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Why Gas Flaring Deadline Is Hardly Met -Don

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When at last, the
Federal Government set the current deadline for the stoppage of gas flaring by oil exploration and development companies in the country, most Nigerians heaved  a sigh of relief that the disturbing issue of gas flaring would soon be a thing of the past, but surprisingly, many years after the Federal Government’s deadline, gas flames still dot oil-producing areas of the Niger Delta.
The Acting Director of Pollution Studies (IPS) of the Rivers State University of Science and Technology, Port Harcourt, Dr. Tubonimi Joseph Ideriah, identified some factors as being responsible for the deadlines not being adhered to.
He said, “There are many factors that contribute to why it is so. One, the operators find it difficult because when you stop the flaring, where do you channel the gas to? That arrangement or provision has not been made or put in place for them to divert the gas to such areas.”
“Again, like every other area in our system where laws are made and people flout the laws as good enforcement is lacking to follow up defaulters of these laws,” he said, noting that the laws are made but that people go behind to receive gratifications, they mellow down and allow unacceptable practices to continue unabated.
Dr. Ideriah expressed the belief that if properly followed up, the operators could definitely look for alternative ways of channeling the gas being flared such that it could be utilized.
The IPS director, who is an expert in Environmental Analytical Chemistry said that though he could not give the value of the nation’s wealth being wasted through gas flare figure-wise but that the nation is losing so much.
He advised that the new power companies that bought over Power Holding Companies of Nigeria (PHCN) could benefit if the gas being flared is channeled to them to solve the problem of gas shortage which they often complain about.
The expert regretted that apart from the huge wealth being wasted in flaring the gas, the environment is being polluted by the activities of unpatriotic Nigerians who sabotage the nation by vandalizing gas pipelines because of survival or agitations.
He advised that sabotaging the effort of government through vandalism of gas pipes should stop and Nigerians should be patriotic while to the agitators, the environmentalist advised them to channel their request to the appropriate quarters and give sometime for the government to attend to such requests. “But when you go the other way round to sabotage, you create problems for the community on behalf of whom may be you think you are fighting for because the environmental effects for such activities could be disastrous as the pollutants emitted into the air may linger for decades and children yet unborn could come to meet them.
The Niger Delta region, he said, is comparatively polluted basically because of the oil exploration and exploitation activities heavily going on in the area as there is no way such activities could be carried on in the area without the pollution associated with such economic activities.
“Since the advent of these oil companies in the Niger Delta, we began to see serious changes in the environment. For instance, houses that are in communities where you have oil exploration activities taking place, farmers and fishermen who managed to buy a bundle of zinc to build house, hoping that the house could be for life, but we have started experiencing fast decay of roofing sheets in most communities especially the riverine area”.
“The gases are mixed with the air that we breathe, so you can see that the air we breathe is polluted, the water we use from the River that we fish as Niger Deltans whose major occupation is fishing as we depend on it and once the river is polluted, whatever we get from the River is contaminated and once you take a contaminated seafood, definitely it gets to the food chain,” he explained.
Ideriah urged the Federal Government through the National Assembly to not only put in place necessary laws but to effectively implement such laws to the latter.
“It is a thing of development and therefore no well-meaning person will contest that these oil activities should stop,” he said but emphasised the need for adoption of international best practices.
These international best practices should be put in practice here also. What is obtained to make other developed places who are also oil exploiting and exploration countries live environmentally clean life should also be applied here,” he advised and wondered why a particular law could effectively work in such countries and not work here where they are operating similar activity.
“If a law is put in place, that law should also be implemented to the latter. There should be no question of short cuts because there are certain things you can’t caught corners without it telling on the system”, he continued.
Noting that we have some good laws because some of them were adopted  from some countries that have similar operations going on there and remarked that inefficiency in their implementations make them look as if they were different laws.
The IPS director accepted that quick passage of the Petroleum Industry Bill (PIB) is desirable for the nation and urged the National Assembly to pass the bill without further delay.
“There could be definitely a lot of proposals that were being made that would sanitise the sector, but we don’t know how effective these  proposals that have been made could be implemented. The first stage is for the bill to be passed because without passing it you cannot get to the stage of how effective the implementation would be”, he stated, stressing that whether they were playing politics with it would be know later.
The National Assembly, he said has committees to monitor its implementations but expressed hope that it would contain proposals geared towards sanitizing the industry.
Commenting on the institute, the Acting Director said, “IPS as the pioneer Institute for Environmental Studies in Nigeria, has done so much towards raising the standard and quality of environmental research in the region since its inception in 1982.
“The institute since its inception in 1982 has been living up to expectations especially in the Niger Delta. For example, the document that is being used in the whole of Nigeria by the Federal Ministry of Environment. In 1991, the institute was part of the team that worked to put those standards that guide operations”, he said.
Some of the major goals of IPS, he said, are to raise the standard and quality of environmental research in the region and to ensure utilization of such research findings in sustainable environmental management and development.
According to him, IPS has achieved those goals through the delivery of world class environmental research studies and reports and cited instances with Environmental Baseline Studies for Establishments of Control Criteria and Standards against Petroleum related Pollution in Nigeria (RPI) report of 1985 and the Niger Delta Environmental Survey (NDES) report of 2000.
He said while RPI covers all spectrum of the environment, Air, Aquatic and Terrestrial, NDES is a regional survey covering the nine states of the Niger Delta and noted that both reports were world class by every standard and were widely referenced document.
He, however, regretted that inspite of the fact that it was the foremost in Nigeria  some of the companies and establishments that were beneficiaries of our studies have changed their policies to what you could describe as lowest bidder kind of thing so that the lowest bidder is given the study job,” he said, remarking that before it was not like that as it was based on recognition and capability.

