NISO Managing Director Seeks Staff Renewed Commitment To Build World-class Model In Africa

…Enlightens Port Harcourt Region on New Operating Realities

The Managing Director/CEO of the Nigerian Independent System Operator (NISO), Engr. Abdu Bello Mohammed has solicited for staff renewed commitment to building NISO into a world-class institution to serve as a model for system operation excellence in Africa.

He canvassed this while leading the management team of NISO on an official working visit to the Port Harcourt Regional Office to enlighten staff of the region on new operating realities.

The visit formed part of his ongoing nationwide engagement with staff across NISO’s regional offices.

The engagement is aimed at strengthening operational alignment, clarifying responsibilities under the new institutional framework and fostering closer ties with field staff who are the backbone of NISO’s operations.

Engr. Mohammed noted that the session was both timely and necessary, coming shortly after the unbundling of the Transmission Company of Nigeria (TCN), which formally established NISO as a standalone entity.

He emphasized that the new phase brings both opportunities and responsibilities that require reorientation and collective commitment.

Engr. Mohammed underscored several priorities for NISO staff in the new dispensation as follows: Clarifying the SOP Structure – Staff were briefed on the new Standard Operating Procedures that delineate responsibilities across the National Control Centre (NCC), Regional Control Centres (RCCs), Area Control Centres (ACCs), and substations.

Defining Relationship with TCN, the MD explained that NISO no longer undertakes physical handling of transmission assets or field switching operations.

Instead, its focus is now firmly on system coordination, operational planning, reliability oversight, and performance tracking.

On enforcing SLA Protocols, he highlighted the centrality of Service Level Agreements (SLAs), stressing that proper recordkeeping, performance tracking, and compliance enforcement are now core accountability metrics for NISO operators at every level.

Further, while engaging field staff, he reaffirmed Management’s commitment to listening to staff experiences, addressing operational gaps, and ensuring that Regional Operations Managers (ROMs) continue to serve as the bridge between corporate strategy and execution at the regional level.

He reintroduced NISO’s compass for growth namely: transparency, professionalism, accountability, and excellence values.

He urged staff to internalize it in daily operations and urged staff to embrace change in mindset, culture, and standards, stressing that while management can set the vision, but it is the professionalism and dedication of staff that would bring the dream to life.

The Port Harcourt engagement is the latest in a series of regional visits that signaled management’s resolve to build a one-team culture, where every staff member is fully aligned with the realities of post-TCN operations.

It provided a platform for staff feedback, operational clarification, and realignment with the organization’s long-term strategic direction.