Feature/OPED
Kyari, Breaking the Jinx, Creating Prosperity for Nigerians at New NNPCL
By Femi Aderotimi
The historic payment of interim dividend by the Nigerian National Petroleum Company Limited into the Federation Account less than three months into the stoppage of payment for fuel subsidy by the Federal Government has proven that Mallam Mele Kyari, the Group Chief Executive Officer (GCEO) of NNPCL is indeed working for the good of Nigerians and the sustainability of the Nigerian oil and gas sector.
On July 7, 2019, when Kyari assumed the position of Group Managing Director of the now-defunct Nigerian National Petroleum Corporation (NNPC), the corporation was in a near comatose state. It was laced with many challenges ranging from grievous oil pipeline vandalism, corruption, incessant oil thefts, low production levels and lack of transparency.
For instance, a 2010 joint report by Transparency International and Revenue Watch Institute found that NNPC had the poorest transparency record out of 44 national and international energy companies examined.
These scenarios fundamentally put Kyari on the spot.
Kyari’s appointment, which, however, came as a game-changer with a clear mission – to revitalize the struggling corporation and send an unequivocal message that the corporation’s lukewarm governance narratives of the past are gone for good.
There was a lot of mess to clear, but Kyari was ready, and he came in with his sleeves rolled up, and expectedly, he didn’t disappoint.
With a vision boldly anchored on the principle of Transparency, Accountability, Performance and Excellence (TAPE), Kyari, under the defunct NNPC, demonstrated a fundamental grasp of what fossil energy means and the imperative of effective governance of the giant national oil company.
In June 2020, for the first time in 43 years, the Kyari-led NNPC released the 2018 Audited Financial Statements, and subsequently 2019, to the public for scrutiny, earning plaudits for the corporation from members of the public.
Significantly, in August 2021, the NNPC declared a N287 billion Profit After Tax (PAT) for 2020 for the first time in 44 years. Kyari’s magic wand played out as the corporation reduced its losses from N803 billion in 2018 to N1.7 billion in 2019 and the eventual declaration of a net profit in 2020. By fiscal 2021, the corporation’s profit grew to a profit level of N674 billion. Until this period, NNPC has been a loss-making entity renowned for anomalies, undue political interference, and shades of burden.
Despite the numerous challenges, Kyari grew its production to an enviable level. As at February 2023, the NNPC crossed 1.6 million barrels per day of crude oil and condensate combined.
The achievements of Kyari under the now-rested NNPC were numerous.
Amongst his other major landmark achievements was that he successfully flagged-off construction of the Ajaokuta-Kaduna-Kano (AKK) gas pipeline project. The project, which is near completion and described as a game-changer, is an integral part of the Trans-Nigeria Gas Pipeline (TNGP) with a capacity to transport about 2.2 billion cubic feet of gas per day. Mallam Kyari also led the NNPCL to achieve a $300 million reduction in the cost of the AKK Gas Pipeline contract via contract renegotiation from the initial $2.8 billion.
Another of the most impressive accomplishments of Kyari’s stewardship at NNPC was the flag-off of the Kolmani Integrated Development Project in Bauchi State in November 2022, marking the commencement of efforts to commercially exploit oil in the Northern part of Nigeria. It was deemed as one of the most massive projects. The Kolmani Oil Field, estimated to have a reserve of about one billion barrels of crude oil, OPL 809 and 810, lies in the Gongola Basin of the Upper Benue Trough, straddling Bauchi and Gombe States. The project will have the capacity to transport two billion standard cubic feet of natural gas daily to power plants in Abuja, Kaduna, Kano, and various gas-based industries, boosting the nation’s socioeconomic growth.
Mallam Kyari also touched on the downstream operation of the NNPC with the introduction of Operation White, which has helped streamline petroleum products’ importation, supply, and distribution across the country.
As the then sole importer of petroleum products in the country, NNPC succeeded in keeping the nation well supplied.
The New NNPCL
Arguably, the signing of the Petroleum Industry Act (PIA) in August 2021 by former President Muhammadu Buhari was however a major breakthrough for Kyari as it opened the door for more significant changes in the national oil giant.
