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PIB: Eight Years In Limbo

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President Muhammadu Buhari and Senate President Bukola Saraki

President Muhammadu Buhari and Senate President Bukola Saraki

When President
Umaru Yar’adua, of blessed memory, assumed office in 2007, the unending crisis rocking the nation’s oil sector, could be said to be at its peak.
He was welcome into office by a turmoil occasioned by mass protest over an overnight and unwarranted increase in the pump prices of petroleum products, inherited from his predecessor, ex-president Olusegun Obasanjo.
As expected of a leader who has the feelings of the people at heart, Yar’Adua, reverted the new pump price to normal, rendering the land mine on his administration impotent, and the masses, ended the protest.
But, he also had the problem of the then Niger Delta militancy (the freedom fighters as they chose to be called), confronting him. There is no gain saying the fact that the colossal destruction caused by the activities of the Niger Delta militants on the nation’s oil and gas infrastructure in the region, brought Nigeria’s economy on its knees.
Again, as expected of a peaceful and caring leader, Yar’Adua intrdocued his famous Amnesty Initiative.  Consequent upon this, the staccato sounds of the militants’ guns and the booms of their bombs stopped thereby giving way for peace.
Apparently, after giving a deep thought on the oil sector, considering the fact that it is the lifewire of the nation’s economy, Yar’Adua initiated the Petroleum Industry Bill (PIB) as a master plan towards bringing sanity in the sector.
The PIB which Yar’Adua presented to the National Assembly as Executive Bill in 2008 stirred up wide jubilation amongst natives of oil-bearing communities because it promised them 20 per cent of equity in oil production.  The bill equally promised other goodies to other stakeholders.
However, like a pregnant woman happily welcome into the labour room, eight years after, neither the voice of the child nor that of the mother has been heard as the National Assembly members are yet to agree on issues concerning the PIB. The euphoria that greeted the idea of PIB has given way to anxiety, suspicion and fear.
Is it that the PIB idea is bad and contradicts all expectations of the National Assembly?  Such that the lawmakers cannot find any useful thing in the bill? Is it that the alleged cartel that determines what happens in the Nigerian oil sector is not happy and has decided to frustrate and kill the people’s bill? What exactly is the matter with this bill which in many analysists’ views holds a lot of promises to the people?
When Nigerians waited till the end of the sixth National Assembly (2007-2011) and did not see the bill transform into an Act of the Parliament, the impression then was that, because of the high level of importance attached to the bill and the need for the law makers to do thorough work on the bill, it could not be concluded.
But when the then Senate President, David Mark was concluding activities of the 7th National Assembly in 2015 and hurriedly ‘passed through’ his basket full of bills, concerned Nigerians were disappointed that the PIB was not one of the many bills that graduated to Acts of Parliament.
A group, the Environmental Rights Action/Friends of the Earth Nigeria (ERA/FoEN) expressed dismay over the failure of the National Assembly to pass the bill, attributing it to politics.
Executive Director of the group, Godwin Ojo, had during a press conference in Lagos accused some of the lawmakers of falling prey to the influence of the oil multinationals  who fear that the PIB would rob them of so much unabridged fortune they have been having as far as the nation’s oil industry is concerned.
To Ojo, “some of them became the mouth piece of Shell and other oil companies that threatened to pull out of Nigeria’s oil and gas operations if the PIB was passed.
“They not only betrayed the wishes of the people but succumbed to cheap blackmail of the oil companies that the PIB would render the oil and gas industry unviable”.
It would be recalled that apart from the one submitted by President Yar’Adua, which did not attract the attention of the lawmakers, ex-President Goodluck Jonathan re-introduced the bill to the National Assembly in 2012, which could also not attract the attention of the parliament.
The National Co-ordinator, Niger Delta Youth Coalition (NDYC). Prince Emmanuel Ogba, regretted the attitude of members of the National Assembly to the bill, saying their standing on the way of such a bill shows that the interest of the people was not the main business of those up there, and urged the present  senate, led by Bukola Saraki, to make a difference.
Ogba expressed the view that giving 10 per cent of the equity to the host communities would go a long way in bringing peace both for the community and the oil multinationals.  This according to him, would provide the conducive atmosphere for better oil operation that would benefit the host, the oil companies and the government.
