A publication of ExxonMobil affiliates in Nigeria ISSN 1597-0442 EDITION 1, 2017
Nolan O’Neal bows out, Paul McGrath steps in
ExxonMobil discovers significant oil offshore Nigeria
MPN bags Diamond Excellence Award
CONTENTS
ExxonMobil News ISSN: 1597-0442 Esso Exploration and Production Nigeria Limited (EEPNL) Esso Exploration and Production Nigeria (Offshore East) Limited Mobil Oil Nigeria Plc (MON) Mobil Producing Nigeria Unlimited (MPN) Edition 1, 2017 Chairman Managing Director, EEPNL & MPN and Lead Country Manager Paul McGrath
COMMUNITY RELATIONS
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NNPC/MPN JV donates 23million and water supply to communities and AKS Schools
COVER
Nolan O’Neal bows out, Paul McGrath steps in
Chairman/Managing Director, MON Adetunji A. Oyebanji
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Director, Lubricants & Specialties, MON A. J. MacNaughton
Power Forward Program reaffirms EM commitment to Youth Empowerment
General Manager, Public & Government Affairs Paul C. Arinze
Editor Oge Udeagha
EM donates Geoscience textbooks, journals to Varsities
Editorial Team Ernest Omo-Ojo; Ozemoya Okordion; Patrick Utomi; Chukwuemeka Okonkwo
Cover/Concept/Graphic Design Taiwo Ogunbiyi
Registered Office Mobil House, 1, Lekki Expressway, P.M.B 12054, Victoria Island, Lagos.
EM discovers significant oil offshore Nigeria
NEWS
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Published by Public & Government Affairs Department for Employees of ExxonMobil subsidiaries in Nigeria.
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EM wins West Africa’s Best in Company CSR, sustainability One Team, One Job interview with Carol Antaih and Oluseyi Fadahunsi
All correspondence to The Editor, Public & Government Affairs Department, Mobil Producing Nigeria Unlimited, Mobil House, 1, Lekki Expressway, P.M.B. 12054, Victoria Island, Lagos. Tel:01-2801100 www.exxonmobil.com.ng All rights reserved. No part of this publication may be reproduced or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, or stored in any retrieval system of any nature, without the written permission of the editors
PEOPLE 26 24
Upstream Nigeria SHE, GREF inspires workforce with Fair
We want to hear from you.
MPN sends forth Senior Management Staff
If you have any news, views, feedback or photos you wish to share, kindly contact the Editor, c/o ernest.omo-ojo@exxonmobil.com
SH&E
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EEPNL recognized as the Best Emergency Response Team
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NEWS
West Saturn, the rig drilled Owowo
ExxonMobil discovers significant oil offshore Nigeria
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The well was drilled by ExxonMobil affiliate Esso Exploration and Production Nigeria (Deepwater Ventures) Limited and proved additional resource in deeper reservoirs
and the government on future development plans."
xxonMobil Corporation recently
discovered significant crude oil deposits with a potential recoverable resource of between 500 million and 1 billion barrels of oil on the Owowo field offshore Nigeria. The Owowo-3 well drilling, which started on September 23, encountered about 460 feet (140 meters) of oil-bearing sandstone reservoir. Owowo-3 extends the resource discovered by the Owowo-2 well, which encountered about 515 feet (157 meters) of oil-bearing sandstone reservoir. According to Stephen M. Greenlee, president, ExxonMobil Exploration Company, "We are encouraged by the results and will work with our partners
Owowo-3 was safely drilled to 10,410 feet (3,173 meters) in 1,890 feet (576 meters) of water. The Owowo field spans portions of the contract areas of Oil Prospecting License 223 (OPL 223) and Oil Mining License 139 (OML 139). The well was drilled by ExxonMobil affiliate Esso Exploration and Production Nigeria (Deepwater Ventures) Limited and proved additional resource in deeper reservoirs. ExxonMobil holds 27 percent interest and is the operator for OPL 223 and OML 139. Joint venture partners include Chevron Nigeria Deepwater G Limited (27 percent interest), Total E&P Nigeria Limited (18 percent interest), Nexen
Petroleum Deepwater Nigeria Limited (18 percent interest), and the Nigeria Petroleum Development Company Limited (10 percent interest).
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West Africa's Best Company ExxonMobil wins in CSR, Sustainability
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xxonMobil affiliate companies in Nigeria have been recognized as the Best Company in CSR/ Sustainability in West Africa by the Social Enterprise Reports and Awards (SERAs) for making significant contributions to the socio-economic development of Nigeria. This award is based on the company's Erha North Phase 2 Community Assisted Projects (CAPs) cumulative impact and reach in 2016. The CAPs, which included the establishment of science libraries, solar boreholes and virtual laboratories in various states of Nigeria were nominated in nine different categories. Best Company in Climate Action, Best Company in Education, Best Company in Stakeholder Engagement, Best
The SERAs - Nigeria CSRAwards is a platformwhich recognizes Nigerian companies for their exceptional corporate citizenship and stakeholder engagements that create social value in the environment around which these companies operate. While ExxonMobil also received the award for best overall company in Corporate Social Responsibility (CSR) in 2015, it is the first time in the history of the SERAs that other West African countries have been considered, with ExxonMobil still comingout tops in the category.
primary schools with essential school items. Others include provision of science libraries that will improve student's interest and enhance their performance in STEM related subjects, solar powered boreholes that have allowed underground water in Africa to become a major source for drinking water and irrigation thus providing a reliable, sustainable and readily available water supply. The nominations and the award received reaffirm MPN's concerted efforts , in ensuring economic empowerment and local capacity development in the areas of education, sanitation across several states in Nigeria.