It is noteworthy that Kyari worked tirelessly to ensure the passage of the PIA, an initiative which is aimed at overhauling the country’s energy laws and creating a deregulated environment, freeing the oil sector from government control and unbundling the oil company.
The passage of the PIA gave birth to the new, refreshed, and rejuvenated Nigerian National Petroleum Company Limited (NNPCL).
The birth of the NNPCL in 2021 wound up the Nigerian National Petroleum Corporation, NNPC, after 46 years of operation.
The PIA empowered NNPCL to operate like every private company in Nigeria with exemption from the Fiscal Responsibility Act, Public Procurement Act and TSA in order to ensure there are no excuses for failure.
Following this milestone, Kyari, who is now the GCEO of NNPCL, initiated new investment benchmarks to further rejuvenate the once ineffective company.
At the launch of the new NNPCL, Mallam Kyari explained the ABC of the new oil company stressing that every Nigerian is a shareholder of the company.
According to him, “I’m happy to say this moment that this country is changing. And by the way, I can tell you we are the competition. We are NNPCL. We don’t create rules anymore. We are the competition.
“We will pay taxes; we will pay royalties like anyone; we will also pay dividends to our shareholders, which many of you are. So, we are in business, and business means competition. We are a private sector – forget about the fact that we are owned by the government 100 per cent.
“By the way, you are also aware; we are going Initial Public Offer (IPO) very soon, and we’ll sell a part of our equity. It’s in the law, and once that happens, we will not be any different for any of you, and it will be a very different business environment.”
In June this year, NNPCL, in a major landmark, signed four memoranda of understanding (MoUs) with five African countries as part of the Nigeria-Morocco gas pipeline (NMGP) project.
The deal was sealed with Morocco, Cote d’Ivoire, Liberia, Benin, and Guinea. The NMGP is a 5,600km gas pipeline project traversing 13 African countries. The project would create an opportunity to monetize Nigeria’s abundant hydrocarbon resources by expanding access to energy to support economic growth, industrialization, and job creation across the country and beyond. The project will contribute to accelerating access to energy for all, improving the living conditions of the Nigeria populace, integrating the economies of the sub-region, and mitigating desertification.
In a major step towards bolstering Nigeria’s energy security and promoting the utilization of its abundant gas resources, the NNPCL and UTM Offshore Limited recently signed a Heads of Terms (HoT) agreement for the construction of the nation’s first indigenous Floating LNG project.
The oil company had explained that apart from significantly cutting down on gas flaring and supporting the country’s commitment to reducing carbon emissions, the project would also create over 7,000 job opportunities, contributing to the nation’s economic growth and development.
In his resolve to put an end to the business of oil thieves, Kyari introduced the “Crude Theft Monitoring Application” (CTMA) to check the theft of Nigeria’s oil. The CTMA, which has been helpful in preventing oil theft, has application options for reporting incidents with prompt follow-up and responses. Additionally, the portal included a feature for validating crude sales documents.
Most recently, Kyari has continued to unclog the pores of the company by combating illegal refineries. His efforts at combating crude oil theft and illegal refineries were positive, leading to a significant spike in daily oil production, reaching 1.6 million barrels per day.
In the last weeks, in addition to several other breakthroughs, the NNPCL announced it busted 240 illegal refineries and pipeline vandalism in the Niger Delta region. A few weeks ago, a private security contractor engaged by the national oil company also intercepted a vessel conveying 800,000 litres of stolen crude oil at an offshore location. The vessel was heading to Cameroon. It was later destroyed.
This is, however, a testament to Kyari’s resolution to completely eradicate the business of oil thieves in the country.
All of these recent achievements and breakthroughs have stemmed from the leadership of the resilient man who is leaving no stone unturned in transforming Nigeria’s oil and gas sector via transparency, and accountability-driven policies.
Overall, the implementation of the PIA and NNPCL’s consolidation deals has set Nigeria’s oil and gas industry on a transformative path, unlocking opportunities for growth and prosperity in the sector.
