The NNPC E&P Limited (NEPL), formerly the Nigerian Petroleum Development Company (NPDC) is an upstream subsidiary of the Nigerian National Petroleum Company Limited (NNPC) established in 1988 to operate the Petroleum Exploration and Production business. Thus, the company became Nigeria's first indigenous Oil and Gas Company.
NEPL core services include Exploration, Appraisal, Drilling, Development, and Production. The company engages in Oil & Gas activities in the hydrocarbon-rich region of coastal Nigeria - onshore, offshore, and in the swamp. Our operations are concentrated in six States in the Niger Delta region namely: Akwa Ibom, Bayelsa, Delta, Edo, Imo, Rivers, and Bauchi.
At incorporation in 1988, NPDC inherited the assets of the former Exploration & Exploitation (E&E) Division of the then Nigerian National Petroleum Corporation including 69 wells mostly in the continental shelf with discoveries more than one (1) billion barrels of crude oil reserves. It is pertinent to state that most of the E&E personnel formed the core staff of NPDC; hence, NPDC’s formation was a re-structuring & re-christening of the NNPC E&E division. NPDC thus took with it the exploration, drilling, and production experience garnered from the inception of E&E in the 1970s.
In the following year, 1989, NPDC acquired OMLs 64, 65 & 66 and made its debut in direct oil production operation with Abura field in OML 65 at an initial rate of 980 barrels of crude oil per day (bopd). Eight years later, NPDC ramped up Abura production to over 6,000 bopd through workovers, new development wells, and prudent reservoir management. Nonetheless, the company developed Oredo and Oziengbe fields, which came into production in 1996 and 2002 respectively. Between 2002 and 2005 NPDC:
in collaboration with the Nigerian Agip Exploration (NAE) won the deep-water block OPL 244,
took over interests of Petronas in OPLs 214 & 318,
obtained interests in OPL 223 and OPL 256 offered to her on a carry basis,
farmed into OPL 242 and
acquired interests in three deep-water blocks (OPLs 251, 325 & 332)
Between 2005 and 2006, some NNPC Ltd assets (NNPC-SPDC & NNPC-CNL) were transferred to NPDC to operate with a view to building capacity. However, in March 2007, NEPL competitively bided for and won a block, in Equatorial Guinea.
NPDC had to come to a grip with the human and technological challenges associated with the oil and gas exploration and production business. Determined to succeed, the company set out to work and demonstrated the expertise and experience of its Management and staff.
However, to ensure the survival of the company, Management went back to the drawing board and proposed an alternative option for the development of OPL 91 (now OML 119). This proposal further gave birth to a contract agreement with any reputable and experienced oil company for the funding and development of OPL 91. The option scaled through and in 2000, NPDC signed a memorandum of understanding with Agip Energy and Natural Resources (AENR) in Abuja. Both partners were mandated to manage the development and operation of OPL 91 for five years after which NPDC would assume full control. That option paid off a great deal as the first oil of 1,250 bopd was produced on 31st December 2001 with the temporary use of Floating Production Storage and Offloading (FPSO) vessel tagged ‘Jamestown’. NEPL became the first company in Nigeria to use a subsea well-head (Christmas tree) for offshore production. FPSO Mystras with a storage capacity of 1.35 million barrels of crude was purchased in 2003 to replace Jamestown. The swapping successfully took place in December 2003 and production started on 14th January 2004. Shortly after NPDC took over 100 percent operatorship of OML 119 in 2007, the company recorded an all-time peak of 71,000 bopd production.
In August 2009, NPDC reported its landmark attainment of a Hundred Million Barrels (100 MMbbls) milestone in oil production from Okono/Okpoho fields in OML 119. This was achieved within 2,772 calendar days representing seven (7) years of crude oil and gas production excluding the period of one year of insecurity occasioned by incessant attacks on FPSO Mystras.