Company in CSR/Sustainability West Africa, Best Company in Provision of Clean Water & Sanitation, Best Company in Affordable & Clean Energy, Best Company in Infrastructural Development, Best Socially Responsible Company, and Best Company in Partnership for Development. The projects submitted for consideration were unique because they targeted specific areas of development. Some of the projects include the provision of E-learning centers, that equip pupils with the foundations of modern information technology and enhance their ability to compete effectively in today's IT driven world and the Back to School program, which provides children in
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Nolan O'Neal bows out, Paul McGrath steps in
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general manager, Operations Technical Surface (MPN) and as division manager, Upstream Research Company in 2007. In 2010, he was appointed the global new operations manager. Nolan returned to Nigeria in 2012 as deputy production manager and was appointed into the Board as executive director. In 2014, he was appointed the lead country manager and chairman, board of directors, MPN and EEPNL, positions he held until his retirement. Paul joined ExxonMobil in 1999 and has held a variety of technical and managerial positions in upstream and downstream operations while working in the United Kingdom, Korea, Qatar, Australia and the United States.
aul McGrath has been appointed as lead country manager and chairman, board of directors, Esso Exploration Nigeria Limited (EEPNL) and Mobil Producing Nigeria Unlimited (MPN) effective March 1, 2017. The appointment follows the retirement of Nolan O'Neal as lead country manager, chairman, Board of Directors, Esso Exploration Nigeria Limited (EEPNL) and Mobil Producing Nigeria Unlimited (MPN), after 34 years of service in the company. Nolan joined ExxonMobil in 1983 and supervised various projects such as projects and reservoir engineering, research and facilities, as well as Gas Marketing. Nolan also served as
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ExxonMobil News
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MPN bags Diamond Excellence Award in CSR
The purpose of the event was to recognize and reward excellence, and the achievements of individuals and business organizations that have made exceptional contributions to the s ocio-economic wellbeing of Akwa Ibom people
Udom Inoyo, executive director, ExxonMobil affiliates, Nigeria making a remark at the Uyo Chamber of Commerce, Industry, Mines and Agriculture (UYOCCIMA)/ Akwa Ibom State Ministry of Investment, Commerce and Industry award ceremony in Uyo.
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ExxonMobil News
Above: From left to right – Udom Inoyo, executive director, ExxonMobil affiliates, Nigeria; Udeme Ufot, group managing director, SO&U Limited; Moses Ekpo, deputy governor, Akwa Ibom State; Obonganwan Imo Isemin, president, UYOCCIMA at the UYOCCIMA/ Akwa Ibom State Ministry of Investment, Commerce and Industry award ceremony in Uyo . Left: From right to left – Udom Inoyo; Aniefiok Idiok, major project execution advisor, Public & Government Affairs, Mobil Producing Nigeria Unlimited proudly displaying the Diamond Excellence Award from Udeme Ufot at the Uyo Chamber of Commerce, Industry, Mines and Agriculture (UYOCCIMA)/Akwa Ibom State Ministry of Investment, Commerce and Industry award ceremony in Uyo.
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obil Producing Nigeria (MPN)
the industrialization drive of the State government. He reiterated the government's commitment to sustaining the provision of enabling environment needed for businesses, trades, entrepreneurships and industries to succeed. The high points of the event were the flag- off/launch of Akwa Ibom Trade and Tourism Fair (AKITTOF) 2016 by Mark Esset, who represented, the speaker, Akwa Ibom State House of Assembly, and the presentation of awards to winners in different categories. Among the awards recipients were, Airtel Networks Limited, Champion Breweries Plc, Ritman University, Rayfield International Secondary School, Tower of Ivory Schools, SO & U Advertising Company, Federal Radio Corporation of Nigeria (Atlantic FM), and Gufax Microfinance Bank Ltd.
More than ever, the company needs the support of all stakeholders to thrive in the face of daunting challenges affecting the global oil and gas industry," Inoyo highlighted. In her address, Obonganwan Imo Isemin, president, UYOCCIMA, said that the purpose of the event was to recognize and reward excellence, and the achievements of individuals and business organizations that have made exceptional contributions to the socio-economic wellbeing of Akwa Ibom people. She congratulated the individuals and corporate bodies selected for the awards, and particularly commended ExxonMobil for standing out as the overall best corporate organization in Akwa Ibom vis-à-vis its corporate social responsibility contributions to the State. Moses Ekpo (MFR), deputy governor, Akwa Ibom State applauded UYOCCIMA for celebrating excellence and for keying into
Unlimited, ExxonMobil Nigeria affiliate in Joint Venture (JV) with Nigerian National Petroleum Corporation (NNPC) has been awarded the Diamond Excellence Award in Corporate Social Responsibility and Community Support by the Uyo Chamber of Commerce, Industry, Mines and Agriculture (UYOCCIMA) in collaboration with the Akwa Ibom State Ministry of Investment, Commerce and Industry in Uyo. Receiving the award, Udom Inoyo, executive director, ExxonMobil affiliates, Nigeria thanked UYOCCIMA for acknowledging the contributions of MPN
as well as those of other corporate organizations and individuals in the
development of the State, noting that, "the company's contributions to the State are testimonies of its commitment to her development."
