Nigeria’s ambition to reassert itself as a leading player in global energy markets gained momentum this week as the Nigerian National Petroleum Company Limited outlined a bold investment roadmap aimed at transforming its operational scale and economic impact.
At the centre of this new direction is a target to secure $30 billion in sectoral investments by 2027 and $60 billion by the end of the decade.
The announcement came from Group Chief Executive Officer Bashir Bayo Ojulari during a strategic townhall session held at NNPC Towers in Abuja.
The plan is not just about capital inflow. It signals a shift in how the state-owned company intends to operate—driven by performance, transparency, and a stronger alignment with market realities.
Under the new agenda, NNPC will raise oil production to over 2 million barrels per day by 2027 and push to reach 3 million barrels per day by 2030.
Refining output is also expected to increase, with a goal of achieving 200000 barrels per day within two years and 500000 barrels by the end of the decade.
In the gas sector, production targets have been set at 10 billion cubic feet per day by 2027 and 12 billion cubic feet by 2030.
“These numbers are more than metrics. They represent employment, industrialisation and energy access for millions of Nigerians,” Ojulari stated.
To deliver these goals, the company will adopt a multi-pronged strategy that includes restructuring its business model for agility, instituting data-driven decision-making through independent value assessments, and enforcing a new performance culture internally.
Ojulari called on staff and partners to take ownership of the NNPC transformation story, stating that the institution must lead with facts, not perception.
“It is time to reshape how NNPC is viewed globally—future-focused, performance-driven and proudly Nigerian,” he said.
The new leadership is also placing strong emphasis on workforce integration.
According to Ojulari, NNPC’s success depends on creating an environment where experienced professionals and emerging talent can thrive equally.
He pledged to drive inclusive growth through capacity-building and high-performance management systems.
With this transformation, NNPC is expected to become not only more commercially competitive but also more attractive to global partners seeking investment exposure to Africa’s energy transition and infrastructure expansion.
As Nigeria continues to grapple with revenue challenges, underinvestment in energy infrastructure and exchange rate instability, the success of this roadmap could determine how quickly the country regains investor confidence across its core economic sectors.
Ojulari concluded by stating that the company’s evolution is no longer optional.
“We have the opportunity to reshape this company—and by extension the nation’s energy future. The task is great but the rewards are greater. This is the moment to deliver.”