Ideriah

Ideriah

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Oil & Energy

Electricity Consumers Laud Aba Power for Exceeding 2025 Meter Rollout Target

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Nigeria’s newest Electricity Distribution Company (DisCo), Aba Power, has gained consumers’ commendation for the provision of more smart meters than the other 11 Discos in the country combined in 2025.
The Electricity Consumers Association of Nigeria (ECAN), Southeastern Zone, gave the commendation in a statement signed by it’s Chairman, Engr.Joe Ubani, and Secretary, Comrade Chris Okpara, and  issued at the end of its first 2026 Executive Committee meeting, held in Abakaliki, the Ebonyi State capital, at the weekend.
The statement revealed that all 12 DisCos in Nigeria provided 175,302 meters under the Meter Asset Provider (MAP) scheme and 44,104 prepaid meters under the vendor-financed framework as of the third quarter of 2025.
It said “Aba Power alone gave end-users over 100,000 smart meters by the end of last September.This means that Aba Power exceeded its 2025 target of giving its customers 100,000 smart meters by 2025, which many analysts thought was a stretch goal, meaning something that was initially thought to be impossible.
“More importantly, the data shows that Aba Power, despite being Nigeria’s youngest DisCo and the smallest in terms of population and geographical spread as it covers only nine of the 17 local government areas (LGAs) in Abia State, provided more prepaid meters than the other 11 DisCos combined”.
Citing figures sent monthly to NERC by the Head of the metering team at Aba Power, Engr. Alfred Atega, ECAN noted that the other 11 DisCos were carved out of the defunct Power Holding Company of Nigeria (PHCN) and got privatized in November 2013, stating though that the Nigerian government retains 40% shares in each.
The association disclosed that Aba Power was able to provide 122, 464 prepaid meters by the end of last year through vendor-finance arrangements with four Chinese and Nigerian metering firms adding that it supplied 116,883 single-phase meters and 5,581 three-phase meters.
Quoting the Aba Power senior brand and communication manager, Edise Ekong, ECAN explained that this utility metered all 122,464 customers from 27 feeders in and around Aba, Abia State’s economic nerve-centre.
According to the statement, Ekong said “We have actually since this year increased the number of metered customers to 133,000”, stated Ekong, also an engineer, according to ECAN.
“Work is progressing on three feeders, namely, the Omoba Feeder, the Geometric Feeder, and the Polymer Feeder as they have system issues.
“The customers on these feeders will be metered once repair and rehabilitation work on them is concluded”.
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NUPRC Unveils Three-pillar Transformative Vision, Pledges Efficiency, Partnership 

