Leadership Retreat 10012024

NNPC LTD 2024 PROPOSED
KPIs
HEDO
Lukman Giwa
January 2024
Confidential
Driving safety
Confidential
NNPC’s growth ambition is driven by 3 mandates – attain ‘profitability’ and ensure ‘energy security’,
while ‘future proofing’ the organization
Profitability Energy security

According to PIA, NNPC Support and protect domestic
must be self-funding, consumption through active
attaining profitability by participation in strategic
2024 and return dividends priority areas e.g., refining,
to shareholders thereafter storage and pipelines
The company’s sights are set on
deepening its global footprint of
value in line with the overarching
mandate to create an energy business
that is profitable, resilient, and
sustainable through the energy
transition while ensuring domestic
energy security.
Future proofing
Create a sustainable business that is capable of capturing and delivering
value to shareholders through energy and non-energy streams.
3
Confidential
The 4 KRAs also touch on all 6 NNPC Strategic Ambitions
KRAs What it is about DIR./BUs SUs
KRA % Weight KRA % Weight
(Production, Agility, Efficiency,

Operational Excellence Growth, Services etc) 35% 65%
Specific to the BU/SU
(Investment, Revenue, Cost,

Financial ROIC, EBITDA, etc) 50% 20%
All Dirs./BUs/SUs
(HSE, Compliance, Audit,

Assurance Sustainability, Data Quality)
10% 10%
All Dirs./BUs/SUs
People (Employee Productivity) 5% 5%

All Dirs./BUs/SUs
Confidential
General KPIs
KRA KPI Description Metrics Group Directorate BUs SUs
Earnings Before Interest Tax

EBITDA is a measure of company's operating profit before
Depreciation & Armortizations $ Million X X X NA
(EBITDA) interest, taxes, depreciation and amortization
(NIAT) is the amount of money that a business has once

Net Income After Tax (NIAT) $ Million X X X NA
expenses, tax, and other liabilities have been deducted
Achieve 50-80%CIR. CIR compares the operating costs of

Cost to Income Ratio (CIR) % X X X NA
an entity to its operating income
Achieve >8% ROIC. ROIC is used to determine how well

Return on Investment Capital (ROIC) the company allocates its capital to profitable projects or % X X X NA
FINANCIAL
investments.
Achieve from 1.5 to 2 liquidity ratio. Liquidity ratio is a

Liquidity Ratio measure used to determine the company's ability to pay off Ratio X X X NA
its short-term liabilities.
Achieve minimum 0.5 solvency ratio. Solvency ratio is a

Solvency Ratio measure used to determine the company's ability to pay off Ratio X X X NA
its long-term debts obligations.
Achieve a minimum of 10% savings from controllable

Controllable Cost Savings % NA NA NA X
budget through discounts, contract negotiations etc.
Confidential
General KPIs
KRA KPI Description Metrics Group Directorate BUs SUs
Total Recordable Cases = (Fatalities + PTD + LWC +

RWC+ MTC). Total Recordable Cases = (Fatalities + Permanent Total X X X X
Total Recordable Cases (TRC) Number
Disability (PTD) + Loss Time Injury/Incidence (LTI)+ Restricted Work
Case (RWC)+ Medical Treatment Case (MTC)).
X
Operational shutdowns due to HSE issues Number of operational shutdowns leading to loss of man hours Number X X
ASSURANCE
Compliance with regulations, laws etc to ensure that

Number of regulatory breaches, fines or sanctions Number X X X X
there are no breaches, fines or sanctions
Implementation of Audit recommendations 100% implementation of all Audit recommendations % X X X X
Sustainability Initiatives Implemented At least 3 Sustainability initiatives implemented % X X X X
100% compliance with Data Governance Framework. Measure to

Data Governance Compliance % X X X X
assess Data Quality (Availability, Completeness and Timeliness)
at least 80 % of planned Capacity building program implemented

Learning Plan Implementation % X X X
per BU/SU across
Voluntary retirement of staff with 20 years and over remaining

Regrettable Attrition* % X X
PEOPLE
before statutory retirement date
Average % rating of Staff job satisfaction around - work

