The Managing Director/Chief Executive officer, Niger Delta Power Holding Company (NDPHC), Jennifer Adighije, in this interview, talks about key reforms deployed within the last year and efforts to bring idle power plants back to life, as well as drive innovative energy solutions that will expand access to affordable, reliable power to be delivered to the last mile. She also highlights commitment to building a stronger, more responsive, and future-ready company, one that is focused not just on generating megawatts but on delivering impact for the country. Excerpts.

This month of August, the new Management team led by you has clocked one year in office. How has it been running the NDPHC?
The past year has been both humbling and inspiring, a period marked by strategic shifts, bold reforms, and visible progress in our efforts to reposition NDPHC as a critical enabler of Nigeria’s energy security. As I mark my first anniversary as the MD/CEO of NDPHC, I do so with a profound sense of gratitude, responsibility, and renewed commitment. From the successful revival and optimization of previously idle power plants to pioneering bilateral power sale initiatives that are already reshaping our revenue base, our journey has been one of action guided by vision and purpose. 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.
 
However, 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 inspire 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.

Looking back, what would you consider as NDPHC’s major achievements under your leadership in the past year?
Upon assuming office, 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, which are critical national infrastructure, had been either in poor condition 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 under my leadership initiated a well-coordinated and strategic intervention targeting the 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 a quick response to facilitate recovery and avert downtime while also harnessing commercial relationships with gas suppliers to secure a 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 five 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. The ripple effect of this revival is also reflected in improved revenue flow, job satisfaction, and a renewed sense of purpose across our operations. Alaoji Power Plant, which had hitherto remained dormant for an extended period, is now set to come on stream in a matter of weeks, an outcome that is largely attributable to the proactive and strategic efforts of the current leadership. Through focused engagement with key stakeholders, facilitation of gas supply arrangements, and technical readiness assessments, the present management has cleared critical bottlenecks that had previously stalled our plant’s operations. This development marks a significant milestone in NDPHC’s ongoing drive to unlock stranded capacity and inject much-needed power into the national grid.

Most importantly, our reform drive has restored investor, stakeholder, and regulatory confidence in NDPHC’s capacity. This achievement affirms our strategic direction and reinforces our commitment to making NDPHC a central pillar in Nigeria’s energy transition. It is one of the early wins in our long-term journey of institutional revitalization and sectoral transformation.

What’s your position on strategic power sales initiatives?
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. These strategic efforts are already repositioning NDPHC as a more agile and commercially responsive entity, with a clearer path toward long-term sustainability and impact.

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 addition to the debt burden, there were longstanding operational inefficiencies, dormant generation assets, and weakened stakeholder confidence in NDPHC’s capacity, credibility and industry relevance.
 
To address these challenges, we took a multi-pronged approach. On the commercial side, we began the process of restructuring our power sales strategy, moving toward bilateral contracts with eligible customers, which would allow us to sell power at cost-reflective tariffs and reduce our reliance on default-prone market channels. This is still a work in progress, but we’re making steady gains. We have successfully tackled key constraints, most notably, gas supply and evacuation limitations, by collaborating strategically to unbottle the bottlenecks.
Equally important was rebuilding operational credibility. We strengthened compliance with regulatory requirements, improved coordination with TCN and NISO, and proactively engaged NERC to align our operations with market expectations.
 
These challenges, while daunting, also presented opportunities to drive reform, innovation, and strategic repositioning and I believe we are on the right path to delivering a more resilient and forward-looking NDPHC.

What new systems or reforms have you introduced to aid corporate governance and 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 an 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. This collaboration aims to identify and eliminate fraudulent practices, reinforce due process, and instill a strong culture of accountability. It sends a clear message that we are serious about reform, while also strengthening internal controls and supporting national anti-corruption efforts in the power sector.

Most importantly, we have tried to instill a culture of professionalism and service within NDPHC, one that sees public service not just as routine administration, but as a strategic responsibility to the Nigerian people. These steps may not always make the headlines, but they are foundational to building a more resilient, responsive, and performance-driven NDPHC.

How many additional Megawatts has NDPHC been able to contribute to the national grid in the past year since you assumed the MD position?
I must say that our drive to recover dormant turbine units targets an 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), and 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.
 
We see this not just as a technical achievement, but as a testament to the possibilities that exist when leadership is intentional, strategic, and focused on results. And we are not relenting in our goal to sustain and scale this impact in the months and years ahead.

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 and now stands at 80%. The contractors on the project, Messrs China Machinery Ltd CMEC, have also presented a progress plan which we are steadily working towards.
 
At Gbarain, we’ve hit a major milestone, too. This plant, which has erstwhile been offline since year 2020 after a 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, cash flow remains the major challenge that impedes progress. These projects are dollar denominated, and till date, NDPHC has been unable to reach meaning agreements on the 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.

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.

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 lessons learnt?
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.