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Renaissance Africa Energy has reaffirmed its strategic commitment to delivering energy security, driving industrialisation, and strengthening African capability across the oil and gas value chain.
Speaking at a Energy CEOs Live session of the ongoing Sub‑Saharan Africa International Petroleum Exhibition and Conference (SAIPEC) in Lagos, Managing Director and Chief Executive Officer of Renaissance, Tony Attah, noted that Renaissance was founded on a clear conviction that Africa must define and deliver its own energy narrative, leveraging local expertise, local capability, and Africa focused operational excellence.
“We have a very audacious vision, to be Africa’s leading energy company, enabling energy security and industrialisation in a sustainable manner,” Attah said, adding that the company was “actively working on the path of growth which is fully aligned with Nigeria’s ambition to produce two million barrels of oil per day by 2027 and three million barrels by 2030.
Attah, who was represented by the company’s Vice President, Development, Wells and Technology, Abdulrahman Mijinyawa, highlighted that the acquisition of all of Shell’s share in the Shell Petroleum Development Company (SPDC), now Renaissance, provided a unique platform to activate the company’s long-term ambition. “Renaissance was born out of a strong conviction that the time is ripe for Africa to define its own energy story,” he said.
On the assumption of the operatorship of the joint venture comprising Nigeria National Petroleum Company Limited (NNPC), Renaissance Africa Energy, TotalEnergies Limited; and Agip Energy and Natural Resources, the Renaissance CEO said the company’s cultural foundation anchored in its core values of collaboration, respect, integrity, safety, and performance has guided the organisation internally and shaped its engagement with stakeholders, communities, regulators, and partners.
Attah described the transition of operatorship to Renaissance as a multidimensional effort centred on a three‑phase philosophy of safely receiving the assets, stabilising them, and then growing them. The company grew the joint ventures oil and gas output by over 40 % in the first 100 days of operatorship of the assets. “The workforce continuity was a major competitive advantage that preserved institutional memory and enabled immediate operational stability from day one,” he said.
He also noted that Renaissance has elevated safety to a core value, embedding IOC‑grade discipline across processes and field execution to protect people, assets, and the environment.