Employee Satisfaction Score* environment, welfare, Medical, Work tools, work life balance,
% X X
technology accessibility, etc.
rough survey)
Confidential
Revised Timeline for 2024 KPI Development
Dec 2023 5 Jan. 2024 12 Jan. 2024

10 - 11 Jan. 2024
Dev.
Draft Communicate draft Finalize & Sign-Off
KPIs KPIs to Directorate/ KPIs with Communicate signed KPI to
BUs/SUs Dir./BUs/SUs Directorate/BUs/Sus/HCM
Update KPIs with Engage GCEO Sign-

Approved Directorate/ Off
Budget/Business BUs/SUs on
Plan proposed KPIs
27 Dec. 2023 – 4 Jan. 2024 6 - 9 Jan. 2024 11 - 12 Jan. 2024
Confidential
Confidential: Internal Use Only
Data Quality
Key Performance Indicators (KPIs)
January 2023 Enterprise Data Office (EDO)

Data Quality Measures
Measure Completeness Timeliness Availability Accuracy
Complete collection of Prompt and appropriate Consistent, reliable Precise, correct, and
Description
necessary and relevant timing of data availability. access to needed data error-free data
data points. resources. representation.
Measure Consistency Validity Uniqueness Integrity
Uniform and stable data Conformance to defined No duplication, each data Maintained accuracy and
Description across all systems. data formats and entry is distinct. completeness over time.
standards.
Prioritized Measures
Deferred Measures
Confidential Confidential: Internal Use Only

KPI Measurement Methodology
Key Performance Description Condition Target Actual

Indicators (KPIs)
Completeness A Boolean metric that indicates 1 : for complete dataset 1 0
whether the dataset was complete as 0 : if dataset is incomplete
agreed
Timeliness A Boolean metric that indicates 1 : for submission on/before 1 1
whether the deadline for submission deadline
was met or not 0 : for submission after deadline
Availability A Boolean metric that indicates the 1 : for data in the designated 1 1
quality of having data warehoused in location
the right location as officially 0 : if otherwise
designated.
Hypothetical values for

illustration
x 100 = 67% - Actual
Data Governance x 100 x 100 = 100% - Target

=
Compliance (%)

Delivery Process
High-level Workflow
Identify Develop Develop Develop

Identify
Source Data Data DQ KPI Implement Go-live
Use-cases
Data Standards Template SLAs
Change Management

Thank You
NNPC Limited Global Regulatory Compliance Health Check
Result as at the end of Q3 2023.
REGULATORY
COMPLIANCE
GRC
Oct 2023
GRC 2024 COMMITMENT
KEY INTERVENTION
Top 4 strategies towards supporting the delivery of 2024 business expectations and minimum 8.5% ROIC REQUIRED
KPIs 2024 TARGETS TOP 4 STRATEGIES  Additional manpower deployment to

GRC Division.
 Monitor compliance with tax, statutory payments and other Medium -high risk regulatory
1 requirements across the group.
 Monitor and report BUs/SUs monthly compliance with NNPC Limited internal Policies .  Business Leaders support and
1. Regulatory Compliance
 Create awareness on new extant regulations and Government policies cooperation especially while carrying
Reviews 29 BUs/SUs out compliance review and ERM Re-
 Update NNPC Limited rulebook with new regulations and government policies that
affects our business operations . implementation.
 Collaborate with NEITI, and EITI to facilitate the yearly conduct of NEITI oil and gas
Audits, disclosure of NNPC operational data in the NNPC website and the
implementation of NEITI oil and gas audit recommend .
2. Enterprise Risk Management

 Embed Enterprise Risks Management framework in 6 BUs/SUs.
reimplementation 6 BUs
2  Implement Business Continuity Management framework in 6 BUs/SUs.
 Implement Counterparty and fraud Risks Management.
3. .Business Ethics (culture change )
6 activities 3  Create awareness on Employee Code of Conduct