Since then, NPDC Management has not rested on its oars in the development of the other parts of its lucrative offshore block. In 2010, NPDC was assigned 55% participatory interest by NNPC in Petroleum Mining Lease (OML) 4, 38, and 41. This boost was occasioned by the transfer of 45 percent interest by the trio of SPDC, Agip, and Total E&P to SEPLAT Petroleum Development Company Limited.
The Federal Government also handed over 55% equity shares and operatorship of OMLs 26, 30, 34, 40, and 42 in 2011. These new oil blocks increased NPDC production capacity to over 130,000 bopd in 2012 while the oil reserve soared by over 400 percent.
Furthermore, NPDC made another feat in 2011 and 2012 when it single-handedly drilled, completed, and resumed production in Okono 6 and 7 producing 11,000 bopd and 5,000 bopd respectively. OML 119 has proved to be a beautiful bride with a recent discovery of over 19 million proven oil reserves in Okono 8. Having seen overwhelming evidence of the company’s capability to efficiently handle the oil and gas business, the Federal Government again and again handed over several other assets to NPDC. These assets in no order include OMLs 11, 13, 98, 116, 24, 28, 60, 61, 62, and 63.
Following the Petroleum Industry Act (PIA), NNPC transitioned to a Limited Liability Company on July 19th, 2022, giving rise to the NNPC E&P (NEPL).
Today, the company stands tall with established footprints of achieving its corporate vision of developing our most valuable assets. We have not only endured, but we have also become one of the five largest oil and gas companies in Nigeria.
To create an energy business in the exploration and production industry that is sustainable, resilient, and efficient.
Field Development Conceptual Studies
Concept Selection and Performance Predictions
Seismic acquisition/processing/interpretation
Data Preparation and Quality Assurance/Quality Control
Geophysical & Geological Modeling
Volumetric/Risk Analysis
Prospect Generation
Exploratory Drilling/Testing
DEVELOP
Economic Analyses & Portfolio
Planning
Development drilling
Facilities Engineering, Procurement, Construction, Installation, and Commissioning
PRODUCE
• Production Surveillance
• Reservoir Management
• Field Operations
• Well Engineering
• Workover Operations
• Intervention & Stimulation
• Production Optimization
• Export and Terminal operations
NEPL STRATEGIC OBJECTIVES
1. Increase Production
Increase safe and sustainable oil and gas production by focusing on resilient assets (low cost, low carbon, low risk & high production), maximizing uptime and minimizing unplanned losses through improved facilities integrity management and building a strong culture for process and occupational safety based on self-awareness, compliance with golden rules and ISSOW. Grow our oil and gas production base by harnessing exploration and development opportunities through long-term planning and execution excellence.
2. Optimize Cost
To proactively manage costs and improve processes to be a top quartile operator in terms of Unit Operating Cost (UOC) and Unit Technical Cost (UTC). Aggressive roll-out and implementation of Cost Efficiency Programme (CEP) to drive down cost and increase resilience and profitability.
3. Decarbonize Portfolio
Drive operations towards Net Zero by building emission inventory and implementing decarbonization programmes targeted at minimizing and eliminating emissions across NEPL operations while strengthening NEPL corporate culture towards sustainability practices.
4. Workforce
Development of skilled workforce and promoting a reward/consequence management system to improve productivity and operational efficiency. Having the right workforce with the right skills and entrepreneurial mindset.
5. Host Communities
Positively impact our host communities through the execution of developmental projects in line with the provisions of the law and effective stakeholder management.
These include infrastructural developments; the construction of roads, schools, and hospitals, provision of health care facilities, human capital development (provision of scholarships and educational materials), empowerment programs, skills acquisition etc. because we view our host communities as strategic stakeholders in our business.
The NEPL Liaison department that reaches the host communities is the Corporate Communications Department.
The company’s unwavering commitment to its corporate social responsibility programmes through the provision of laudable projects and encouragement of partnership is evident in the peaceful and harmonious relationship that exists between and its most valued stakeholder – the host communities.