Nosak Group recently held a two-day Management Retreat themed “Accelerate and Win: Leapfrog” at Sunfit Hotels, Amuwo Odofin where over 20 Managers and Department Heads from across Nigeria gathered.
The retreat was facilitated by Wright & Co Ltd, a management consulting firm (Affiliated with Leadership & Vision Ltd) that provides cutting edge solutions to some of the most complex challenges facing organizations today.

Guest speaker, Olu Onakoya, led the retreat with a session on the importance of Effective Communication as a Leader. A Former Managing Director of Mobil Nigeria, Olu Onakoya has over 30 years of cognate corporate and organisational leadership experience, most of which he was at top management level.

Dr. Toni Ogunbor, Chairman of Nosak Group, also conducted a session on the state of the company and trends in Nigerian economy. He applauded each business on its ability to survive in the current economic recession of the country.
Recognising the newest product line of the Group; Nosak Famili Vegetable Oil, a product of one of the newest venture, Nosak Farm Produce Limited. Nosak Famili Vegetable Oil is expected to circulate every Nigerian market before the end of the second quarter of the year, 2017.
This is already creating additional jobs and export opportunities for the country, which the Federal Government has encouraged of recent times. He further stated that, “It was an outstanding retreat and the results will be felt throughout the company for a long time to come. All our team members were able to benefit from the discussions with external facilitators and to participate in the continued aim for leadership of the company.”

An indigenous conglomerate founded in 1984, Nosak Group has built a reputation for providing the highest quality services and products ranging from lubricants, ethanol, retail outlets, real estate, financial services, healthcare solutions, logistics and industrial packaging for clients across Nigeria, as well as neighbouring African Countries.


Nosak Group Chairman, Dr Tony Ogunbor, was the distinguished Chairman of the Edo State Government Agribusiness Workshop held in Benin-City from 26th to 28th January 2017. Themed ” Harnessing Resources and Opportunities to Optimise Agribusiness in Edo State”. The Workshop was to identify specific areas of government interventions, engage stakeholders and facilitate private sector investments. There was no better choice of whom to open and lead the workshop than our amiable Chairman who for over 26yrs had seen and tapped the opportunities in the Oil Palm sector of the economy. The Governor, Deputy Governor and other eminent stakeholders in business, academia and government were fully represented.

In his welcome and opening address, Dr Ogunbor took the participants on a roller coaster ride of his rich experience in the Agric sector spanning the challenges and successes. He reminded the participants of the value of Agriculture in the country in the 50’s and 60’s before the advent of Crude Oil and how in spite of our fertile lands we have been caught in the dangerous web of the black gold. He enumerated the gains in Agriculture and the value chain opportunities therein. He further highlighted the numerous benefits accruable from retracing back to the agrarian culture and commended the State government in its quest to make Edo State the number one state in Agriculture.

Breakout sessions were held in which the Nosak team participated fully in the Oil Palm/Cocoa/Rubber Group. The Nosak Team was ably represented by Mr Robert Ogirri, MD of Nosak Farm Produce Ltd and Mr Victor Egharevba, Plantation Manager of Saturn Farms.

The Chairman was further nominated by the State Governor, Mr Godwin Obaseki, during the one on one session on Saturday to lead and chair the Oil Palm Plantation Forum and present the way forward for Edo State.

To read more on this, kindly click the link below:

VACANCY: Mechanical Fitter/Technician

JOB TITLE: Mechanical Fitter/Technician

Code: MF-2016


The Fitter/Technician is responsible for all duties associated with the post including fitting and plant operation duties at Nosak Farm Produce Limited.


  • Maintenance and repair of mobile & fixed plant and equipment as requested by Line Manager.
  • Follow instructions as directed by the Line Manager
  • Assist with the safe operation of the work site


  • Maintenance and fitting duties on a wide range of Plant items as  associated with the normal day to day works carried out by Nosak Farm Produce Limited
  • Cutting and welding as requested by  Line Manager
  • Keeping accurate records e.g. maintain log book, record of works carried out, record sheets.
  • Liaising and working with outside contract fitting staff and electrical/mechanical contractors employed Nosak Farm Produce LTD
  • Complying with delegated responsibilities in the areas of Safety, Health and Welfare and have a proactive approach towards the reduction/elimination of accidents and dangerous occurrences in the workplace
  • Working with procurement to procure mechanical parts, supplies and services from a wide range of suppliers to ensure minimum downtime and maximum availability and reliability of plant, equipment and fixed plant systems.
  • Procurement of mechanical parts in accordance with Nosak Farm Produce procurement policy as well as Line Manager’s approval
  • Carrying out any mechanical repairs and maintenance duties assigned or requested by  Line Manager
  • Responsible for maintenance, troubleshooting, and repair of all mechanical and hydraulic- and diesel-powered equipment


  • OND in Mechanical Engineering
  • A minimum of 2-3 years working experience in a manufacturing company.
  • The job holder must be a quick learner, have a strong sense of ownership, display a high level of customer-focused orientation, and be able to take responsibility for actions taken.
  • Troubleshooting skills
  • Team Player
  • High level of integrity
  • Adaptability
  • General Tool Usage
  • Following safety instructions


All suitable and interested candidates should forward their resumes to using the vacancy code as the email subject. Application closes by Monday 12th December, 2016.