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The Nigerian Upstream Petroleum Regulatory Commission (NUPRC), has unveiled Its vision for the country’s upstream sector.
This transformative vision rests on three pillars of Production Optimization and Revenue Expansion; Regulatory Predictability and Speed; and Safe, Governed and Sustainable Operations.
The Chief Executive, NUPRC, Mrs Oritsemeyiwa Eyesan, who disclosed this at a stakeholders meeting with members of the Oil Producers Trade Section (OPTS), the Independent Petroleum Producers Group (IPPG), emerging players and other major stakeholders in the oil and gas industry, in Lagos, recently, said this aligns with President Bola Ahmed Tinubu’s renewed hope agenda and his plan to hit a production target of 2mbpd by 2027 and 3mbpd by 2030.
Eyesan plans on increasing production and revenue expansion through the recovery of shut-in volumes with economic value, arresting decline, reducing losses, and accelerating time-to-first oil—without increasing burdens or transaction cost.
This, she said, had already begun by recently “turning on the light” in a long shut-in asset.
Eyesan explained that regulatory predictability and speed can be achieved by running regulation like a service, enforcing rules transparently and making quick time-bound decisions.
The new NUPRC boss plans to strengthen governance, process safety, host community outcomes, and encourage decarbonisation through safe, governed and sustainable operations.
“Going forward, the Commission will be measured on the following key success metrics -Faster, predictable regulatory approvals, higher, more secure and sustainable production, credible licensing and disciplined acreage performance, world-class Health, Safety and Environment (HSE) and process safety outcomes, trusted measurement, transparency, governance and data integrity,” she said.
Eyesan promised that under her leadership, the NUPRC would enhance regulatory efficiency and predictability by publishing Service Level Agreements (SLAs) for all major approvals adding that the timeline to production would be reduced through proactive discussions regarding all necessary approvals, implementation of stage-gate processes, and mutual agreement on timelines with the commission.
She said “Stakeholders are encouraged to submit their projects for consideration. For matured opportunities, please submit your request latest end of Q1, 2026. This would provide a simplified and holistic framework that creates obligations for both operators and the Commission.
“The Commission will launch a digital workflow for permitting, reporting and data submissions. NUPRC will work with the industry to identify capacity gaps and develop tiered intervention in the most critical areas with immediate impact on regulatory efficiency while we harmonize our own internal processes to eliminate conflicting regulatory actions and reduce friction”.
She revealed that the NUPRC’s internal transformation programme through a project Management office is in flight saying “I will provide more details on this in the coming days”.
The NUPRC boss also convened a CCE–Operators Leadership Forum for monthly engagement with participants including all operators of NNPC, OPTS, IPPG, and emerging players adding that it would be focused on approval timelines, production restoration, infrastructure integrity, and gas monetisation and development.
“This is expected to enable the NUPRC to identify systemic bottlenecks and provide greater predictability”, she said .
Eyesan also stressed the need to improve hydrocarbon accounting and measurement by tracking every barrel produced and promptly addressing discrepancies or losses.
On host community, the NUPRC boss encouraged all operators to liaise with the commission “as we plan first engagement with host community leaders to reaffirm commitment to HCDT (Host Community Development Trust) implementation”.
She also said one of her key goals is to ensure 100% to the Petroleum Industry Act within 12 months. This, she said, will be monitored with a dedicated team situated in her office.
“The commission going forward will issue quarterly progress reports. Let therefore bring all high impact shut in fields for approval. “On the Commission’s part, a 90-day program to fast track approvals for near-ready FDPs, well interventions, rig mobilisation and other quick-win opportunities have commenced,” the CCE stated.
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Collective National Prosperity Is Our Driving Force – NNPCL

