Feature/OPED
Will Schlumberger Treat Otakikpo the Way it Treated Madu/Anyala?

In November 2018, Schlumberger pulled out of the Madu /Anyala field development project offshore Nigeria.
It was 17 months after the oil service giant had inked a tripartite agreement to be financier and technical service provider on the project, with the Nigerian Independent First E&P, operator of the asset, and NNPC, the state-owned partner.
Schlumberger’s decision to pull its $724Million funding for this development in Oil Mining Leases (OMLs) 83 and 85, has been kept out of public scrutiny by all the parties involved.
But as the company moves on to another Nigerian field development project, questions are being raised: Will Schlumberger prevail through the life of the Otakikpo field expansion project? Or will it, again, pull out?
These questions are grounded in some context.
Five months before Schlumberger walked out of the Madu/Anyala, it had pulled out of another planned investment in West Africa: The Fortuna NLNG project off Equatorial Guinea.
Schlumberger was involved in the Fortuna LNG project through OneLNGSM, a Schlumberger/Golar LNG joint venture partnership with which operator Ophir Energy had signed a binding Shareholders’ Agreement, to develop the 2.2Million Tonnes Per Annum Fortuna NLNG.
OneLNGSM owned 66.2% of the $2Billion project of which $1.2Billion was to be debt financed. Schlumberger did say it pulled out of OneLNGSM because the Fortuna project was unable to finalise attractive debt financing in time.
Less than a month after the mighty Schlumberger withdrew from OneLNGGSM, Gabriel Lima Obiang, the Equatoguinean Minister of Mines and Hydrocarbons (MMH), noted that the government could bring in some other investors to the project to replace Ophir. He referenced the expiration of the Block R licence at the end of 2018.
The minister did not renew the licence, effectively tossing out Ophir Energy’s five-year appraisal drilling, FEED studies, and three-year widely publicised effort to raise finance. Faced with the loss of its biggest development on the continent, Ophir has since exited its entire portfolio in Africa.
First E&P has not suffered the same fate as Ophir. It has struggled too, though, and scaled down the number of wells needed to drill to get to first oil by more than half. In its case the state has been more benevolent: the Madu/Anyala development has benefitted from ready cash call payments by NNPC.
The Otakikpo field is operated by Green Energy International Limited (GEIL), which has the London listed LEKOIL as financial and technical partner. Schlumberger, officially never responded to enquiries from Africa Oil+Gas Report. But highly regarded sources who are familiar with the company’s working, say that the Schlumberger’s financial exposure in the two projects: Otakikpo and Madu/Anyala are dissimilar. And the terms are different.
Whereas the Madu/ Anyala project was to be executed under Schlumberger Production Management SPM, in which the company is an investor and recoups its money on production, the deal on Otakikpo is being consummated under the company’s Asset Performance Solutions (APS) scheme, in which case Schlumberger is not putting a single dollar on the table, but using its brand to help the partners pull in financiers. “Schlumberger’s involvement in Otakikpo is a support by way of investing sweat equity and integrity”, our sources say.
Still, there’s something unnerving about a partner who has dropped out of two hydrocarbon field developments inside of the last two years.
GEIL signed a Memorandum of Understanding (MoU) with a consortium of international financiers for a package of more than $350Million, to take forward the second phase development of Otakikpo. The consortium includes an international bank based in London, a crude oil off-taker and an EPC contractor.
The Field Development Plan FDP of the project involves the drilling of seven additional wells (there are two producing wells already) and expansion of the crude processing infrastructure. The plan also includes the construction of a 1.3Million barrels onshore terminal and a 17 kilometre export pipeline to connect the terminal to an offshore loading system. GEIL director of corporate affairs Olusegun Ilori said that the company intends to increase production from 6,000 barrels per day (BOPD) to 20,000BOPD.
Anthony Adegbulugbe, chairman GEIL has been quite enthusiastic about the work programme and vocal in the media about the financial and technical partnerships he has attracted on board of this expansion project. With COVID-19, there may be delays, the cost of debt financing may go up and the project may have to be phased, but Otakikpo expansion looks likely to go on.
The one other worry is, as Schlumberger is the main subsurface service vendor, and its services come at premium cost, continual benchmarking with the rest of the industry is key. After all, this is the era of bare bone cost of production.
Feature/OPED
Curbing Insecurity, Investing in Rural Infrastructure are Key to Nigeria’s Agri-Potential

By Diana Tenebe
Nigeria, often dubbed the “Giant of Africa,” possesses immense agricultural potential. With vast arable land and a predominantly agrarian population, the nation could easily achieve food security and become a major player in global food markets. However, this promising future remains largely untapped, held hostage by two formidable challenges: pervasive insecurity and a severe deficit in rural infrastructure. Addressing these twin issues is not merely an economic imperative but a matter of national survival and prosperity.
