Heritage Energy Operational Services Limited, operators of Oil Mining Lease 30, on Tuesday signalled a turnaround in the asset’s fortunes, declaring that years of behind-the-scenes restructuring, investment and governance reforms are now translating into rising production, stronger reserves and improved stakeholder confidence.

Speaking at a media stakeholders’ engagement in Lagos, the General Manager of Government, Joint Venture and External Relations at Heritage Energy Operational Services Limited, Adesola Adebawo, said OML 30 had emerged from a period of operational strain after deliberately prioritising long-term stability over short-term gains.

Addressing journalists in Lagos, Adebawo said the asset, operated on behalf of joint venture partners NNPC Exploration and Production Limited and Shoreline Natural Resources Limited, had faced inherited constraints, infrastructure gaps and complex stakeholder challenges when the current operators assumed stewardship.

He said the asset went through what was described as a ‘downward growth’, saying, “Production pressures, inherited constraints, infrastructure gaps, and a complex stakeholder environment pushed us to our limits.”

According to him, management resisted the temptation of “quick fixes” and instead embarked on what he described as “hard, sometimes invisible work” focused on rebuilding systems, tightening operational discipline and strengthening governance.

“When we assumed stewardship on behalf of our JV partners SNRL and NEPL, we met an asset at a crossroads. And we had a choice: chase quick fixes or do the hard, sometimes invisible work that would give the asset a chance at real, lasting stability. We chose the latter. There was no applause in those early days. No headlines celebrating quick wins. Just steady, deliberate work. Rebuilding systems. Strengthening governance. Tightening operational discipline. Making the kinds of decisions that don’t look dramatic on the outside but change the future of an asset from within.

“We invested in people, infrastructure, digital tools, and capability. Together with our JV partners, we aligned around a vision: to run a world-class independent energy operation with the technical, commercial, and financial strength required to create long-term value. Today, OML 30 remains one of the largest land-based assets in Nigeria, with a track record of delivering responsibly for shareholders, partners, employees, and communities,” he said.

The General Manager likened the OML 30 journey to the Chinese bamboo tree, which grows roots for years before shooting up rapidly, noting that the groundwork laid over time is now yielding visible results.

Adebawo said OML 30 remains one of Nigeria’s largest onshore oil assets and is now on a “steady upward trajectory” in terms of production and reserves, with renewed confidence among partners, regulators and host communities.

Beyond output, he stressed that safety and environmental stewardship remain central to operations, noting that the asset follows stringent international standards to identify and mitigate environmental and social risks while adopting cleaner technologies and innovation.

“Safety remains the anchor. Anyone who steps onto OML 30 must return home safely. That is our starting point for every conversation, every investment, every operational decision,” he noted.

He also highlighted extensive investments in host communities, describing shared value as a core strategy rather than a slogan. In 2024 alone, Adebawo said community contracts worth $66.47m were awarded to 300 vendors, while over $1.4m was invested in development projects.

He added that N217m was provided to support 3,011 scholarship beneficiaries, 126 local content participants from indigenous companies were supported, and skills training was delivered to 237 youths and women.

According to him, the JV also invested over N27m in the Industrial Work and Training Scheme for students and supported two health facilities that delivered more than 34,000 medical incidences of care across four local government areas.

“These initiatives reflect not just corporate responsibility but a shared commitment with NEPL and SNRL to ensure the benefits of OML 30 go beyond production metrics,” he said.

Adebawo credited the progress recorded to years of intentional groundwork, collaboration with partners and trust from host communities, adding that digital transformation has become an integral part of daily operations rather than a buzzword.

Looking ahead, he said the focus would remain on safe and sustainable operations, disciplined performance and shared prosperity, with OML 30 positioned to contribute meaningfully to Nigeria’s energy aspirations.

“I honestly believe the most exciting chapters of the OML 30 story are not in the past. They are unfolding right now,” he concluded.