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20260920 083000 UTC
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[00:00:08] of
[00:00:20] of
[00:00:36] Hello and welcome, it's another edition of
[00:00:39] of colydoscope of on
[00:00:40] of channels television, I'm Ann Wawadu. On colydoscope
[00:00:43] today we speak with the
[00:00:45] of chairman of
[00:00:45] of the board of Renaissance Africa Energy Company Limited, Dr. Lai
[00:00:49] Fatono, as the company celebrates its first anniversary.
[00:00:53] Plus, our chats with the managing director and CEO of
[00:00:56] of Renaissance Africa Energy Company
[00:00:58] of Limited, Mr. Tony atta revealed. the organization's
[00:01:01] of activities.
[00:01:06] in Once again, welcome to the program. Renaissance africa energy
[00:01:10] company limited is one
[00:01:11] of the leading integrated energy companies, but let's tell you more about this
[00:01:15] organization. Renaissance africa energy company limited is a
[00:01:19] dynamic and rapidly growing Nigerian energy leader strategically
[00:01:22] positions to drive energy
[00:01:24] of security and industrialization across Nigeria and
[00:01:27] Africa. It has swiftly merged to a significant. player in the region's energy
[00:01:31] landscape following its acquisition
[00:01:33] of the shell petroleum development company of Nigeria Limited. This
[00:01:37] landmark acquisition finalized in March
[00:01:39] a 2025, saw Renaissance Africa energy holdings a consortium of
[00:01:43] strong
[00:01:43] of and experienced Nigerian independent
[00:01:46] in oil and gas companies take full ownership of SPDC's onshore
[00:01:49] assets, bringing together extensive operational experience within the Niger
[00:01:53] delta and a shared vision for Nigeria's energy
[00:01:56] sector. Let's now hear from the chairman
[00:01:59] of the board. Renaissance Africa Energy Company Limited Dr. Lai
[00:02:02] Fatono.
[00:02:08] In 2025, you received confirmation that this
[00:02:11] landmark acquisition has been finalized and of course
[00:02:15] Renaissance Africa Energy Holdings now has
[00:02:19] full ownership of share petroleum development
[00:02:22] companies onshore assets, and this powerful
[00:02:26] coalision, I must call it, became the operator of Nigeria's
[00:02:30] largest oil and gas
[00:02:31] of exploration and production joint venture, what has it been
[00:02:35] like since you achieved this
[00:02:39] of feet? um, first and
[00:02:41] of foremost uh,
[00:02:43] of this um very unusual
[00:02:47] and extraordinary um decision by the
[00:02:50] president
[00:02:54] nubu to grant this
[00:02:57] consent um has the trappings of
[00:03:01] lot of uniqueness, first and foremost
[00:03:06] of this was um such a privilege granted to nigerian a fully owned nigerian company um and
[00:03:10] despite all the reservations
[00:03:13] expressed
[00:03:17] within the industry about who we are, what our competencies
[00:03:21] are, um, that trust that
[00:03:25] the Nigerian entity can can take on this very very
[00:03:28] unusual um high end burden of
[00:03:31] of stepping into the shoes of a real
[00:03:34] major uh international
[00:03:37] of company um was unprecedented and and
[00:03:41] I
[00:03:41] of think for that um not just to the entire
[00:03:44] workforce of today's renaissance the
[00:03:48] board the management um take it upon themselves
[00:03:52] that there's a lot of responsibilities that has been
[00:03:54] entrusted on on each and
[00:03:57] of everyone of
[00:03:58] of us individually and collectively. um on present
[00:04:01] as that that was the the
[00:04:04] indication and what have we achieved
[00:04:08] speaks for itself. um, i
[00:04:12] think the day we took over, but average
[00:04:16] daily production was about 14000 bars a
[00:04:19] day, today we are
[00:04:21] of neiring 270 thousand,
[00:04:24] um, we have - steadily the last couple
[00:04:28] of
[00:04:29] of months, uh we are producing more than two bcf of
[00:04:32] gas daily uh and
[00:04:35] indeed i was looking at the fact sheet
[00:04:39] of of the regulator where they profess to the fact that
[00:04:43] the two big gas plants in our possession
[00:04:47] are working
[00:04:48] of maximally to full capacity for the first
[00:04:52] time in five years so quite frankly
[00:04:56] i think think in in without
[00:05:00] in some very understated manner, um, I'm very, very
[00:05:04] satisfied with the pace of what we have
[00:05:07] been able to achieve this last one year,
[00:05:10] of being the chairman on this board, board, mean such a
[00:05:14] company where shareholders are also competitors, how do
[00:05:18] you balance collaboration and competition in your business?
