What have you been doing since you assumed office a year ago?
We have worked tirelessly to restore trust, both within and outside the company, strengthening our regulatory compliance posture and deepening partnerships with key stakeholders including NERC, TCN, and NISO.
Are their obstacles?
Yes, the road has not been without its obstacles. We have had to navigate a complex operating environment characterized by persistent liquidity challenges, legacy constraints, inadequate market structures, and systemic inefficiencies in the rapidly evolving national electricity value chain. These challenges, though daunting, have only served to sharpen our resolve and inspired a new level of innovation, resilience, and collaboration across NDPHC. We have leveraged these difficulties as catalysts for reform, pushing forward by developing effective strategies, leveraging relationships, entering strategic Joint Development Agreements (JDAs) with major sector players, and laying the groundwork for smarter, more sustainable energy infrastructure.
What would you consider as the major achievements of NDPHC in the past year?
One of my first priorities was to undertake a comprehensive audit and technical assessment of NDPHC’s generation assets. It became immediately clear that several of our power plants, critical national infrastructure had been either in bad shape or grossly underutilized. The reasons ranged from poor operations and maintenance practices, procurement delays, persistent gas supply issues to transmission constraints that were left unaddressed for far too long.
Notably, prior to August 2024, power plants such as Ihovbor, Alaoji and Omotosho NIPP were recording Plant Availability Factors (PAFs) below 5%. This level of underperformance translated to not only a significant waste of national resources but also missed opportunities in improving power supply and revenue generation.
In response, the new management initiated a well-coordinated and strategic intervention targeting recovery of idle turbine units. This included engaging OEM vendors, parts suppliers and building an in-house response team in partnership with service providers to provide quick response to facilitate recovery and avert downtime while also harnessing commercial relationships with gas suppliers to secure stable gas supply to the power plants. These actions were deliberate and data-driven, aimed at bringing dormant capacity back on stream as quickly and sustainably as possible.
The results have been both encouraging and measurable. We have successfully recovered 5 generating turbine units across the fleet restoring 625MW to active contribution to the national grid. This has contributed to an increase in the available megawatts (MW) for national consumption and improved asset utilization.
What about Alaoji Power Plant?
Oh, it had hitherto remained dormant for an extended period, but it is now set to come on stream in a matter of weeks.
There was this relying solely on the centralized electricity market…
(cuts in) …Yes, one of the clear realities I met upon assumption of office was the unsustainable nature of relying solely on the centralized electricity market, which continues to be plagued by chronic revenue shortfalls, market defaults, sectorwide uncertainties and persistent liquidity crisis.
These issues have significantly impacted NDPHC’s financial sustainability over the years. To begin reversing that trend, we initiated a gradual but deliberate shift towards bilateral power sales as a more commercially viable pathway.
Over the past year, we have made meaningful progress in identifying and engaging large, creditworthy electricity consumers who qualify as Eligible Customers under the NERC framework. Through structured negotiations and strategic engagement, we are working to establish bilateral agreements that allow NDPHC to sell power directly to these customers at cost-reflective tariffs. This approach, though still a work in progress, is aimed at enhancing our revenue base, improving liquidity, and insulating the company from the inefficiencies of the centralized market.
While we have not yet concluded all the agreements, the process is well underway, and the traction we are gaining is encouraging. It’s a journey that requires strong regulatory alignment, internal restructuring, and customer confidence, but it is a journey we are committed to.
Were these parts of your priorities?
When I assumed office, one of my key priorities was to reposition NDPHC not just as a power generation company, but as a forward-thinking, innovation-driven energy player. Our digital and technological transformation agenda reflects this vision. Over the past year, we have taken deliberate steps to align NDPHC with global energy trends through strategic partnerships and technology-focused initiatives.
A major highlight has been the execution of Joint Development Agreements (JDAs) with key partners such as ORACLE, Microsoft Nigeria, Haier Technologies. These collaborations are anchored on three transformative pillars. Working with Microsoft and ORACLE to deploy cutting-edge digital tools that will improve enterprise resource planning, asset monitoring, enable predictive maintenance, enhance operational efficiency, and support smarter, data-driven decision-making across our plants.
How much additional Megawatts has NDPHC been able to contribute to the national grid in the past one year since assumption as the MD?
I must say that our drive to recover dormant turbine units targets increase in available power generation/grid capacity. As a result, NDPHC has been able to contribute an additional 625MW to the national grid. This incremental capacity has come largely from Calabar (125MW added), Ihonvbor (250MW added), Omotosho (125MW added), Sapele (125MW added); these milestones have generally improved sector-wide deliverables and performance metrics which reflect in the performance report published by the regulator NERC on a quarterly basis.