The escalating insecurity across many parts of Nigeria, particularly in the Middle Belt, has dealt a crippling blow to agricultural productivity. Benue State, famously known as the “Food Basket of the Nation” due to its rich soil and significant contributions to Nigeria’s food production, provides a stark and tragic illustration of this crisis. Recent events in Benue underscore the devastating impact of unchecked violence on farming communities.
In June 2025, horrifying attacks in Yelewata in Benue State claimed the lives of dozens, with reports suggesting the death toll could be over a hundred. Families have been displaced, their homes razed, and their farmlands abandoned. The International Organization for Migration (IOM) reported over 500,000 registered Internally Displaced Persons (IDPs) in Benue State as of 2024, a number that continues to rise.
The economic ramifications of this violence are profound. Farmers, fearing for their lives and livelihoods, are unable to cultivate their lands during critical planting seasons. Crops are destroyed, storage facilities are razed, and market access is severely hampered. A recent study revealed that a one percent increase in insecurity leads to a 0.211% and 0.311% decrease in crop and livestock output respectively in Benue State. The state, which accounts for over 51% of Nigeria’s yam production and is a leading producer of cassava, rice, and soybeans, is witnessing a drastic reduction in its agricultural output. This directly fuels food inflation, pushing millions deeper into hunger and poverty. The once vibrant agricultural landscape of Benue is now characterised by fear, abandonment, and immense losses.
Beyond the immediate human and economic toll, insecurity erodes trust in government and institutions, making it difficult to implement any meaningful agricultural development programs. Farmers are reluctant to invest in their farms due to the uncertainties attributed to insecurities. This cycle of violence and despair starves the nation of its most fundamental resource: food.
However, even if insecurity were to magically disappear, Nigeria’s agricultural sector would still face an uphill battle without significant investment in rural infrastructure. Rural areas, where the vast majority of agricultural activities take place, are largely underserved by basic amenities. Poor road networks make it incredibly difficult and expensive for farmers to transport their produce to markets, leading to significant post-harvest losses. Lack of access to reliable electricity hinders processing and storage, further diminishing the value of agricultural products. Limited access to irrigation facilities means farmers remain heavily dependent on erratic rainfall, making them vulnerable to climate change.
The symbiotic relationship between curbing insecurity and investing in rural infrastructure cannot be overstated. A secured environment provides the foundation for infrastructure development, allowing construction projects to proceed without fear of attack or sabotage. Improved infrastructure, such as good roads, can facilitate quicker deployment of security forces to troubled areas, enhancing response times and potentially deterring attacks.
Investment in rural infrastructure is a catalyst for agricultural transformation. It reduces transportation costs, increases market access for farmers, and encourages value addition through processing. Cold storage facilities, for instance, can drastically reduce post-harvest losses, while improved irrigation systems can boost yields and enable year-round farming. Rural electrification can power small and medium-scale agro-allied industries, creating employment opportunities and diversifying rural economies. Access to information and communication technology, even in remote areas, can connect farmers to market information, modern farming techniques, and financial services.
To unlock Nigeria’s vast agricultural potential, a comprehensive and integrated approach is essential. This begins with establishing a robust security architecture to protect farming communities. The government must prioritize this through increased deployment of security personnel, fostering community-led intelligence gathering, implementing effective conflict resolution mechanisms, and ensuring swift justice for perpetrators of violence. It’s also crucial to address the root causes of farmer-herder conflicts, such as land disputes and resource scarcity, by promoting equitable land governance and establishing designated grazing reserves.
At the same time, massive investment in rural infrastructure is imperative. A national strategy focusing on rural development should prioritize constructing and rehabilitating feeder roads to connect farms directly to markets. This also includes providing reliable electricity through both grid expansion and sustainable renewable energy solutions, developing modern irrigation schemes, and establishing efficient storage and processing facilities. To bridge the significant funding gap in these areas, public-private partnerships should be actively encouraged.
Immediate support for displaced farmers is also critical. For communities, particularly those in states like Benue who have been displaced by violence, urgent assistance is needed to help them return to their ancestral lands and resume their farming activities. This support should encompass providing essential resources such as seedlings, fertilizers, and financial aid, alongside much-needed psychosocial support.
