With Nigeria’s oil output showing signs of recovery after years of disruption, the focus is shifting from reopening shut-in wells to sustaining production over the long term. In this interview with WALIAT MUSA, the President of the Nigerian Association of Petroleum Explorationists (NAPE) Cecilia Olajumoke Ajayi explains why optimisation of mature fields, asset integrity and data-driven recovery techniques must now take precedence if the country is to meet its production targets, reduce costs and stabilise the upstream sector.

As the 48th President of NAPE. What does this milestone mean personally and professionally to you?
This milestone is deeply humbling. Being the first female CEO of an E&P company to serve as President of NAPE, having previously served as Vice President, makes it especially meaningful. My career has been driven by innovation, data-led exploration and indigenous capacity building, and this role provides a platform to scale those priorities. It is gratifying to have years of diligence and consistency recognised by industry peers, it reminds me that with focus, faith, and perseverance, it is possible to achieve great things and inspire others along the way.

As only the third female President in NAPE’s 51-year history, how do you view the significance of your election for the Association and for the wider oil and gas industry?
I try not to emphasise gender, because leadership should be about competence, service, and impact. Still, in a traditionally male-dominated industry, visible milestones matter. If my election helps shift perceptions or reassures even one young woman that these positions are open to her, then it is a meaningful outcome for both NAPE and the wider industry.

Nigeria’s oil production has experienced significant challenges in recent years. However, recent data from the Nigerian Upstream Petroleum Regulatory Commission (NUPRC) indicate an improvement in output levels. From your industry and technical perspective, what immediate measures should be prioritised to sustain this recovery, enhance production efficiency and ensure that national budget benchmarks are consistently achieved?

The recent data from the NUPRC, showing an average production of about 1.64 million bopd in 2025 proves that the “tide is turning.” However, as geoscientists and industry leaders, we know that production recovery is a marathon, not a sprint. To sustain this momentum and hit our 2026 budget benchmark, which is anchored on roughly 1.84 – 2.06 million bopd, we must prioritise aggressive asset integrity, and this is because a significant portion of our current gains comes from reopening shut-in wells. We must move beyond just ‘reactivating’ to ‘optimizing’. This means applying advanced secondary and tertiary recovery techniques to mature fields, unlocking their full potential while reducing the unit cost of production to below the $20 per barrel target set by the regulator.

Equally important is securing the arteries of the industry. The stability we’ve seen is closely tied to improved pipeline security, e.g Trans Niger Pipeline. Institutionalising the ‘Community-Custodianship’ model, where host communities are active partners in protecting infrastructure, is critical for sustaining operations and ensuring long-term growth.

Where should Nigeria focus its exploration efforts for the next major discoveries, and which frontier or inland basins currently show the greatest potential?
The Niger Delta still holds significant potential, particularly in deeper plays and underexplored prospects where improved data, technology, and reinterpretation can unlock new discoveries. While fields like Bonga and Agbami have proven the value of deepwater exploration, the ultra-deepwater remains largely untapped. Recent successes, such as the Awodi-07 discovery by the NNPCL–Chevron JV, further confirm that the offshore still contains substantial “yet-to-find” volumes.

Beyond the Niger Delta, inland and frontier basins are increasingly important. The Dahomey Basin, particularly offshore Lagos and the Southwest, also shows strong promise, especially for gas. Discoveries such as OPL 310 (Ogo) represent world-class appraisal opportunities. In addition, the Anambra and Bida Basins form the next frontier, with the NUPRC’s Frontier Basin Exploration Plan prioritising seismic data acquisition. The Anambra Basin is highly gas-prospective and aligns well with Nigeria’s domestic gas utilization objectives.

Over the years, NAPE has been central to Nigeria’s petroleum exploration journey. How has the Association’s role evolved to address the challenges and opportunities of today’s industry landscape?
NAPE has continued to evolve by responding proactively to the changing realities of the industry. With a membership made up of highly experienced professionals across disciplines, the Association consistently draws on this depth of knowledge to find practical, best-fit solutions to emerging challenges. As new issues arise, NAPE adapts, and leverages collective experience to turn challenges into opportunities, while remaining focused on technical excellence and professionalism.

Exploration economics have become more complex. How can Nigeria better manage exploration risks to attract capital into the upstream sector?
Exploration capital is highly sensitive to risk and certainty. To attract the level of investment needed for the next phase of growth, Nigeria must shift from being perceived as high-risk to being seen as predictable and competitive. One important step is maintaining fiscal flexibility and speed. Recent Executive Orders have significantly reduced contracting timelines, helping unlock billions of dollars in new investments.
Another critical factor is de-risking exploration through data. Many exploration risks stem from limited subsurface understanding. Strategic use of the Frontier Exploration Fund to generate high-quality seismic data, alongside advanced tools such as 4D seismic and AI-driven reservoir modeling, can significantly reduce geological uncertainty and turn prospects into bankable opportunities.

Equally important is securing the operating environment. Community and security challenges often pose hidden risks to investors. The Host Community Development Trusts (HCDT) under the PIA are helping reposition host communities as partners and reducing disruptions and improving operational stability.

With decarbonisation gaining traction globally, how can Nigeria strike a balance between developing hydrocarbons and embracing cleaner energy sources?
This is one of the defining challenges of our time, and I don’t see it as a choice between oil and renewables, but as a matter of strategic integration. For Nigeria, the path to Net Zero by 2060 is anchored on gas.

