• CERAWEEK 2025 | March 10-14, 2025
  • CERAWEEK
  • March 10 - 14, 2025

Roland Ewubare

Nigerian National Petroleum Corporation (NNPC)

Chief Operating Officer, Upstream

Mr. Roland Ewubare is the Chief Operating Officer, Upstream, of the NNPC.
He joined NNPC in 2015 from the United States where he was the Founder and Executive Chairman of Madison Avenue Resources Inc., a private equity firm based in Atlanta.
Between 2000 and 2004, Mr. Ewubare worked in various senior positions at Schlumberger in New York, California and Nigeria where he served as the Executive Director (Oilfield Services) Schlumberger Nigeria.
Prior to joining Schlumberger, Mr Ewubare was a Corporate Associate at the global law form of Skadden, Arps, Slate, Meagher & Flom LLP (Skadden) in New York, where he was involved in significant transactions for some of world’s largest corporations including the 1998 ExxonMobil merger with deal consideration in excess of US$80 Billion. 
His deal aggregate deal value in completed transactions exceeds US$150 Billion and he has received recognition and citation in the New York Law Journal and American Lawyer Magazine. 
Mr. Ewubare obtained a Bachelor of Laws degree from the University of Ife in 1987; Master of Laws degree in International Business Law from Queen Mary & Westfield College, University of London in 1993; and a Master of Laws degree from Harvard Law School in 1998.

Sessions With Roland Ewubare

Wednesday, 11 March

  • 07:30am - 08:40am (CST) / -

    Future Competitiveness of the Offshore
    Upstream Oil & Gas
    The most competitive barrels of the future are anticipated to be lowest cost and lowest emissions and have the shortest cycle time. While this would appear to present severe challenges for offshore businesses, especially in deeper water settings, the offshore in the 2020s will not be the same as in the past. Best-in-class offshore developments now offer shorter project cycle times, with assets returning positive cashflows within the first two to five years of production. New approaches to project design, increased use of tie-backs with greater range, applications of digital and other technologies, and efficiencies in the supply chain, have all helped lower offshore costs. It is not uncommon to see break-even costs for new deepwater projects at some 60% of the level achieved prior to 2015. What are the additional skills, technologies, and new approaches that will further drive down offshore/deepwater projects costs and shorten cycle times in 2020? Are there enough highly competitive investment opportunities remaining globally for offshore/deepwater companies? Should we anticipate consolidation? As we begin the production phase of a new generation of slimline offshore/deepwater development projects, what have we learned that can improve areas such as offshore installation, operations, and field management?