VACANCY: Commercial Data Analyst

We are a reputable, world class, dynamic, creative and result oriented organization, with group of companies located in the major city of the country.

Due to expansion in operation for better value and effectiveness, there is a job opening in one of our subsidiaries for intelligent, proactive and self motivating individuals.


Commercial Data Analyst                                                     Code: CDA-11/16


The Commercial Data Analyst will:

  • Manages the generation of periodic sales reports (daily, weekly, monthly et al) as may be required by line manager.
  • Generates trend analysis, customer trading statements issuance as per required frequency
  • Processes and handles all trade customer and sales team related claims to ensure turnaround times agreed are duly met
  • Collation of all sales data from sales team for report to management and other advised end users
  • Handles customer sales order management and account reconciliation issues where required
  • Handles adhoc reporting duties as may be communicated from time to time by line manager
  • Tracks and reports the commercial function KPIs and incentives
  • Any other duty as may be communicated by line manager/supervisor or head of sales from time to time.

Qualification, Skills & Experience

  • BSc or HND in Mathematical related course
  • Computing Skills (specifically use of Microsoft office suite specifically MS Excel)
  • Time conscious
  • Analytically sound and has a knack for numbers
  • Experience with Sage, Dynamics or SAP
  • Excellent Communication skills
  • A minimum of 2-3 years work experience in a similar role
  • Cognate experience in a Vegetable Oil Producing Organization will be an added advantage

All suitable and interested candidates should forward their resumes to the code as the subject of mail.

Application closes by the close of business on Friday 11th November, 2016.

Recession? Time to strengthen your company

Who’s got time to worry about building a stronger organisation in a downturn? Surely executives can’t focus on internal issues when they face so many other pressing matters?

But this is exactly the time when leaders need to ensure their organisations are performing well, so that important decisions get made and executed quickly and effectively.

Turbulence offers a rare chance to bring in new talent and improve the way that organisations function.

The trouble is that companies under duress often lack the organisational capabilities to meet mounting challenges. Some make snap decisions. Others stall, unable to decide. Yet others badly need new people to bring fresh perspectives or help them overhaul dysfunctional cultures.

Strengthening the organisation is one of the most powerful levers any company can pull to improve its performance in a downturn. It starts by asking a series of questions:

  1. What are the critical decisions in this downturn?
  2. Do we need to adjust our organisational structure to address them effectively?
  3. How should our roles and processes change?
  4. Will our most experienced people be able to make and execute key decisions?
  5. Which aspects of our culture reinforce decision effectiveness, and which don’t?

Adopting this “decision lens” is the single most important step that a company can take to improve its performance.

It helps leaders focus their efforts where they will have the most impact during a downturn and accelerate growth when the economy improves.

1) Identifying the critical decisions

Every company has its critical decisions. If your business is in relatively good shape, those decisions may not have changed much. Some will be the big choices, like whether to acquire a competitor or invest in a new product. Others may be everyday frontline decisions.

Toyota, for example, achieved its leading position partly through its reputation for manufacturing quality. To maintain that quality, the carmaker ensures that workers in every plant know how to make and execute the right quality-related decisions.

These decisions are as important now as when Toyota was growing rapidly.

If you are in survival mode, your critical decisions will be different, such as whether to sell a stake or overhaul the business model.

2) Testing the structure

Sometimes structure is a serious obstacle to making and executing a business’ critical decisions.

In that case, structure must change.

Previously, Hewlett-Packard’s sales force was organised by customers while its manufacturing units were organised by products. With stalled decisions and people working at cross purposes, performance suffered.

The IT firm then moved to a product-based structure across the entire company, with accountabilities for decisions clearly defined. That created the conditions for better decision-making and execution, which in turn generated higher profits.

3) Clarifying roles and processes

Whatever a company’s structure, decision roles need to be clear. Unless people know who is responsible for making and executing critical decisions, stress on an organisation will only increase.

The individual or team responsible for a Recommendation gathers relevant information and proposes a course of action.

