Since established on July 4, 1978 to curb the exploitative tendencies and practices of foreign ship owners, and its latest role as port economic regulator, the Nigerian Shippers’ Council(NSC) has always been said to be the professional and intellectual powerhouse of the maritime industry.
From the days of Dr. Kingsley Usoh as the Chief Executive Officer(CEO), emphasis has been laid on constant strategic capacity enhancement of members of staff with robust contents. Under Dr.Usoh, many workers were trained in foreign universities and transport academies of repute and repositories of knowledge.
The tradition was passed on from one CEO to another until the federal government policy that suspended foreign training. While the suspension held sway, the gap was filled with constant local capacity building and management retreats that turn out to be practical hands-on training of management members of staff.
Under Barr.Hassan Bello as CEO, this institutional culture gained momentum, amplifying the brand essence of NSC as most productive and professionally- driven agency, backed with best need-based groomed workers.
Three successive ministers of transportation had on separate occasions lauded the operational intelligence and professional responsiveness of the Council’s workforce when called upon.Engr. Mua’zu Sambo and Rt. Hon.Rotimi Amaechi affirmed this much.
This is a perception and reality that Dr. Pius Akutah, the current Executive Secretary/CEO of NSC would not like to change or seen to have been eroded. Hence over 150 members of staff were trained overseas last year while being motivated with unprecedented cocktails of welfare packages and salary increase which has been approved by the appropriate authorities.
To sustain this tradition of aggressive training, now an annual event, a five-day strategic management retreat was held in Conference Hotel, Abeokuta, Ogun State between March 4 to 8, 2026. It was a reinforcement of the NSC’s leadership position in capacity for value delivery among agencies in the Marine and Blue Economy sector.
The theme of the retreat is: “Advancing Strategic Execution: Driving Collaboration, Innovation and Excellence For A Future-Ready NSC.”
The retreat, ably facilitated by UCK Integrated Consulting Limited, owned by Mr. William Azuh, was first of its kinds in recent years, and a veritable forum to onboard a set of newly promoted management members of staff, who indeed could be stepping in a relay-like-race for those due for retirement later this year in the Council. It was NSC -needs specific retreat, covering subjects on the transitioning from Council to Agency.
The immediate and broader objective of the Council’s transmutation to the Nigerian Ports Economic Regulatory Agency(NPERA) was not lost on participants who included media practitioners.
It was a knowledge-packed and content-loaded retreat with seven resources persons and other dignitaries who graced the learning vacation.
The facilitators were led by Mr. William Azuh, former Alternate Permanent Representative of Nigeria to the International Maritime Organization(IMO); Mr. Aliyu Gafaar, a Strategist and Corporate Governance Expert; Mr. Reginald Akujobi-Roberts, Leadership and Organizational Effectiveness Consultant; Prof. Adeyemi Ajayi, a Risk Management and Human Resource Expert; Mike Chukwu, a Chartered Accountant and founding Group Managing Director/CEO of Spring Bank Plc., and Guardian Express Bank Plc.
Others were: Chief Cajetan Agu, retired Director, Consumer Affairs Department of NSC, and Mr. Olurotimi Anifowose, Director, Strategic Planing and Research, NSC.
Dr. Ibrahim Shehu Shema, Chairman, Governing Board of NSC; ES/CEO, Dr. Pius Akutah and the Permanent Secretary, Federal Ministry of Marine and Blue Economy, Mrs. Fatima Sugra Mahmood who was represented, while the Ogun State Governor, Prince Dapo Abiodun was the Guest of Honour. Former Governor of Ogun State, Senator Otunba Gbenga Daniel made an honourary appearance.
In perspective, the retreat could pass for a tailored mentorship programme laced with intellect-challenging exercises carried out by the workers, assignments were conducted as feedback mechanism; raw truth on internal challenges of the Council were laid bare and discussed; departments were rated in value delivery with their key performance indicators(KPIs), with the highpoint being the call by Dr. Akutah to rejig the KPIs to reflect linear responsibilities. A department or unit should not be dependent on another’s responsibility to be assessed on performance, he emphatically noted.