What were the biggest challenges you met on assumption of office, and how have you addressed them?
One of the most pressing challenges I encountered upon assuming office was the acute liquidity crisis facing NDPHC and other GenCos, primarily caused by the overwhelming debt owed by key market players and some of our cross-border customers. When I took over, the company was burdened with substantial unpaid invoices, resulting in severe cash flow limitations that threatened our capacity to sustain operations, invest in essential infrastructure, and meet our financial commitments.
In terms of corporate governance and efficiency, what new systems or reforms have you introduced?
In terms of corporate governance and operational efficiency, one of my key priorities upon assumption of office was to strengthen internal systems and promote a culture of accountability, transparency, and performance. To this end, we introduced a number of reforms aimed at improving both structural governance and day-to-day operational discipline across the organization.
Firstly, we institutionalized a performance monitoring framework that sets clear KPIs for directorates which cascades down across departments. This has helped us track delivery timelines, measure output, and ensure greater accountability for results. In addition, we began quarterly performance reviews to assess progress and address gaps proactively.
We also undertook a review of our procurement and financial processes, streamlining approval workflows and ensuring stricter compliance with internal control procedures. This has helped to reduce delays, cut inefficiencies, and enhance the integrity of our procurement system.
On the governance side, we strengthened the role of internal audit and compliance by ensuring more independence in their reporting lines and giving them the support needed to function effectively. We also emphasized documentation, records management, and adherence to board-approved policies especially around project execution and vendor engagement.
As part of my commitment to transparency and accountability, we have commenced procurement of ERP tool for enabling organization-wide planning for enhancing operational efficiency. We have also forged a strategic partnership with the EFCC to tackle procurement-related irregularities in NDPHC.
Several of the NIPP power plants have struggled with gas supply and transmission bottlenecks. What practical steps have you taken to resolve these issues?
For transmission bottlenecks, we strengthened our technical collaboration with TCN and NISO. Currently, we are in the process of setting up a joint task framework to ensure that plant availability and dispatch are better coordinated, particularly during periods of grid stress. Additionally, we’ve initiated conversations around embedded and bilateral power solutions to ensure that where evacuation through the national grid is constrained, we can explore alternatives that allow us to serve Eligible Customers directly.
These are not overnight fixes, but they represent practical, ongoing steps toward making our assets more productive and commercially viable.
Indeed, gas supply and transmission bottlenecks have long been major impediments to the optimal performance of several NIPP power plants. Upon assumption of office, I prioritized these challenges because they directly affect our ability to deliver reliable power to Nigerians and generate sustainable revenue.
On the gas supply front, we engaged directly with key gas suppliers and relevant government agencies to renegotiate and facilitate more reliable supply arrangements. This includes clearing some legacy payment issues, restructuring gas supply agreements to reflect current realities, and establishing stronger coordination mechanisms for monitoring supply consistency. A notable result of this is the improved gas availability to plants like Alaoji and Geregu, which are now gradually coming back to life.
What is the current status of the uncompleted NIPP plants and transmission projects?
The uncompleted NIPP plants and transmission projects have been a major focus of my administration over the past year, and I am pleased to report that we are beginning to see measurable progress across several fronts. One of the most significant milestones is the near completion of Egbema Power Plant which was at 52% completion when I came on board which now stands at 80%. The contractors on the project Messrs China Machinery Ltd CMEC has also presented a progress plan which we are steadily working towards.
At Gbarain, we’ve hit a major milestone also. This plant that has erstwhile been offline since year 2020afterba fire incident consumed the power control module. We have succeeded in awarding the contract for the PCM restoration to Tilt/Schneider electric J.V which is expected to be completed in 12 months. Other pre-commissioning exercises will also commence parri-passu to enable complete restoration of the plant to the grid by Q4-2026. The plant had been severely limited by gas supply issues, but those are gradually being addressed, allowing the facility to resume meaningful contributions to the grid.
For the transmission projects, cashflow remains the major challenge that impedes progress. These projects are dollar denominated and till date NDPHC has been unable to reach meaning agreements on recoupment of investments valued at about 1,000,000,000,000 (One trillion naira). While challenges remain, we have sought the intervention of the regulator NERC to consider mediating to resolve the long standing issue.
NDPHC has been active in rural electrification. How many communities or households have benefitted under your tenure?
We have always placed renewed emphasis on extending power to underserved and off-grid communities across the country. In the past one year alone, several rural communities, translating to thousands of households, have directly benefited from various distribution electrification projects executed by NDPHC. These include grid extensions, substations, feeders, span of lines and standalone solar home systems.