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The Group Chief Executive Officer, Nigerian National Petroleum Company  Limited, Engr. Bashir Bayo Ojulari, has reaffirmed the company’s national mission, saying collective national prosperity shall be the driving force of the energy firm.
In his New Year message to staff, tagged ‘We Achieved. We Drive The Future’, Ojulari set the tone for 2026 priorities reflecting on strong delivery despite global energy volatility.
According to him, in 2025, the country recorded significant landmarks in oil exploration and production.
In his words, “Exploration and production achieved a record 355 thousand barrels of oil per day — the highest level since 1989,”
“We advanced production through Madu First Oil, Soku Pipeline optimisation, and the Akpo West Start-up, while commissioning Gbaran Nodal Compression Train.
“We reached major infrastructure milestones with the commissioning of the ANOH-OB3 pipeline and the successful AKK River Niger crossing.
“NNPC Retail expanded its footprint into the West African sub-region with our lubricant brand, Oleum.
“We successfully hosted the first-ever NNPC Group Earnings Call, announcing our audited 2024 financial results.
“We strengthened employee well-being through a much-improved compensation package. We welcomed 1,000 Tigers into our organisation to intentionally build the next generation of NNPC leaders.”
Explaining the success method of the company, the GCEO listed board and staff members as the major forces.
He said “Our Board showed visible support for execution excellence by approving the new Delegation of Authority and Delegation of Financial Authority frameworks to improve efficiency and empower leadership across the business.
“Behind each of these milestones are our people—your expertise, your judgement, and your belief in the potential of our organisation. These accomplishments belong to all of us collectively, and each of us should proudly identify with these great strides. Across every directorate, asset, and office, your collaboration, ownership, and commitment remain the true foundation of our success,” he said.
Disclosing the corporation’s future plans, Ojulari noted that although the previous initiative, the “’Fit-For-Future’ transformation imperatives established in the second half of 2025, had ensured a stronger foundation and a clearer focus for its operations in 2026, the new year would be anchored on four strategic attributes—Execution Excellence, Profitable Growth, Partner of Choice, and Enterprise-First Mindset.
On execution excellence, Ojulari promised to “deliver results with discipline and speed by applying a more effective cadence — setting clear rhythms for planning, execution, and review. By prioritising critical tasks and systematically driving execution, we will identify risks early, enable data-backed decisions, ensure clear accountability for outcomes, and achieve consistent operational excellence.”
Ojulari assured profitable growth by embracing robust partnerships adding that NNPC Limited is committed to “pursuing intentional and value-driven growth. By focusing on the right projects and investments, strengthening efficiency and applying commercial rigour, we will grow profitably and responsibly, delivering sustainable returns for NNPC Limited and long-term value for our ultimate stakeholders — Nigerians”.
“We seek to earn trust as a dependable, transparent, and performance-driven partner. By keeping our word, working transparently, and acting with integrity, we will deepen relationships with joint venture partners, investors, contractors, and host communities, unlocking greater value and accelerating delivery. Our partnerships will reflect who we are and what we stand for.”
On the new strategy of developing an enterprise-first mindset among staff and partners, Ojulari said NNPC Limited must remain focused on its goals.
“We must continue to think and function as one enterprise — deepening professionalism, functional excellence, and talent development. We must entrench collaboration above silos, promote shared success over individual wins, and embrace a mindset that prioritises long-term impact over short-term gains.
“This way, we ensure that we move faster, execute better, and achieve more together.
“As we embrace 2026, let us do so with a renewed sense of purpose, confidence in our collective capability, and pride in the difference we are making. I am excited and believe you equally are about the journey and opportunities ahead of us”, he stated.
By: Lady Godknows Ogbulu
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