[00:05:22] uh, thank you. um, when you look in the context of our
[00:05:25] constitution, all the companies that are inside
[00:05:28] renence, on the face value of
[00:05:32] it, we may look like competitors, but actually we are
[00:05:35] collaborators, um, we
[00:05:38] are in one form or the other, um,
[00:05:42] helping to strengthen the uh the the collaboration that
[00:05:46] exists in in togetherness
[00:05:50] that that put all
[00:05:51] of us together. um, but let's look at each and everyone of
[00:05:54] us in our respective niches, whether it is
[00:05:57] forstmp, whether it is Aradell, whether it's Walter Smith
[00:06:01] or Andy Western, the collective
[00:06:05] experiences that we bring if you look at around the
[00:06:08] entire footprint the nager delta,
[00:06:12] experiences of one complements the
[00:06:16] other, so literally that competition that you
[00:06:19] see bringing them together, it's is one of our
[00:06:22] strength, it's the it's part of what makes us different from
[00:06:26] any other, and and the competition in us is
[00:06:30] really not, it's very healthy, but what it
[00:06:34] does is that it brings collaboration because the diversity of
[00:06:37] experiences. Renaissance has described itself as
[00:06:41] made in Nigeria, but build for Africa, what does that mean
[00:06:45] in practical terms and how does that
[00:06:49] idea shape your long-term vision for Africa's energy
[00:06:52] transition and its growth? um, first off,
[00:06:56] let's take the the uh idiom that charity begins
[00:06:59] from home. um, Renaissance
[00:07:03] is a Nigerian company
[00:07:06] uh, and and really that's what it is.
[00:07:10] um,
[00:07:12] what is our focus
[00:07:14] ability to help Nigeria
[00:07:18] achieve energy security, energy
[00:07:21] independence and to use the
[00:07:24] resources of this country
[00:07:27] for industrialization, energy,
[00:07:31] there's nothing that we do in this country today that energy really doesn't come
[00:07:35] into the mix, but first and foremost using Nigerian
[00:07:39] expertise, using Nigerian resources, using
[00:07:42] Nigerian human capital and doing all the things that
[00:07:46] we have said we
[00:07:48] we we are doing and work and the more that we know we will
[00:07:51] achieve stepping out beyond
[00:07:55] Nigeria is a long term strategic objective
[00:07:59] and this is what makes us a Nigerian
[00:08:03] company that is made in Nigeria but um we are
[00:08:07] indeed Africans are
[00:08:09] ultimate um stepping out.
[00:08:13] environment and how do you see the Nigerian government's
[00:08:16] policies, decisions concerning energy transition and of course
[00:08:20] energy availability for Nigerians to see what's going on
[00:08:24] at this moment, we still rank high on the list of
[00:08:27] nations with energy poverty, what can be done to
[00:08:31] change this horrible, serious challenge? I
[00:08:35] think I think the government is is um, it's very,
[00:08:38] very resolutely committed.
[00:08:43] to um uh dealing with the energy
[00:08:46] transition, particularly
[00:08:50] the um, the more important area of gas
[00:08:53] utilization, um, here we are, with
[00:08:57] very vast population of Nigerians each and
[00:09:00] everyone of us, energy hungry, uh, we're
[00:09:04] always, I mean, we would always require
[00:09:07] energy, and when you think in terms the policies the government
[00:09:11] today, uh, "this is the first time that you can see
[00:09:14] very real strategic again
[00:09:18] plan, not just for dealing with today's
[00:09:20] problems, but moving forward into
[00:09:23] tomorrow and the day after, um, if you
[00:09:27] see all the presidential
[00:09:30] mandates, directives, the the
[00:09:34] collaboration that industries having with the regulators, the
[00:09:38] engagements that we are having, you can see that it's a very,
[00:09:42] very..." commitment and very, very um, what i call
[00:09:45] obvious seriousness into dealing with
[00:09:49] Nigeria's energy poverty.