"ExxonMobil is in Nigeria for the long haul.
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BUSINESS
Interview with Carol Antaih , general manager, SHE, and Oluseyi Fadahunsi , Management Support Manager, Upstream Nigeria
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xxonMobil Upstream Nigeria (UN) affiliates at the beginning of 2016 rolled out the One Team, One Job …make it E count for safety and profit campaign focused on improving these key areas; elimination of serious incidents, growing of profitable volumes, and improving profitability. The campaign strategy was to use phased workforce engagement to promote understanding of the three key company priorities that will engender improved team collaboration, process ownership, and promote behavioural change. In these interview excerpts, Carol Antaih, general manager, SHE, UN and Oluseyi Fadahunsi, management support manager, UN shed light on the accomplishments, improvements, challenges that caps the campaign.
Improvements in safety performance / profitability since the campaign kicked off Antaih: 'One Team, One Job' campaign has helped us as one organization, focusing on our goal of Nobody Gets Hurt. Thus, getting us as a team to have the mindset that we are one team has helped to ensure the safety culture and message is consistent across board. We have seen an improvement in the uptake of the safety vision, focus and message as one team. We know that if a team member is hurt, irrespective of the department, everyone is affected. The focus has made us to care more for one another, because we are one team. Fadahunsi: We have made some important observations since this campaign kicked off. It's clear that this campaign was most effective because of the boost from other initiatives we are currently executing within the organization. One of the major wins of the campaign is on a mindset change of the workforce. We have to give it that credit, and the success of aligning it with other initiatives that is run throughout the several functions within the company.
going to platforms and talking to PICs. In the Executive Safety Council, we have seen broader leadership there. Same with the Safe-start engagement with the workforce. Overall, we have seen top-down leadership evident among the workforce, and that has contributed to the safety performance. Lastly on safety, is the ground-up ownership. Ground-up ownership simply means, you and I owning the safety performance of things around us and being responsible for the safety of others; that is, intervening and caring for others (learning and applying the learnings). At the beginning of the 2016, we stated that we want to build the culture of learning, which basically means I see a safety incidence, I see a narrative about what happened, I see a broader sharing of the lessons learned, and I as an individual reflect on those learnings and think about how those learnings peculiarly apply to me. In this whole process, I think we are beginning to see some improvement in it. And that's good. For profitability, there are two areas - broader efficiencies and volumes improvement. In 2016, this initiative coupled with every other good work that's been going on around the functions
For safety, there are few key areas that we have seen improvement since this campaign began. Again, trying to change the mindset of the workforce, we have seen that in 2016, potential hurts and high potential incidents are continuing to decline (the safety data buttresses it). I would not say it's just this campaign alone that made this happen. It's this campaign in conjunction with all the several initiatives that are being done. However, this campaign is critical, because it's a mindset change that we are trying to drive through the organization. We have seen the benefits of Good-to-Go initiative and other initiatives like Stop, Think, Act in play. We noticed the workforce are more focused on the barriers, effectiveness of those barriers, and making sure that each barrier is checked and that they are healthy. Also, there has been some improvement in top-down leadership. It's been evident. Again, for safety, there is a lot of leadership and accountability that comes with it. Thus, we can allude that the good safety performance is closely linked to effective leadership accountability. For instance, we have seen leadership leading in several initiatives like sponsored facilities visit. We have seen leadership
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simplification and elimination of work that we think is not required. We have stopped them going forward. Those are the changes I have seen. Challenges faced in improving upon previous safety / profitability performance since the campaign began Antaih: Safety is a journey. Everything that's happened is history. We keep focusing on today by making sure that, Nobody Gets Hurt. Regardless, that's a challenge that remains with us. We don't look back on how good we were yesterday. If we do that, we might lose focus, and somebody might get hurt. Getting everybody to focus on today is very important, and how we do that are the different ways we communicate our messages to the workforce, ranging from Manager's weekly messages to their teams, weekly teleconferencing on the incidents we have received, staff meetings with all the teams, getting together to make sure what happened previously does not repeat itself, and also focusing on the potential when we look at the portfolio of incidents. When there is an incident we investigate. And if there is an incident that has the potential to hurt someone, we deploy the hurt-based approach which has helped us in getting better. A look at our safety statistics shows that we have improved over time. That's because we apply different tools. We have noticed that the barrier that fails most is the people barrier. In safety, we have three major barriers - People, Process and Equipment. For the process part, we have well-defined processes and procedures that we keep improving on. On the equipment, we make sure that they are up-to-date. While the people part is what we are focusing on today. That's what ties in the One Team, One
