…Ogungbangbe says next phase is to build institution capable of lasting generations
CITA Energies Limited has marked its 20th anniversary with a renewed commitment to transforming from a successful indigenous energy company into an enduring institution capable of competing across Africa.
Chairman of the company, Prince Thomas Ogungbangbe, Ph.D, stated this while reflecting on CITA’s two-decade journey, growth in aviation fuelling and plans for the next 20 years.
Speaking at the anniversary celebration, Ogungbangbe said the company’s evolution from its early beginnings in arbitrage and resale into a major aviation fuel operator had been driven by vision, investment, resilience and the commitment of its people.
He said the anniversary was not merely a celebration of longevity but an opportunity to recognise the people, decisions, partnerships and sacrifices that had shaped the company.
From Modest Beginnings to Aviation Fuel Leadership
According to him, CITA’s journey began outside the aviation fuelling business, with the company gradually developing its capabilities within the wider energy sector.
He described the early years as a period of learning, relationship-building and investment in infrastructure, noting that the company had to navigate difficult decisions, risks and changing market conditions as it expanded.
Ogungbangbe said entry into aviation fuelling imposed higher standards of reliability, quality, safety, precision and trust, which subsequently became central to CITA’s operating culture.
He recalled that a major milestone came in 2015, when the company was operating across 10 major Nigerian airports and commissioned an aviation fuel storage and handling facility at the Murtala Muhammed International Airport, Lagos.
He described the facility as more than an infrastructure project, saying it demonstrated confidence in the ability of an indigenous Nigerian company to build long-term capacity in the aviation industry.
17 Locations, 200m-Litre Storage Capacity
Ogungbangbe disclosed that CITA had continued to expand its operational footprint and infrastructure over the years and now had a presence across 17 locations.
He said the company had access to more than 200 million litres of storage capacity, a fleet of 45 aircraft refuellers and more than 200 bulk road vehicles.
According to him, the company has also developed the capacity to support substantial Jet A-1 requirements across airports globally.
He, however, stressed that the figures represented more than assets and infrastructure, as they reflected the contributions of engineers, drivers, operations personnel, commercial teams, finance staff, information technology specialists and other employees.
“Growth is not simply having more assets or operating in more locations. It is having greater capability, greater responsibility and a greater capacity to serve”, he said.
CITA Backs Industry Development
The CITA chairman also highlighted the company’s contribution to the development of Nigeria’s aviation fuel and energy environment.
He noted that the sector had undergone significant changes over the past two decades, with increased competition, evolving customer expectations and continuing challenges around supply, infrastructure, regulation, quality, efficiency and sustainability.
Ogungbangbe said CITA had sought to contribute to solving industry challenges rather than merely complain about the operating environment.
He cited the formation of the Aviation Fuel Marketers Association of Nigeria (AFMAN) and the construction of a three-layer macadamised road within the Mallam Aminu Kano International Airport, including two bridges and dual drainage, as examples of initiatives reflecting the importance of industry collaboration and private-sector contribution.
“Government cannot do it alone”, he said, stressing that some industry challenges required collective action by businesses and other stakeholders.
Challenges Tested CITA’s Resilience
Reflecting on the company’s journey, Ogungbangbe acknowledged that CITA’s 20-year history had not been without challenges.
He listed difficult economic conditions, foreign exchange pressures, supply disruptions, logistics constraints, regulatory changes, increasing competition and other complex problems among the challenges encountered by the company.
He said the difficulties had forced CITA to reassess its strategies, adapt its plans and develop new approaches to longstanding problems.
“Resilience is not the absence of difficulty. Resilience is the ability to learn, adapt and continue moving forward”, he said.
According to him, each difficult period provided an opportunity for CITA to improve its safety, efficiency and responsiveness.
‘CITA Was Built by Its People’
Ogungbangbe placed strong emphasis on the contribution of employees, both past and present, to the company’s development.
He acknowledged the founders and early members of the organisation who believed in the vision at a time when it was still developing, as well as employees who worked through demanding periods and helped build the company’s capabilities.
He also commended CITA’s Board and Management for the responsibility they had carried in guiding the organisation.
The chairman said the company’s strength rested on the collective contribution of its workforce, from engineers and drivers to quality professionals, commercial personnel, finance, IT, human resources, operations and internal audit teams.
“The strength of CITA has always been the collective contribution of its people”, he said.
He also thanked CITA’s customers, suppliers, business partners, financiers, consultants, industry associations, regulators and other stakeholders for their contributions to the company’s growth.
From Company to Institution
Looking ahead, Ogungbangbe said CITA’s focus must now shift from simply expanding the company to building an institution that could endure beyond individual leaders.
“I believe the first 20 years were largely about building the company. The next 20 must be about building the institution”, he said.
He explained that while a company could depend heavily on individuals, an institution must be anchored on principles, systems, standards, culture and values capable of surviving generational changes.
He cited CITA’s achievement of ISO 9001:2015, ISO 14001:2015 and ISO 45001:2018 certifications as evidence of its commitment to quality, environmental responsibility, occupational health and safety and continual improvement.
He, however, cautioned that certification should not be regarded as the end of the process, but as the beginning of a higher standard of performance.
Targets African Energy Market
On the company’s future direction, Ogungbangbe said CITA’s vision was to become “the pre-eminent energy solution company in Africa”.
He said achieving the vision would require continued investment in infrastructure, technology and human capital, while strengthening existing businesses and identifying emerging opportunities.
According to him, CITA must develop leaders capable of taking responsibility for the organisation’s future and build a business capable of competing beyond Nigeria.
“Africa’s energy needs will continue to evolve, and CITA must be prepared to evolve with them”, he said.
“We must not simply wait for the future to arrive. We must be prepared to participate in building it”.
‘Legacy Must Belong to Everyone’
Ogungbangbe said he did not want CITA’s legacy to be associated solely with him or any individual, but with the collective efforts of generations of people who had contributed to its development.
He urged younger employees to learn from the experience of those who built the company while remaining willing to improve upon the foundation they inherited.
“Do not simply protect the past. Build upon it”, he advised.
Looking towards 2046, the chairman said technological advances, changing energy needs and new business opportunities could significantly transform CITA and the wider industry.
He noted that the company’s ability to fuel aircraft across airports on the six continents already demonstrated the scale of its current capabilities, while expressing the hope that its next generation of employees would take the organisation to a higher level.
‘The First 20 Years Were the Foundation’
Ogungbangbe described CITA’s 20th anniversary as a milestone but not the conclusion of the company’s journey.
He said the organisation had evolved from an idea into a company with infrastructure, customers, relationships and operational capabilities, but the next stage should focus on building an institution capable of creating value for generations.
“The first 20 years gave us the foundation. The next 20 must give us the institution”, he said.
He urged employees and stakeholders to continue building with courage, leading with integrity, serving with excellence, investing in people, embracing technology and maintaining high standards of safety and quality.
Ogungbangbe also acknowledged the role of God, the founders, employees, customers, partners, regulators and families in CITA’s journey.
He concluded by expressing confidence in the company’s future while committing its life and future to what he described as the “unseen force” beyond human control.
CITA’s 20th anniversary, he said, should therefore be seen not simply as a celebration of what had been achieved, but as the foundation for a much longer journey.