Mele Kyari

Nigerian National Petroleum Corporation (NNPC)

Group Managing Director

Mr. Mele Kolo KYARI was appointed as the 19th Group Managing Director (GMD) of the Nigerian National Petroleum Corporation (NNPC) in July 2019. He joined NNPC in 1991 and has served in various roles within the Corporation. In 2015, Mr. Kyari was appointed Group General Manager, Crude Oil Marketing Division and made a positive impact for NNPC and Nigerian Federation with outstanding achievements include optimally securing Federation entitlements from production/fiscal arrangements, resolution of various disputes on PSCs. He also successfully managed the Direct Sales and Direct Purchase (DSDP) arrangements of petroleum products to maintain and ensure energy security. From championing EITI and Open Government Partnership principles, promoting deregulation of the downstream sector, introducing cost discipline, rehabilitating ailing refineries, pipelines and depots, deepening domestic gas utilization, to public disclosure of NNPC accounts, the first in the Corporation’s history, he has championed Transparency and Accountability. Other achievements include the FID for NLNG Train 7, transforming the Corporation to a world class organisation and leading concerted efforts in driving environmental policies for cleaner energy. He is a Fellow of the Nigerian Association of Petroleum Explorationists (FNAPE) and Nigeria’s National Representative to the Organisation of Petroleum Exporting (OPEC) Economic Commission Board (ECB).

Sessions With Mele Kyari

Tuesday, 2 March

  • 11:20am - 11:50am (CST) / 02/mar/2021 05:20 pm - 02/mar/2021 05:50 pm


    Future of Global Upstream

    Panel Markets/Economics/Strategy Upstream Oil & Gas
    Despite the impression one gets from reading the news, upstream is not dead. It is the cash cow for most oil and gas companies, and that cash is paying for portfolio rebalancing toward renewables. Still, the upstream business is changing radically. Upstream and the oil and gas business is continuing its evolutionary path, one where the overall industry is shrinking. Key signposts include historical lows in spending and exploration drilling, service companies fighting for survival, and rampant consolidation. Recent drivers include investor sentiment around rates of return and the carbon footprint, and increased competition for market share while demand decreases globally. But this evolutionary process started several decades ago with independents divesting downstream assets first, followed by massive portfolio reductions as companies sought to better weather commodity cycles. This panel will feature three views on what the future of upstream means for companies with different geographies and strategies. What are common and divergent themes? What will it take to be competitive in the future? How can companies plan for big, unforeseen market upheavals like COVID-19, the oil market price war, and the 2007–09 financial crisis?