The youth leader blamed the Federal Government for shortchanging the oil-bearing communities by not providing social amenities as road, water, schools, health infrastructure etc.
“You see, because the oil companies are the ones the community people always see physically, they transfer  their grievances to the companies for not providing the infrastructure while  in the actual sense of it these should not be the responsibilities of the companies.
In his own reaction, the publisher of News Africa Magazine, Mr Moffat Ekoriko, described the PIB as a National disgrace in that the sixth and seventh National Assemblies could not give Nigerians any explanation as to why they were not able to pass the bill.
“If we are to believe what we got from the grapevine, two factors were responsible for trauncating the bill.  Inducement by the multinational oil companies and ethnic interest. Ethic, in the sense that most provisions of the bill were seen as being more favourable to host communities”, he said.
Ekoriko, in an interview with The Tide, said the oil multinationals were uncomfortable with the aspect of the bill which gives 10 per cent equlity to the host communities and the incentive for deep offshore.
“If we are to believe those rumours, it then calls to question the sense of patriotism of the Sixth and Seventh Assemblies”, he said.
The News Africa publisher advised President Muhammadu Buhari to invest his political capital in getting the bill passed, noting that since APC controls both Houses of the National Assembly, there is no reason why a president who is so fair as Buhari cannot wield his party into line.
Another alternative, he said, is to break up the bill so that the non-contentious aspects can pass.  He suggested that Buhari should consider leaving the 10 per cent equity to host communities and the incentives for the deep offshore operations and pass the other less contentious aspects of the bill.
“Over the years, the government has been failing the oil communities. They collect tax and always fail to provide amenities.  What the oil firms should do is to provide ‘jara’, but ‘jara’  can’t substitute the real thing”, he said stressing  that oil companies cannot translate into government of the Niger Delta such that you expect them to provide water, road, healthcare and wondered what should be the responsibilities of the government.
Ekoriko also blamed the interventionist agencies as the Niger Delta Development Commission (NDDC) for lack of clear focus on what to provide.
“While NDDC goes into skills acquisition agriculture, primary healthcare what should go to LGAs and state government, it becomes Jack-of-all-trade and master of none”, he explained.
He said what the region needs is infrastructure as rail line connecting Niger Delta, good road network to make the economy of the region to take off and challenged the Niger Delta Ministry and other relevant agencies to be focused on their statutory responsibilities.
The PIB which should serve the interest of well-meaning Nigerians and stakeholders in the oil sector is one that would fairly address their peculiar needs and fears since it is by so doing that all stakeholders would work as partners in progress.
This spirit will bring to an end the so much acrimony where communities see the oil firms as those short changing them.
The Federal Government which defined and enjoys 60 per cent equity in the joint venture, should be alive to its expected responsibilities to the host communities.
Nigeria desires a PIB that would take definite stand on the issues of gas flaring , oil spill clean-up, local or Nigerian content particularly on expatriate quota, contract awards and also bring an end to the enigma of casualisation in the  oil industry.
Those who are so worried about the ubiqiutous influence of the oil multinationals should also know that as stakeholders, the multinational oil companies would not fold their arms on an issue that affects their business interest in Nigeria.
But what one expects is that members of the National Assembly, particularly those from the Niger Delta region should stand up in the interest of Nigeria and not allow themselves to be bought over by other forces protecting their own interest since they are voted to serve their people.
If a thorough job aimed at providing an effective PIB, fair to stakeholders, is done the fear is that there might be a PIB that would be watered down such that it would lose its essence.
The initiator of PIB, Yar’Adua, was a Niger Delta friendly President, same way Goodluck Jonathan was a Northern friendly President and did more for the north.  Buhari should declare his position on PIB.

 

Chris Oluoh

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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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