 Monitor gifts, hospitality and conflict of interest compliance
 Conduct investigations and monitor remediation
4. Corporate Governance
Reviews  Review of corporate Governance practices in 5 BUs/SUs
4  Monthly tracking of the BUs/SUs implementation of DOA/DFA.
5 BUs  Coordinate NNPC Limited Participation in the Open Government Partnership (OGP)
GLOBAL COMPLIANCE DEPARTMENT
NNPC Limited Global Regulatory Compliance Health Check Result as at the end of Q3 2023.
CORPORATE HEADQUARTERS
Compliant
BUSINESS SERVICES
100%
100%
100%
100%
33%
67%
100%
100%
GCEO’s OFFICE
80%
77%
FINANCE
70%
75%
33%
50%
50%
50%
50%
25%
20%
20%
13%
Partially
10%
10%
Compliant
0%
0%
0%
0%
0%
0%
0%
Not-Compliant 12%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
55%
FI N CO N GT NNIS N A PE T TAX
LEGAL
N PL ITD SCM H CM RT I N MSL HMO
88%
100%
84%
76%
82%
88%
87%
86%
85%
GAS & POWER
DOWNSTREAM
64%
Not As-
78%
61%
UPSTREAM
sessed; 13%
50%
50%
44%
53%
53%
33%
33%
33%
28%
23%
22%
19%
17%
15%
13%
13%
12%
12%
13%
12%
11%
9%
9%
8%
6%
5%
4%
4%
4%
6%
5%
0%
0%
0%
0%
0%
NDIS N N PC Sh ip p in g NTL N PSC PH RC K RPC W RPC

NGI C NGM L NGP I S NNEL ENS ER V NUI M S NETC O NEP L
Re ta il
As-
sessed;
87%
13% of the requirements across the revalidated requirements were not assessed as the
event to check for compliance did not occur during the review period.
B. Top Regulatory Infractions Q3
•
•
Late filing of returns
Non/ Late remittance of statutory payments such as taxes, levies etc.
2023
C. Outlook for Q4 2023 • Absence of requisite permits and License revalidation/ renewal
Compliant
• Flouting of environmental guidelines and policies
• Continuous regulatory Health Checks in the BUs/SUs and tracking the
• Non-participation of regulatory authorities (NCDMB) during requisite project activities Partially Compliant
implementation of past regulatory compliance health checks.
Not Compliant
Thank you
Thank you
Confidential
NNPC LTD. HSE KPI AWARENESS SESSION
(OHS&R.)
HSE
NNPC LIMITED
NNPC Ltd. HSE Key Performance Indicators
 Key Performance Indicators (KPIs) are the critical (key) indicators of progress
toward and intended result.
 They help the department understand if they are achieving set goals.
 KPIs create an analytical basis for decision making and help focus attention on what
matters most.
Leading and Lagging Indicators
 Leading indicators - are aspects of workplace activities that can be used to improve
OHS outcomes prior to an unwanted outcome occurring
 Lagging indicators - an indicator of past performance that measure the occurrence and
frequency of events
Safety incident
 Leading Indicators Lagging Indicators

(Proactive) (Reactive)
Leading and Lagging Indicators Condt….
• Are aimed at the future (early warning)

• A measure of conditions or activities that are believed to
Leading
Indicators precede, and consequently affect injury rates
• Examples are HSE audits, processes in place for hazard
identification and control, Safety system etc.
• Purely based on Retrospective Data - are the result of

an incident (the past)
Lagging • Indicate whether the objectives have been achieved
Indicators
• Examples are number of Fatalities, Loss Time Accident
Rates and Incidents, CO2 emissions
HSE KPI Targets
 Total Recordable Case (TRC) - the sum of injuries resulting in Fatalities, Permanent
Total Disabilities (PTD), Lost Time Injury (LTI), Restricted Work Cases (RWC) and
Medical Treatment Cases (MTC), i.e. TRC = (Fatalities + PTD + LWC+ RWC+ MTC).
 Number of Operational Shutdown as a result of HSE Breaches