Mr. Gafaar, who spoke on “The Landscape of Change: What does Champion Change Mean in NSC?” and “Change Management Frameworks in Action”, emphasized that NSC employees are expected to imbibe the culture of change and be the bridge that connects the Council’s reforms with the larger society in expectation of NPERA Act.
Speaking to systemic bureaucracy in civil service, Mr. Gafaar tasked them to reflect on their roles and resolved to be change champions instead of change bottlenecks.
Prof. Ajayi, in his brilliant presentation, spoke on “Overview of the 2026 Execution Mandate in the Context of the 5-Year Strategic Plan(2025-2029): Strategic Direction, Priorities and Expectations”.
He spoke on the need for workers to demonstrate accountability, emphasizing the importance of innovation and technology to enhance efficiency while calling for staff discipline and value-driven services now and in the emerging regulatory status under NPERA Act.
Dr Akutah, in his Keynote Speech, recounted the steady but undulating progress of the Council, with assurances that NPERA is a done deal with the support of the Chairman, Governing Board, Dr. Ibrahim Shema.
Our Strategic Journey – Akutah
” Distinguished colleagues, our gathering here today builds upon the foundation laid during the Five-Year Strategic Management Retreat held in Ibadan in 2025, where we collectively charted the future direction of the Council as we prepared for the transition toward a stronger Port Economic Regulatory framework. That retreat produced the 2025–2029 Strategic Plan, which now serves as the strategic compass guiding the Council’s institutional transformation.
” At that retreat, we identified several strategic priorities including:
strengthening stakeholder engagement across the maritime ecosystem;
promoting transparency, fairness and predictability in port economic regulation;
improving operational efficiency and institutional capacity;
strengthening digital governance and regulatory systems; and
aligning maritime economic growth with sustainability and international best practices.
“These priorities remain the foundation of our institutional direction today. However, strategy alone does not deliver results. Strategy only becomes meaningful when it is translated into disciplined execution. And that execution depends largely on the leadership represented in this room.”
Update on the NPERA Bill
“One of the most important institutional developments currently before us is the Nigeria Port Economic Regulatory Agency (NPERA) Bill. As you are aware, the Bill had earlier been passed by the National Assembly and transmitted for Presidential assent. During the review process, however, certain provisions were observed to conflict with the Nigerian Tax Administration Act (NTAA) 2025. In line with the observations communicated by Mr. President, the Bill was returned to the National Assembly for the necessary corrections.
“I am pleased to inform you that the House of Representatives has addressed the areas of conflict, amended the Bill in line with the President’s comments, and passed the revised version, which is now awaiting concurrence of the Senate. Once assented to, this legislation will provide the statutory foundation for strengthening Nigeria’s port economic regulatory framework and further reposition the Council for its expanded mandate.”
From Strategic Planning to Strategic Execution
“Distinguished colleagues, last year’s retreat focused on designing the future of the Council. This year’s retreat is focused on delivering that future, with the theme “Advancing Strategic Execution: Driving Collaboration, Innovation and Excellence for a Future-Ready NSC.” “Thus reflects our collective determination to ensure that the strategic vision articulated in our 2025–2029 Strategic Plan is translated into measurable institutional outcomes. Let me state this clearly: “The strength of any institution is not measured by the quality of its plans, but by the discipline with which those plans are executed.” Directors and Heads of Units must therefore see themselves not merely as administrators of departments but as drivers of institutional transformation.
” In practical terms, this transformation requires stronger collaboration across departments and units, greater innovation in the way we deploy technology and regulatory tools, and an uncompromising commitment to excellence in service delivery and institutional performance.”
Digital Transformation and Institutional Modernisation
“A major pillar of our transformation agenda is digitalisation. Last year, the Council successfully launched the Enterprise Content Management System (ECMS), a major digital platform designed to strengthen document management, workflow automation and institutional record management. The ECMS represents a significant milestone in our journey toward building a modern, efficient and paperless administrative system within the Council.
“In addition, my office has initiated several reforms aimed at digitalising workflow processes across the organisation. These initiatives include:
strengthening digital workflow and approval systems;
improving integration between transport, stores and ICT processes;
promoting electronic documentation and record management;
strengthening internal coordination through digital platforms; and
encouraging data-driven decision making across departments.
