “I urge you to commit fully, complete all required modules, and take the certification process seriously.

This experience could define your future.”
Beyond technical training, the programme is structured to holistically support the personal and professional development of each participant.

Trainees will have access to healthcare services through Reliance HMO, ensuring their wellness throughout the training period.

They will also be enrolled in mentorship programmes designed to provide guidance from seasoned professionals in the oil and gas industry.

Additionally, wellness and support services, including counselling and emotional support resources, will be available to help participants maintain balance and resilience.

Regular performance reviews and career counselling sessions will ensure each trainee’s progress aligns with their long-term professional aspirations.

These offerings reflect NLNG’s commitment not only to skill acquisition but also to developing well-rounded professionals capable of thriving in dynamic and demanding environments.

Engr. Buowari, during the ceremony, also recognized the dedication of NLNG staff and project teams whose tireless work behind the scenes made the programme’s expansion a reality. “Many hands within NLNG have worked tirelessly to make today a success. From those present in this room to others handling business-critical operations elsewhere, we say thank you. Your efforts are contributing to a more sustainable and empowered Nigeria,” he remarked.

The Train 7 Project, a significant expansion of NLNG’s production capacity, continues to align with Nigeria’s national vision for local content, inclusive growth, and youth empowerment. Through initiatives such as this training programme, NLNG is reaffirming its purpose-driven mission of “Inspiring a Sustainable Future.”

Seplat Energy is Redefining Nigeria’s Energy Destiny – Roger Brown, CEO

AJAGBE ADEYEMI TESLIM

SPONSORED BY: H&H

From landmark acquisitions to digital innovation and ESG leadership, Seplat Energy is transforming Nigeria’s energy landscape and setting new standards for Africa’s indigenous operators, the Company’s Chief Executive Officer, Roger Brown, told Forbes Africa/Penresa team in an interview.

Following its landmark acquisition of Mobil Producing Nigeria Unlimited (MPNU) assets, Seplat Energy is poised to redefine Nigeria’s gas future through a blend of integration, innovation, and an unwavering commitment to inclusive national development. “We are absolutely delighted to have completed the MPNU acquisition. It’s a true game-changer for Seplat Energy. The scale of this transaction is simply monumental,” says Brown.

“We’re now active in 11 blocks, eight of which we operate directly.” The acquisition not only doubled Seplat’s reserves but also significantly expanded its footprint and diversified its portfolio across upstream and midstream sectors. “We have seven onshore blocks and four shallow-water offshore blocks. With this acquisition, we formed Seplat Energy Producing Nigeria Unlimited (SEPNU) and now manage operations that connect seamlessly into three terminals—one offshore and two onshore,” Brown elaborates.

He adds, “This gives us a fully integrated value chain—from the wellhead all the way to export via vessel—with Seplat in full control of operations. Our production has materially increased. We’ve moved from around 50,000 barrels per day to over 120,000 barrels per day. We’re proud to say that our workforce now includes around 1,500 professionals—the vast majority of whom are Nigerians.”

Brown emphasizes that the gas resource in Seplat’s offshore blocks is extraordinary. “While not all of it is currently classified as proven reserves, we estimate the actual volumes are three times what we’re currently reporting. This gas will be instrumental. It will feed into domestic power generation, industrial uses such as fertilizer and petrochemicals, and LNG—both Nigerian LNG and new floating LNG initiatives.”

He adds, “This is a major opportunity for Nigeria as we move into a new phase of energy autonomy. It’s not just about exporting oil and gas anymore; it’s about building domestic capacity that supports job creation, industrialization, and long-term economic resilience.” Seplat’s strategy remains focused on meeting Nigeria’s specific energy needs.

“You must tailor your energy strategy to where you operate. Nigeria has one of the lowest levels of energy access globally. Affordable, reliable energy is essential for economic development, job creation, manufacturing, education, and healthcare,” says Brown. “Gas is the answer for Nigeria’s base load electricity. It’s available 24/7, 365 days a year.”

He continues, “By the end of this year, we’ll have three operational gas processing plants onshore. Strategically, these are located to serve high-demand areas such as Lagos and Abuja. Together with our offshore acquisition, we’ll soon be capable of processing one billion cubic feet of gas per day. This expanded gas capacity will lower electricity costs and displace expensive and polluting diesel generators.”

While gas remains foundational, Seplat is already thinking ahead. “We do have ambitions in renewables and electricity generation,” Brown notes. “But for now, the biggest opportunities—and the greatest needs—lie in upstream oil and gas and midstream gas processing. At some point, when the time is right, we will take further steps into the electricity space.” The company’s long-term roadmap includes expanding modular solutions that can bring power closer to off-grid communities. “We’re exploring modular gas-to-power systems that can be deployed in rural areas. These will play a key role in solving last-mile electricity access problems,” he says.

