When Engr. Jennifer Adighije was appointed Managing Director and Chief Executive Officer of the Niger Delta Power Holding Company (NDPHC) in August 2024, she became the face of a new chapter for one of Nigeria’s most critical power institutions. With a career that cuts across engineering, telecommunications, and banking, she brings a mix of technical expertise and strategic leadership to a sector that demands both.
Adighije began her career in power transmission before moving into the telecommunications industry. She later worked at the Central Bank of Nigeria (CBN), where she focused on value engineering and cost control for capital projects. This diverse background prepared her for the complex task of leading NDPHC at a time when the company had to balance legacy challenges with future ambitions.
Her first year in office has already produced tangible results. She supervised the restoration of two turbine units at the Ihovbor Power Plant, injecting 230 megawatts into the national grid, and announced a ₦500 billion investment in transmission infrastructure. She is also steering the second phase of the National Integrated Power Project (NIPP), with a deliberate focus on renewable energy to align with Nigeria’s clean energy goals.
Her leadership has not gone unnoticed. She was named among the Top 100 Influential Global Voices at the Leaders Without Borders Summit and recognised by the Civil Society Alliance for Transparency and Development (CSATD) for her reform-driven approach.
Adighije’s path is also anchored in a strong academic foundation. She holds a BSc in Electrical/Electronics Engineering from the University of Lagos, an MSc in Wireless Networks and Telecommunications Engineering with distinction from Queen Mary University of London, and an MPhil in Business Administration. She is currently a doctoral candidate.
In this interview with Funke Babs-Kufeji, she reflects on NDPHC’s 20-year journey, lessons from her predecessors, and her vision for an energy sector that is transparent, resilient, and future-ready.
Looking back at the 20-year history of the Niger Delta Power Holding Company (NDPHC), what do you consider its most important contributions to Nigeria’s power sector?
Looking back at NDPHC’s 20-year journey, NDPHC’s most important contribution lies in its foundational role in building Nigeria’s critical power infrastructure. Through the National Integrated Power Projects (NIPP), NDPHC has been instrumental in expanding the country’s generation, transmission, and distribution capacity, bridging significant gaps that existed pre-NIPP.
The Company has delivered over 4,000MW of installed generation capacity, constructed hundreds of kilometres of transmission lines, and built numerous substations and injection facilities that directly feed over 5,000MVA Transformer capacity into the grid, enhancing wheeling capacity to extend to communities and industrial areas across the country. Many of these assets continue to form the backbone of Nigeria’s electricity grid today.
Equally important is our impact on rural electrification and last-mile connectivity. NDPHC has extended access to previously underserved and off-grid communities, contributing to socioeconomic inclusion and national development.
In summary, NDPHC has helped lay the physical and institutional groundwork for a more resilient, inclusive, and future-oriented power sector. That legacy is what we are building on today with a renewed focus on efficiency, sustainability, and innovation.
As the first Managing Director who did not come from a leadership background in the power sector, how did you prepare yourself to take on this responsibility and sustain the legacy of the organisation?
While it’s true that I did not come from the traditional leadership ladder within the power sector, I’ve spent the greater part of my career building my leadership capital. I have always been deeply engaged in technical, operational, regulatory, and infrastructure development roles; therefore, stepping into this role was not unfamiliar territory for me. From the moment I was appointed, I understood the weight of responsibility, not just to sustain the legacy of NDPHC, but to elevate it.
To prepare myself, I immersed myself fully in understanding the Company’s history, assets, challenges, and potential while unboxing the complexities of the sector. I engaged deeply with both internal teams and external stakeholders, listened to those who had walked the path before me, and surrounded myself with a team of competent professionals who shared a passion for results and reform.
NDPHC began as a policy experiment under the National Integrated Power Project. In your view, how has it evolved into what many now see as a cornerstone of Nigeria’s power sector?
The transformation of NDPHC is a testament to what a well-designed public intervention can achieve when matched with strategic leadership, strong institutions, and sustained commitment. Today, NDPHC is no longer just an “experiment”; it is a proven vehicle for power sector growth and national development.
NDPHC indeed began as a bold policy experiment under the NIPP, initially conceived as a fast-track intervention to address critical shortfalls in Nigeria’s power infrastructure. But over the years, and especially in the last decade, it has evolved into something far more impactful, an institutional cornerstone of Nigeria’s power sector.
What makes NDPHC unique is its integrated mandate spanning generation, transmission, and distribution. This gave it a structural advantage to respond to systemic gaps with a holistic approach. Over time, the Company transitioned from just a project delivery vehicle to a major player in commercial generation and rural electrification, with assets that directly support grid stability and national access objectives.