[00:09:52] um, it's not going to be a problem that is going to be solved
[00:09:56] in one day, but I can assure you that the government policies
[00:10:00] currently are in the right
[00:10:03] direction, and and and given the the trust of companies
[00:10:07] like like ours and others, um, we can
[00:10:10] see better. tomorrow
[00:10:14] for for for energy availability,
[00:10:18] energy affordability for most nigerians
[00:10:22] and so talking about the future now, talking about tomorrow,
[00:10:25] when you look and maybe the next year, as you have celebrated one year
[00:10:29] now, what do you see for renaissance
[00:10:32] energy? uh, first and foremost, I believe that we have
[00:10:36] to sustain our our current
[00:10:39] strength, sustainability, making sure that not
[00:10:43] only can we keep the trend
[00:10:47] of progress that we have, we have seen in the next one
[00:10:51] year, and in the first year, um, that's going to be...
[00:10:56] lot of work for not just for ourselves, all
[00:11:00] all our stakeholders, but i can i
[00:11:03] can tell you that for what i look forward
[00:11:07] to see in the next one year and even beyond that
[00:11:11] sustaining the the the the
[00:11:15] the growth that we have brought in in the last one year will be one
[00:11:19] of our biggest challenge and it to be one
[00:11:21] the
[00:11:24] the thing that we have. to hold to doing everything that we are doing
[00:11:27] safely um
[00:11:31] uh a manner that allows us
[00:11:34] to look after each and every one of our stakeholders, the host
[00:11:38] communities, our staff and the entirety
[00:11:42] of of society. every responsible business, mean for
[00:11:46] everyone, it's expected that there is some form of corporate social
[00:11:49] responsibility initiatives or projects or an impact you're
[00:11:52] making into the society. so what have you done
[00:11:56] in that regard as an organization? um, first and
[00:12:00] foremost, the uh, the
[00:12:03] PIA has come into effect, and the
[00:12:07] very, very substantial part the PIA is the host
[00:12:10] community development
[00:12:13] initiative. um,
[00:12:16] williarly, each and everyone of us
[00:12:19] have very, very specific sense of responsibility to
[00:12:23] participate in in... corporate
[00:12:25] social um uh services
[00:12:28] and today the fact that the host
[00:12:32] community development trust for each and every
[00:12:35] community that we we uh we we we
[00:12:39] have activities had come to stay
[00:12:42] indeed that itself has brought some elements of
[00:12:46] stability because whether we like it or
[00:12:49] not our host communities are now an
[00:12:52] essential and very integral
[00:12:55] part thes that we we we have to
[00:12:59] deal with, and if you look at the
[00:13:02] records uh the past one year, you can
[00:13:06] actually see the beginning the impact, positive
[00:13:09] impact that this uh this new law had
[00:13:13] brought into the collaboration between operators on the one
[00:13:17] side like us and - major
[00:13:20] stakeholders which are the host communities um going
[00:13:25] but my expectation is that we would even
[00:13:28] have better relationship
[00:13:32] that ensures harmony, that
[00:13:35] ensures safe operations,
[00:13:39] that ensures protection of assets
[00:13:42] and better life for everybody. a
[00:13:45] company as big as this, there must be something driving
[00:13:49] it, so what is that force behind
[00:13:53] renaissance for you? for
[00:13:55] Renaissance, the human capital that
[00:13:59] is, that was inherited has been one the
[00:14:02] biggest strengths of of not just our
[00:14:06] ability to progress with with
[00:14:10] operations, but also for the future. um, I think in
[00:14:14] this context, I must, I must
[00:14:16] ackknowledge that we are blessed
[00:14:20] with very, very balanced and very, very
[00:14:23] diverse workforce. uh male and female
[00:14:27] all very experienced and I think
[00:14:31] without the the the human capital element that would never
[00:14:35] have been an opportunity like this, every opportunity that
[00:14:39] we have uh we need to express our very very
[00:14:42] deep and profound appreciation for each and every the
[00:14:46] staff, whether they are realful staff or contractor
[00:14:50] staff or as far as we are concerned,
[00:14:53] everybody... who works within the organization
[00:14:57] are very, very substantial contributor to
[00:15:01] our well being and therefore the well being of the
[00:15:04] sector.
[00:15:09] we're not done just yet, when colidoscope returns, we'll continue the
[00:15:13] conversation.
[00:15:22] welcome back, you're still watching colydoscope right here on channel. television, let's
[00:15:25] continue the conversation now with a managing director and CEO of
[00:15:29] Renaissance Africa Energy Company Limited, Tony
[00:15:32] Atta.
