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Tag: NGL production

  • Oando Reports Profit-After-Tax Up 10% to ₦241.3 billion as Upstream Production Rises 32% in FY 2025

    Oando Reports Profit-After-Tax Up 10% to ₦241.3 billion as Upstream Production Rises 32% in FY 2025

    …The period under review showcases the Company’s transition from asset integration following the acquisition to a decisive assumption of operatorship, evidenced by strong upstream performance

    Oando PLC, Africa’s leading indigenous energy solutions provider, has published its unaudited results for the full year ended 31 December 2025. The company announced a 32% year-on-year increase in production by its upstream business, averaging 32,482 boepd. This growth was driven by a 36% increase in crude oil production to 11,269 bopd, a 24% increase in gas production to 19,982 boepd, and a 715% increase in NGL production to 1,231 bpd.

    The Group attributed the production growth to the full-year consolidation of the NAOC JV interest, improved operational uptime resulting from the reactivation of previously constrained wells, and targeted infrastructure upgrades across operated assets.

    Oando reported a 10% increase in profit after tax to ₦241.3 billion compared to ₦220.1 billion in 2024, supported by higher upstream production, impairment reversals, and favourable tax adjustments. However, revenue declined 21% to ₦3.21 trillion from ₦4.09trillion in 2024, while gross profit decreased 82% year-on-year to ₦27.8 billion, down from ₦155.9 billion in 2024. These declines in earnings reflect the Company’s change in revenue mix as it scaled back high-turnover, lower-margin refined-product trading in favour of higher-margin crude and gas trading opportunities, as well as the impact of non-cash items.

    Commenting on the full year-end 2025 unaudited results, Group Chief Executive, Oando PLC, Wale Tinubu, CON, said, “2025 was a year of relentless execution as we successfully transitioned from the integration of the NAOC Joint Venture into operational delivery.

    Over the year under review, we reinforced asset integrity, strengthened security across our operating areas, and materially improved uptime, delivering a 32% year-on-year increase in total production. Operated Joint Venture production averaged approximately 80,545 boepd, translating to 32,482 boepd net to Oando, alongside a 30% increase in crude oil liftings and a 59% increase in gas sales volumes.

    Building on this foundation, we launched our development drilling programme with the successful completion and start-up of the Obiafu-44 gas-condensate well. This well represents the first execution milestone within a phased 36-well development programme, designed to restore field deliverability, unlock incremental production and advance the Group’s medium-term growth objectives.”

    Within its trading business, the Group recorded a 42% increase year-on-year in crude oil cargos traded, rising to 26 crude oil cargos (29.4 MMbbl) compared to 21 cargos (20.7 MMbbl) traded in 2024. During the period, Oando deliberately paused premium motor spirit (PMS) trading in response to structural changes in Nigeria’s domestic downstream landscape. While this rebalancing resulted in a short-term reduction in reported earnings, it aligns with the Group’s longer-term focus on margin quality and capital efficiency.

    “In our downstream trading business, we responded decisively to evolving market dynamics by deliberately rebalancing our portfolio away from gasoline importation toward higher-margin crude and gas opportunities. We expanded global exports and leveraged structured offtake and pre-export financing arrangements to support liquidity, cash-flow resilience, and effective production monetization for our clients,” added Tinubu.

    The period under review showcases the Company’s transition from asset integration following the acquisition to a decisive assumption of operatorship, evidenced by strong upstream performance. Capital expenditure increased significantly from 2024, with higher investment in upstream development, facility integrity, and infrastructure optimisation. This investment is strategic; production growth and increased revenue depend on these foundational capabilities being in place, and more importantly, it is evidence that the company is postured correctly for the future.

    In line with its group-wide optimisation strategy, the Company realised $17.7 million in cost savings across key operating inputs through disciplined contract optimisation. During the period, retained earnings returned to a positive position, reflecting non-cash intra-group balance sheet realignments associated with ongoing capital restructuring. Collectively, these developments enhance the Company’s financial resilience and position it to deliver sustainable, long-term value as it enters its next phase of growth.