Under my leadership, we’ve accelerated this evolution by focusing on commercial viability, operational optimisation, and stakeholder trust. We’re now not only completing and optimising legacy NIPP assets but also forging new paths through bilateral power sales, embedded generation, and renewable energy solutions.
You recently marked one year in office. Which achievements so far best reflect continuity with NDPHC’s 20-year mandate?
Marking one year in office has offered me a moment to reflect deeply on the journey so far, and some of our most meaningful achievements have been those that reinforce and extend NDPHC’s 20-year legacy of service to Nigeria’s power sector.
First, we’ve made significant progress in completing and operationalising key NIPP generation assets, such as Egbema and Alaoji, which align directly with our founding mandate to boost generation capacity. These were stranded investments that needed technical, commercial, and policy attention to unlock. Today, they’re on track to contribute meaningfully to national supply. So, while our strategies have adapted to today’s realities, the core vision delivering reliable power to Nigerians through well-executed infrastructure remains unchanged. My leadership is focused on advancing that legacy through fresh momentum, strategic collaborations, and a revitalised sense of purpose.
Second, our intensified focus on improving plant availability recognises that, as a power generation Company, our performance is primarily measured by plant availability and load factors. We achieved major milestones in this regard by setting out a robust recovery plan for our erstwhile dormant power generation turbines. Across the fleet, we successfully restored five units: Calabar NIPP – 125MW, Sapele NIPP – 125MW, Ihonvbor-Benin NIPP – 200MW and Omotosho NIPP – 125MW, and when you aggregate all of this, it amounts to about 600MW, which we restored to the overall availability and can contribute to the grid power generation.
Also in rural electrification, we have enhanced universal access through mini-grid and solar interventions, we’re extending power to underserved communities, bridging the energy divide and supporting national development goals with our deployment of over 100,000 solar home systems.
Lastly, we have embraced operational credibility and institutional trust-building. By improving regulatory compliance, deepening collaboration with TCN, NERC, and other sector stakeholders, and retooling internal systems, we’ve reinforced NDPHC’s role as a dependable, technically sound, and policy-aligned institution.
The National Integrated Power Project NIPP plants have long faced difficulties such as gas supply shortages and transmission bottlenecks. How are you approaching these challenges differently to find lasting solutions?
What’s different in our approach is the sense of urgency, the consistency of engagement, and the shift from reactive responses to proactive, solution-focused planning. These aren’t overnight fixes, but we are laying a foundation for long-term reliability, commercial viability, and increased capacity utilisation across the NIPP fleet, ensuring the sustainability of our operations despite the sector-wide liquidity crisis.
You’re absolutely right, the challenges of gas supply shortages and transmission bottlenecks have historically constrained the optimal performance of NIPP plants, and addressing them has been one of my top priorities since assuming office.
From the outset, I knew we had to take a more pragmatic and collaborative approach. On the gas front, we initiated high-level engagements with key gas suppliers, regulators, and relevant government agencies to address legacy payment issues and renegotiate supply terms. We also pushed for more reliable delivery schedules and clearer accountability frameworks. These efforts are already producing tangible results, with plants like Geregu and the others along the western corridor now benefiting from improved gas supply and ramping up output.
Regarding transmission constraints, we strengthened our technical coordination with the Transmission Company of Nigeria (TCN) and the Nigerian System Operator (NISO). Together, we established a joint task framework that enables real-time communication, an improved dispatch merit system, and enhanced coordination during periods of grid stress and grid maintenance. We’re also actively exploring embedded and bilateral power sales options so that, where evacuation through the national grid is limited, we can still deliver power directly to off-takers and eligible customers.
Beyond adding megawatts to the national grid, how do you define and measure success at NDPHC under your leadership?
For me, success at NDPHC goes far beyond the simple metric of adding megawatts to the grid. While power generation is our core mandate, I define and measure success through a broader lens, one that captures sustainability, operational credibility, financial health, stakeholder confidence, and impact on communities.
First, I look at how efficiently and reliably we are utilising the assets we already have. Are previously dormant plants coming back to life? Are we dispatching power in a way that aligns with national demand and grid capacity? Those are critical indicators. For example, the resurgence of plants like Alaoji and Ihovbor are signs that our operational interventions are working.
Second, success for me is also about commercial transformation. Through our push for bilateral sales and engagement with eligible customers, we’re reducing reliance on the failing central settlement system and securing cost-reflective revenues. This move strengthens our liquidity and ensures that NDPHC is commercially viable.
Third, I also place strong emphasis on internal transformation, specifically how empowered, motivated, and aligned our workforce has become. We’ve prioritised meritocracy, capacity building, and corporate governance reforms because long-term success depends on institutional strength, not just infrastructure.