Our interventions span across multiple geopolitical zones, and some of the notable distribution projects commissioned in 1 year include 1×7.5MVA 33KV/11KV Injection substation in College of Education Maidugri and another 1×7.5MVA Injection substation in Maidugri town amongst several other projects set out to uplift communities and improve productivity.
We understand that access to power is a catalyst for development, especially in rural economies. That is why we’re committed to scaling up our rural electrification initiatives, using both conventional and renewable energy solutions, to close the energy access gap and improve livelihoods across Nigeria.
Financing power projects remains a challenge. Has NDPHC secured any new funding, partnerships, or investment support in the past year?
Yes, financing has historically been one of the most persistent challenges in the Nigerian power sector, and NDPHC is no exception. Upon assumption of office, I understood clearly that to deliver on our mandate, we had to be proactive in diversifying our funding sources and creating bankable, investment-attractive projects. Over the past year, we’ve made considerable progress in this regard.
We have engaged both local and international development finance institutions to explore innovative financing models for our generation and distribution projects. One of the major steps we took was initiating project-specific investment frameworks especially for diversifying our power generation mix which aligns more closely to meet the expectations of Mr. president’s energy transition plan.
In this regard we also signed landmark Joint Development Agreements (JDAs) with NASENIa collaboration set to unlock access to technical support, funding, knowledge capital, and co-investment opportunities that significantly reduce our financial burden in delivering renewable energy projects.
We are also exploring Public-Private Partnership (PPP) structures for some of our uncompleted assets, as well as bilateral power sales agreements that can enhance our liquidity position.
How is the company managing debts and liquidity issues that have long affected the power sector?
Managing debts and liquidity constraints has been one of the most excruciating challenges since I assumed office as MD/CEO of NDPHC. At the time, the company was heavily burdened by legacy debts, particularly from non-settlement of invoices and market shortfalls which significantly impacted our operational sustainability. It is, therefore, heartening that the Federal Government under President Bola Ahmed Tinubu has shown strong political will and commitment by pledging to offset the over N4 trillion debt owed to Generation Companies, of which NDPHC is a significant creditor.
To address this, we’ve adopted a multi-pronged approach. First, we intensified our engagement with NERC, the Market Operator, and other relevant institutions to push for improved market discipline and enforcement of payment obligations. At the same time, we have prioritized bilateral power sales as a strategic alternative, targeting creditworthy Eligible Customers who can pay cost-reflective tariffs directly to us. This helps improve our liquidity and reduces reliance on the defective central settlement system.
Internally, we instituted tighter financial controls, enhanced revenue tracking, and pursued aggressive cost-optimization measures across our assets. We’ve also engaged gas suppliers and other creditors to restructure some of our obligations in a way that aligns with our current cash flow realities.
While these measures are ongoing, we are already beginning to see signs of improved liquidity, increased investor confidence, and a gradual return to commercial stability. The ultimate goal is to build a financially resilient NDPHC that can sustain itself, grow strategically, and continue to deliver incremental value to the Nigerian power sector.
With global push for cleaner energy, what steps is NDPHC taking towards renewable energy integration?
As the global energy landscape continues to shift toward cleaner and more sustainable sources, NDPHC under my leadership has begun taking deliberate and strategic steps to align with this transition. One of my key priorities has been to ensure that NDPHC is not left behind in the clean energy conversation. While our core mandate remains focused on thermal generation, we recognize that the future of power lies in diversification and that includes a strong emphasis on renewable energy.
Over the past year, we have initiated feasibility studies and early-stage project development for solar mini-grids, particularly targeted at underserved and off-grid rural communities. These projects are designed to not only expand access to electricity but also do so in a manner that is climate-friendly and economically viable. We’re also exploring potential collaborations with development finance institutions, private investors, and technical partners to scale up renewable energy deployment across Nigeria.
In addition, through our strategic Joint Development Agreements with NASENI, Microsoft Nigeria, and Schneider Electric, we are integrating smart energy technologies and innovative solutions such as energy storage systems, hybrid systems, and digital monitoring tools that support the broader renewable ecosystem.
Our outlook is clear: NDPHC will play a meaningful role in Nigeria’s energy transition, contributing not only to grid stability and base load supply but also to clean, distributed, and sustainable energy solutions. We are positioning ourselves as a future-ready utility grounded in reliability, but responsive to innovation and climate responsibility.
What are your top three priorities for the next one year of your administration?
As I look ahead to the next year of my administration with every sense of commitment, my top three priorities are clear and strategically aligned with our broader vision for NDPHC:
- Commercial Sustainability:
Ensuring the financial viability of NDPHC remains paramount. We will intensify our commercial drive by aggressively pursuing bilateral power sales to Eligible Customers, deepen market participation, and push for timely payments through strengthened enforcement mechanisms. Financial resilience is critical to sustaining operations and reinvesting in infrastructurein light of public benefit.