“These reforms are essential to ensuring that the Council operates as a modern regulatory institution capable of responding effectively to the realities of the global maritime environment.
Strategic Sector Initiatives
” As we strengthen our internal systems, we must also remain focused on the broader initiatives shaping Nigeria’s maritime and logistics sector. Among these are:
implementation of the International Cargo Tracking Note (ICTN);
continued development and operationalisation of critical inland transport infrastructure across the country;
strengthening trade facilitation and logistics connectivity; and enhancing economic regulatory oversight within Nigerian ports.
” The successful implementation of these initiatives will depend greatly on strong collaboration among maritime agencies, logistics operators and private sector stakeholders, as well as the deployment of innovative regulatory and technological solutions capable of improving cargo visibility, efficiency and transparency within Nigeria’s port and logistics environment.
” These initiatives are critical to improving cargo visibility, strengthening regulatory oversight and enhancing Nigeria’s competitiveness in international trade.
Staff Welfare and Salary Review
“Institutional transformation must also be supported by improved staff welfare and motivation. I am pleased to inform you that the proposed salary review for staff of the Council has already received approval from the Ministry and the OHCSF. The proposal is currently undergoing vetting and clearance by the Budget Office of the Federation, after which it will be considered by the National Salaries, Incomes and Wages Commission for final approval prior to implementation.
“Management remains optimistic that the process will soon be concluded. In addition, several welfare improvements have been introduced, including:
Upward review of the Children Education Grant to per term; introduction of Health and Social Club allowances; and introduction of Proficiency Allowances to encourage professional development.
“These initiatives reflect management’s commitment to strengthening staff welfare and institutional morale.
Capacity Development
“Last year also recorded a significant expansion in staff capacity development programmes. A larger number of staff were sponsored to attend:
international conferences
professional meetings
specialised training programmes
and local capacity development workshops.
Indeed, the scale of staff participation in these programmes was unprecedented in the history of the Council. Our objective remains to build a workforce that is professionally competent, globally competitive and capable of supporting the Council’s expanding mandate.
Call to Action
“Dear colleagues, this retreat is not merely an opportunity for discussion. It is a call to leadership. I therefore call on every Director and Head of Unit to take full ownership of the Council’s transformation agenda. Each department/unit must align its priorities with the strategic objectives of the Council. Each leader must inspire their teams toward higher performance. And each unit must commit itself to delivering measurable results. Let us remember that institutions do not transform themselves, people transform institutions, and the responsibility for that transformation begins with us.
Discipline, Confidentiality and Institutional Integrity
“Before I conclude, I must emphasise an issue that is fundamental to the credibility and effectiveness of any organisation; discipline and professional conduct. The Nigerian Shippers’ Council is a regulatory institution of national importance. The reputation, credibility and authority of this institution depend greatly on the conduct, integrity and professionalism of its staff. Every member of this organisation must therefore uphold the highest standards of:
professionalism
discipline
confidentiality
and institutional responsibility.
It is important to remind us all that last year, staff of the Council formally took an Oath of Secrecy and Allegiance, which remains binding on every staff member of this organisation. That oath was not merely ceremonial. It was a solemn commitment to uphold the principles of confidentiality, loyalty and integrity in the discharge of our duties as public servants. Let me therefore emphasise clearly that confidentiality in official matters is not optional; it is a core obligation of public service.
“Equally important is the need to avoid gossip, rumour-mongering and the spread of lies, falsehoods and misinformation within the organisation. Such behaviours:
create mistrust among colleagues;
undermine teamwork and collaboration;
distort management decisions;
weaken morale and productivity; and
damage the integrity and reputation of the institution.
“No serious organisation can thrive where rumours replace responsible communication and professionalism. Management will therefore not hesitate to implement appropriate disciplinary measures against any erring staff found engaging in actions that undermine professionalism, confidentiality or institutional integrity, irrespective of their rank or position. Let us therefore recommit ourselves to building a workplace defined by professionalism, trust, respect, discipline and accountability. The strength of this institution ultimately depends on the values we uphold and the example we set as public servants.
