In this interview with the immediate past Managing Director of the National Inland Waterways Authority (NIWA), Mr. Bola Oyebamiji, during a recent courtesy visit by a delegation of maritime journalists to Osun State, he reflects on his stewardship at the agency, the reforms he introduced, and the mindset that drove his leadership. From confronting the long-standing challenge of boat mishaps to prioritising staff welfare, operational safety and media engagement, Oyebamiji offers insights into how NIWA was repositioned within Nigeria’s maritime and inland waterways ecosystem. He also speaks on accountability, governance, and the legacy he hopes to leave behind in the sector. Our Reporter- Joshua Yousouph was there.
“Accountability is not an act of hostility; it is a responsibility of citizenship”
“I did not know I would spend only two and a half years”
How do you reflect on your time at NIWA?
First, I have to say a very big thank you to everyone for making my sojourn as the Managing Director of the National Inland Waterways Authority (NIWA) a profitable one. The maritime media are one of the major people that made me in NIWA. They contributed a lot to my success there. When I came into NIWA, I had never heard of NIWA in my life before I came in. I looked at what was happening, I looked at the profile, and what I saw was an agency you could say was moribund. They were not known like other agencies under the Federal Ministry of Marine and Blue Economy like the Nigerian Ports Authority (NPA), Nigerian Maritime Administration and Safety Agency (NIMASA) and the likes. One thing synonymous with NIWA then was boat mishap. Unfortunately, NIWA had always been in the news for the wrong reasons, due to boat mishaps. That was what people associated the agency with.
What was your first major action as Managing Director?
When I studied the environment, the first thing I did was to call for a general meeting. I wanted to hear from everybody, their thoughts, their strength, their weakness, the opportunities and the threats. I did a SWOT analysis on the agency. I told management staff not to speak. I said, I want to hear from the people. They spoke out and many things came up. From there, I sat down and analyzed everything.
What did you discover about the workforce?
I discovered that many of the staff were not motivated, they were hungry and angry staff of that agency. I looked at the risks and the mitigants. Anywhere in the world, the most relevant asset anybody has is human beings. As fine as any infrastructure can be, if you don’t use people to maintain it, everything will be depleted. So I gave my staff priority. We added value to them and they added value back. What we achieved which is about 75 to 80 percent success was done by the same old staff. We did not employ new people. It was the same people that once sat at the agency unconsciously without value that were able to achieve the success we have recorded so far.
How did support from the Federal Ministry of Marine and Blue Economy shape your reforms?
When I came in and analyzed the strengths and weaknesses of NIWA, I went to the Federal Minister of Marine and Blue Economy, Dr Oyetola Adegboyega and said, ‘Sir, if you want me to do well here, these are the things you must do for me.’ He didn’t even read it. He said, ‘Go back and put whatever you think is necessary for that agency.’ That free hand he gave me greatly helped me in NIWA. The first thing we did was to invest in boats and water crafts. You were there when we commissioned them.
You worked closely with maritime journalists. Why was that important?
One journalist once wrote that the MD of NIWA should be removed. I didn’t get angry. I read it very well, looked at the content and learned from it. Fortunately, the man was from Osun state. I called him and we discussed. He became my friend. Leadership is about listening. Anytime I wanted to do anything in NIWA, I told the media first. Before the occasion, the world already knew. By the time we did any programme, it created a positive trend.
Boat mishaps were a major concerns during your tenure. How did you tackle that?
I presented a paper to the Federal Government and about ₦14.6 billion was approved to import big boats and ferries for Niger, Benue, Kogi, Kwara and Kebbi. Wooden boats from the Kwara area are between 20 and 25 percent, but the human element that caused boat mishaps is almost 70 percent. So training was key. We conducted lots of training for the Boat owners and operators. One morning I entered a class and it was smelling of alcohol. I stopped the facilitator and the operators told me, if you do not take chemicals, tramadol and dangerous pills, you cannot go into or operate in the water properly. However, we impressed it on them that without drugs, you can still sail safely.
We prepared the people for the markets in Niger, Kwara and Kebbi so that when boats take off, someone checks loading and ensures they leave properly and adhere to all safety rules. It needed more motivation, but with the cooperation of journalists and stakeholders, we got better results from those processes and techniques.
What long-term vision did you have for NIWA?
I did not know I would spend only two and a half years. I had a 20-year plan. I thought that in four years, I would institutionalize the processes. We planned to visit all 28 states that have water in Nigeria. We started with Niger and wanted to move to Benue, Kogi, Adamawa, Kebbi and others. Unfortunately, we could not continue until I left NIWA. However, I have advised the current Acting Managing Director of NIWA to take it up from where I stopped. I hope that the legacy I have laid, will be worked on and improved. I promise not to leave NIWA and will always support the agency as much as I can.
How do you view accountability in governance?
Each and every human being has the right to query government on how public money is spent. Governance is not charity; it is stewardship. Most of what states take home from the national purse is determined largely by population, and population is you and me. So when we talk about government funds, we are talking about my money, your money, everybody’s money as provided for by the Constitution. Because it belongs to all of us, nobody should be afraid to ask questions.
Citizens have the right to demand transparency on how resources are managed, how projects are executed and how priorities are set. The same principle applies to government agencies. Once an agency receives public funds, it becomes accountable to the people. So accountability is not an act of hostility; it is a responsibility of citizenship. When people ask questions, they are helping government and institutions to do better, to correct mistakes and to ensure that public resources truly add value to the society.
What does the nomination as ‘Most Media Friendly Maritime CEO’ mean to you?
This nomination means so much to me, honestly. I see it as an award of awards. Serving in NIWA under a ministry that has almost nine agencies, and you still deem it fit to single me out for this kind of recognition, means a lot to me personally. It tells me that the relationship we built with the media was not in vain. It shows that openness, engagement and sincerity in leadership still matter. I always believed that the media are partners in progress, not enemies of government, and this nomination confirms that philosophy. What I really want to hear in the years ahead is good news about my legacy in NIWA — that the processes we started are sustained, that safety continues to improve, and that inland waterways keep contributing to national development. Even though I am no longer there, I won’t leave NIWA alone. I will continue to support the institution and also continue to support and promote maritime journalists for the good job you have done in telling the NIWA story, correcting us when necessary and amplifying the little achievements we recorded. This nomination encourages me to do even more.
Your final message to maritime journalists?
You are the wings I flew with when I was in NIWA, and I’m flying with you again now. Without you, many of the things we tried to do would not have been properly understood by the public or even by policymakers. When you think I’m not doing well, tell me, criticise me constructively, and point out where things are going wrong, so that corrections can be made. And when you think something is being done well, publish it the way you normally do, so that people can learn from it and be encouraged. Please don’t leave me alone. Our relationship should not end because I left office. It should rather be cemented on mutual respect, professionalism and the common goal of developing Nigeria’s inland waterways. Together, we can continue to promote safety, transparency and growth in the maritime sector. I see you not just as reporters, but as partners in nation-building, and I believe that as we move forward, our collaboration will keep strengthening Nigeria’s inland waterways for generations to come.