Aderotimi, a public affairs commentator, wrote from FCT, Abuja
By Abba Dukawa
The recent visit by the President Bola Tinubu to Katsina State has sparked concerns about the disconnect between the government’s priorities and the people’s needs. The visit exposed the hypocritical approach to the need of their people, states and the northern Nigeria as whole. The quality of leadership in the region has been questioned, with allegations of self serving interest, ineptitude, and a lack of vision.
This is in spite of the fact that northern Nigeria as a whole faces numerous challenges that threaten its stability and development. Some of the key issues include insecurity, poverty, education, economic hardship, inequality and social and cultural challenges. The visit has been seen as an opportunity missed to engage with the state’s residents, listen to their concerns, and chart a way forward for development.
While the visit was marked by displays of pageantry and entertainment, the state’s pressing issues such as insecurity, poverty, and economic hardship, seemed to take a backseat. Critics argue that the government’s focus on superficial events rather than addressing the root causes of the state’s challenges is a clear indication of a disconnect from the people’s needs.
The introduction of Rarara’s wife to the President by the Katsina State Governor, contravening cultural and religious norms, raise questions about leaders’ priorities and values.
Current leaders in the north seem more focused on personal interests and political survival than advocating for the northern Nigeria improvement.
Regardless of the challenges in the region the Governors keep praise for the President’s economic reforms, notwithstanding the region’s struggles, is concerning. economic reforms should lift people out of poverty, create jobs, and stimulate growth. If not yielding tangible benefits, they need reevaluation.
The north needs leaders prioritizing regional development and working towards a brighter future. Leaders understanding our region’s problems and committed to tackling them head-on are crucial. It’s time for a shift in approach, prioritizing people’s needs over personal interests.
As we move forward, we must demand more from our leaders. We need leaders who will stand up for the north and work tirelessly to find solutions. Anything less is a disservice to the region and its people.
We need leaders who cultivate a culture of good governance, prioritizing accountability and transparency to address insecurity and promote development.
The north needs a visionary leaders who prioritize all citizens’ needs, regardless of tribe or religion, are crucial for unity and stability.
Leaders who accelerate economic development, create jobs, and provide essential services like education and healthcare can reduce poverty and insecurity.
We require leaders who will combat corruption and promote social justice, reducing inequality and fostering stability.
In northern Nigeria, effective security reforms are necessary, including modernizing security agencies, enhancing intelligence gathering, and addressing insecurity’s root causes to ensure public safety.
To bridge the gap between the government and the people, there is a need for leaders who understand the intricacies of the state’s problems and are committed to tackling them head-on. By prioritizing the people’s needs and working towards sustainable development, the government can build trust and foster a sense of ownership among its citizens
May God guide Nigeria towards true development and prosperity.
Dukawa, a concerned Nigerian, can be reached at abbahydukawa@gmail.com
Feature/OPED
Changing University Climate: It’s No Longer “Publish or Perish,” It’s “Be Visible or Vanish”
By Timi Olubiyi, PhD
For decades, the expression “publish or perish” has been of interest to academics, researchers, and professionals worldwide. Success is measured by the total number of peer-reviewed articles published, conference proceedings available online, and book chapters produced and published.
Despite so much research stemming from academic institutions, not many of these publications enjoy wide visibility in particularly those published in non-indexed journals.
Academics are continuously encouraged to increase the impact of their research endeavours, but what really constitutes impact in today’s academic environment? Is it the number of citations for your published research? Is it the amount of research funds your name and profile can generate? Is it the number of speeches and presentations you deliver about your research area? Is it the number of boards/committees/working groups that you serve on? And so on.
Though in the academic world, publication signifies validation and survival in most universities for promotion and relevance; in fact, it remains a cornerstone of career advancement. From early-career lecturers to senior professors, scholarly publishing plays a pivotal role in demonstrating expertise, building reputation, and meeting institutional benchmarks for promotion.
However, in today’s hyper-connected, information-saturated environment, a compelling principle has emerged: “Visible or vanish.” In other words, it is not just what you publish; it is who sees it, talks about it, and shares it that matters. Today, there is a stronger emphasis on quality, impact, relevance, and where your articles are published.