    Looking ahead, Tinubu remarked “With operational control firmly embedded and the foundations for growth clearly established, our focus is on the diligent execution of our development programme to accelerate production growth, strengthen cash generation and enhance long-term value creation. As we enter 2026, we will continue to allocate capital prudently, deepen operational resilience and build on the momentum achieved.”

  • Nigeria Needs Affordable, Reliable, Accessible Energy To Prosper – Seplat

    Nigeria Needs Affordable, Reliable, Accessible Energy To Prosper – Seplat

    Seplat Energy PLC, leading Nigerian independent energy Company listed on both the Nigerian Exchange and the London Stock Exchange, says in the quest to build a prosperous Nigeria, the country must target an affordable, reliable and accessible energy regime for all.

    The Chief Operating Officer, Seplat Energy, Samson Ezugworie, said this whilst giving a keynote at the Opening Ceremony of the 43rd Nigerian Association of Petroleum Explorationists (NAPE) Annual International Conference & Exhibition held in Lagos.

    The Seplat Energy COO, who spoke on the conference theme: ‘Revitalizing the Nigerian Petroleum Exploration and Production: Strategies for Energy Security and Sustainable Development’, stated that: “The imperative before us is clear. We must build a prosperous Nigeria, and we can only do that with affordable and reliable energy that is accessible to all,” according to a statement from the company by the Manager Corporate Communications, Stanley Opara.

    Today, more than 70 million Nigerians still lack access to electricity. More than 170 million rely on biomass for cooking and that’s terrible for the environment and for our households. And with Nigeria’s population projected to reach 237 million by 2025 and 400 million by 2050, the urgency to act is undeniable, because today’s problems will become far worse if we don’t take actions now to solve them. We will have 160 million more people to feed and house, and we need to create 100 million new jobs. But imagine what Nigeria can achieve if we do?

    According to Ezugworie, to meet these challenges, Nigeria must increase oil production — not just to boost national revenues and reduce current shortfall so our government can meet its budgetary needs, but also to drive GDP growth that reinforces the country’s position as the economic powerhouse of the African continent.

    He said: “We must also harness our huge reserves of gas and scale up gas and NGL production to expand domestic energy access, displace polluting imported generators, provide clean cooking for our people, and power our basic industries to support our national growth.

    “The global energy landscape is shifting, and so too is our own. We are witnessing a transition in the ownership and operation of Nigeria’s vast natural resources as assets pass from well-funded, well-resourced international giants to local Nigerian operators, who are blessed with enthusiasm and expertise but less globally oriented.  It’s a shift that creates new capital dynamics in our need to raise international finance, while simultaneously increasing our focus on managing risks and protecting our natural environment. 

    “But with these challenges come opportunities: opportunities to harness and enhance local knowledge, build resilient partnerships with our industry partners, and with our host communities, and most of all, build an industry that is owned and managed by Nigerians, for Nigerians.”

    At Seplat Energy, we believe the future of Nigerian production lies in three core principles our industry must adopt: Leadership, Partnership, and Stewardship, Ezugworie stressed, adding that the principles have played out since Seplat Energy took control of its Offshore assets, following its recent acquisition. 

    “We’ve worked on rehabilitating 33 wells and had success with 26, which are now producing about 33,000 barrels between them. That’s a step in the right direction toward closing the current production gap, which could leave Nigeria with a shortfall in its revenues. We will continue to rehabilitate wells, which isn’t costing us much, and we’re optimistic that we can get more production to help our industry reach the production targets the government has set,” the Seplat COO informed.   

    On the company’s gas business, he said Seplat Energy was close to delivering first gas from its joint venture ANOH Gas Processing Plant, and “we’ve also recently delivered our first cargoes of LPG from the newly upgraded Sapele Gas Plant, and I’m pleased to report that we’re well on track to ending routine flaring in our onshore operations, enabling us to reduce emissions, capture gas and monetise it, which is a win-win for Seplat, for the environment and for our communities.

    “Our progress on gas initiatives like ANOH, Sapele, and LPG shipments is a testament to our commitment to Nigeria’s prosperity. These projects are not just about energy; they are about transforming lives and powering Nigeria’s development.”