NLNG Fuels Future Workforce through Upskilling and Retention Strategies – Sophia Horsfall
By Ndubuisi Micheal Obineme
NLNG Limited is at the forefront of developing a formidable workforce through nurturing, upskilling, and retention strategies in this evolving energy landscape.
At the Gastech Strategic Conference 2025, Sophia Horsfall, General Manager of External Relations & Sustainable Development at NLNG Limited, led a panel session focused on nurturing the workforce of the future through upskilling and retention strategies.
Horsfall underscored the need to develop young talent who will eventually become the workforce of tomorrow, stressing that the global energy industry is evolving with new job opportunities that require extensive human capital development.
“IEA has forecasted that by 2030 there will be an additional 14 million new jobs created within the low carbon and renewable energy sector,” Horsfall told Gastech 2025 delegates, adding that the World Economic Forum has also published a report stating that 60% of the global workforce will require upscaling or reskilling to stay relevant in the job market.
However, she reiterated that NLNG is committed to inspiring a sustainable future for its workforce through upskilling programs that incorporate value propositions in developing the employees’ careers and professional journeys within the company.
Notably, she acknowledged that there are talent gaps, which also present an opportunity for human capacity development in the Nigerian energy sector.
“We see the talent gap in certain areas such as digital, data analytics, and energy management in the renewable energy and low-carbon space in Nigeria,” she disclosed.
In addressing the talent gap, she said NLNG has set up a digital and innovation department entrusted with ensuring that digital skills are acquired by employees working at the organization.
She outlined that NLNG’s digital and innovation hub includes both a digital booth camp and coding clubs that allow employees to have an enjoyable working experience at the organization.
“At NLNG, we ensure that employees attain certifications to ensure they compete with others not only in the organization but beyond,” she stated.
In addition, she revealed that the NLNG has identified three gaps for ESG and sustainability reporting.
According to her, NLNG has developed a skill acquisition program focused on greenhouse gas management.
She underscored the pivotal role of the program for NLNG to keep track of all the ESG standards, especially on scope 3.
Horsfall noted that the NLNG training on ESG reporting stands as a skillset, adding that the ESG training involves the company’s frontline employees up to the executive board in ensuring they receive the certifications.
“We aren’t just doing ESG for compliance only, but the company is fully committed to contributing to the global energy transition agenda,” Horsfall explained.
Furthermore, Horsfall said NLNG is also leveraging digital tools, including artificial intelligence and other digital technologies, to align the company’s operations and credibility with the latest trends in the energy sector.
Adding to this, she emphasized that the future workforce would also require a flexible organization that allows them to gain working experience in several job fields within an organization.
According to her, “Young graduates want purpose and flexibility at the workplace. Flexibility is on two levels. Flexibility with work patterns, such as hybrid working, and flexibility in their careers.
“A young graduate would like to work in an organization that allows them to be creative and explore innovation. For instance, they will prefer working in an organization that allows them to transition from technical fields and move to a leadership position, and later come back to the technical position.”
Using NLNG as a case study, she outlined the company’s strategic approach in terms of recruitment process as well as nurturing, upskilling, and retention of its employees, including young graduates, for career advancement and professional development.
Horsfall revealed that NLNG developed a recruitment strategy and value propositions that allow young graduates to apply for the NLNG graduate trainee program.
Speaking further, Horsfall said, “NLNG invests in scholarship schemes starting from primary to graduate level.
“We have financed graduates to study renewable energy management, robotics, and AI in the UK.
“At NLNG, we aren’t only building the workforce for the future, we are doing it for the industry.”
Speaking about the NLNG’s recruitment opportunities, Horsfall said the company is recruiting graduates into the company’s graduate trainee program, which enables them to advance their careers in the organization.
She narrated how NLNG is nurturing and upskilling young graduates through mentorship programs that enable them to network with employees, including senior executives and the management board at the organization.
“At NLNG, we have strong corporate governance that ensures we use the right trainee for our young graduates.
“This helps them get a sense of belonging and feel a part of our organization,” she stated.
“On bringing graduates into our graduate trainee program, we live up to their expectations by exposing them to several learning and development methods that we use.
“We expose them to different parts of the business, whether you are an engineer, you will be allowed to explore a working experience in the supply chain of the business.
“In the corporate communications areas, we expose them to the full spectrum of our organization.
“We assign them to departments and mentors that will help them on their career journey into the organization.
“We also expose them to local and international best practices,” she explained.
“After they graduate from our program, they will have gotten a lot of experience and built a strong internal network at NLNG,” she said, noting that the results have been very good, leading to high retention of young graduates to advance their professional journey at NLNG.
Horsfall added that the NLNG recruitment strategy motivates its employees, including young graduates, and they would always want the company to retain them.