- Project Completion, Asset Optimization & Renewable Energy Expansion
Our focus remains firmly on completing critical NIPP generation and transmission projects, notably EgbemaPlant and the full integration of Alaoji Plant, while simultaneously driving the technical and commercial optimization of our existing assets to maximize their contribution to the national grid and corporate sustainability. In parallel, as the global energy mix shifts toward cleaner alternatives, NDPHC is actively positioning itself at the forefront of Nigeria’s energy transition. We are laying a solid foundation for scalable renewable energy initiatives including solar and hybrid mini-grid projects targeted at industrial and commercial clusters. These efforts are designed to enhance energy access, drive sustainability, and align with the nation’s broader development objectives.
- Human Capital Development
Under my leadership, human capital development remains a cornerstone of our strategic agenda at NDPHC. I strongly believe that no institution can rise above the quality, commitment, and capacity of its workforce. Recognizing this, we have begun implementing targeted initiatives to upskill, retool, and empower our personnel across all levels of the organization leveraging technology to enhance performance.
We are also putting systems in place to reward merit, foster accountability, and encourage innovation. Special attention is being paid to succession planning and gender inclusion, ensuring that the next generation of NDPHC leaders is prepared, diverse, and aligned with our long-term goals. Additionally, we are fostering a culture of collaboration, professionalism, transparencyand continuous improvement, where every staff member feels valued and motivated to contribute meaningfully to the company’s mission.
Ultimately, our goal is to build a resilient, agile, and future-ready workforce capable of driving NDPHC’s transformation and delivering sustainable energy solutions to Nigerians.
Where do you see NDPHC in the next five years under your leadership?
Over the next five years, I envision NDPHC evolving into a commercially sustainable, technologically advanced, and socially impactful power generation company. One that not only contributes significantly to Nigeria’s energy mix but also drives sector-wide performance through innovation.
We are working towards deepening our participation in bilateral power sales, expanding our renewable energy footprint, enhancing the reliability of our assets through digitization and automation, and building a virile human capital base that is not only technically competent but also strategically aligned with the company’s evolving mission. I also see us becoming a key driver of industrialization through our strategic partnerships and targeted projects in commercial clusters like Agbara, Mowe, Challawa and others, which will reduce reliance on imports and create jobs.
Equally important, I want NDPHC to become a model for transparency, efficiency, and stakeholder trust, serving as a Federation company that delivers value to both the government and the Nigerian people. The next five years will be about unlocking the full potential of our assets, our people, and our mandate.
What message would you like to send to Nigerians about the NDPHC’s role in addressing the nation’s power challenges?
To my fellow Nigerians, I want to assure you that the Niger Delta Power Holding Company remains fully committed to being a central part of the solution to Nigeria’s power challenges. We understand the frustration that comes with unreliable electricity, and we do not take our responsibility lightly.
Under my leadership, we are working tirelessly to optimize existing assets, bring idle power plants back to life, and drive innovative energy solutions that will expand access to affordable, reliable power to be delivered to the last mile. We’re also pursuing reforms that ensure financial stability and accountability across the value chain.
NDPHC may not solve all the sector’s problems alone, but we are determined to lead with integrity, technical excellence, and a deep sense of national duty. Together with our partners and stakeholders in government and the private sector, we are building a power sector Nigerians can be proud of—one project, one reform, and one community at a time.
As you reflect on your first year as the MD/CEO of NDPHC what are the lesson leant
As I reflect on my first year as the MD/CEO of NDPHC, I am deeply humbled by the progress we’ve made, despite the enormous challenges we’ve had to confront. From reviving dormant power plants and expanding our commercial operations to initiating bold partnerships and enhancing governance structures, our performance has been marked by purposeful steps toward sustainable transformation.
The road hasn’t been easy, debt overhangs, gas constraints/receivables escalating, transmission bottlenecks, and systemic inefficiencies have tested our resolve. But within these challenges, we’ve found fresh opportunities: to innovate, to collaborate, and to rethink how NDPHC builds resilience and delivers value to the Nigerian power sector.
Looking ahead, I remain optimistic. We are building a stronger, more responsive, and future-ready company, one that is focused not just on generating megawatts, but on delivering impact. Our outlook is clear: deepen reforms, drive innovation, and ensure NDPHC becomes a central pillar in solving Nigeria’s power challenges. I thank all our stakeholders, partners, and my dedicated team for walking this path with me. The journey continues with renewed vision and unwavering commitment.
