By Dickson Omobola
Director of Public Affairs and Consumer Protection at the Federal Airports Authority of Nigeria, FAAN, Mr Henry Agbebire, in this interview, speaks about the vision, progress and discipline driving the agency’s renewed transformation agenda. Agbebire also identifies the challenges confronting the reform process and the measures being implemented to sustain improvements across Nigeria’s airport system.
How has government reshaped FAAN’s operational priorities?
Government has given FAAN a clear national mandate: to reposition our airports as engines of economic growth, not just transit points. Over the last two years, this has translated into efficiency over bureaucracy, passenger experience as a core Key Performance Indicator, KPI, and revenue optimisation through innovation. We are no longer operating as a traditional government agency; we are evolving into a service-driven, commercially aware airport authority aligned with national economic priorities.
What is the crown jewel of this transformative period?
Without hesitation, the crown jewel is the cultural transformation of FAAN and infrastructure upgrade. Infrastructure is visible, but culture is what sustains progress. Under the leadership of the Managing Director of FAAN, Olubunmi Kuku, FAAN has begun a deliberate shift from a process-heavy organisation to a performance-driven institution.
This transformation is already reflecting in improved staff responsiveness, stronger accountability systems and renewed pride in service delivery. That mindset shift is the foundation upon which every other achievement rests.
Can we look at the most critical infrastructure projects that are underway?
FAAN is currently prioritising high-impact, passenger-facing and revenue-generating infrastructure, including terminal upgrades and rehabilitation across key airports, electrical and power system modernisation, particularly in Lagos, and expansion of cargo and logistics facilities. Focus has also been on runway and airside improvements for safety and efficiency. These projects are not isolated; they are part of a coordinated infrastructure renewal strategy designed to meet global standards and future traffic growth.
The people driving all these are key to its successes, how critical is the mindset change to these transformations?
Mindset change is everything. You can build world-class terminals, but without the right attitude, service will still fall short. The FAAN Flight to Excellence programme recognises that transformation must start from within. We are embedding a culture, driven by the Director, Special Duties and fully supported by the MD/CE, where every staff member sees themselves as a brand ambassador; where service excellence becomes non-negotiable; where accountability is internalised, not enforced; where transformation is not just structural, it is psychological and behavioural.
What steps are being taken to ensure professionalism and accountability?
We have moved from informal expectations to structured accountability systems. The current management has set clear performance metrics and service standards via the Performance Management System, PMS. It has strengthened supervisory and reporting frameworks. It propagates zero tolerance for indiscipline and unprofessional conduct. It also emphasises continuous training and reorientation programmes. Additionally, leadership is leading by example, because accountability must be top-down and bottom-up.
How does cargo development fit into FAAN’s strategy?
Cargo is a strategic growth frontier for FAAN and Nigeria’s economy. We are repositioning our airports to become logistics hubs, not just passenger terminals. At present, emphasis is on upgrading cargo terminals and handling systems, improving processing timelines and efficiency, and also supporting exports with intense interest, especially in agro-products. The goal is to unlock aviation’s role in trade facilitation, job creation, and foreign exchange earnings.
What are the biggest obstacles to sustaining transformation?
In my opinion, the biggest challenges are getting rid of legacy institutional habits, funding constraints for large-scale infrastructure, and balancing reform speed with operational continuity. However, what gives us confidence is clarity of vision and consistency of leadership. Transformation is a journey, and FAAN is firmly on that path.
What impact has the ISO-aligned policies have on operations and safety?
Attaining the ISO 9001 and ISO 14001, which makes FAAN one of the few airport organisations in Africa with an integrated management system, is a deliberate step to enhance our operations and safety agenda, and a major step toward institutionalising global best practices. The impact has been profound, spanning standardised processes across airports, improved safety, security, and risk management systems, enhanced operational predictability and efficiency, and greater international confidence in Nigeria’s airports. In simple terms, it moved FAAN from personality-driven operations to system-driven excellence.
What role or impacts has your stakeholder engagement played in this transformation?
At FAAN today, stakeholder engagement is central, not optional. Airports are ecosystems. Success depends on how well we collaborate with airlines, regulatory bodies, concessionaires, the media, passengers, and different levels of stakeholders. We are deliberately strengthening communication channels to ensure transparency, trust, and shared ownership of progress. In the first quarter of 2026, we have done eleven engagements, spanning stakeholders in cargo, commercial, security and airlines. For me as DPA&CP, the media, in particular, remains a critical partner in shaping perception and amplifying reforms.
As a transforming organisation, I would like to put it out there that FAAN today is not just upgrading infrastructure; we are redefining standards, rebuilding trust and repositioning Nigerian airports for global competitiveness. The transformation is real, deliberate and irreversible. We crave the patience and support of our teeming passengers and stakeholders to come on board with us, to provide the desired impetus for continuous growth in the entire aviation ecosystem.
