Veteran Offshore Construction Expert, Olugbemi Tokunbo on professional life

Olugbemi G. Tokunbo stands out as one of Nigeria’s leading engineering professionals in the oil and gas sector. With over twenty years of industry experience, he has become a symbol of excellence in both technical execution and strategic leadership. Born in April 1970, Tokunbo pursued chemical engineering at Obafemi Awolowo University, earning his B.Sc. in 1995, and later an M.Sc. and an MBA from the University of Lagos.

His early career in process engineering at ABB/Euroflow laid a strong foundation for his later roles. Joining Chevron Nigeria Limited in 2007, he progressed through project engineering, facilities optimization, onshore and terminal construction roles to become an offshore construction engineer. Along the way he obtained membership in the Nigerian Society of Engineers and registration with COREN.

Tokunbo’s portfolio includes cost saving upgrades, large scale construction projects, and training initiatives that build local capacity. As an expert he brings a data informed perspective to discussions on policy, sustainability, and the evolving energy landscape. This introduction sets the stage for a comprehensive interview that reveals his insights. He is known for championing safety initiatives, adopting digital tools, and advocating local content growth.

QUE: Could you start by telling us a bit about yourself and how you became interested in engineering and, specifically, the oil and gas industry?

I was born in Nigeria in April 1970 and, from a young age, I was fascinated by the way machines and processes work. After finishing secondary school, I realized that chemical engineering would allow me to apply scientific principles to solve complex problems.

I earned a B.Sc. in Chemical Engineering in 1995, followed by an M.Sc. in Chemical Engineering in 2003 and an MBA in 2009. The oil and gas sector attracted me because it combines challenging technical problems with opportunities to make a tangible impact on my country’s development. Over more than two decades I’ve built a career that spans both onshore and offshore operations.

QUE: Having both technical and business degrees must give you a unique perspective. How have your professional memberships helped your development?

Absolutely. I joined the Nigerian Society of Engineers in 2007 and later obtained registration with the Council for the Regulation of Engineering in Nigeria (COREN) in January 2010. Membership in these bodies keeps me accountable to high ethical standards and provides platforms for continuing education and networking. They help me stay informed about regulatory changes and best practices.

Beyond formal education, I’ve pursued specialized training such as subsea systems awareness, plant piping and pipeline systems, reliability engineering, process safety and advanced heavy lifting techniques. Certifications like BOSIET and courses on rigging, confined space entry and working at heights ensure that my team and I are prepared for offshore work. Continuous learning is essential in an industry where safety and environmental compliance are paramount.

Let’s go back to the beginning of your career.

QUE: You spent your early professional years at ABB/Euroflow Nigeria Limited working as a process engineer. What kinds of responsibilities did you have there?

That period, from 2003 to early 2007, was foundational. I worked with the Joint Venture Process Engineering Team at Escravos, where I performed Management of Change (MOC) projects on the gas plant and onshore facilities.

My responsibilities included specifying process equipment and pipelines, conducting hazard analyses and engineering calculations, preparing reports and using simulation tools like Pipephase and Firstvue to model fluid flows. I also conducted gas production/utilization balances and forecasted crudeoil production.

This environment exposed me to the complexities of gas processing and supply logistics, taught me the importance of data driven decision making and underscored safety and environmental compliance.

QUE: In 2007 you moved to Chevron and worked on the Funiwa Flares Out medium capital project. What stands out from that experience?

Joining Chevron in January 2007 as a project engineer introduced me to project execution in a multinational context. I reviewed process designs, P&IDs, GIS maps and layout drawings, monitored schedules and participated in risk assessments.

After the project was recycled, I helped develop Phase 2 execution planning items and built a flow line database capturing sizes, lengths and service conditions, updating GIS maps. The experience sharpened my project management skills, highlighted the importance of accurate data for decision making and underscored the value of cross disciplinary collaboration.

QUE: Between 2008 and 2010 you worked as a surface facilities optimization engineer. Could you share what that role entailed?

Certainly. I validated process equipment and pipeline sizing, conducted hazard analyses and predicted operational trend. I held meetings with asset teams to identify production addition opportunities, focusing on low hanging fruit.

