The Managing Director/CEO of the Nigerian Independent System Operator (NISO), Engr. Abdu Bello Mohammed, has sought a renewed commitment from staff to develop NISO into a world-class institution for system operation excellence in Africa.
The NISO Managing Director made this call on Tuesday during an official working visit to the Port Harcourt regional office, where he engaged with staff on new operational realities.
The visit was part of his ongoing nationwide engagement with staff across NISO’s regional offices, aimed at strengthening operational alignment, clarifying responsibilities under the new institutional framework, and fostering closer ties with field staff who form the backbone of NISO’s operations.
The Managing Director, in a statement, described the session as “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.
During the visit, Engr. Mohammed emphasized several priorities for NISO staff in the new dispensation, including 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.
Enforcing SLA protocols – the MD 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.
On engaging field staff – the MD 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: transparency, professionalism, accountability, and excellence—values he urged staff to internalize in their daily operations. He encouraged staff to embrace changes in mindset, culture, and standards, noting that “Management can set the vision, but it is your professionalism and dedication that will bring this dream to life.”
According to the statement, the Port Harcourt engagement is the latest in a series of regional visits that signal 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.