Globally, publications in high-impact journals measured and indexed in Scopus, Web of Science, Australian Business Deans Council (ABDC), Chartered Association of Business Schools (ABS), Science Citation Index Expanded (SCIE), Social Sciences Citation Index (SSCI), Directory of Open Access Journals (DOAJ), and more are given serious emphasis.
The primary reason for academic publication should be to advance knowledge, not merely for promotion or institutional expectations. In the author’s opinion, the true reasons for academic publication are to help scholars establish their intellectual identity, which represents a personal academic brand, provide a platform for international recognition, and create career milestones.
Though the gatekeeping role in academia has diminished, this has created a market for predatory journals for academics aiming for promotion. What are predatory journals? They are journals that are fraudulent or unethical academic journals that pretend to be legitimate scholarly publications but do not follow proper peer-review standards, editorial practices, or have recognized indexation.
All they need is money, money and money, no values or integrity. Predatory journals prioritize profit over quality and can seriously harm the academic career of a scholar with a global vision.
Though academic publications still remain respected, considering indexation is key even for institution-based journals (Journals run by university departments). Publication remains the foundation of academic promotion, but how and where academics publish matters more than ever.In an academic environment that is increasingly competitive, interdisciplinary, and global, researchers must not only produce excellent work but also strategically position it for maximum visibility and influence.
Both academics and researchers must consider more than just publication because we have only two key roles in publishing- to do our research and to communicate the research; the latter is the focus of this piece. Our research needs to be noticed, cited, and discussed due to its impact, or we risk being completely overlooked.
Platforms like Google Scholar, ResearchGate, LinkedIn, Facebook groups, Twitter (now X), and even TikTok have become unexpected grounds for attention. Researchers who communicate their work beyond academic circles through public lectures and engaging online posts amplify their impact dramatically.
A highly cited, visible paper can transform careers far faster than a series of obscure journal articles ever could. Therefore, for relevance and global standards, a quality publication with visibility is required.
Visibility today means publication with recognition, a visibility that can connect researchers to a broader global academic community. It can also enhance career and funding opportunities beyond the immediate environment of the researcher.
When publication is executed correctly, it has the potential to create change beyond academic circles, influence policies, and shape professional practices. It can also raise public awareness on critical issues like climate change and inequality.
With millions of articles published annually, even excellent research can be buried unless actively promoted to make it widely visible. Good visibility can also improve invitations for collaborations, keynote addresses, consulting engagements, and even career pivots beyond academia. Visibility, thoughtfully pursued, is no longer optional; it is extremely important. It may also help fulfil deeply personal motivations.
However, remember that scholarly publishing is not a one-way communication. It should encourage and invite critique, discussion, and debate; that is what visibility can provide. Research that enjoysvisibility has a higher chance of influencing policy, industry practices, and public understanding
It is safe to say it is key for researchers, scholars and academics to navigate this new landscape.Visibility is increasingly vital in academia as it directly influences career progression, research significance, and the capacity to engage with a broader audience. Enhanced visibility can connect to opportunities for international research partnerships, funding, and new audiences globally.
In the current competitive academic environment, merely publishing research is insufficient; scholars must proactively advocate for their work and establish a robust online presence to guarantee visibility and media attention. In an era of increasing pressure to publish quickly and frequently, remembering these true reasons can help academics stay focused on purpose over performance, ensuring that their contributions are not only counted but truly matter.
Therefore, publish wisely, publish well, and publish with purpose, along with incredible consistency. In the contemporary technological era, the way research information is handled, conveyed, processed, shared, and maintained has changed.Therefore, my colleagues, be a thought leader, there is a need to gravitate towards social media because it can improve visibility and also to promote research findings or knowledge thereof. So, welcome to the era of visible or vanish. Good luck!
How may you obtain advice or further information on the article?
Dr Timi Olubiyi is an expert in entrepreneurship and business management, holding a PhD in Business Administration from Babcock University, Nigeria. He is a prolific investment coach, author, columnist,seasoned scholar, Chartered Member of the Chartered Institute for Securities and Investment (CISI), and a registered capital market operator with the Securities and Exchange Commission (SEC). He can be reached on Twitter at @drtimiolubiyi and via email at drtimiolubiyi@gmail.com for any questions, reactions, and comments.