[00:15:37] So it's... one year since you received the confirmation that
[00:15:40] Renaissance has completed the landmark achievement and now
[00:15:44] has full ownership of SPDC's onshore
[00:15:47] asset making renaissance of course pivotal to Nigeria's energy production
[00:15:51] looking at the last one year how would you describe what it's been like for
[00:15:55] you oh wow there's no
[00:15:59] better time to ask that
[00:16:00] question that today actually um the deal
[00:16:04] closed on the 13th of March last year.
[00:16:07] and just remembering what we went
[00:16:11] through brings back lot of memories for me
[00:16:13] personally. I can just imagine deal that took more than two and
[00:16:17] a half years to close, and then about
[00:16:21] midnight the 13th of March, you realized that
[00:16:25] finally, it's happening, it's happened, the deal
[00:16:29] happened, but then we needed to come back to Nigeria,
[00:16:32] this deal was closed in London, we needed to come back to Nigeria, but I
[00:16:36] could here. which is the headquarters the the
[00:16:40] company to just launch with the colleagues and then
[00:16:44] it did officially take over the company, but that
[00:16:47] included some transit time, which actually made it possible to be
[00:16:51] back here on the 17th, what a special timing, it's
[00:16:55] exactly about year today when we came in
[00:16:58] here, and what i remember most
[00:17:02] was very symbolic event that took place exactly year ago,
[00:17:06] about this time actually. so there's a shell flag that have
[00:17:09] been flying in this compound for more than 60
[00:17:13] years, on this day, exactly year ago, we
[00:17:17] saw that flag come down and the renaissance flag
[00:17:20] went up, so when you say how do i
[00:17:23] feel, there's no better way to describe the
[00:17:27] feeling, it's a great feeling, and for me
[00:17:30] personally the emergence of renaissance speaks
[00:17:34] to lot, and i start with the name itself, connots
[00:17:38] new beginning, well let's talk about the community now and the
[00:17:42] impact you're making in it, I mean the people are hopeful, as
[00:17:46] Renaissance started operations, they know that something has to
[00:17:49] be in it for them as well, talking about your corporate
[00:17:53] social responsibility, initiatives and the project you've been able to carry out in
[00:17:57] the past one year, talk to us about that, first of all I'm a
[00:18:01] community man myself, so the communities in the
[00:18:05] safest of hands, but I must give them credit quite frankly,
[00:18:09] because when we arrived, they really, really welcomed us. It's
[00:18:13] been a long time coming for me, particularly, because I've been involved in the
[00:18:17] social space the previous company which we now carried
[00:18:21] through, but in the one year, it's been more
[00:18:24] around, first of all complying with
[00:18:27] the PIA,
[00:18:28] the PIA has redefined the
[00:18:31] social structure and the social contract between operators like
[00:18:35] ourselves and the communities. through what is called the host community
[00:18:39] development trusts and in our own business there are
[00:18:43] about 33 them for which we have now set up
[00:18:46] 31, the other
[00:18:47] two even though not fully set up are fully funded because the
[00:18:51] trusts also have a fund and we found that so
[00:18:55] essentially the new philosophy is actually handing the communities
[00:18:59] the will to determine their own lives so they take the
[00:19:02] decisions, they define what they want, they go and
[00:19:06] execute we them and support them with technical support.
[00:19:10] there are four key pillars around
[00:19:13] which we built our social investment program.