us is, improving the way we share our lessons across the organization. We have taken lessons from the different parts of the organization and apply them in how we do our work. It has helped us to integrate and collaborate. Before now, if something happens in GREF for example, we wouldn't know in Operations when it happened. We now work as a one team. Every week, all the different functions meet together to share and discuss learnings from each of the department. Therefore, we are working as one in applying learnings to our work. That's the change. We take the learnings and apply them in the different work streams that we have. That's a good thing for us, because, the learnings we get from an incident in a particular functions can be applied in other functions. Fadahunsi: Generally in the company, in the spirit of the synergy, I think there is interrelation between the One Team, One Job mindset and the global Upstream Synergy. I think there is some connection between the two. The changes I have seen in line with the synergies are behavioural change in terms of collaboration among the different functions. I have seen people take ownership and use their judgment to solve problems that matter most. I have seen people focus on more clarity to get work done and focusing on the most effective way to get it done. In terms of organizational change, we have seen a lot of integration. And we have seen people really maximizing the value of networking, which is, basically knowing who knows by connecting to the knowledge network. For instance, if I have a problem, I can contact somebody that knows about it. The last one is really about process. We have seen simplification of processes, which is very good, and actually the mindset we are promoting. Here in Planning, we have done some
contributed to greater efficiencies notwithstanding the oil price and the current business environment. We have seen contracts renegotiated. We have renegotiated things in drilling, vessels, operations, and manpower contracts. We have had quite significant savings from them, even in fuel efficiencies. All these are ongoing, and we will capture a lot of efficiencies from them. Broadly, there has been optimization in headcount as well. It's really restructuring and trying to be more effective the way we get work done. On project execution, we have efficiencies in riser repairs and Erha North Phase 2 well drilling (we have reduced the number of wells that we drill for the project while capturing most of the resources). In terms of volumes improvement, the two focus areas are capacity enhancement and well restoration. Basically, we have been able to maximize value from installed capacity. These are volumes that we have already developed in the past, but they are in the ground waiting for some kind of investment - minor or major. We have been able to devise creative ways to bring some of those volumes on land and upstream. We give great credit to the sub-surface team for getting that done. In the beginning of year, we anticipated to get the work-over rig, but it did not happen because we have some constraint with our JV partner. Notwithstanding the constraints, we were able to grow some of our volumes in base. So, that's good. On the other hand, we restored some of the idle wells. We have been able to bring forward the wells through creative solutions. In all, I think we have seen tangible contributions and improvements in our profitability. Behavioural changes noticed amongst the workforce since the campaign commenced Antaih: What the initiative has done for
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Antaih: One of the key learnings is that, if it's not safe we don't do it. When we have a job to be done, it must be carried out safely. That's the message we preach at every level in different teams. As we do our job as a team, it must be done in a safe manner. So, every member of the team has to adhere to this message. In making sure that they are healthy, Good- to-Go has helped us as a team by touching the barriers that keeps us safe. If it's not healthy, we mitigate them. If we cannot mitigate them, then we stop the work and re-evaluate how we want to do it safely. Fadahunsi: The key learning for us are the classic change management learnings; that if you can get the workforce more aligned in a direction, if you can make leadership and process ownership demonstrated visibly and leaders are in the forefront, then you can get a lot done. I will promote more leadership visibility and continuity in discussion on the things we want the workforce to do. Let the leaders begin to share and show those to their respective teams. Let the leaders demonstrate it in the day-to-day decisions they make. That will be most helpful to the workforce in internalizing those virtues. Increasing the effectiveness of the 'One Team, One Job' message amongst the workforce Antaih: At the moment, I think we need to take it from the leadership to the people at the work sites. We need the message to come from the work sites as well. We want the ownership of this message. We want feedback from the PICs and first line Supervisors. That's when you have everyone taking on that's same message of One Team, One Job -
safely producing Oil and Gas. How do we do it safely? To do it safely, we need to work together as one team. So, as we hands-off from one person to another, we need to integrate. That's the One Team concept. We put our One Team hats on as we do tasks safely. The expectation is that the workforce carry on the message while executing their jobs. When the workforce takes ownership, we see great success because people are internalizing the message, owning the vision and personalizing it. That's what will help us move this forward. Fadahunsi: Building upon what we have already done, I think first, people need to be grounded in what we have achieved. Basically, where we are at the moment, and the need to be clear on the work that's still required to move forward on the journey. For safety, bottom up, we still need alignment. There is some work that need to be done on getting the lowest and highest of the workforce having a safety mindset and taking ownership of safety around them, and caring for others around them. It's basically saying that the safety of other depends on me as long as they are around me. On safety we have that work to do. For profitability, aside from the external challenges, if we can continue to focus and ask ourselves for every task, what is the most efficient and effective way to do this task? The other piece is to ask, how does this contribute to the company's bottomline? If those two things are clear to me as a member of the workforce, then I can be more driven in terms of how I get work done and the kind of work that I pursue.