The opinions expressed in this article are those of the author, Dr. Timi Olubiyi, and do not necessarily reflect the views of others.
By Linda Saunders
The ascent of agentic AI, systems that can perform tasks without human intervention, represents not just an incremental technological advancement but a fundamental reshaping of the business landscape. The possibilities for enhanced productivity and innovation are immense. Using AI agents, businesses around the world are unlocking a piece of the potential $6 trillion digital labor market opportunity.
Businesses that fail to adopt agentic AI, however, risk disruption by competitors or savvy upstarts. This demands a proactive and strategic response from leaders. In this new era of human-AI collaboration, leaders must center their efforts around two key pillars: large-scale employee reskilling and establishing a trustworthy AI ecosystem.
Reskilling for the agentic AI era
With just 15% of workers saying that they have the education and training necessary to use AI effectively, reskilling must be a priority for every business leader.
Employees must be given access to learning opportunities so they can adopt human-AI collaboration skills, including a foundational understanding of agentic AI and prompt engineering — a way to provide clear and effective instructions to AI systems.
Consider, for instance, the evolving role of developers. With AI agents capable of handling routine coding, developers can focus on bigger-picture tasks like system design and future planning.
According to Salesforce’s latest State of IT survey of software development leaders, more than nine in 10 developers are excited about AI’s impact on their careers, and an overwhelming 96% expect it to change the developer experience for the better. More than four in five believe AI agents will become as essential to app development as traditional software tools, the survey found.
In addition to technical abilities, cultivating human and business skills is vital for fostering a trusted environment where teams feel comfortable experimenting with AI. And, as every employee increasingly manages individual or even teams of agents, developing basic managerial skills across the workforce will become increasingly important.
Identifying the skills is just the first step. To succeed in the agentic AI era, businesses need to develop a comprehensive strategy that incorporates these skills into their workforce plan. This includes setting clear, measurable goals and actively tracking progress.
Managers need to provide active guidance and support to employees throughout this transformation, ensuring the workforce remains relevant and engaged.
Adopting trusted AI across the ecosystem
As the capabilities of agents grow, so too does the responsibility to manage associated risks. It’s imperative to ensure these systems are fair and prevent stereotypes or alienation. The very qualities that make AI transformative can also lead to biases and erode trust if not managed.
To fully harness the potential of agentic AI, businesses must prioritize trust and safety at every stage of development and deployment. This means implementing strong security measures and adhering to ethical AI practices to safeguard data and ensure responsible use.
Guardrails for AI agents can be established using natural language topics and instructions specifying when an agent should escalate or transfer a task to a human. Concerns around data privacy and potential biases must be proactively addressed through strong data protection protocols and transparent communication.
Equally important are tools that foster transparency and empower users to make informed decisions regarding task delegation to AI. Employees need a clear understanding of the capabilities and limitations of the AI agents they collaborate with, alongside having control over the tasks being automated.
A key feature of Agentforce is its capacity for autonomous operation within specifically defined guardrails. This means that while AI agents can operate independently, making decisions and taking actions, they do so within boundaries established by human teams, ensuring alignment with business objectives and policies. The Einstein Trust Layer enables Agentforce to use any LLM safely by ensuring that no Salesforce data is viewed or retained by third-party model providers.
The power of reskilling and trust to drive innovation
The transition to an AI-powered future will bring challenges, particularly ensuring employees have access to the right infrastructure, high-quality data, and relevant skills.
However, by investing in reskilling and comprehensive training programs, organizations can empower teams to work effectively alongside AI agents, adapt to the evolving nature of work, and ultimately drive innovation in this age of digital labor.
Building a robust infrastructure that prioritizes trust and safety, and fosters transparency, will also be instrumental in mitigating disruptions and unlocking new opportunities for growth.
Ultimately, investing in both AI agents and human employees, and actively fostering their collaboration in a trusted way, will enable businesses to operate at scale and realize their full potential in the agentic AI era.
Linda Saunders is the Country Manager and Senior Director of Solution Engineering for Africa at Salesforce
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