BUSI APPLICABLE/NON APPLICABLE KPIs Applicable
NESS Legend Not Applicable
UNIT
S Number of
Hazard Development
Operation Environment
HSE Periodic Timeliness of Enviromentally Number of Surveillanc Managem Learning Plan of GHG Close out
Near Environme Equipment Oil Spill al HSEMS al
TRC LTI FAT UC UA FAT Awareness Safety Response compliant Regulator es & ent Facility Implementati Emission Audit
Miss nt Drill Serviceability Clean ups Shutdown Audit Compliance
Campaigns Drills (Oil Spill) Waste Disposal y Breaches Inspection Inspection on Management Actions
due to HSE Monitoring
s Framework
Issues
NEPL
NUIMS
EnServ
NETCO
NTL
NRL
NSL
NRCL
NDIS
NPSC
NERMC
NGIC
NGML
NGPIS
NNEL
HCM
IT
Security
BUSI APPLICABLE/NON APPLICABLE KPIs
NESS Applicable
UNIT Legend Not Applicable
S
Number of
Hazard Development
Operation Environment
HSE Periodic Timeliness of Enviromentally Number of Surveillan Managem Learning Plan of GHG Close out
Near Environme Equipment Oil Spill al HSEMS al
TRC LTI FAT UC UA FAT Awareness Safety Response compliant Regulator ces & ent Facility Implementati Emission Audit
Miss nt Drill Serviceability Clean ups Shutdown Audit Compliance
Campaigns Drills (Oil Spill) Waste Disposal y Breaches Inspection Inspection on Management Actions
due to HSE Monitoring
s Framework
Issues
SCM
RTI
NNPC
Academy
NPL
NMSL
NNPC HMO
NF
FIR
Fin Con
Treasury
Tax
NNIS
NPFL
Legal
CSS
GRC
Audit
SBA
HSE KPI Targets
 Total Recordable Case (TRC) - the sum of injuries resulting in Fatalities, Permanent
Total Disabilities (PTD), Lost Time Injury (LTI), Restricted Work Cases (RWC) and
Medical Treatment Cases (MTC), i.e. TRC = (Fatalities + PTD + LWC+ RWC+ MTC).
 Fatality (FAT) - deaths resulting from Work Injuries, or Occupational Illnesses,

regardless of the time intervening between injury/illness and death.
 Medical Treatment Case (MTC) - a recordable incident involving injury or illness that
has required management and care of the patient by a medical professional above and
beyond first aid, but not severe enough to be a lost work day case or restricted work
day case.
HSE KPI Targets
 Lost Time Incident (LTI)- A work related injury or illness that results in day(s) away
from work subsequent to the day of the incident.
 Unsafe act: an act on the part of a person, which will increase his/her chances of having
an accident such as working at height without PPE, under the influence of alcohol and
drugs, making calls while driving etc.
 Unsafe condition: are hazardous physical condition or circumstance which could

directly permit the occurrence of an accident. E.g., poor illumination, damaged
handrails, poor guarding etc.
 Near miss: the potential to cause injury, ill-health, damage to plant or equipment or
some other loss such as tripped but didn’t fall, a car almost hitting another car etc.
Thank you
NNPC LIMITED SUSTAINABILITY
2024 KEY PERFORMANCE INDICATORS (KPIs)
CORPORATE STRATEGY & SUSTAINABILITY

January 2024
SUSTAINABILITY
CSS
Confidential
2024 KEY PERFORMANCE INDICATORS (KPIs)
EDO Performance
Description Metric Target Notes
Review
1. Initiatives to measure an entity's ability to transition to cleaner
energy: e.g., energy generated from gas or solar panel use
instead of diesel (start target of 10% given novelty; to be
reviewed annually).
2. Initiatives to include flare down, leak detection & repair

(LDAR), energy efficiency etc.
3. Initiatives to include awareness sessions held in

Business/Service Units using NNPC sustainability framework.
4. Initiatives to include participation/engagement of senior