[00:19:17] we're very, very big on education, we're
[00:19:20] huge on health. of course, youth, youth
[00:19:24] development and youth empowerment is critical. if you are going to make
[00:19:28] any level of success in the delta, in fact in africa where the average
[00:19:32] age is about 19-20, so you have that theme in youth
[00:19:36] energy that you can tap from. but more importantly help to
[00:19:39] develop, make available, and the fourth one of course is
[00:19:43] around development, social development is crucial, but if I
[00:19:47] speak to the health peace, so
[00:19:50] sometime last year we actually donated what
[00:19:54] is about $300 thousand
[00:19:57] dollar as a company, a single company, but of course to the
[00:20:00] JV structure, including NMPC, total and Aenr
[00:20:04] our JB partners, so the national hospital in
[00:20:08] Abuja as part of enabling the oncology
[00:20:12] cancer uh treatment unit, but we also have
[00:20:16] community health insurance schemes, there are two very active ones, one in
[00:20:19] obio here and another one next door, today we have
[00:20:23] more than 150 thousand people,
[00:20:27] communities, people on the health insurance
[00:20:31] scheme benefiting uh 100% in terms of
[00:20:35] coverage, but then if you look at the education side, I think
[00:20:39] I feel very, very proud of what we are doing in that
[00:20:42] space. Today we have what is the credal to
[00:20:45] career program, is one the biggest programs that I'm so proud
[00:20:49] of. what it does is simply
[00:20:53] working in partnership with stem
[00:20:56] entities who just going to the deepest the creeks to
[00:21:00] find talented, indigent
[00:21:03] people, children, we bring those children
[00:21:06] together and enable them to get one the
[00:21:10] best quality educations that they perhaps would never have
[00:21:14] dreamed of. today that program has seen more than
[00:21:18] 800. will pass through it and it's
[00:21:22] incredible to see the outcome, and I have on very positive
[00:21:25] record that lot them were in the top top
[00:21:29] 10 the the classes, we are now a point where about
[00:21:33] 60 them are ready to go into university level,
[00:21:37] but we also have postgraduate scholarships that we
[00:21:40] award and that is in partnership with about three
[00:21:43] universities in the United Kingdom, this is all about naja
[00:21:47] delts, this is about building that capacity. as an
[00:21:50] MD of Renaissance, how do you manage
[00:21:52] competition? it depends on what you call
[00:21:56] competition. well, the industry is very huge, you
[00:21:59] must have competitors. what stands you
[00:22:03] out? that competitive edge is something i probably
[00:22:06] keep secret, you want me to share? but i think they
[00:22:10] say your your your strategy is as big as
[00:22:14] you make it, yeah, but is even bigger where it
[00:22:18] cannot be easily to... applicable, the biggest
[00:22:22] opportunity we have as renaissance is our people, so we
[00:22:25] inherited very strong, technically
[00:22:29] sound population from from shell, and that
[00:22:33] group of people will represent our staff today, addition
[00:22:36] to our support staff
[00:22:39] are the competitive edge, we want to be the african leader in
[00:22:43] energy, within the first 100 days
[00:22:46] added 100 thous barrals of oil.
[00:22:50] in the first 100 days, mean that nobody could ever have
[00:22:54] dreamt of that, for the company we took over
[00:22:57] 140,00 barrels of
[00:22:59] a day, so within 100 days go to
[00:23:02] 240 plus was an
[00:23:06] unimaginable performance, talking about scaling up since we have
[00:23:09] building to that, but the year 2030 you have a target, which means
[00:23:13] scaling up production, what concrete action is renaissance going to take in
[00:23:17] the move towards that goal and what should? mens investors
[00:23:20] and communities expect as you do business in this
[00:23:24] continent, to have the ambition to be a one million
[00:23:28] barrels of oil equivalent a day company by
[00:23:31] 2030 is audacious and that is what we're driving
[00:23:35] to the extend that we sort of broken it down to say okay
[00:23:39] let's have people understand it this is speaking to about
[00:23:42] 50000 barrels of oil every
[00:23:45] day 1 billion standard cubic feet of gas for the
[00:23:49] domestic. and about two billion cubic feet of gas for
[00:23:53] export, we supply NLNG, and I know one or two things
[00:23:56] about NLNG given my previous life, but if you look at
[00:24:00] that, the real value that we bring is really got to
[00:24:04] sit within the domestic gas supply space
[00:24:08] from an energy transition point of view, but even more around the
[00:24:12] industrialization of Nigeria, the element within our vision,
[00:24:16] so the only place where the average common man can feel the...