*Closing*
“Distinguished colleagues, the Nigerian Shippers’ Council stands today at a defining moment in its institutional evolution. With a brand new Board led by His Excellency, Dr. Ibrahim Shehu Shema, CON, FNIM, a lawyer of international repute across industry sectors solidly behind us, the imminent establishment of the Port Economic Regulatory framework, the expectations placed upon this institution will only continue to grow. But I remain confident that with the leadership, expertise and commitment represented in this room, we are well positioned to meet those expectations.
“As we move forward, let us remain guided by the three principles captured in the theme of this retreat: collaboration, innovation and excellence, as the institutional values that will enable the Nigerian Shippers’ Council to remain relevant, responsive and future-ready.
Let this retreat mark a renewed institutional commitment that through stronger collaboration, continuous innovation and unwavering excellence, the Nigerian Shippers’ Council will continue to evolve into a modern, credible and future-ready economic regulator for Nigeria’s maritime and logistics sector.”
The chairman of the Retreat who is also the Chairman, Governing Board, NSC, Dr. Shema, former governor of Katsina State, displayed unusual commitment and humility at the retreat. He intervened in a critical matter of an employee’s exuberance with demonstration of loquocity on stage. Shema lent hope and commitment, as a result, to assuage the anxiety, assuring the management of clarity in the board’s direction to the Promised Land.
*Our Plans and Commitment* -Dr. Shema
“As we gather here today not merely to reflect but recalibrate and execute with discipline and strategic clarity the role of the governing board, management and staff of the shippers council. We are also reminded of the critical role that our organization, the Nigerian Shippers’ Council plays in promoting the growth and development of our nation’s marine and blue economy sector as the nation’s Port Economic Regulator.
” The Governing Board under my leadership is totally and unequivocally committed to providing the much-needed policy direction to complement the efforts of Management in achieving the national goals set for this critical sector by the Federal Ministry of Marine and Blue Economy. In line with the ‘Renewed Hope Agenda’ of our dear President Bola Ahmed Tinubu, GCFR, a target of a $1 Trillion economy by the year 2030 has been set.
“This can only be achieved if
our dear Ministry keys into the target by effectively implementing the country’s National Policy on Marine and Blue Economy. Our role as a Board, is to provide strategic guidance, oversight, and support to ensure that Management has all the necessary resources and enabling environment to deliver on this mandate.
“Given the country’s vast coastline of over 850 kilometers, abundant inland waterways, and rich marine resources, achieving a $1 trillion economy in Nigeria is a bold but realistic ambition. With strategic investments in port infrastructure, shipping, fisheries, aquaculture, offshore energy, and coastal tourism, Nigeria can unlock tremendous economic value while creating millions of jobs by exploiting the vast potential in the marine and blue economy. By harnessing technology, strengthening regulatory frameworks, and fostering public-private partnerships, the Council can effectively contribute its quota to enable the sector become a major driver of the country’s national GDP growth. If properly managed, Nigeria’s blue economy has the potential to not only contribute to the $1 trillion milestone but also position the country as a leading maritime hub in Africa and a key player in global trade.
“We recognize that the success of our Council depends on the effective collaboration between the Board, Management, Staff and all critical stakeholders in the maritime sector. To this end, we will continue to work closely with Management to identify areas of improvement, address major challenges, and capitalize on opportunities for the
growth and development of the Council and the entire blue economy sector such that effective governance will be evidence based.
“On a related note, I want to use this opportunity to emphasize the importance of institutional discipline and due process in the area of proper grievance handling within our organization. As stated in Section 3.4.13.1-3 of the ‘Nigerian Shippers’ Council’s Terms and Conditions of Service’ which clearly outlines the stages for handling grievances arising out of collective efforts in the line of duty.
“I encourage all staff to follow this process and channel their complaints through the appropriate quarters. Public airing of internal matters certainly undermines institutional credibility and must be completely avoided. By doing so, we can maintain a harmonious work environment, address issues promptly, and uphold the integrity of the Council in the face of the larger society.