Sustainability initiatives completed Percentage 100% Annually
management of Business/Service Units in sustainability
awareness sessions
5. Initiatives to include Unit participation in GHG inventory

development i.e., identification of emission sources &
quantification of emissions.
6. Initiatives to include submission of data on metrics relevant to

external sustainability reporting.
7. Initiatives to include employee volunteering hours in carbon

reduction programs in communities.
*S/BU specific Sustainability initiatives will be communicated early in 2024 after gap assessment and framework development
Confidential
UPSTREAM
Pillar 2023
Environmental Completion & Return of Data Templates Shared By KPMG/Sustainability Dept
Social Sustainability Awareness sessions held in Business/Service Unit
Governance Engagement of Senior Leadership in Sustainability Development (Chief, MDs)
2024
i. Submission of data on metrics relevant to internal and external sustainability reporting.
ii. Implement carbon accounting to track emissions across operations (Scopes 1 , 2, 3)
iii. Install metering equipment and leak detection systems to measure and prevent flaring and venting of gas at NNPC’s facilities, assets and infrastructure.
iv. Upgrade existing leak detection systems and invest in new technologies to reduce oil spills.
v. Rehabilitate old assets to improve efficiency and asset integrity
vi. Establish management systems to control hazardous chemicals, materials and pollutants to enable swift mitigation/control.
vii. Implement initiatives to reduce freshwater consumption and improve recycling of used water.
i. Awareness sessions held in Business/Service Units using NNPC sustainability framework

ii. Employee volunteering hours in sustainability programmes in communities
i. Participation/engagement of senior management of Business/Service Units in sustainability awareness sessions

ii. Building synergy with relevant external stakeholders such as the government, MDAs to align on emission reduction ambitions
iii. Alignment of stakeholder engagement with NNPC’s sustainability objectives
Confidential
GAS, POWER & NEW ENERGY
Pillar 2023
Governance Engagement of Senior Leadership in Sustainability Development (Chief, MDs)
2024
iv. Rehabilitate old assets to improve efficiency and asset integrity
v. Establish management systems to control hazardous chemicals, materials and pollutants to enable swift mitigation/control.
vi. Implement initiatives to reduce freshwater consumption and improve recycling of used water.


Confidential
DOWNSTREAM
Pillar 2023
Governance Engagement of Senior Leadership in Sustainability Development (Chiefs, MDs)
2024
iv. Rehabilitate old assets to improve efficiency and asset integrity
v. Establish management systems to control hazardous chemicals, materials and pollutants to enable swift mitigation/control.
vi. Implement initiatives to reduce freshwater consumption and improve recycling of used water.


Confidential
BUSINESS SERVICES_1
Pillar 2023
2024

ii. Gather active data on direct and indirect economic impacts of activities
iii. Implement energy saving practices such as migration to energy saving appliances across the company
iv. Adopt best control technology management practices in the treatment and safe disposal of wastewater
v. Conduct environmental, health and safety risk assessment of existing waste materials which may affect communities, workers, and the environment
vi. Introduce waste collection and sorting at all NNPC offices to promote recycling and reuse
vii. Upgrade existing leak detection systems and invest in new technologies to reduce oil spills
viii. Establish a maintenance and inspection schedule to strengthen preventive maintenance activities across all NNPC operation assets and infrastructure
ix. Establish management systems to control hazardous chemicals, materials and pollutants to enable swift mitigation/control
x. Implement initiatives to reduce freshwater consumption and improve recycling of used water
xi. Ensure adequate provision of PPEs and firefighting equipment at well locations being drilled or worked over, or facilities handling all forms of fossil fuels.
xii. Conduct independent third-party audits to assess NNPC's HSE performance.
xiii. Develop an HSE compliance register to track compliance to HSE regulations.
xiv. Develop location specific emergency preparedness plans (for NNPC's assets, facilities, refineries etc)
xv. Establish a plan to drive ISO certification across NNPC’s operational facilities (ISO 14001:2015 and ISO 45001:2018)
xvi. Develop an automated HSE regulatory compliance tracker to ensure there is adequate oversight of national HSE regulations such as the National Policy on Occupational
Health and Safety, and industry related HSE regulations released by the Nigerian Upstream Petroleum Regulatory Commission (NUPRC) and Nigerian Midstream and
Downstream Petroleum Regulatory Authority (NMDPRA)
Confidential
BUSINESS SERVICES_2
2024
i. Hold awareness sessions in Business/Service Units using NNPC sustainability framework

