Can you introduce yourself and Springfield Group?

I founded the company with a conviction that Africans must have a seat at the table in sectors central to our development. There was local talent but no real representation in ownership or decision-making at the national level.

We started by focusing on the downstream, particularly trading hydrocarbons such as gasoline, jet fuel and LPG. We began operations in Ghana and expanded into Mali, Burkina Faso, Nigeria and Libya. Alongside that, we started building infrastructure, including tank farms and pipelines. All this was done to eventually enter the upstream sector. 

The decision to begin with trading was strategic. Upstream oil and gas is a highly capital-intensive sector. As a Ghanaian company, we needed to start where the financial barrier to entry was more reasonable. Trading allowed us to generate revenue, build internal capacity, and understand the sector from the ground up. Through that, we could reinvest profits to fund our upstream ambitions. 

What does Springfield Group’s upstream portfolio look like today?

We recently completed a drilling campaign, finishing in Q4 2024. Based on our appraisal reports, we have discovered over 1.5 Bbbl of oil in place, 1.2 to 1.3 tscf, and approximately 100 Mbbl of condensate. Our current focus is on developing two main fields: Afina and Tano. Afina is an oil field with approximately 640 Mbbl. Tano is a gas field with about 1.3 tscf and 100 Mbbl of condensate. We are currently finalizing the development concept. This may involve standalone production, tie-backs, or potential unitization with neighboring fields. Those discussions are ongoing.

What is your vision for gas development in Ghana?

As a growing economy, we require reliable and affordable power for industrialization, education, and social infrastructure. Currently, we import fuel oil to power some plants. Local gas can reduce costs and increase reliability.

However, infrastructure presents a challenge. For example, we need to build a 75 km pipeline from offshore to the shore. We plan to tie into an existing gas processing plant, but we may need to build our own if that facility lacks capacity. 

How does Springfield’s oilfield services business support your operations?

We have built a full-fledged oilfield services business to support Springfield and other operators. We have a joint venture with Aker Solutions, one of the few companies manufacturing upstream equipment. We provide pipeline construction, rig and equipment supply, HR services, and rig mixing operations. The service arm helps us understand the entire value chain and enables faster response times. We aim to become the most efficient and responsive service provider in the upstream sector.

How does Springfield approach community investment and CSR? 

At Springfield, our approach to community investment is deeply personal- because this is home. Being Ghanaian, we understand the realities on the ground and avoid imposing external solutions. Much of our work in this space is driven in partnership with The Kevin Okyere Foundation, which I founded to help scale and deepen our impact across the country. Together, we support approximately 10,000 children with meals, school supplies, shoes, uniforms, and other essentials. 

In healthcare, we supply underserved hospitals with essential items like anti-venoms and ICU equipment, and we have funded life-saving surgeries, especially for children with congenital heart conditions. Our community initiatives cut across education, healthcare, and economic empowerment-but what makes them different is the way we engage. 

We don’t operate at arm’s length. During our seismic and drilling campaigns, for instance, we sat down with local fisherfolk, listened to their concerns and worked out solutions that avoided disrupting their livelihoods. Our deep local understanding allows us to build trust and implement solutions that are both practical and respectful. We are not here temporarily. We live here. And that makes all the difference. 

What are Springfield’s short-term priorities?

Our immediate priority is to reach production. Reaching production will be a significant milestone for Springfield and Ghana’s upstream sector. Beyond that, we are exploring regional opportunities in Nigeria, Equatorial Guinea, Angola, Congo, and other markets. We want to build a portfolio reflecting African-led upstream operations' full potential. I believe Ghana is entering a new phase. The regulatory foundation and local content frameworks are in place. I hope our journey inspires other Ghanaians and Africans to believe that they can achieve great things and do it even better.