Technology is central to Seplat’s strategy—both for operational excellence and for reducing environmental impact. “We’re aggressively moving to end routine flaring—some years ahead of Nigeria’s national target of 2030,” Brown states. “We’ve committed to ending flaring in our onshore operations this year, and we’re working on a roadmap for our offshore assets.”

“We’re deploying AI to monitor the integrity of aging infrastructure. Predictive maintenance now guides our operations. We’re also using better drilling technologies, data analytics for seismic analysis, and digital twins for real-time monitoring. Our technology team is continuously scouting and deploying tools that improve efficiency and reduce our carbon footprint.”

The adoption of these tools, he says, is part of building a smarter, safer, and more future-resilient Seplat. “This is about creating a culture of continuous innovation—about using the best available tools to optimize performance while keeping people and the environment safe.” Seplat is also investing in people, recognizing that long[1]term sustainability starts with human capital. “We just onboarded 50 new graduates through our graduate trainee program—out of over 10,000 applicants,” Brown shares.

“The talent in Nigeria is remarkable. We want to give them reasons to stay and thrive here.” This investment in human capital extends into partnerships with educational institutions and STEAM (Science, Technology, Engineering, Arts & Mathematics) programs.

“We’re working with universities to help shape curricula that are aligned with the skills we need in the energy industry,” Brown explains. “It’s not just about hiring—it’s about helping to develop the next generation of Nigerian engineers, geoscientists, economists and tech innovators, among others.”

Strong governance and a commitment to transparency underpin the company’s role in Nigeria’s transformation. “President Bola Tinubu has made clear that attracting foreign direct investment is a national priority. The process we went through with the MPNU acquisition was incredibly detailed and transparent. That’s the kind of diligence international investors expect.” Brown notes the institutional progress being made.

“Two of our board members are now part of NNPCL’s board. These are top-tier professionals—a clear signal that Nigeria is serious about transforming the energy sector. You simply cannot ignore Nigeria—a population of over 200 million heading toward 400 million. By 2050, one in four people on the planet will be African. Nigeria will be central to that story.”

He stresses the global significance of what is happening now. “This is a pivotal moment for Nigeria and the region. The global energy transition will not look the same everywhere. For Africa, and for Nigeria specifically, gas is our bridge fuel. And companies like Seplat are showing that indigenous players can lead the way.” Seplat also continues to deepen its impact through community investment and local partnerships. “Our approach is holistic— from scholarships and education support to healthcare outreach and economic empowerment,” he says.

“Our procurement policies prioritize indigenous businesses. We want value to stay in Nigeria, to strengthen the local economy and create jobs across the value chain.” Through its healthcare outreach, Seplat has touched thousands of lives across rural communities with free medical services, maternal health programs, and awareness campaigns. These programs are often developed in consultation with local leaders to ensure relevance and impact. “We believe in being a responsible neighbor and a reliable partner. Our goal is to support long-term development that lasts beyond the life of our projects.”

Environmental stewardship is another cornerstone of Seplat’s ESG commitment. Brown notes, “We’re investing not only in flare reduction but also in biodiversity initiatives and conservation programs in the Niger Delta. We understand our responsibility goes far beyond profitability.” He adds, “We’re even exploring the use of renewable energy to power our own operations—a small but symbolic step toward a diversified energy future. Gas is our foundation, but we’re preparing for what comes next.”

Finally, Seplat’s adherence to global standards ensures its long-term sustainability and investor confidence. “We are dual-listed in Lagos and London. We operate to global standards and have robust governance systems. That’s what gives investors confidence,” Brown says. “We’ve seen real reforms. We’ve seen transparency. We’ve seen changes in leadership, especially at NNPCL, that show Nigeria is serious,” he concludes. “Nigeria is open for business, and Seplat is living proof of what’s possible when you lead with belief, strategy, and integrity.” With bold leadership, a clear vision, and deep national roots, Seplat Energy is not just keeping pace with Nigeria’s Decade of Gas—it’s leading the way.

FOR FURTHER ENQUIRIES CONTACT:

Chioma Afe – Director, External Affairs & Social Performance (CAfe@seplatenergy.com); Stanley Opara – Manager, Corporate Communications (SOpara@seplatenergy.com)

Website: www.seplatenergy.com

Notes to editors

Seplat Energy Plc is a leading indigenous Nigerian energy company with a strategic focus on Nigeria. The company is listed on the Premium Board of the Nigerian Exchange Limited (“NGX”) (NSE:SEPLAT) and the Main Market of the London Stock Exchange (“LSE”) (LSE:SEPL). Seplat is pursuing a Nigeria focused growth strategy and is well-positioned to participate in future divestment programmes by the international oil companies, farm-in opportunities and future licensing rounds. For further information please refer to the company