Finally, I measure success by how much we can impact lives, especially in rural and underserved communities. Through our renewable energy and rural electrification projects, we are bringing light and opportunity to areas that have been in darkness for decades.
So, for me, success is about creating a future-ready NDPHC that is technically sound, financially stable, socially impactful, and institutionally strong.
You inherited an organisation weighed down by liquidity challenges and legacy debts. What practical steps have you taken to ensure NDPHC’s financial stability and relevance to the industry?
Indeed, when I assumed office, one of the most pressing challenges confronting NDPHC was the severe liquidity strain caused by legacy debts, particularly from unpaid invoices by Distribution Companies and structural market shortfalls. These issues not only threatened our ability to operate efficiently but also undermined investor and stakeholder confidence in our long-term viability.
To tackle this, we adopted a multi-pronged strategy. First, we intensified our engagement with key stakeholders, including the Federal Ministry of Power, NERC, TCN, and NISO, to advocate for improved market discipline and the faster settlement of outstanding obligations. We also acknowledge and commend the timely intervention of His Excellency, President Bola Ahmed Tinubu, whose unwavering commitment to offsetting a significant portion of the over N4 trillion owed to GenCos, of which NDPHC is a major creditor, has provided critical relief and restored confidence across the power sector. This decisive policy direction has been both timely and deeply reassuring.
We shifted strategically to bilateral power sales with creditworthy Eligible Customers who pay cost-reflective tariffs directly, improving liquidity and reducing dependence on the central market. Internally, we tightened financial controls, enhanced revenue tracking, and implemented a cost-efficiency audit across our operations. We also restructured obligations with creditors and gas suppliers to align with our cash flow. These efforts are already yielding results by improving cash flow, boosting asset productivity, and restoring financial stability of the Company.
NDPHC itself was created as part of a reform process. After two decades, what kinds of reforms do you believe are necessary to reposition the Company for the years ahead?
After two decades of service to Nigeria’s power sector, I believe NDPHC must now embrace a new wave of reforms to ensure long-term sustainability and relevance. The power landscape has evolved, and our operational model must adapt accordingly, most especially with the passing of the Electricity Act 2023.
I believe that reforms that strengthen our capacity to enter bilateral power sales, embedding cost-reflective business practices, and diversifying revenue streams beyond conventional generation. This also means exploring new frontiers like renewables, embedded generation, and industrial energy partnerships.
Secondly, we are institutionalising a performance-driven culture centred on meritocracy, innovation, and digital transformation, underpinned by stronger corporate governance.
Finally, transparency and stakeholder alignment are key. Our engagement with governments, regulators, DisCos, and host communities must be anchored in trust and shared purpose.
These reforms are critical to positioning NDPHC as a dynamic, future-ready player in Nigeria’s energy space.
You introduced bilateral power sales as an alternative to depending fully on the centralised market. What impact do you expect this shift to have on NDPHC’s future sustainability?
Introducing bilateral power sales was a strategic decision born out of necessity and foresight. When I assumed office, one of the most pressing challenges NDPHC faced was the unsustainable reliance on the centralised electricity market, where persistent non-payment and market shortfalls had eroded our liquidity and hampered our ability to operate effectively.
By pivoting toward bilateral power sales, particularly targeting Eligible Customers, we are gradually repositioning NDPHC as a commercially viable and resilient entity. This shift allows us to sell power directly to creditworthy off-takers at cost-reflective tariffs, bypassing some of the inefficiencies and payment risks that have plagued the central market.
The impact of this approach is already becoming evident. It is improving our revenue inflow, enhancing predictability in cash flow, and creating room for reinvestment in infrastructure and innovation. It is also giving us greater control over how and where our power is utilised, while ensuring that customers receive more reliable and targeted supply.
In the long term, this model supports the financial sustainability of NDPHC and aligns us with the broader market reform goals of the Nigerian Electricity Supply Industry (NESI).
Technology is changing every industry. What role is digitalisation playing in making NDPHC more efficient and better prepared for the future?
Digitalisation is playing a transformative role in our efforts to reposition NDPHC as a forward-looking, efficient, and responsive utility. From the outset of my tenure, I recognised that we could no longer operate in silos or rely on outdated systems while trying to solve modern energy challenges.
One of our key initiatives was the integration of NIPP power plants into the national SCADA/EMS platform, in line with NERC’s 2025 directive. This is not just about compliance; it’s about enabling real-time visibility, improving operational coordination with the grid, and reducing downtime through more intelligent dispatch decisions. It also ensures that we’re seen and treated as a credible generation company in a data-driven market.
