Nigeria LNG Limited (NLNG) has described its Train 7 project as a major catalyst for Nigerian Content development and industrial growth in the country’s oil and gas sector.
Managing Director and Chief Executive Officer of Nigeria LNG Limited, Adeleye Falade, made the remark during a panel discussion on Nigerian Content support, lessons, experiences, and success stories at the Nigerian Oil & Gas Midstream & Downstream Summit 2026 held in Lagos.
According to a statement issued by Anne-Marie Palmer-Ikuku, Manager, Corporate Communications and Public Affairs, Falade was represented at the event by Train 7 Project Manager, Ali Uwais.
Falade described Train 7 as more than an LNG expansion project, calling it “a practical model for intentional localisation of expertise” and a strong example of how Nigerian Content can drive industrial capability while delivering projects at a global scale.
He also commended the Nigerian Content Development and Monitoring Board for organising the summit and sustaining efforts aimed at advancing growth across Nigeria’s oil and gas industry.
Speaking during the panel session, Uwais disclosed that the Train 7 project has recorded over 120 million man-hours and achieved about 92 per cent Nigerian Content participation.
He said the achievement reflects NLNG’s deliberate strategy to strengthen local capacity and expand indigenous participation across the project value chain.
According to him, the success was driven by extensive industry engagement, structured Nigerian Content implementation plans, and targeted investments aimed at building local capability.
Drawing lessons from previous trains, Uwais explained that the Train 7 team adopted a strategic and data-driven approach to assess local capabilities and identify meaningful participation opportunities that align with international standards.
He noted that the approach enabled increased local involvement and ensured Nigerian firms were integrated into project execution from the early stages.
Uwais further revealed that several fabrication activities usually executed overseas were successfully carried out within Nigeria.
He listed some of the locally fabricated components to include pressure vessels, structural steel components, valves, blocks, pipes, lighting systems, cables, and painting materials.
According to him, NLNG intentionally identified local manufacturers with growth potential and provided support to help them attain international quality assurance standards instead of relying solely on conventional quality-control procedures.
He also highlighted collaboration with foreign technical partners that helped Nigerian firms transition from asbestos-based gaskets to safer carbon-graphite alternatives through equipment support and international testing certification.
“These interventions reflect NLNG’s broader philosophy of treating Nigerian Content not merely as a compliance obligation but as a long-term development opportunity capable of delivering sustainable value beyond project execution,” Uwais stated.
He added that Nigerian companies are increasingly participating in fabrication and manufacturing activities, while universities and research institutions are contributing through innovation, research, and technical development.
Train 7 remains one of Nigeria’s biggest ongoing energy investments and is expected to increase NLNG’s production capacity from 22 million tonnes per annum to 30 million tonnes per annum upon completion, representing a 35 per cent increase in the nation’s LNG export capacity.
Discussions at the summit also centred on sustaining capability gains from major projects and ensuring continued investment in skills development, manufacturing capacity, and infrastructure.
Participants noted that the long-term legacy of Train 7 may ultimately be defined not only by increased production but also by the industrial capability, technical expertise, and national capacity it leaves behind.