Expanding gas-to-power projects and replacing diesel generation is already helping to lower our national carbon footprint. At the same time, the focus is on producing oil more responsibly. This means driving low-carbon operations through zero routine flaring. Initiatives like the Flare Elimination and Monetisation plan are helping convert wasted gas into power and industrial feedstock, making upstream operations more efficient and environmentally conscious.

If you had the opportunity to advise the federal government directly, what three strategic priorities would you recommend for building a more resilient and competitive exploration sector?
If I were to advise the Federal Government, I would prioritise regulatory certainty, data-led exploration and cost competitiveness. Investors can take geological risks, but they avoid policy uncertainty, so Nigeria needs a stable regulatory framework with fast, predictable approvals. We must also treat geological data as a strategic national asset by expanding high-quality seismic acquisition to reduce exploration risk. Expanding the Frontier Exploration Fund to acquire high-quality 3D and 4D seismic data, especially in frontier and deepwater basins, will make a real difference. When investors can clearly see the subsurface potential before committing capital, decisions become faster and more confident. Finally, cost competitiveness should guide decisions through shared infrastructure, basin-wide planning and targeted incentives that make even smaller discoveries commercially viable.

What are your immediate priorities for the general membership of NAPE?
My immediate priority is the review and strengthening of geoscience curricula at the tertiary level, in close collaboration with the National Universities Commission (NUC). It is important to ensure that what is being taught in our institutions aligns with current industry realities.

Beyond this, I am focused on revisiting past NAPE communiqués and ensuring that the action points outlined in them are deliberately implemented. Capacity building and legacy building are very close to my heart, which is why one of my key initiatives is establishing the NAPE Academy within the NAPE Secretariat, a dedicated space for training and professional development. We also plan to strengthen partnerships with sister organizations such as SPE, AAPG, and NMGS, while encouraging participation from private universities in NAPE programs.

Why is the review of geosciences curricula such a priority for your administration?
Education is the ‘upstream’ of our human capital. The review of geosciences curricula is a priority because the skills required to find and develop hydrocarbons today are no longer the same as they were even a decade ago. Exploration is now driven by integrated subsurface workflows, advanced geophysics, data analytics, etc. If our training does not evolve, we risk producing graduates who are academically sound but operationally unprepared.

How will NAPE work with universities, regulators, and accreditation bodies on curriculum reform?
Our approach is a hands-on, three-way partnership between Industry (NAPE), Academia (Universities), and Government (NUC/NUPRC). Through our UAP, we are facilitating “knowledge exchanges.” This includes placing industry veterans in classrooms as adjunct faculty and bringing lecturers into the field through sabbatical attachments. NAPE serves as a technical consultant to the NUC during accreditation exercises. We are advocating for accreditation standards that prioritize laboratory equipment, software accessibility, and field-work frequency.

Youth participation remains vital for the industry’s future. What initiatives do you plan to implement to nurture the next generation of geoscientists?
Youth participation is critical to the future of our industry. To nurture the next generation of geoscientists, we are combining training, mentorship, and real-world project exposure through initiatives like the NAPE Academy and the YP EnergyTech Pitch-A-Ton, which provides young professionals with opportunities, seed funding, and mentorship to scale AI-driven solutions for energy security and decarbonization. We are also strengthening university-industry partnerships, providing digital infrastructure and industry-standard software, such as the seismic visualization workstations recently donated to the University of Port Harcourt, giving students hands-on access to tools used by major operators.

You have emphasised advocacy as a key pillar of your tenure. Are there specific policy areas where NAPE intends to provide technical input or thought leadership?
Advocacy is indeed a central pillar of our tenure, and NAPE intends to provide technical input across several key policy areas that directly affect the upstream sector. First, we are actively contributing to frontier exploration and data policy. NAPE supports the strategic use of the Frontier Exploration Fund, the collection of high-quality seismic data, and the adoption of modern digital tools, all of which reduce exploration risk and attract investment. Additionally, we are prioritising sustainable operations and energy transition policy. This includes input on gas commercialisation, flare reduction, carbon capture, and other decarbonization initiatives. Across all these areas, NAPE leverages the collective experience of its members to provide practical, technically sound recommendations that align industry growth with national energy and economic goals.

What advice do you have for young geoscientists entering a highly competitive and changing industry?
My advice to young geoscientists is to embrace both resilience and curiosity. The industry is competitive and constantly evolving, so it’s important to build a strong technical foundation while staying open to new technologies, digital tools, and emerging energy solutions. Be proactive about learning beyond the classroom, seek internships, mentorship, and hands-on experience with real subsurface data. Don’t wait for opportunities to come to you, and always be willing to take on challenges that stretch your skills. Finally, trust in God, work with integrity, and collaborate with others.

At the end of your tenure, what achievements would make you feel you have succeeded and what kind of NAPE do you hope to hand over to your successor?
Success for me would mean aligning geoscience curricula in our tertiary institutions with current industry needs, ensuring graduates are equipped with relevant, modern skills for today’s exploration challenges. It would also mean establishing initiatives such as the NAPE Academy and providing tangible support to universities and young professionals, including the rollout of specialized computer workstations nationwide. I hope to hand over a NAPE that strengthens inclusivity, innovation and member development, enabling especially early-career professionals to reach their full potential.