Job; looking at people's behavior, how we think, how we focus, how we take on our task, and make sure that every day we work safely. Some of the initiatives we have deployed to improve in this area are the Good-to-Go; Stop, Think & Act; Fairplay application which are focused on improving people behavior and our safety culture. Fadahunsi: It still boils down to getting most of the workforce alignment from top to bottom vice versa in terms of safety commitment. We still have a lot of work to do there in trying to get people to focus on owning safety around them and also applying the lessons learned. That's the journey as we continue to move forward. It's achievable. The No hurt, Zero hurt is achievable if all focus on achieving this objective. Those are the few areas I have seen. It's really getting that bottom to top alignment fully in. There are broader challenges we have actually noticed in terms of improving the company's profitability. There are three key areas. The first one is price. The oil price is still low. Relative to last year, the price is not that better. So, we are still challenged in improving our profitability performance over the last two years. The other piece is the JV arrears. We have some challenges with the JV arrears. We are looking forward to the government defraying all the arrears that we are owed, which is over USD1 billion. This needs to be resolved before we can move forward. On the other hand is the security challenge. We were out of production in QIT for quite some months. These are external impacts. In terms of moving this initiative forward internally, we have done a good job and we can continually improve.
Key learnings from the campaign
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From left to right – Oge Udeagha, manager, Public and Government Affairs, MPN; Onofiok Luke, the speaker, Akwa Ibom State House of Assembly; Moses Ekpo (MFR), deputy governor, Akwa Ibom State; Patrick Albert (Elder), chairman, Nigerian Union of Journalists (NUJ), Akwa Ibom State chapter at the 2016 NUJ Week in Uyo
MPN partners with Akwa Ibom State Journalists
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Udeagha called the Union's attention to the state of business in which ExxonMobil affiliates and other companies in the industry currently operate. "When compared to 2015, the company's profitability margin dropped by about 70% in 2016, due to the fall in oil prices, the fall in production volume and the resultant global cut downs in investment in the sector", Our Joint Venture (JV) partner not defraying and community unrest has further strained the company's business." He explained that these challenges have led to the scaling down of
obil Producing Nigeria (MPN)
Unlimited, an ExxonMobil affiliate company in Nigeria during the meeting with Akwa Ibom State journalists at the Nigerian Union of Journalists (NUJ) Press Week called for increased media support. In his address to the State Council of the Nigeria Union of Journalists, Oge Udeagha, manager, Media and Communication, Mobil Producing Nigeria Unlimited described the Akwa Ibom State press as a partner, and sought greater alignment in the face of the daunting challenges and unfavorable operating conditions in the oil and gas industry, especially in Nigeria.
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Cross section participants at the 2016 NUJ Week in Uyo
business operations and deferment of projects across several companies in the sector. "Nevertheless, the company has remained resolute in its commitment to supporting the development of communities in Akwa Ibom State, and across other states in Nigeria," Udeagha said. According to Udeagha, "ExxonMobil affiliates in Nigeria remain the largest private sector employer of labour in Akwa Ibom, with indigenes of the state making
up 35 percent of the company's national workforce; the Akwa Ibom State government also benefits greatly from the 13 percent derivation earnings from the operations of the company; the company, in the last ten years, has invested over N100 billion in direct community assistance projects, including its N8 billion counter-part funding to the Akwa Ibom State government for the construction of Eket-Ibeno road and the N6 billion investments in the on-going Special Community Assistance Projects in eight
Local Government Areas of Akwa Ibom State.” In addition, "the Company remits taxes, dues, levies, tenements and contributions to at least ten different government and state institutions, including over N180 billion paid to the NDDC since its inception in 2001, N7 billion annual remittance as Pay As You Earn (PAYE) tax, an average of N230 million annual ground rent to the State Government and N50 million to Ibeno and Eket Local Government Areas," he added. Udeagha commended the sustained support of the Akwa Ibom State government, local communities, media and other stakeholders that are key to its operations in the state. "It is very important that we work together in the face of present industry challenges," he said In his remarks, Onofiok Luke, the speaker, Akwa Ibom State House of Assembly, called for sustained support of all stakeholders of ExxonMobil affiliates in the state. "What hurts ExxonMobil hurts us all," he said. "We must support the company by providing it with a conducive working environment in the interest of peace, progress and development."
From left to right – Oge Udeagha, manager, Public and Government Affairs, MPN; Onofiok Luke, the speaker, Akwa Ibom State House of Assembly at the 2016 NUJ Week in Uyo
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SAFETY, HEALTH AND ENVIRONMENT
EEPNL recognized as the Best Emergency Response Team The team activated the EEPNL Oil Spill Response and Contingency Plan which the DPR declared as, "one of the best emergency response exercise from a team so far."