iii. Initiatives to advance job creation and infrastructure development across host communities
iv. Conduct a community needs assessment across NNPC operational areas.
v. Measure, capture and report the socio-economic impact of community investment projects through a value chain approach
vi. Conduct baseline assessments to measure the outcomes of training expenditure and skills development
vii. Develop a Learning Management System to roll out sustainability-focused training to employees
viii. Employ women and other marginalised/disadvantaged groups to promote diversity and inclusion
ix. Conduct assessment of internal grievance mechanism to evaluate and improve its effectiveness
x. Sensitise employees on the need to respect local customs practices, and resources in local communities
xi. Regularise community engagement activities

ii. Conduct due diligence on suppliers to assess ESG health of third parties and possible risk exposure of NNPC
iii. Implement regular Due Diligence processes to identify and assess significant actual and potential negative social and environmental impacts in procurement processes
iv. Develop digital platform for contractors and suppliers to self-report compliance with environmental and social requirements
v. Implement a vendor programme that encourages local procurement of supplies. Source ?95?% of materials locally where possible
vi. Conduct an analysis of vulnerability levels against leading practices and device roadmap for implementation of safeguards to address gaps – IT
vii. Establish framework and timelines for resolution of stakeholder complaints.
viii. Align stakeholder engagement with NNPC’s sustainability objectives
Confidential
GCEO’S DIR
Pillar 2023
Governance Engagement of Senior Leadership in Sustainability Development (Chiefs)
2024

ii. Provide data collection SOP and working template to sustainability champions to customise according to processes at the S/BUs
iii. Consolidate Group-wide sustainability data and performance tracking, identify anomaly in data trends and resolve through sustainability champions

iii. Develop comprehensive curriculum for relevant sustainability risk and compliance trainings

ii. Conduct climate change risk exposure analysis to determine portfolio exposure and ascertain potential impacts of both physical and transition risks
iii. Integrate sustainability and climate-related risks into existing risk management processes and procedures.
iv. Review contents of annual sustainability report to ensure relevance and completeness of the information presented
v. Drive the development of proposed improvement plans and consolidation of sustainability performance against targets
vi. Exercise oversight on the overall progress of sustainability roadmap
vii. Establish framework and timelines for resolution of stakeholder complaints.
viii. Align stakeholder engagement with NNPC’s sustainability objectives
Confidential
GCEO’S SUSTAINABILITY KPI
Pillar 2023
Governance Engagement of Senior Leadership in Sustainability Development (Chiefs)
2024
i. Periodic review of sustainability agenda (Timeliness)

ii. Drive/lead/support company awareness sessions on sustainability
iii. Development/Emplacement of Company-wide GHG Inventory
iv. Submission of UNGC Communication on Progress (June 2024)
Confidential
FINANCE
Pillar 2023
2024

ii. Support provided by FC towards IFRS Sustainability Reporting
iii. Disclosure of tax remittances & Engagement in public policy advocacy on tax rules and regulations
iv. Ensure that sustainability considerations are factored into annual budgets


ii. Establish framework and timelines for resolution of stakeholder complaints.
iii. Align stakeholder engagement with NNPC’s sustainability objectives
Confidential
PROJECT DELIVERY EFFICIENCY
Instructions to fill the Project Delivery metric on the performance template
1. Reported projects must be approved in the 2024 budget.

2. The percentage completion of these projects should be documented based on the plan for the year.
3. Each project is measured on quarterly milestones (what the business hopes to achieve every quarter)
4. Cumulative progress is recorded every quarter
5. The weighted average percentage completion is calculated as the Project Delivery
Example: Company X has 5 core projects approved in 2024 budget
How to calculate progress for individual projects:
• Company X may decide to complete 25% of the Project A every quarter (if project spans beyond 1 year, companies must normalize the activities within the year to
100%)
• if company X completes 20% of the planned 25% of Project A for the quarter,
project completion for Project A = 20%/25% * 100%

