In Nigeria’s oil and gas industry, corporate social responsibility has often been treated as a peripheral obligation—important, but separate from the core business of energy production and revenue generation. Under the leadership of Bayo Ojulari, Group Chief Executive Officer of NNPC Limited, that distinction is steadily disappearing. Eight months into his tenure, social investment is being repositioned not as charity, but as a strategic pillar that supports diversification, operational stability and long-term corporate legitimacy.
Ojulari’s approach builds on the work of the NNPC Foundation, transforming it from a largely philanthropic platform into a vehicle for structured, impact-driven intervention. Rather than ad hoc donations, the Foundation’s programmes are increasingly aligned with national development priorities and NNPC’s commercial objectives, reflecting a belief that sustainable growth depends as much on social capital as on hydrocarbons.
Education has emerged as a central focus of this strategy. Expanded scholarship schemes, school infrastructure projects and vocational training initiatives are aimed at strengthening human capital across the country. Beyond their social value, these investments support the development of a skilled workforce capable of sustaining NNPC’s evolving operations, from gas infrastructure and downstream activities to regional energy partnerships.
Health interventions have also been intensified. Through hospital upgrades, medical outreach programmes and community health support, the NNPC Foundation is addressing critical gaps that affect social stability in host communities. Ojulari has repeatedly underscored the link between healthy communities and uninterrupted operations, arguing that social resilience directly influences security and productivity in the energy sector.
Economic empowerment forms another pillar of the Foundation’s work. Programmes supporting small and medium-sized enterprises, entrepreneurship and skill acquisition are designed to diversify local economies and reduce dependence on oil-related employment. By broadening economic participation, NNPC is fostering goodwill and strengthening stakeholder relationships in areas where it operates.
Environmental sustainability has not been overlooked. Reforestation efforts, clean-up initiatives and environmental education programmes reflect both global ESG expectations and practical risk management. These efforts reinforce NNPC’s image as a responsible energy company while addressing the ecological challenges associated with oil and gas operations.
The Foundation has also maintained responsiveness to national emergencies, including flood relief and support for displaced populations. Crucially, these interventions are now embedded within a structured framework that prioritises impact measurement, accountability and alignment with national needs.
Ojulari has insisted that social investment must be measurable. Clear performance indicators and monitoring systems ensure that resources deliver tangible outcomes, mirroring the governance discipline being applied across NNPC under the Petroleum Industry Act.
In reframing CSR as a strategic enabler rather than a moral add-on, Ojulari is strengthening NNPC’s corporate legitimacy at a time when public trust matters as much as financial performance. Eight months into his tenure, the message is clear: for NNPC, sustainable growth is no longer defined solely by barrels and profits, but by the depth of its investment in people, communities and the nation’s future.