Beyond SCADA, we have entered strategic partnerships with technology leaders, including Microsoft Nigeria and Oracle, to drive digital transformation across our operations. These collaborations are aimed at enhancing key operational areas such as predictive maintenance, real-time plant monitoring, and enterprise resource management.
Internally, we’ve also upgraded our financial systems, procurement platforms, and project monitoring tools to improve transparency, speed, and accountability.
Transparency and accountability remain major concerns in the power sector. How are you working to strengthen governance and build trust within NDPHC?
Transparency and accountability have been central to my leadership approach since day one. I firmly believe that if we are going to reposition NDPHC as a credible, results-driven institution, we must first lead with integrity and build systems that promote trust both internally and externally.
One of the first steps we took was to strengthen internal controls, especially around procurement and project delivery. We initiated a strategic partnership with EFCC to tackle procurement-related irregularities and ensure that all transactions are subject to scrutiny, due process, and full compliance with extant regulations. This collaboration sends a clear message that ethical conduct is non-negotiable.
We’ve also invested in digital governance tools that enhance transparency across operations from finance to project monitoring while improving audit trails and reducing opportunities for manual interference. Internally, I’ve made it a priority to foster a culture of accountability by empowering staff, setting clear performance expectations, and ensuring that merit, not politics, drives advancement.
With the global energy mix shifting, how is NDPHC balancing its foundation in thermal power with Nigeria’s growing clean energy ambitions?
NDPHC recognises the urgent need to balance our strong foundation in thermal power with Nigeria’s clean energy goals. While thermal plants remain critical for meeting immediate and base-load power demands, we are proactively positioning the Company to embrace the energy transition.
Under my leadership, we’ve begun laying the groundwork for integrating renewable energy solutions, such as solar, wind, and hybrid mini-grids, with a particular focus on rural electrification and industrial clusters. This approach not only diversifies our energy mix but also supports national sustainability and climate commitments.
We are also exploring ways to improve the efficiency and environmental performance of our existing thermal assets through modernisation and cleaner technologies. Our vision is a future-ready NDPHC that delivers reliable power today while actively contributing to Nigeria’s clean energy future.
What is your long-term vision for incorporating renewable energy into NDPHC’s portfolio?
My long-term vision for incorporating renewable energy into NDPHC’s portfolio is to build a balanced and sustainable energy mix that supports Nigeria’s development goals while reducing environmental impact. We aim to progressively integrate solar, wind, and hybrid mini-grid projects, especially targeting underserved rural communities and industrial clusters.
This approach will not only diversify our generation sources but also improve energy access and reliability. Over time, renewable energy will complement our existing thermal assets, helping us transition toward cleaner, more resilient power infrastructure. By investing in local capacity building and strategic partnerships, we intend for NDPHC to be at the forefront of Nigeria’s clean energy revolution, driving innovation and sustainability in the power sector for decades to come.
Investor and stakeholder confidence has often been a challenge in the power sector. What steps are you taking to strengthen confidence in NDPHC’s projects and future direction?
Building and sustaining investor and stakeholder confidence is central to our strategy at NDPHC. To achieve this, we have prioritised financial prudence, transparency and consistent communication about our milestone achievements while also highlighting how we navigate the sector challenges. We ensure rigorous project governance and adopt international best practices in project execution and financial management.
Additionally, we actively engage with investors, regulators, and other key stakeholders through regular forums and updates to foster trust and collaboration, by demonstrating our commitment to delivering results, whether through improved plant performance, timely project completion, or innovative partnerships we are steadily restoring confidence in NDPHC’s capacity to be a reliable and forward-looking player in Nigeria’s power sector.
Looking five years ahead, how would you like Nigerians to describe the Company under your leadership?
Five years from now, Nigerians will look back on NDPHC under my leadership as the Company that reshaped expectations for what a government-owned utility can achieve. One that transformed obstacles into opportunities, rebuilt trust, and delivered tangible results. I envision NDPHC being recognised as a benchmark for technical excellence, commercial sustainability, and forward-thinking innovation within the power sector.
More importantly, I hope Nigerians will say that during this period, NDPHC became more people-focused, more socially impactful, connecting more communities to power, supporting local industries, enabling job creation, and playing a pivotal role in Nigeria’s energy transition. Ultimately, I want our legacy to be one of trust, progress, and transformation driven by competence and service.
Finally, if you had to describe the next chapter of NDPHC’s journey in a single sentence, what would that sentence be?
The next chapter of NDPHC’s journey will be driven by innovation, strengthened by resilience, and marked by an unwavering commitment to providing sustainable and inclusive power solutions that make a real difference in the lives of Nigerians.
Photo & Makeup by Bimpe Onakoya (@bimpeonakoya)