One highlight was leading a Base Business initiative that added approximately 5,000 barrels per day of production and improved processes. I also collaborated on developing forty-four Facilities Capacities Lists and Block Flow Diagrams. This role taught me to think holistically about plant operations and optimize systems for efficiency and output.

QUE: Your next position at Chevron was as an Onshore Facilities Engineer. What were your major accomplishments in that role?

From April 2010 to July 2012, I focused on maintaining and upgrading onshore infrastructure. We performed near term repair and sandbagging around the Dibi Swamp Queen to ensure the barge’s structural integrity and sustain 40,000 barrels per day.

I facilitated installation of new flexible hoses 20-inch oil bulk, 8-inch oil export and fire water lines and a 10 inch water injection line . We managed topside repairs on fifteen swamp flowlines/pipelines and encapsulated bunkering points.

I also provided facilities engineering support to the Swamp Gbokoda A 07_GB 04 wells development. This period deepened my understanding of swamp operations and taught me to manage projects in challenging terrains.

QUE: As a Terminal Construction Engineer from 2012 to 2017, you managed several high stakes construction projects. Could you discuss some of the key projects and any lessons learned?

That role was demanding but rewarding. We delivered Condensate Stabilizer Reboiler Repairs safely and three weeks ahead of schedule, presenting the success story at a 2014 conference. We decommissioned the Schlumberger Bulk Plant and installed the Halliburton Bulk Plant using heavy tandem lifts.

The Mud Plant Upgrade involved repairs at heights over seven metres using UK style scaffold methodology, saving about US$20,000 and preserving about US$3 million in drilling mud chemicals.

Other projects included diesel piping modifications, TEG flare insulation, a houseboat converter upgrade, runway drainage, a new chemical storage yard, foam pourer piping and data center fire suppression. We also built a new diesel tank storage facility, including piling, installing shell and roof plates and pumps. These projects enhanced my skills in managing multidisciplinary teams, controlling budgets and prioritizing safety.

QUE: From 2017 to 2019 you stepped into the role of Offshore Project Engineer, focusing on high pressure separators and fabrication oversight. Could you tell us about the scope of that position?

I oversaw the fabrication of high pressure and test separators by Dorman Long Engineering, ensuring compliance with codes and QA/QC. We negotiated a 2.5% cost discount worth US$64,362. I facilitated a local content training program, securing NCDMB approval and supervising five trainees.

I engaged with the Engineering Services Team to resolve vendor queries, led commercial bid evaluations and coordinated early work and field inspections. I monitored fabrication at Don Mac yard and coordinated materials load out and installation offshore, achieving about 98 % completion. This role broadened my understanding of procurement, pressure vessel fabrication, vendor management and system completions.

QUE: By January 2020 you had transitioned to Offshore Construction Engineer. What were your primary responsibilities at that point?

My focus shifted to executing installation work offshore. We progressed fabrication of piping spools and structural members at PSL and Tomba yards. I oversaw installation of the Okan GGCP Non-Associated Gas separator internals and delivered deck extensions on Okan GGCP and PRP/NWP. We completed installation work packs and managed installation sequences for Okan NWP and PRP.

I reviewed “Issue for Construction” deliverables for heavy lifts and coordinated material load outs to Escravos. I also handled documentation drawings, weld maps, NDE records, PWHT, hydro tests and leak tests to ensure compliance. Another key area was commissioning process systems with an Incident and Injury Free (IIF) mindset, reinforcing HES standards.

QUE: Safety appears as a recurring theme throughout your career. How do you embed health, environmental and safety (HSE) practices into your work?

Safety is non negotiable. My CV highlights safety advocacy as a key skill. We conduct hazard assessments, risk analyses and use frameworks like Start Work Checks and Job Hazard Analysis. In 2020, I participated in premobilization programs including IIF, Operational Excellence workshops and psychological safety sessions.

Certifications like BOSIET and courses in safe lifting, confined space entry and working at heights ensure the team is prepared. As a leader, I set expectations, model safe behaviour and empower team members to pause work if something doesn’t seem right.

QUE: Managing large teams and complex logistics is challenging. What strategies do you use to lead multidisciplinary teams and meet deadlines?

Communication, planning and empowerment are paramount. I’m often described as analytical, solution focused and calm under pressure. I define clear scopes, encourage open dialogue and emphasize accountability. In 2020, coordinating fabrication yards and offshore installation demanded collaboration among engineers, planners and materials coordinators.