“As members of the NSC Management, the middle level Management and junior staff look up to you as role model, often times without you all knowing it, and for direction. Therefore, you must at all times conduct yourselves with dignity and candour thereby ensuring the image of the organization is protected at all times. Be the light your subordinates will follow and emulate.
“I therefore urge all staff to take advantage of the existing internal mechanisms for grievance resolution, and to trust that their concerns will be addressed fairly and transparently. Let us work together to
build a culture of regulatory discipline, constructive engagement, mutual respect, and professionalism within our organization.
“On our part as the Governing Board, we shall strive to make available to you the enabling environment, through formulating policies that would assist you in ensuring that the organization’s aims, objectives and set goals are achieved even as we all work towards providing shipping and port services providers and users with topnotch services in the marine and blue economy sector.
” Also, let me thank the ES/CEO and his Management team for their efforts so far towards ensuring that the Nigerian Port Economic Regulatory Bill (NPERA) currently under consideration before the National Assembly is passed.
“As we all know, nothing good comes easy but with consistency and perseverance, we shall triumph. The Governing Board under my watch, will explore every means necessary to see that the Bill is passed and presidential assent is secured within the shortest possible time.
“As we deliberate on our strategies and plans for this year, I charge us all to remain focused on our mission and vision, and to work together towards achieving our shared goals. I have no doubt that with our collective efforts, we can take the Nigerian Shippers’ Council to greater heights.”
The Permanent Secretary, FMMBE, Mrs.Fatima Mahmood, tasked participants to bring their knowledge to bear on changing dynamics in the industry.
Strategy Without Execution Remains Aspiration – Mrs. Mahmood
“I commend the leadership of the Council for convening this important gathering at a time when Nigeria’s maritime sector is undergoing significant transformation and assuming greater strategic relevance within the national economy.
“The theme of this retreat, “Advancing Strategic Execution: Driving Collaboration, Innovation and Excellence for a Future-Ready Nigerian Shippers’ Council,” is both timely and forward-looking. It highlights an important principle of institutional leadership: strategy without execution remains aspiration; execution without strategy produces chaos. True progress lies in the disciplined alignment of both.
“The Nigerian Shippers’ Council occupies a pivotal position within Nigeria’s maritime ecosystem. As the Port Economic Regulator, the Council bears the responsibility of promoting efficiency, fairness and competitiveness within our port system. In doing so, you are not only protecting the interests of shippers but also safeguarding Nigeria’s broader economic and trade interests.
“To strengthen strategic execution, the Council must continue to deepen collaboration with terminal operators, shipping lines, freight forwarders, regulatory agencies and the private sector. Effective stakeholder engagement, regulatory compliance and institutional trust will remain essential drivers for improving port efficiency and enhancing Nigeria’s competitiveness in global maritime trade.
“Distinguished participants, effective execution of the Council’s mandate also requires strong collaboration within the organisation and the strategic deployment of technology. Organisational silos weaken implementation. Cross-departmental synergy, shared performance targets and clear communication channels are essential for delivering results and achieving institutional excellence.
“A future-ready Nigerian Shippers’ Council must therefore leverage technology to:
– Improve port cost monitoring systems;
– Strengthen dispute resolution mechanisms;
– Enhance data analytics for regulatory oversight; and
– Streamline stakeholder engagement processes.
I am particularly pleased that the Council has introduced the Enterprise Content Management System (ECMS). This initiative will significantly improve workflow efficiency, strengthen institutional memory, enhance transparency in official processes and support data-driven decision-making across the organisation.
“This effort also aligns with the broader Public Service reform agenda under the Federal Civil Service Strategy and Implementation Plan (FCSSIP25), which provides a comprehensive framework for transforming the Nigerian Public Service into a more professional, efficient and citizen-centred institution. The Plan emphasises key pillars including capability building and talent management, performance management, innovation and digitalisation, service delivery improvement and institutional strengthening. As a key regulatory institution within the maritime sector, the Nigerian Shippers’ Council has an important role to play in advancing these reforms through improved collaboration, operational efficiency and results-driven leadership.
