The Managing Director of ANOH Gas Processing Company Limited (AGPC), Engr. Effiong Okon has called for a stronger focus on work culture as the most critical enabler of operational efficiency and business transformation in Nigeria’s oil and gas industry.
During the National Association of Petroleum Engineers Annual Conference held at Eko Hotel, Lagos, Okon said that, while technology remains a vital tool in modern operations, true efficiency is driven by people and organizational culture.
‘It’s still people behind technology that create value,” he said. “Culture takes time to build, it’s not just about slogans or policies but about embedding efficiency into our processes, systems, and daily ways of working’, he said.
Drawing from his experience, he cited Seplat’s Business Improvement Programme in 2018, which established a dedicated workstream on cultural transformation, as well as AGPC’s ongoing culture journey being implemented with the support of Culture Factor Group. Both initiatives, he said, were designed to define and entrench the values and behaviors that drive optimal performance.
He acknowledged the challenges of merging diverse work backgrounds into a single culture but noted that intentional leadership is the key to success.
‘When people come from different organizational traditions, you must deliberately define the culture you want. That’s where real performance transformation begins’, he said.
Okon also emphasised the role of performance benchmarking in driving continuous improvement.
‘Benchmarking allows us to see where we stand compared to top-quartile or best-in-class performance and where improvement is needed. Making small, consistent changes every day leads to major transformation over time’, he explained.
He stressed that leadership visibility plays a decisive role in shaping culture and performance outcomes.
‘Leaders shouldn’t stay behind their desks. They need to be visible at the frontlines — visit production and project sites, engage with staff and contractors, and understand the real challenges teams face. Many performance issues stem from systemic gaps, not lack of effort’, he added.
Beyond systems and metrics, the AGPC boss noted that teamwork and shared accountability remain essential to achieving lasting efficiency.
‘Talent alone doesn’t create value. What matters is how well your people and systems work together toward collective outcomes’, he said.
He reiterated that true operational efficiency must evolve into a culture, one that cuts across every level of the organization.
‘When your systems, processes, and leadership behaviors align, efficiency becomes a way of life, not just a talking point’, he affirmed.
During the panel discussion, Okon shared a number of practical strategies that organisations can deploy to make efficiency an inherent part of their corporate culture. He explained that shaping culture requires intentionality and time, emphasizing that companies must deliberately define the values and behaviors that support their long-term goals.
According to him, this process often benefits from the input of external experts such as Culture Factor Group or Phillips Consulting, who can help assess both the current and desired culture of an organisation.
He stressed the importance of building strong business and work processes that are underpinned by automation and supported by effective Enterprise Resource Planning (ERP) systems. To sustain progress, Okon advocated for the introduction of performance benchmarking across key operational and cost parameters, including drilling efficiency, project delivery, operational excellence, and investment metrics.
He cited areas such as non-productive time, drilling and completion costs, equipment reliability above 95%, maintenance compliance, unit and production OPEX, as well as key financial indicators like NPV and IRR, as examples of measurable benchmarks.
Okon also encouraged companies to adopt a culture of continuous improvement, referencing the “Go See, Ask Why” approach of the Toyota Production System and the Kaizen philosophy, which emphasise small, consistent changes that collectively drive major transformation over time.
Responding to questions about the industry’s shrinking technical talent base following the exit of several international oil companies and the retirement or migration of experienced professionals, Okon highlighted the need for Nigerian operators to invest heavily in renewing the country’s talent pipeline. He called for greater investment in recruiting and developing top-quality young professionals through structured graduate trainee programmes that expose recruits to multiple functions during their first few years.
He further recommended the development of clear Job Competence Profiles and regular skills gap assessments to identify and close capability gaps in leadership, business, and technical areas. To broaden exposure, Okon encouraged companies to create secondment opportunities to international offices, while partnering with Original Equipment Manufacturers to develop niche technical skills and specialized training.
He also emphasised the importance of collaboration between the oil and gas industry and academia, including partnerships with universities and research experts, as well as the creation of training platforms similar to Shell’s Intensive Training Programme.
In addition, he suggested that operators tap into the wealth of knowledge and experience available in diaspora talent hubs such as Calgary, Aberdeen, and Houston, while also engaging retired professionals as mentors, coaches, and consultants to guide the next generation of industry leaders.
Okon noted that sustaining the right talent requires deliberate retention and incentive schemes designed to attract and keep skilled professionals within the sector.