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sso Exploration and Production
Nigeria Limited (EEPNL), an ExxonMobil affiliates in Nigeria,
Deepwater Emergency Response Team has been recognized by Department of Petroleum Resources (DPR) as Best Emergency Response Team in the industry for its concerted efforts on the EEPNL 2016 Oil Spill Contingency Plan (OSCP) activation exercise. In his remark, Orlando Olanrewaju, deepwater assets engineer, Operations organized and predetermined course of actions to be pursued in the event of a spill. This plan is approved by the DPR for subsequent implementation by operators." According to Olarenwaju, "On an annual basis, DPR reviews OSCPs, and an activation of the plan by the Operator is required by DPR. This is to ensure that any operator or owner of a facility has in its employment, personnel that are regularly trained and dedicated to Technical Surface (OTS), (MPN) explained that, "the OSCP is an
environmental planning, protection and control.” The team between October 10 and 15, 2016 activated the EEPNL Oil Spill Response and Contingency Plan which the DPR declared as, "one of the best emergency response exercise from a team so far." DPR commended the exceptional coordination and calmness shown by the
team while under pressure highlighting that, "the company level of compliance to the exercise has improved over the years indicating a serious commitment to HSE environment." DPR noted that, "there is optimism and confidence that ExxonMobil as company is
working towards 100 percent self- regulation; a level desired by the Department."
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COMMUNITY RELATIONS
NNPC/MPN JV donates N23million to eight Less Privileged Homes ... delivers N16.5m water supply projects to AKS Schools
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Cross section of representatives from the eight less privileged homes and MPN's representatives during the donation ceremony in Uyo.
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obil Producing Nigeria (MPN) Unlimited, ExxonMobil Nigeria
affiliate in Joint Venture (JV) with Nigerian National Petroleum Corporation (NNPC) has put smiles on the faces of many less privileged people with the donation of N23 million to 8 different Care Homes, and handed over two completed water supply projects with treatment and solar systems worth about N17 million to Special Education Center, Oron Road, Uyo, Uyo Local Government Area (LGA) and Idagha Secondary School, Nung Oku, Uruan LGA all in Akwa Ibom State. Speaking at the events, Regina Udobong, manager, Public and Government Affairs, (MPN), congratulated the beneficiaries for providing a conducive environment for the contractors to deliver on the projects on schedule, quality and budget without any incident. "In this very challenging business climate, collaboration is the only
The high point of the event was the presentation of cheques to the representatives selected from each of the following homes, Motherless Babies Home, Mkpok, Onna Local Government Area (LGA); James 1:27 Orphanage Home, Esit Eket, LGA; Band of Hope Orphanage Home, Okon Eket, Eket, LGA; Daughters of Charity Service Centre for Inclusive Education, Uyo, LGA; St. Louise's Special School, Ikot Ekpene, LGA; St. Anthony's Destitute Centres, Uyo, LGA; Qua Iboe Church Leprosy Hospital, Etinan, LGA; and Handmaid's Prince of Peace Orphanage Home, Uyo. In their remarks, representatives of the 8 benefitting homes commended the JV partners for playing a major role in the lives of the less privileged people in their various
maintained to continue to provide water for the two communities. In addition, she mentioned that, "the gesture will support the upkeep of the children and disabled in the homes, assist towards provision of basic resources, and upgrade of facilities at the centres.” "The homes were carefully and objectively selected on the basis of needs assessment, and in response to requests for support earlier submitted to MPN by the homes," Udobong noted. "These donations reaffirm the JV's commitment to support the social welfare of Akwa Ibom State, and this is a fraction of MPN's corporate social responsibility contributions to the State and the country at large.”
key to stability that is required to continuously create value for all," Udobong stated.
She further added that "the expectation is that future maintenance will be handled by the beneficiaries now the projects have been handed over. The leaders need to ensure that the delivered facility is well
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water supply, electricity, roads, infrastructure development, and economic empowerment.
Faculty and construction of a functional Trauma Center at University of Uyo Teaching Center, Uyo. The beneficiaries pledged their support and thanked the JV partners for the gesture. Nkereuwem Ikon, Director, Pre- primary, Primary and Special Education (PPSE) Directorate, took delivery of the project at Special Education Center, Oron Road, Uyo; while Ime Essien, Vice Principal (Admin), took delivery at Idagha Secondary School, Nung Oku, Uruan LGA. Over the years, the NNPC/MPN Joint Venture has contributed significantly to the development of Akwa Ibom State, particularly, in the areas of social development, human capacity development, education, health, sports,
homes, for always reaching out to their aid, and for the general contributions to the development of Akwa Ibom State. "The donation is so valuable to us. It will alleviate our struggles to cater for the social, physical, educational, health and spiritual wellbeing of physically impaired children," said Ngozi Aluka, director, Daughters of Charity Services Centre for Inclusive Education. "We are very thankful to Mobil Producing Nigeria Unlimited." Some of the projects include N8 billion contribution towards the re-construction of Eket-Ibeno road, which was paid in full in 2015; N6 billion worth of Special Community Projects 2 in eight Akwa Ibom State communities - these are currently ongoing; Ibeno beach enhancement; and upgrade of University of Uyo Engineering
“At this very challenging business climate, collaboration is the only key to stability that is required to continuously create value for all."
- Regina Udobong, manager, Public and Government Affairs, MPN.