= 80%
Value ($m) Progress Weighted Progress
Project A 10 80% 32.00%
Project B 3 60% 7.20%
Project C 5 90% 18.00%
Project D 2 80% 6.40%
Project E 5 30% 6.00%
25 69.60%
• The same calculation is then replicated quarterly on a cumulative basis
Confidential
Agenda – Upstream Directorate 2024 KPI Development/Setting Review Meeting
Activities Responsible Time
▪ Safety Moment ▪ EDO ▪ 09:00 – 09.03

▪ Opening Remark ▪ Head EDO ▪ 09:03 – 09.08
▪ Overview of 2024 KPI Key Result Areas (KRA) ▪ Bus. Perf & BI Analytics ▪ 09:08 – 09.18
Monday, January 8, 2024
▪ Overview of Financial KPIs ▪ Financial Control ▪ 09: 18 – 09.30

▪ Overview of Assurance KPIs
– HSE
– GRC ▪ 09: 30 – 10.00
– AUDIT
– Sustainability
– Enterprise Data Office
5 mins Stretch Break (10:00 - 10:05)
▪ Review of Upstream Directorate/BUs KPIs
– NUIMS
– NEPL
– ENSERV ▪ 10:05 – 11:00
– NETCO
– Upstream Dir.
– Next steps ▪ Bus. Perf & BI Analytics ▪ 11:00 – 11:03
– Closing Remarks ▪ Head EDO ▪ 11:03 – 11:05
Confidential
Agenda – GP&NE Directorate 2024 KPI Development/Setting Review Meeting


– HSE
– GRC ▪ 11: 43 – 12.15
– AUDIT
– Sustainability
▪ Review of GP&NE Directorate/BUs KPIs
– NGIC
– NGML ▪ 12:15 – 13:00
– NGPIS
– NNEL
– GP&NE Dir.
Confidential
Agenda – Downstream Directorate 2024 KPI Development/Setting Review Meeting

▪ Opening Remark ▪ Head EDO ▪ 14:03 – 14:08
▪ Overview of Financial KPIs ▪ Financial Control ▪ 14:13 – 14.23

– HSE
– GRC ▪ 14:23 – 15.00
– AUDIT
– Sustainability
▪ Review of Downstream Directorate/BUs KPIs
– NTL – PHRC
– NRL – WRPC
– KRPC
▪ 15:00 – 15:50
– NSL
– NPSC – Downstream
– NDIS Dir.
Confidential
Agenda – Business Services Directorate 2024 KPI Development/Setting Review Meeting

Tuesday, January 9, 2024

– HSE
– GRC ▪ 09: 30 – 10.00
– AUDIT
– Sustainability
▪ Review of BS Directorate/BUs KPIs
– NMSL – HSE – Corp. Comms
– NNPC HMO – Security – NNPC Academy
– NPL – SCM – Security ▪ 10:05 – 11:20
– HCM – IT – NNPC Foundation
– CAS – RTI – BS Dir.
– Closing Remarks ▪ EDO ▪ 11:23 – 11:25
Confidential
Agenda – GCEO’s Directorate 2024 KPI Development/Setting Review Meeting

Tuesday, January 9, 2024

– HSE
– GRC ▪ 11: 58 – 12.30
– AUDIT
– Sustainability
▪ Review of GCEO’s Directorate/BUs KPIs
– SBA
– GRC ▪ 12:30 – 13:10
– AUDIT
– LEGAL
– CSS
– Closing Remarks ▪ EDO ▪ 13:13 – 13:15
Confidential
Agenda – Finance Directorate 2024 KPI Development/Setting Review Meeting

▪ Opening Remark ▪ Head EDO ▪ 14:03 – 14:08
▪ Overview of Financial KPIs ▪ Financial Control ▪ 14:13 – 14.23

– HSE
– GRC ▪ 14:23 – 15.00
– AUDIT
– Sustainability
▪ Review of Finance Directorate/BUs KPIs
– Finance & IR – Tax
– Financial Control – NNIS
– Budget & Financial – NNPC Pension
Analysis – Finance Dir.
– Treasury
– Next steps ▪ Bus. Perf & BI Analytics
– Closing Remarks ▪ Head EDO
Confidential

Leadership Retreat 10012024

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Leadership Retreat 10012024

Uploaded by

Copyright:

Available Formats

NNPC LTD 2024 PROPOSED

Profitability Energy security

(Production, Agility, Efficiency,

(Investment, Revenue, Cost,

(HSE, Compliance, Audit,

People (Employee Productivity) 5% 5%

Earnings Before Interest Tax

(NIAT) is the amount of money that a business has once

Achieve 50-80%CIR. CIR compares the operating costs of

Achieve >8% ROIC. ROIC is used to determine how well

Achieve from 1.5 to 2 liquidity ratio. Liquidity ratio is a

Achieve minimum 0.5 solvency ratio. Solvency ratio is a

Achieve a minimum of 10% savings from controllable

Total Recordable Cases = (Fatalities + PTD + LWC +

Compliance with regulations, laws etc to ensure that

Implementation of Audit recommendations 100% implementation of all Audit recommendations % X X X X

Sustainability Initiatives Implemented At least 3 Sustainability initiatives implemented % X X X X

100% compliance with Data Governance Framework. Measure to

at least 80 % of planned Capacity building program implemented

Voluntary retirement of staff with 20 years and over remaining

before statutory retirement date

Average % rating of Staff job satisfaction around - work

Dec 2023 5 Jan. 2024 12 Jan. 2024

Update KPIs with Engage GCEO Sign-

27 Dec. 2023 – 4 Jan. 2024 6 - 9 Jan. 2024 11 - 12 Jan. 2024

January 2023 Enterprise Data Office (EDO)

Data Quality Measures

Measure Completeness Timeliness Availability Accuracy

Measure Consistency Validity Uniqueness Integrity

Confidential Confidential: Internal Use Only

KPI Measurement Methodology

Key Performance Description Condition Target Actual

Hypothetical values for

Data Governance x 100 x 100 = 100% - Target

Confidential Confidential: Internal Use Only

Identify Develop Develop Develop

Confidential Confidential: Internal Use Only

KPIs 2024 TARGETS TOP 4 STRATEGIES  Additional manpower deployment to

2. Enterprise Risk Management

3. .Business Ethics (culture change )

6 activities 3  Create awareness on Employee Code of Conduct

NDIS N N PC Sh ip p in g NTL N PSC PH RC K RPC W RPC

 Leading Indicators Lagging Indicators

• Are aimed at the future (early warning)

• Purely based on Retrospective Data - are the result of

 Number of Operational Shutdown as a result of HSE Breaches

 Fatality (FAT) - deaths resulting from Work Injuries, or Occupational Illnesses,

 Unsafe condition: are hazardous physical condition or circumstance which could

CORPORATE STRATEGY & SUSTAINABILITY

2. Initiatives to include flare down, leak detection & repair

3. Initiatives to include awareness sessions held in

4. Initiatives to include participation/engagement of senior

5. Initiatives to include Unit participation in GHG inventory

6. Initiatives to include submission of data on metrics relevant to

7. Initiatives to include employee volunteering hours in carbon

Environmental Completion & Return of Data Templates Shared By KPMG/Sustainability Dept

Social Sustainability Awareness sessions held in Business/Service Unit

Governance Engagement of Senior Leadership in Sustainability Development (Chief, MDs)

i. Awareness sessions held in Business/Service Units using NNPC sustainability framework

i. Participation/engagement of senior management of Business/Service Units in sustainability awareness sessions​

Environmental Completion & Return of Data Templates Shared By KPMG/Sustainability Dept

Social Sustainability Awareness sessions held in Business/Service Unit

Governance Engagement of Senior Leadership in Sustainability Development (Chief, MDs)

i. Awareness sessions held in Business/Service Units using NNPC sustainability framework

i. Participation/engagement of senior management of Business/Service Units in sustainability awareness sessions

i. Participation/engagement of senior management of Business/Service Units in sustainability awareness sessions

i. Participation/engagement of senior management of Business/Service Units in sustainability awareness sessions

i. Participation/engagement of senior management of Business/Service Units in sustainability awareness sessions

i. Participation/engagement of senior management of Business/Service Units in sustainability awareness sessions

i. Participation/engagement of senior management of Business/Service Units in sustainability awareness sessions