A successful transformation hinges on policy coherence and implementation. There must be a strong political will to effectively implement existing agricultural policies and to create new ones that are responsive to current challenges. This includes vital areas such as land reforms, ensuring easier access to credit for smallholder farmers, and strengthening agricultural extension services.
Nigeria’s agricultural sector is a sleeping giant, capable of feeding the nation and driving economic growth. However, until the twin scourges of insecurity and infrastructural deficit are decisively tackled, its immense potential will remain largely unrealized. The tragic narrative in Benue State serves as a poignant reminder that the path to agricultural prosperity in Nigeria begins with peace and the foundational investments that empower those who feed the nation.
Diana Tenebe is the Chief Operating Officer of Foodstuff Store
Feature/OPED
Northern Nigeria’s Just a Shadow of its Former Self

By Saifullahi Attahir
On April 1, 1953, late Sir Ahmadu Bello, the Sardauna of Sokoto and the last Premier of Northern Nigeria, delivered a pivotal speech in the House of Representatives in Lagos. He articulated the region’s concerns about hastily embracing self-government by 1956, emphasizing the need for careful consideration and preparation.”
Sardauna presented compelling reasons why Northern Nigeria couldn’t be rushed into advocating for self-government by 1956, as documented in his own book, ‘My Life’.”
This reflection seeks to uncover the underlying causes of our challenges and differences, aiming to pave the way for a sound and sustainable future for all. Nigeria’s complexities are not unique; countries like India, Indonesia, Malaysia, Kenya, South Africa, and the United States offer valuable lessons in navigating similar issues.”
“We from the Northern Region have never intended to hinder the progress of any other region. We also acknowledge that regions demanding self-government for themselves alone are not inherently wrong, as each community is best suited to judge its own situation. Therefore, we believe the people of the North are the best judges of their own readiness for self-government, and we cannot commit to a fixed date without fully considering the implications. The destiny of the North rests with its people, and we must proceed with caution.”
“We of the North desire a form of self-government that will not lead to future regret. It would be unwise to set a date for self-government without carefully considering Nigeria’s current state. While we politicians often speak of Nigerian unity, we must acknowledge the complexities that exist.”
Sixty years ago, Nigeria as we know it today did not exist. Instead, the region comprised numerous large and small communities, each with distinct outlooks and beliefs. Despite the introduction of British rule and Western education, these diverse communities have yet to form a cohesive unit. Nonetheless, the British can be credited with bringing these disparate groups together, laying the groundwork for a unified nation.”
A significant milestone was reached with the introduction of the Richards Constitution in 1947, marking the first time Northern and Southern representatives sat together to legislate for a unified Nigeria. This development came 25 years after Southern representatives began participating in legislative discussions in 1922.
The 1947 Constitution was slated to last nine years, likely to give the North time to adjust. However, after just two years of experience under that Constitution, it was revised, and now we have a new one that’s barely a year old. I must note, Mr. President, that motions like the one I’m attempting to amend seem designed to undermine the positive inter-regional relationships that the current Constitution is fostering.”
“While motions like this may be expressions of opinion, I believe they can only serve to cause harm and ill-feeling. The outside world already views Northern Nigeria as conservative and backward, and some Southern Nigerians’ past utterances have reinforced this perception. Before committing to such matters, we must seek the mandate of our people. As representatives, it’s our duty to consult those we represent on major issues like this, ensuring we voice the views of the nation.
If Honourable Members from the West and East speak to this motion without amendment, representing their people, I must emphasize that we from the North have not been given such a mandate by our people.”
“No Honourable Member can fairly criticize Northern Legislators for rejecting this motion, which arbitrarily sets a date for national self-government. We’re working diligently towards self-government, despite our late start in adopting Western education. Our goal is to build a strong, lasting foundation for development. Given Nigeria’s current state, the Northern Region will not rush into decisions that might have dire consequences.”
Unless we define our goals clearly, both internally and externally, our demand for self-government may not be taken seriously. We’ve seen groups demand self-government without careful consideration. However, accepting self-government requires a thorough understanding of its implications, ensuring no region imposes its will on others.
Any country embracing self-government must do so with full awareness of its implications, eliminating the risk of one section imposing its will on others. I propose this amendment as a more suitable approach to discussing self-government at this stage, without concern that its passage would automatically bind all regions.”
“On the contrary, a private member’s motion is meant to provide an opportunity for the member and others to express their views on a subject, as I mentioned earlier.”
Countless motions won’t achieve self-government for a divided Nigeria. We can only demand and attain self-government when its meaning is fully understood by all citizens. Let’s thoroughly discuss the implications and reach a consensus among the leaders of all three Regions. This is our primary objective, and by achieving it, we’ll demonstrate our readiness to handle the significant responsibility that comes with self-government. Only then can we safely demand self-government.”
