Can you share some recent developments at Workforce Group?

Our expansion strategy aligns with our vision of becoming a trusted partner for international companies seeking to do business in Africa. We aim to provide a familiar and reliable face in the sometimes unfamiliar terrain of the continent. This involves leveraging initiatives like the African Continental Free Trade Agreement to facilitate easier market access and foster economic growth.

Additionally, our subsidiary, Workforce Foundation, plays a crucial role in our commitment to social responsibility. Our focus is on improving governance, building capacity, and creating job opportunities, not only in the private sector but also in the public sector. The ultimate goal of all our efforts at Workforce Group and Workforce Foundation is to position Africa as the home of some of the world's biggest businesses. 

What advice would you offer to your oil and gas clients on sourcing and retaining quality talent?

The Nigerian oil and gas industry is facing a unique talent challenge. There is a perfect storm brewing, with a couple of key factors at play.

First, we have a generational shift. Millennials are now a dominant force in the workforce, and their priorities are different. They value purpose and environmental impact more than previous generations. This can sometimes lead them to be initially hesitant about the oil and gas industry. On top of that, millennials tend to be more mobile in their careers and less likely to stay in jobs they dislike. This shift in mindset poses a challenge for oil and gas companies, particularly in retaining talent. 

Additionally, there is the issue of the growing skills gap. The industry needs experienced professionals, especially in emerging sectors like gas and renewables, but training a new hire can take five to 10 years.

To further exacerbate the issue, we are currently witnessing a massive exodus of executives in the industry. More and more experienced talent is being lured away by higher salaries and safer working conditions in places like the Middle East. 

Our advice to clients is to take a multi-pronged approach to their talent management strategy. There is an urgent need for a holistic investment in skill development. Without a holistic investment and drive to build capability within the sector, oil and gas organizations risk losing talent to other sectors and regions. Then, they must prioritize safety and clearly communicate this priority. Finally, offering competitive compensation packages that align with international standards is non-negotiable, but it is not just about money. Millennials also value work-life balance. Leaders can address this by exploring flexible schedules where possible. People who are happy and fulfilled are more likely to stick around.

Can you outline your priorities for the coming years?

We are committed to job creation, both within and outside the oil and gas sector. We recognize its ripple effects across various industries. For instance, a midstream refinery not only generates jobs directly but also stimulates demand for storage, distribution, retail sales, and more. This domino effect extends to transportation, manufacturing, petrochemicals, pharmaceuticals, construction, and other sectors, driving overall economic growth.

Looking ahead, one of our top priorities is to promote offshoring, making African talent accessible to international firms rather than relying on internationals to come to Africa. This requires us to enhance our international image, build confidence, and grow our skill set. Despite challenges like currency devaluation, we see it as an opportunity to leverage cost-competitive local talent and compete globally.

I firmly believe in the resilience and brilliance of Nigerians and Africans. Our goal is to position ourselves as a bridge between Africa and the global marketplace, facilitating opportunities for talent export within Africa and beyond.