Exclusive Interview: Renaissance Africa Energy CEO Tony Attah on Indigenous Leadership, Energy Security, and Nigeria’s Industrial Future

 Introduction.

Nigeria’s upstream sector is entering a defining phase as indigenous operators assume greater responsibility for sustaining production, expanding domestic gas supply, and attracting fresh investment following the divestment of international oil companies’ onshore assets. At the forefront of this transformation is Renaissance Africa Energy, whose rapid operational gains have reinforced confidence in the capability of Nigerian-owned companies to manage world-class energy assets. In this exclusive interview with Majorwaves, Managing Director and Chief Executive Officer Tony Attah reflects on the company’s remarkable early achievements, including the rapid increase in crude oil production, its long-term strategy for gas-led industrialization, the importance of regulatory certainty and stakeholder collaboration, and why indigenous leadership will be pivotal to securing Africa’s energy future while advancing a pragmatic and sustainable energy transition.

 By Majorwaves Team

Mr. Attah responds to questions

Q1: In just 100 days after acquiring Shell’s onshore assets, Renaissance Africa Energy rapidly added 100,000 barrels of oil per day to Nigeria’s production. How did you achieve that level of output growth in such a short period?

 Attah: The good place to start is to recognise the tremendous support from government at all levels; regulators; our JV partners – NNPC, TotalEnergies and Agip; our shareholders; and, of course, our other critical stakeholders particularly the Renaissance workforce and our host communities. It has all been about readiness and belief. The assets we acquired were mature, but under-optimised. We reenergised our experienced teams, streamlined operations, and injected fresh capital to unlock latent capacity. More importantly, we acted with speed and courage. Renaissance is a product of a consortium of four Nigerian independents and one international energy company, and together we demonstrated that when you combine ambition with execution, you can deliver results that move the needle for Nigeria’s energy security.

Q2: Renaissance’s vision is to be the leading energy company in Africa, enabling energy security and industrialisation across the continent in a sustainable manner. What has the journey been like over the last one year in pursuing this vision?

Attah: The journey has been both inspiring and challenging. We are not just producing oil; we are laying the foundation for Africa’s industrialisation. Our focus on gas is central because while oil earns revenue, gas powers industries. In one year, we grew domestic gas supply significantly, and our ambition is to reach 1 billion scf/day by 2030. This is about creating jobs, enabling manufacturing, and driving prosperity across the continent.

Q3: What are you most proud of so far in this journey, and in what area do you think the company could have performed better?

Attah: I am proud that Renaissance has proven Nigerian independents can manage large-scale assets responsibly and successfully. We have shown that energy security can be driven from within. We have further shown that shared ownership approach in our relationship with our host communities is a business imperative. We are not a perfect company, but our aspiration is to lead in every positive dimension of the industry with safety as our No. 1 priority, and we are irrevocably committed to doing that.

Q4: How would you assess the current state of Nigeria’s oil and gas industry, particularly in terms of production stability and investment attractiveness?

Attah: Nigeria’s oil and gas industry is resilient, with independents now contributing over half of national production. But challenges remain, including insecurity and funding constraints, while regulatory uncertainty continues to undermine stability. For Nigeria to attract more investments, we must provide predictability, transparency, and a clear path for investors to see returns.

Q5: What are the biggest operational challenges affecting upstream performance, and how is your company addressing them?

Attah: Security is a major challenge. Pipeline vandalism and theft increase costs and disrupt output. Thankfully, as a result of our enhanced stakeholder collaboration and an integrated approach, we’re seeing sustained improvement in this space. Funding is another, as global capital is harder to secure for hydrocarbons. Renaissance addresses these by diversifying financing models and building strong partnerships. Infrastructure gaps also slow progress, so we are investing in gas processing and supporting projects like the AKK pipeline to unlock industrialisation.

Q6: How is Renaissance Africa Energy positioning itself within the global energy transition, especially regarding gas development and low-carbon strategies?

Attah: Gas is our bridge to the future. It is the transition fuel that can industrialise Nigeria while aligning with global decarbonisation aspirations. We are embedding sustainability into our operations, reducing emissions, and exploring low-carbon strategies. But we must balance transition with development. Africa cannot industrialise without energy, and gas is the most pragmatic path forward.

Q7: To what extent is the regulatory environment in Nigeria enabling or constraining growth in the energy sector?

Attah: Local content policies have enabled Nigerian independents to acquire divested assets, which is positive. We are seeing better consistency and speed in approvals from Regulators albeit with room for improvement. Year to date, we have secured 456 approvals from NUPRC compared to 410 approvals secured in the entire 2025. Investors thrive on certainty. Nigeria must establish and sustain a regulatory environment that is predictable, transparent, and supportive of growth if we are to unlock the full potential of our energy sector.

Q8: Looking ahead, what are your key priorities for Renaissance Africa Energy over the next five years?

Attah: Our priorities are clear: sustain and grow production. Our target for 2030 is to achieve 1 bcf/day of domestic gas supply to drive industrialisation; 2bcf/d export gas keep NLNG trains full; and 500 kbo/d to grow the Nigerian economy and boost our foreign exchange earnings. In addition, we will embed ESG principles, and expand regionally without losing sight of safety as top priority. Renaissance is not just about Nigeria; we are building Africa’s leading energy company. With ambition, belief, and courage, we will deliver energy security and industrialisation for the continent.