Speeches like this showcase the speaker’s depth of knowledge, clear conscience, and remarkable ability to forecast the future while demonstrating genuine concern for their constituents. In my opinion, Nigeria, particularly the North, might have been rushed into independence prematurely.
Attahir is the President of the National Association of Jigawa State Medical Students. He can be reached via [email protected]
Feature/OPED
Leading on the Road and Across Cultural Lines: Tips for Success

By Isoken Aigbomian
I’ve been asked in the past about the most demanding challenges I’ve faced in my career, and I say one of them is transitioning from implementation leadership to strategy leadership. As a fantastic salesperson, there is a good chance you will never leave ‘sales mode’. You will always find yourself trying to create connections you can leverage later at every event or process. When you take up a more strategic role, you are less on the field and more in the drawing room, building frameworks that will be communicated to your team for implementation.
In Nigeria’s fast-evolving sales landscape, managing teams across multiple states and regions gives me a fantastic opportunity to challenge myself and grow. As the Regional Manager overseeing sales teams in the various areas, I have had to develop strategies that ensure seamless operations, meet sales targets, and drive consistent performance. In this article, I’ll share the key strategies that have helped me excel in managing sales teams across Nigeria’s diverse regions.
1. Build Trust Through Transparent Communication
Effective communication is at the heart of any successful sales team. Given the geographical spread of my team, it was crucial to establish a culture of open and transparent communication. Regular virtual meetings, calls, and on-site visits allow me to ensure alignment across all teams, discuss ongoing sales opportunities, share best practices, and address any concerns promptly. Clear communication has helped me maintain a unified approach towards achieving regional and organisational sales goals. My go-to communication style is the ‘feedback communication’ style: this way, I am assured that my audience understands the information I have passed and can communicate it to their direct reports without losing anything.
2. Understand Regional Diversity and Build Strategies That Fit into the Market Nuances
The level of diversity in a country like Nigeria is incredible. Each region in Nigeria has distinct market conditions, customer preferences, and even business practices (formal and informal). Understanding these nuances has been key to tailoring my sales strategies. For example, consumer behavior in Lagos may differ significantly from Kano or Port Harcourt, so being attuned to regional trends allows me to customize the sales approach and messaging for each area. By fostering a deep understanding of local markets, I can guide my team to more effective sales tactics that resonate with our target customers. I know that in the East, on Mondays, economic activities are slower than in other regions, while in Kano, on Fridays, economic activities are slower. This knowledge helps me create better strategies that will yield the best results.
3. Build a Cohesive Team and Empower Local Sales Leaders
Effective delegation and empowerment are essential in managing a large sales team across multiple regions. One thing I focus on is identifying strong local leaders within each region who understand the unique challenges and opportunities of their area. When hiring sales managers, this is an important skill and expectation for me because you will work closely with me to ensure the implementation of the processes. By empowering them to take ownership of their respective regions, I foster leadership skills and ensure that decisions are made with the regional context in mind. This boosts accountability and enhances sales outcomes.
4. Leverage Technology to Drive Sales and Collaboration
It’s 2025, and salespeople no longer use a Rolodex because the digital age has given us fantastic technology to create, build and manage relationships. I rely on CRM systems, project management tools, and sales dashboards to ensure that performance is consistently tracked, goals are monitored, and key data points are easily accessible. These tools enable seamless collaboration between regions and ensure that all sales teams have the resources and support they need to succeed. I also ensure that my team gets training at different levels to keep the team positively engaged and up-to-date with the latest product offerings and sales techniques.
5. Lead by Example and Drive Results
As a Sales Regional Manager, it’s important to me that I lead from the front. I prioritise actively participating in key sales meetings, setting high standards, and driving sales performance myself. By leading by example—meeting sales targets, demonstrating product knowledge, or resolving customer concerns—I inspire my team to perform at their best consistently. This has helped create a culture of accountability and high performance within the team. While setting budgets for my team, I also set budgets for myself and reinforce the culture of self-accountability, grit and technical depth.
Managing multiple teams across different regions comes with its own set of unique challenges, but by focusing on clear communication, understanding regional market dynamics, empowering local leadership, leveraging technology, and leading by example, I have been able to drive consistent success. Ultimately, sales leadership is about aligning regional efforts with broader organizational goals, and with the right strategies in place, any sales leader can excel in this dynamic role.
Isoken Aigbomian is a Regional Sales Manager, Enterprise Network Sales Division at Moniepoint Inc
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