We use schedules, risk registers and work packs to track progress. I mentor younger staff, building their confidence and enhancing organizational capability. Empowering people fosters ownership and timely delivery.

QUE: Having worked both onshore and offshore, how do the challenges differ, and what do you enjoy most about offshore work?

Onshore projects involve stakeholder engagement, regulatory compliance and logistics, especially in swamp or populated areas. Offshore projects introduce marine operations, weather challenges, limited space and specialized equipment.

Tasks like installing riser piping and decommissioning jackets require meticulous planning. I find offshore work exhilarating because of the technical complexity and teamwork. Completing an offshore installation safely and seeing it operate as designed is deeply satisfying.

QUE: What role does continuous learning play in your career, and can you mention some specific training programs you have completed?

Continuous learning is critical. I’ve completed courses such as Advanced Heavy Lifting & Transportation Techniques (2017), Optimizing Asset Availability Using Reliability Engineering and Managing Process Safety (2013), Subsea Systems Awareness and Plant Piping & Pipeline Systems (2011).

Courses on communication, negotiation and decision analysis have also been important. Training equips me with up to date tools to manage complex projects, mitigate risks and lead teams effectively.

QUE: You’ve been part of projects that required significant cost savings and efficient resource utilization. Could you share an example where you delivered notable cost optimization?

The Mud Plant Upgrade is a prime example. By using UK style scaffold methodology and careful planning, we saved about US$20,000 and preserved around US$3 million in drilling mud chemicals. Another example is replacing flexible hoses on the Dibi Early Production System, preventing costly failures.

The Base Business initiative added 5,000 barrels per day of production through process optimizations. These examples show how innovative approaches and detailed planning can yield significant savings.

QUE: The oil and gas industry is undergoing transformations toward sustainability and digitalization. How do you see these trends affecting your work?

Sustainability and digitalization are reshaping the industry. We began adopting digital tools for planning, remote monitoring and predictive maintenance even before 2020. I used simulation software earlier in my career, which prefigured today’s digitalization trend.

I expect greater integration of data analytics, automation and renewable energy considerations. Engineers need to adapt and embed sustainability into project planning. I aim to leverage my experience in facilities optimization to support the energy transition while maintaining reliability.

The year 2020 was tumultuous for the global oil industry. Nigeria’s crude production dropped from 2.1 million barrels per day in 2019 to about 1.798 million barrels per day in 2020, and OPEC+ agreements required cuts to 1.412 mb/d and 1.495 mb/d, with actual production 1.613 mb/d in May 2020 (52 % compliance).

QUE: How did such constraints affect your projects?

Output restrictions slashed budgets and deferred projects. I prioritized maintenance and optimization over expansion. Some fabrication activities were rescheduled to match cash flow. We renegotiated contracts, used local suppliers and focused on safety critical work.

The DPR’s strategic post COVID 19 survival plan emphasizing cost control, portfolio rationalization and partnerships guided our strategy. Adaptability and cost discipline allowed us to progress essential work despite the headwinds.
Nigeria’s crude exports to the U.S. fell sharply; the U.S. slashed imports by 11.67 million barrels (a 63 % reduction).

QUE: How did declining external demand influence project prioritization?

Reduced U.S. imports reflect a long term shift due to shale oil and were compounded by COVID 19. With lower external demand, our focus turned to projects that sustain domestic production and maintain asset integrity. Export oriented expansions were deprioritized. We also explored gas processing and liquids recovery to align with national priorities. Overall, we emphasised resilience and efficiency.

QUE: 2020 also saw the marginal fields bid round, the first in nearly two decades, offering 57 fields and requiring US$115,000 and ₦5 million in fees. What opportunities does this create for engineers?

It’s a significant opportunity for indigenous participation. These 57 fieldson land, swamp and shallow offshoreallow local companies to operate fields that majors may overlook. For engineers, it means more projects in field development, pipeline design and facilities installation.

Success depends on bidders’ ability to fund, comply with regulations and ensure safety. DPR’s nine step process promotes transparency. The requirement that 30 % of project expenditure be local could boost demand for local engineering expertise.