“As leaders within the maritime regulatory space, excellence must become a culture. It requires accountability, continuous capacity development and a commitment to ensuring that strategic plans translate into concrete results. In this regard, we must continually ask ourselves:
– Are our policies delivering measurable impact?
– Are we responsive to emerging industry challenges?
– Are we building the next generation of maritime regulators?
“The Nigerian Shippers’ Council has a strategic role in ensuring that Nigeria’s ports become engines of economic growth rather than obstacles to trade and commerce. This retreat must therefore go beyond producing another document. It must produce commitment, ownership and measurable transformation.
“As you deliberate over the next few days, I encourage you to:
– Be bold in your thinking;
– Be honest in your assessments;
– Be practical in your recommendations; and
– Be resolute in your execution.
“Let me conclude by reiterating that strategic execution is leadership in action. It is the bridge between vision and value. If collaboration is strengthened, innovation embraced and excellence institutionalised, the Nigerian Shippers’ Council will not only be future-ready — it will be future-defining for Nigeria’s maritime sector.”
In his welcome address, the Director, Strategic Planning and Research, Mr. Rotimi Anifowose, harped on discipline and innovation, while calling for the alignment of performance reporting with measurable results.
Fragmentation Must Give Way to Integration – Anifowose
“It is my honour and privilege to welcome you all to 2026 strategic management retreat of the Nigerian Shippers’ Council.
‘Our theme “Advancing Strategic Execution: Driving Collaboration, Innovation and Excellence for a Future-Ready NSC” is both deliberate and timely.
‘It reflects where we are in our institutional journey and more importantly, where we must go. Under the NSC 2030 Strategic Direction, we articulated a bold and forward-looking vision for the Council. A vision that positions us as a credible Port Economic Regulator, a technology-enabled institution, a proactive stakeholder partner, and a measurable contributor to Nigeria’s trade competitiveness and marine economy development.
“However, strategy alone does not create impact, execution does. Dear participants, the difference between institutions that plan and institutions that perform lies in execution discipline.
One of the greatest risks to strategic execution in public institutions is fragmentation of information, priorities and accountability.
“Under NSC 2030, fragmentation must give way to integration. Integration means that planning aligns with operations, operations align with regulatory objectives, Regulatory outcomes align with stakeholder expectations and performance reporting aligns with measurable results collaboration must therefore be intentional and beyond cordial interaction.
“Innovation must also be deliberate within the Council to enhance regulatory efficiency, strengthen data analytics, simplify stakeholder processes, reduce turnaround times, and improve transparency. It must be practical, measurable and outcome-driven.
Ladies and gentlemen, the maritime and logistics landscape is evolving rapidly.
“Stakeholder expectations are increasing and government priorities are becoming more performance-driven. The demand for efficiency, predictability, and transparency is rising.
“In this environment, execution is not optional, it is essential. If we execute effectively:
• Stakeholder confidence deepens.
• Institutional credibility strengthens.
• Regulatory authority becomes respected.
• And our contribution to national economic objectives becomes visible and measurable.
“If we fail in execution, even a strong mandate can lose momentum.
Let me respectfully acknowledge the continued strategic guidance of our Board Chairman and Members of the Board, as well as the leadership of our Chief Executive Officer.
“Your commitment to institutional reform and performance alignment continues to drive this Council forward. To my colleagues in management, the responsibility before us is clear.
“We must move from activity-based reporting to results-based performance, from silo-driven operations to enterprise-wide integration and from reactive adjustments to proactive strategic management.
“The Post-Retreat Implementation Framework must become our operational culture not merely a compliance requirement, but a management discipline, where Performance is tracked regularly, gaps are addressed promptly, data informs decisions and responsibilities are clearly owned.
“Distinguished participants, NSC 2030 is not simply a timeline, it is a performance commitment. A commitment to excellence in regulation, innovation in service delivery, collaboration across departments and measurable impact within Nigeria’s marine and trade ecosystem.
“This retreat provides us with the space to reflect honestly, align strategically, and commit decisively. Let us engage with openness, contribute with objectivity and most importantly, let us leave with clear, actionable outcomes.
“A future-ready NSC will not emerge by chance. It will emerge through disciplined execution, coordinated leadership, and measurable accountability.”
