In this interview at the sidelines of the recent management retreat, the Executive Secretary/CEO of the Nigerian Shippers’ Council, Dr Pius Akutah, spoke with maritime journalists on the Council’s 2025–2029 strategic plans, progress on the Nigeria Port Economic Regulatory Agency Bill and digital transformation initiatives. TOLA ADENUBI brings the excerpts.
Recently, there were uproars in the maritime sector over increase in charges by shipping companies despite your earlier directive that they should engage the government. Where exactly do we stand on the issue of shipping companies’ charges?
When I assumed office as Executive Secretary in 2023, I made it very clear to shipping companies and terminal operators that tariff increments should not become a tool for profit maximisation or a means to arbitrarily increase their profit margins. For close to two years, the Council maintained a firm position on this matter. Every request for tariff increment that came to us during that period was declined. This decision followed thorough consultations with shipping companies and terminal operators. Even though the economic indices that typically justify tariff adjustments had manifested over time, the Council was resolute in ensuring that the broader Nigerian economy stabilised before any discussion of increment could be entertained.
However, earlier this year, we reached a point where we had to exercise our regulatory authority more decisively. We undertook a more scientific and analytical approach to the issue by examining the tariff requests alongside the operational realities of the operators. For the first time in the history of the council, we examined the financial records and investment profiles of shipping companies and terminal operators. We looked closely at the level of investments made in the sector over time and used those findings as part of the basis for assessing the tariff increment requests.
After that comprehensive assessment, we approved a very marginal increase in tariffs. This approval was formally communicated to the operators. One of the key conditions attached to that approval was that the companies must engage their stakeholders before implementing the increment. From our understanding, several of the companies have indeed engaged their stakeholders. There may have been a particular instance where one shipping company experienced disagreements with stakeholders, but that is something they are working to resolve.
It is important to note that as a regulator, we cannot permanently insist that tariffs must never be increased, especially when the economic indicators justify such adjustments. Our responsibility is to ensure that any increment is justified, moderate, and transparent. Other sectors of the economy also review their charges periodically, so the maritime sector cannot be entirely exempt.
What we are trying to achieve is balance. If operators are prevented from adjusting charges, even when their operational costs have significantly increased, it could hinder their ability to deliver services effectively. Ultimately, that could harm the maritime sector as a whole. Therefore, the approach must be one of moderation, understanding, and concessions from all sides so that the industry can continue to function efficiently.
The Council held a strategic retreat last year. What were the major outcomes of that exercise?
The management retreat we held in Ibadan in 2025 was a defining moment for the Nigerian Shippers’ Council. It was during that retreat that we collectively charted the future direction of the Council as we prepared for the transition toward a stronger port economic regulatory framework. One of the key outcomes of that gathering was the development of the 2025–2029 Strategic Plan, which now serves as the guiding compass for the Council’s institutional transformation.
At the retreat, we identified several strategic priorities that would shape the Council’s direction over the next five years. These include strengthening stakeholder engagement across the maritime ecosystem, promoting transparency and fairness in port economic regulation, improving operational efficiency and institutional capacity, strengthening digital governance and regulatory systems, and aligning maritime economic growth with sustainability and global best practices. However, strategy alone does not deliver results. What truly matters is disciplined execution. The success of our strategic plan depends largely on the leadership and commitment of our directors and heads of units.
What is the current status of the Nigeria Port Economic Regulatory Agency Bill?
The NPERA bill represents one of the most significant institutional developments for the Council and the Nigerian maritime sector. As you may recall, the Bill had earlier been passed by the National Assembly and transmitted to the President for assent. However, during the review process, certain provisions were found to conflict with aspects of the Nigerian Tax Administration Act (NTAA) 2025. Based on observations communicated by the President, the bill was returned to the National Assembly for corrections. I am pleased to inform you that the House of Representatives has addressed those areas of conflict and passed a revised version of the bill in line with the president’s comments. The amended bill is now awaiting concurrence from the Senate. Once the process is completed and the bill receives presidential assent, it will provide the statutory foundation for strengthening Nigeria’s port economic regulatory framework and reposition the Council for an expanded regulatory mandate.
What is the focus of this year’s management retreat compared to last year’s?
Last year’s retreat was largely about strategic planning—designing the future direction of the Council. This year’s retreat, however, is focused on strategic execution. The theme of the retreat is “Advancing Strategic Execution: Driving Collaboration, Innovation and Excellence for a Future-Ready NSC”. This reflects our determination to translate the vision articulated in the 2025–2029 Strategic Plan into measurable institutional outcomes. I always emphasized that the strength of any institution is not measured by the quality of its plans but by the discipline with which those plans are executed. Directors and heads of units must therefore see themselves not merely as administrators but as drivers of institutional transformation. Achieving this requires stronger collaboration across departments, greater innovation in how we deploy technology and regulatory tools, and an uncompromising commitment to excellence in service delivery.
What key initiatives is the Council pursuing to improve Nigeria’s maritime and logistics sector?
While strengthening our internal systems, we are also focused on broader sectoral initiatives that will improve Nigeria’s maritime and logistics environment. Among these initiatives is the implementation of the International Cargo Tracking Note (ICTN), which will improve cargo monitoring and transparency within the logistics chain. We are also supporting the development and operationalisation of critical inland transport infrastructure across the country, strengthening trade facilitation and logistics connectivity, and enhancing economic regulatory oversight within Nigerian ports. The success of these initiatives depends heavily on strong collaboration among maritime agencies, logistics operators, and private sector stakeholders. It also requires the deployment of innovative regulatory and technological solutions to improve cargo visibility, efficiency and transparency. Ultimately, these initiatives are designed to strengthen regulatory oversight, improve operational efficiency, and enhance Nigeria’s competitiveness in international trade.