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Power Forward program reaffirms ExxonMobil's commitment to Nigerian youth empowerment
Final Game by Rahnna Model School, Jikwoyi and Government Secondary School, Wuse, Abuja
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ExxonMobil affiliates in Nigeria. "Power Forward, through its focus on health, builds on efforts by the ExxonMobil Malaria Initiative to combat malaria in Nigeria. The successful initiative works with a range of partners to prevent, treat and ultimately eliminate malaria, especially in pregnant women and children under 5 who constitute the most vulnerable.” Power Forward builds on ExxonMobil's efforts to fight malaria, which have reached 150 million people worldwide, and draws attention to the need for youth empowerment in the society. Since its inception, Power Forward's various
training sessions for youths. The program's closing ceremony in the National Stadium, Abuja was attended by over 4000 people, and featured a basketball tournament, as well as career talks from ExxonMobil affiliates' employees. Onsite malaria testing and treatment facilities were also available to attendees, with over 300 potential malaria cases tested, and 66 treated at the event venue. "What we are doing in partnership with the NBA and Africare is to use basketball to enhance education as well as healthy living," said Paul Arinze, general manager, Public and Government Affairs for
xxonMobil Foundation has
completed the training of over 300 students in Nigeria, under the Power Forward youth empowerment initiative. The programme, which was initiated in 2013 in partnership with the National Basketball Association (NBA) and Africare, uses basketball to develop health, leadership and life skills among youths in Nigeria through a combination of classroom and athletic activities. Through its 3 year duration, Power Forward has brought students together through basketball, constructing playing courts in schools, as well as hiring coaches to host life skills and healthcare
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Participants from Rahnna Model School, Jikwoyi, Abuja
Career Talk by ExxonMobil Team
Paul Arinze, GM, P&GA during the press conference
milestone events in Nigeria and Washington, D.C have united NBA and WNBA players, coaches, and trainers to call attention to the importance of youth empowerment and galvanizing new commitments for action.
First Place Girls - Government Secondary School, Wuse Zone 3, Abuja
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Geoscience Textbooks, Journals to 20 Nigeria Varsities ExxonMobil donates
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xxonMobil affiliates in Nigeria, as part of thier commitment to improve education, knowledge, technical excellence and exceptional standards, especially in Geosciences, have donated text books and several highly priced journals to 20 Nigerian universities across the country. Andrew Ejayeriese, general manager, Nigeria Exploration, delivered the books on behalf of the company to the
representatives of the 20 institutions at the 8th edition of the Nigeria Association of Petroleum Explorationists' and Nigeria Mining and Geoscience Society Joint Annual Student's Mini-conference, which held at the University of Ibadan. Ejayeriese congratulated the students and lecturers of the beneficiary institutions, stating that, "the commitment of ExxonMobil to the Geosciences in the country over the years is to ensure that
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“The commitment of ExxonMobil to Geosciences in the country over the years is to ensure that technical excellence and exceptional standards are sustained.”
The representative of the students, Henry Onyedika Nzewi, student, Anambra State University, Uli, Anambra State, thanked ExxonMobil for the kind gesture, stating that, "the books will help the students of the department of Geoscience to further develop their capabilities in the subject." Commending ExxonMobil, Idris-Nda Abdulahi, head, Department of Geology, Federal University of Technology, Minna, promised that the books will be put to good use. The universities that benefited from the book donation include, Delta State University , Abraka; Federal University of Technology, Akure; Federal University of Technology, Owerri; Federal University of Petroleum Resources, Effurun; Ebonyi State University, Abakaliki; Abubakar Tafawa Balewa University, Bauchi; Akwa Ibom State University; Modibbo Adama University of Technology Yola; Nnamdi Azikwe University, Akwa; Osun State
technical excellence and exceptional standards are sustained. We hope that the books will be of immense benefit to the students and will be helpful at building and developing the future geoscientists with strong technical backdrop needed by our industry.” The book donation initiative, which commenced in the summer of 2015 by Newton Samagbeyi, geophysicist, Esso Exploration and Production Nigeria Limited with a plan to donate to his alma mater has expanded beyond one school to 20 schools in Nigeria, including one school in Liberia and South Africa with the help of friends, colleagues, the American Association of Petroleum Geologists' (AAPG) book pipeline project and ExxonMobil Exploration Company's management. "The credit goes to all my ExxonMobil friends and management for helping the initiative succeed,'' Samagbeyi noted.
Andrew Ejayeriese, general manager, Nigeria Exploration
University, Oshogbo; Olabisi Onabanjo University, Ago-Iwoye; Uthman Danfodio University, Sokoto; Nasarawa State University, Keffi; University of Maiduguri, Maiduguri; Gombe State University; Kwara State University; University of Ilorin, Ilorin; and Kogi State Polytechnic.