QUE: The Petroleum Industry Bill (PIB) was being debated with proposals to reduce taxes and royalties. As someone on the technical frontline, what reforms would you like to see to promote efficiency and investment?

Fiscal competitiveness is important, but reforms should also streamline approvals and unify regulatory agencies to reduce delays. Incentives for gas development are needed, as gas projects have long payback periods. Local content requirements must be matched with capacity building investments.

The decline in foreign direct investmentUS$6.55 million in Q2 2020 versus US$216 million in 2019 shows investors’ caution. A transparent, predictable PIB would encourage long term planning and investment.

QUE: Nigeria’s rig count plunged from 23 rigs in February 2020 to 6 in July, rising to 10 in September. How does this volatility affect construction planning?

Rig count signals drilling activity. Fewer rigs mean fewer new wells and associated installations. The drop forced us to defer hook ups and reassign personnel. When the count rose, we prepared by ensuring resources and cross trained personnel were available. Flexibility in planning and cost management is essential.

QUE: The DPR’s strategic policy plan highlighted cost control, portfolio rationalization and strategic partnerships. How do you incorporate these principles?

We renegotiated contracts, used local suppliers and optimized manpower. We screened projects based on cost and strategic value, prioritizing safety critical work and postponing non essential expansions. Strategic partnerships with local yards to fabricate spools and structures helped reduce costs and improve schedule control.

QUE: DPR guidelines on lifting equipment and surface facilities procedures were revised in August 2020. How have these updates impacted your procedures?

They standardize definitions, procedures and certification requirements for lifting equipment. We ensure cranes and rigging gear are certified and conduct pre lift risk assessments. The guidelines for surface facilities emphasize local content and zero flare compliance, reinforcing our practice of ensuring at least 30 % local content. These updates align national standards with best practices.

QUE: The KPMG report shows Q2 2020 capital inflow into Nigeria’s oil and gas sector at US$6.55 million, down from US$216 million in 2019. How can engineers and policymakers attract investment?

Policymakers eventual passage of Petroleum Industry Bill (PIB) last month provides fiscal certainty and unify regulation. Transparency initiatives like the marginal fields bid round and clear guidelines help.

Engineers must demonstrate operational excellence and cost efficiency; our process optimizations added production without major capex. Digital tools for predictive maintenance can reduce downtime. Partnerships sharing risks and returns, as highlighted in DPR’s plan, can unlock investment.

QUE: Environmental sustainability is increasingly in focus. How are you integrating sustainability into your 2020 activities?

Sustainability includes emissions reduction, energy efficiency and waste minimization. We prioritized upgrades that improve heat transfer efficiency and reduce flaring.

When replacing flexible hoses, we used materials with longer life spans and lower environmental risk. We adhered to design guidelines that emphasize zero flare compliance. Our Base Business initiative not only added production but also reduced energy waste. We explore data analytics to monitor emissions and optimize fuel use.

QUE: How did your projects adapt to travel restrictions and supply chain disruptions during the pandemic?

We leveraged local yards like PSL and Tomba for fabrication, adopted remote collaboration tools and used digital documentation for inspections. Our earlier capacity building efforts meant local teams could perform tasks previously done by expatriates. These adaptations underscored the value of local content policies and training.

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QUE: Looking beyond 2020, what trends do you think will shape Nigeria’s oil and gas sector, and how should professionals prepare?

Key trends include a shift toward gas utilization for power and exports, greater digitalization in operations and maintenance, and increased emphasis on emissions reduction and renewable integration. Regulatory reform via the PIB will reshape fiscal terms and governance. Professionals should acquire skills in gas technologies, data analytics, automation and sustainability. Continuous learning and interdisciplinary collaboration will be essential.

QUE: Finally, what advice would you give to young engineers and policymakers to navigate the uncertainties illustrated in 2020?

For engineers, build a robust technical foundation and cultivate soft skills like communication, leadership and ethics. Seek mentors and pursue professional certifications. Recognize that engineering involves solving complex problems in social and economic contexts. For policymakers, prioritize consistency and transparency.

Pass reforms like the PIB quickly, enforce safety guidelines and invest in infrastructure. Expand training programs such as the NCDMB backed program we implemented to build local capacity. Encourage transparency in bidding rounds and maintain open dialogue with industry stakeholders. Our sector’s future depends on synergy between competent professionals and sound policy.