[00:24:20] impact of this industry is actually
[00:24:23] in the industrialization of Nigeria and I always believe that export gas
[00:24:27] would not industrialized Nigeria, it's helping elsewhere, but
[00:24:30] domestic gas is where the sweet spot sits, so the question
[00:24:34] is around how do we make cleaner cleaner energy available to
[00:24:38] Nigerians, how do we translate the 210
[00:24:42] children cubic feet of gas reserves to
[00:24:45] LPG, to pipe gas to homes,
[00:24:49] so you speak to... should government expect, government should expect
[00:24:53] very disciplined delivery, very focused
[00:24:56] review of possibilities, but we also have expectations of
[00:25:00] government, and to be fair to this government, I think this government has done a
[00:25:03] lot, if anything, the executive orders that were signed
[00:25:07] by Mr. President, has gone a long way to
[00:25:11] unleash this industry, something as basicats you can now
[00:25:15] spend up of 10 million without recourse to some
[00:25:19] the hordes that... had to deal with, but more importantly just
[00:25:23] been industry friendly is very, very strong
[00:25:26] start, and also we work in perfect harmony with the
[00:25:30] minister of of state for oil and gas,
[00:25:34] the SA energy and all the executive orders that are
[00:25:38] coming out there with the regulators, nuPRc,
[00:25:41] nmdpra, but more importantly with our senior
[00:25:45] partner NMPC and the other JB members, so all encapsulated
[00:25:49] this industry, is a better place than
[00:25:52] ever. when we describe Renaissance, you've described it
[00:25:56] as made in Nigeria but built for Africa. What does this mean
[00:26:00] in practical terms and when we look at? "how the idea will
[00:26:04] shape your long-term vision for Africa's energy transition
[00:26:08] and industrial growth, what will he be? actually we
[00:26:12] should even find tune that to say proudly made in
[00:26:14] Nigeria,
[00:26:16] you know, and built for Africa, but I tell you, and it speaks
[00:26:19] to very foundational beginning for
[00:26:23] us, to the extent that we are purely Nigerian
[00:26:27] company, and this is where it gets
[00:26:30] quite emotional for me, because..." in the course of this deal, we were asked many,
[00:26:34] many questions, if you just imagine
[00:26:38] that we took over from an IOC that has run this business for
[00:26:42] over 60 years, even on the negotiating table, questions were
[00:26:46] asked something as basic as can these Nigerians
[00:26:49] doing, do you feel
[00:26:52] confident to hand over to these Nigerians,
[00:26:56] so but we then had to go back inwards to say, who
[00:27:00] are we, and now this is a question. but ordinarily, if I
[00:27:04] say who are we, the response that comes very loud,
[00:27:07] reveberating, we are renaissance, so there's an element of
[00:27:11] pride there,
[00:27:12] you know, so knowing yourself was the starting point, and we said,
[00:27:15] yes, we are made in
[00:27:18] Nigeria, but to the extent that our vision is africa
[00:27:22] centric, energy poverty has a direct correlation economic
[00:27:26] poverty, so if you are looking for why Africa is economically
[00:27:29] poor, look to energy poverty. and energy
[00:27:33] security will be the answer, that's where we are, we
[00:27:37] want to help reset that narrative, we want to lit the way,
[00:27:41] i want to make difference. let's talk about the future,
[00:27:45] now as renaissance continues to grow, how are you balancing the need
[00:27:49] to ensure you scale up in oil and gas
[00:27:52] production, we're talking about gas power and of course lower carbon
[00:27:56] operation as you continue to do business, not forgetting also the impact
[00:28:00] you are to make as you run business. on communities
[00:28:03] around you in Nigeria and of course outside
[00:28:06] Nigeria. I always start from Nigeria,
[00:28:10] which is why we say we are made in Nigeria. Yeah,
[00:28:14] charity begins at home. Gas is now recognized as that
[00:28:18] ultimate solution. It's cleaner, it's more
[00:28:21] available. In fact, if you look at the resource base of
[00:28:25] Nigeria, the 210 TCF of gas and the 38 billion
[00:28:28] barrals of oil, we are actually a gas nation. So... when
[00:28:32] you look to the future, which mostly involves the energy transition, I would
[00:28:36] say we're ready, we have what it takes to transition into
[00:28:40] that that future of clean, sustainable
[00:28:43] energy, and that is where Nigeria is so blessed,
[00:28:47] but then the opportunity itself will not materialize unless you
[00:28:51] develop this gas, and there in lies the opportunity for
[00:28:55] us, you look to Qatar, Qatar builts its economy purely on
[00:28:59] gas, Saudi builts its economy purely on
[00:29:02] oil, the United Arab Emirates builts its economy on purely
[00:29:06] oil, but Nigeria is blessed with both oil and gas, so just
[00:29:10] begin to imagine the possibilities if these two come together in the
[00:29:14] way we are viewing it. We believe that that future is
[00:29:18] relaissance, but that future is not just renaissance in
[00:29:22] isolation, that future is renaissance in positive
[00:29:25] partnership with our communities, and
[00:29:28] they will come along with us and together we are.
[00:29:32] Renaissance
[00:29:38] and that's where we end colidos cup for today, thank you very much for watching, I
[00:29:41] am Ann Mawado, please watch Past editions the program, go to
[00:29:45] youtube.com/channelsweb, just type colydoscope in the search
[00:29:49] box and enjoy your time with it. I'll definitely see you again, I'm
[00:29:53] Ann Wawadu, please stay
[00:29:54] safe.