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PEOPLE
SHE, GREF inspire workforce with Fairs Upstream Nigeria
U
pstream Nigeria (UN) SHE team and
manager, GREF, Upstream Nigeria (UN), noted that "the main objective of the Fair was to create awareness of GREF's service offerings and showcase our innovative
of improving the health status, well-being and productivity of UN workforce. Eleven vendors graced the event, showcasing their different products, while the Ergo Fair was designed to create more awareness on UN Office Ergonomics Program, demonstrate appropriate workstation adjustment, preferred posture and promote the use of Ergo Clinic located at Room 6N77 in Mobil House. In her remarks, Elizabeth Essien, general
Global Real Estate & Facility (GREF) organized the Culture of Health (CoH)/ Ergo Facilities Fair at the Mobil House Atrium, Lagos as part of their "2016 Finish Strong Campaign" and the drive to achieve a step-change in customer satisfaction respectively. The objective of the Culture of Health event was to create awareness and promote healthy behaviors with the aim
solutions towards improving UN productivity. It's an avenue for our
customers to meet the faces behind GREF, and for us to interact with our customers.” Part of the activities at the GREF Fair which ran simultaneously in Lagos and the field with the theme "…discover GREF
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distribution of flyers and hand bills. The organizers also displayed UN Ergonomics Success Story Video. According to the organizers, "the turnout for the fair was impressive with very positive feedback including formal request to make the fair an annual event." The highlight of the event for participants were the quiz competition and raffle draw. The CoH/Ergo Quiz had seven winners with a 100% score while the 3 Smiley Face Stickers raffle draw had eight winners.
sale. The CoH Site Point of Contacts (SPOCs) gave away the Vegetable of The Month (VOTM) (garden egg or eggplant) and coordinated the quiz. The Ergo stands provided personnel the opportunity to test different ergonomics equipment/accessories displayed by UN Ergonomics team (Contacts and Leads) and vendors. The Ergonomics team were on ground as well to assist with equipment/appropriate workstation adjustments, tutoring of personnel on preferred sitting/standing posture, answering of ergo questions, and
possibilities", included projections, demonstrations, discussions with
participants on GREF's service offerings and how to access them, feed backs, and lucky dips. On display at the CoH stands were various healthy meals, drinks and fitness apparatus with Nutritionist/Dietician on hand that spoke to personnel about the benefits of displayed healthy living products, food options, how to incorporate list of foods into their recipes, healthy snacking and fitness. There were lots of free food samples and packs for
RETIREMENT
MPN sends forth Senior
G
eneral Manager, Venture Relations, Mobil Producing Nigeria Unlimited (MPN), Victor Olaiya , has retired from the Company after 34 years of meritorious service. Victor graduated from the University of Ife (now Obafemi Awolowo University) with a BSc in Mechanical Engineering in 1981 and obtained an MBA from the University of Lagos in 1987. He joined Mobil Producing Nigeria Unlimited as a Trainee Engineer in 1982 and progressed through several positions, including Supply Base Supervisor, Calabar in 1994, Coordinator, NNPC in 1996, Operations Superintendent, Ekpe in 1999. In 2001, he was transferred to Houston as a Resource Advisor for New Operations Development Group, and returned to
MPN as Manager, In-Country EMDC in 2003. He was appointed Manager, Government & Business Relations in 2006 and led the Joint Interest Study Team in 2008. He became General Manager, Venture Relations in 2009, a position he held till his retirement.
Engineering in 1980 and obtained a Masters degree in Petroleum Engineering from University of Oklahoma, USA in 1982. He joined Mobil Producing Nigeria Unlimited as Engineer I in 1984 and progressed through several positions, including Senior Engineer in 1989, Staff Engineer in 1993, Senior Staff Engineer in 1996, Planning Advisor in 1998, Supervisor, Reservoir Engineering in 2000, Supervisor, Reservoir Technology and Acting Reservoir Engineering Manager, in 2002. He was transferred to Houston as Reservoir Supervisor, West Texas, USPO, EMPC in 2003 and returned to MPN as General Manager, Plans and Programs/New Business Development in 2005. He became General Manager Operations Technical Subsurface in October 2006, a position he held till his retirement.
Cletus Egbuzie , general manager, Operations Technical Subsurface (OTSS), Mobil Producing Nigeria (MPN) Unlimited has retired from the Company after more than 32 years of meritorious service. Cletus graduated from Texas A & I University, USA, with a Bachelor's degree in Natural Gas
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Management Staff General Manager, Upstream Nigerian Security Services, Mobil Producing Nigeria (MPN) Unlimited, Ayobami Olubiyi has retired from the Company after more than 20 years of meritorious service.
Ayobami graduated from Aligarh University, U. P India with a Bachelor's degree in 1983 and obtained a Masters degree in International Relations from Jawaharlal Nehru University, New Delhi India in 1986. He initially worked at the Presidency before joining Mobil Producing Nigeria Unlimited as a Senior Coordinator, Security in 1996 and progressed through several positions. He was transferred to London as Security Advisor in 2000, and returned to MPN as Staff Security Specialist in 2003. In the same year, he was appointed Security
Advisor, External Affairs and later, Manager, Intelligence Service. Ayobami became Manager, Intelligence and Investigation in 2007, Manager, Security Operations in 2013 and General Manager, Upstream Nigeria Security Services in 2014, a position he held till his retirement.
MAKE SAFE CHOICES IN 2017
Manage Risks Effectively
Truly Learn
Make It Personal
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