In a recent move, the Nigerian National Petroleum Company Limited (NNPCL) has initiated a significant restructuring of its management, resulting in the retirement of numerous senior management personnel within a short span. However, experts argue that true transformation should encompass broader systemic reforms within the organization to achieve optimal results.
Following the appointment of three new executive vice presidents, the NNPCL unveiled its revamped management team, effective September 19, as part of its commitment to rejuvenate its workforce in support of strategic business goals.
While these changes signify a step in the right direction, analysts emphasize that addressing the company’s operational methods, financial management, and contributions to the Federation are equally crucial. With Africa’s largest oil and gas reserves at its disposal and oil prices nearing $100 per barrel, Nigeria’s oil production has hit a two-decade low, and investor confidence in the Niger Delta region is waning.
Fuel Subsidy Challenges: The NNPCL faces a significant challenge in the form of fuel subsidies, as it must serve as the last-resort supplier due to price regulations that do not ensure profitable returns for marketers. This role, designated in the Petroleum Industry Act (PIA), implies that national interests supersede commercial ones. The NNPCL has withdrawn $6.93 billion from the Federation, including payments for its share of oil production and subsidy expenses.
Refinery Dilemma: The NNPCL has been grappling with a dilemma since the Nigerian government halted the sale of its aging refineries in 2007. The company expends substantial resources annually to maintain minimal functionality, unable to afford the billions required for comprehensive repairs. Labor groups exploit the state of these refineries to advocate for fuel subsidies. Despite spending approximately N200 billion between 2020 and 2021 on refinery rehabilitation, none of them were operational in 2021, posing a significant burden on Federation revenue.
In an attempt to appease labor unions, the NNPCL is allocating over $1 billion in loans to repair the Port Harcourt refinery and using its crude as collateral. It has also pledged future crude oil allocations as collateral for a $3 billion Afreximbank financing to boost dollar liquidity and intends to supply the Dangote Refinery from its crude production, all while Nigeria’s oil production is at its lowest point in over a decade.
Oil Exploration Challenges: Over the past five years, the NNPCL has resisted attempts by multinational oil companies to divest stakes in onshore and shallow-water assets plagued by vandalism and community issues. Experts argue that some of these divestments are intended to exempt multinational oil companies from contributing to the Host Community Development Trust Fund, suggesting that amendments to the PIA could rectify this issue without impeding local oil companies’ expansion plans.
Structural Reforms: To operate as a truly commercial entity, the NNPCL should align with the provisions of the Companies and Allied Matters Act and reduce government interference. This shift would enable the company to leverage its assets for funding, operations, and investments, similar to Saudi Aramco and Abu Dhabi National Oil Company. The PIA mandates the NNPCL’s listing within six months of incorporation, although this remains pending.
An initial public offering (IPO) would necessitate robust governance practices as the company seeks financing for upstream investments. Privatizing the NNPCL is expected to bolster government revenue, as the PIA requires the company to fulfill its financial obligations to the government in lease or license agreements.
In conclusion, experts argue that the NNPCL’s housecleaning efforts should extend to its board, ensuring a commitment to corporate governance, accountability, prudent risk management, and sustainable value amidst the ongoing energy transition.