  • People with Input responsibilities help shape a recommendation so it is operationally practical and financially feasible.
  • An executive who must Agree is anyone who needs to sign off, often a legal or regulatory compliance officer.
  • Eventually, one person will Decide. Assigning the “D” to one individual ensures single-point accountability.
  • The final role in the process involves the people who will Perform or execute the decision.

Clear decision roles are essential amid turbulence. They can boost performance by unclogging bottlenecks and cutting the organisation’s cycle time.

4) Right people in right roles

In good times, companies focus on managing growing organisations. In a recession, the logic changes. Many companies cut costs through layoffs and attrition.

But the people who leave are not always the poorest performers. Those who stay may not have the skills to make and execute decisions. And companies often fail to consider who they might hire to bolster their capabilities.

In a downturn, no company can afford to have the wrong people in key decision roles.

At one IT company, we found that more than 40% of the managers identified as high performers were in non-critical positions. Meanwhile, fewer than 40% in mission-critical roles were top performers. The senior team quickly corrected the mismatch, and business performance immediately improved.

The key to making the best use of people is a robust, effective, performance-management system that has real consequences.

5) Actively managing the culture

Culture underpins an organisation’s decisions. But cultures change and are particularly susceptible to change when an organisation is in crisis.

In a downturn, leaders need to take action to keep a strong culture from deteriorating – or to transform a culture that hinders good decisions.

Understanding that its culture is a competitive advantage, Southwest Airlines reinforces it in hard times.

In the early stages of the current recession, it maintained staff loyalty (through no involuntary job cuts) and invested in upgrading customer service. The carrier continues to be one of the US leaders for on-time performance, an aspect of the business that customers care deeply about.

A strong organisation is not optional, something to worry about after the crisis. Your organisation’s strength will greatly affect how well your company weathers the storm.

It will also strongly improve your chances for growth once the storm passes.


Mr. Thomas Oloriegbe, was on Monday, 10th October 2016, appointed as the Chief Operating Officer of Nosak Group.

Mr. Thomas Oloriegbe, a graduate of Accounting, has a Postgraduate Diploma in Management and a Master in Business Administration from University of Calabar. He is a Fellow of the Certified Institute of Cost management of Nigeria and also an Alumnus of Lagos Business School.

He has over 20 years work experience in Business Consulting, Mortgage Banking and Real Estate Management. He joined Grand Villas Limited in 2008 a subsidiary of Nosak Group as the General Manager and was later promoted to the Chief Operating Officer Grand Villas Limited.

He is married with children.

Congratulations on your new appointment.


Most employees are faced with the challenge of trying to convince the powers-that-be at work that they are ready for, deserve, and should be given a bigger job: the grown-up versions of whining and/or “but so-and-so got it”; most of our kids do while growing up to get us let them do some things on their own, don’t work at all in the work environment.  In other words, hounding your boss at every turn about how much you want a promotion, acting sad or disengaged when it doesn’t happen, making the case that you deserve a promotion based on tenure, or on peers having gotten promotions – these things won’t work, and will in fact probably hurt your chances.

So, how do you show your boss that you’re truly ready for a promotion? Assuming there’s a promotion available; these five things will set you up for success:

1)   Demonstrate that you’re not overwhelmed –

Many people seem to think that looking totally slammed all the time makes them seem committed and hard-working — ready for something more. But it generally has exactly the opposite effect. Staying late every night, running into meetings at the last minute, talking about how much work you have piled up and how you haven’t taken a real vacation in x years – that just makes you look as though a) you’re not managing your time very well, and b) there’s no possible way you could do anything more.  And that’s a problem. If you’re looking for a promotion, and you seem like you’re barely hanging on in this job, why would anyone think you’re capable of a bigger one? Instead, first stop talking about how overwhelmed you are. Then figure out how to streamline your work and/or make best use of your time, so that you can be calmer and more collected (especially when dealing with people at the next level up).  And if your job truly is too much for one person to handle well in a reasonable number of hours per week, bring your boss a proposal for shifting, simplifying, or sharing your work that’s feasible and will support the department’s success.

2)   Volunteer for things that help the whole company –

Once you’ve opened up a bit of time and aren’t feeling like the proverbial headless chicken, you’ll have the bandwidth to notice projects or initiatives that are being created to help move the company forward.  Raise your hand to be included, especially if it’s in an area where you have passion, expertise, or both.  For instance, let’s say you’re deeply versed in e-commerce, and there’s a cross-functional group being put together to figure out how to create a better mobile presence for your products.  Offer to help.

3)   Look the part –

This may seem superficial, but it is fairly important, for better or for worse. Every company has dress and grooming codes (usually implicit vs. explicit) and what’s expected changes as you move up the ladder.  For instance, it might be OK for an assistant (male or female) to wear canvas flats, an Old Navy sweater, and hair pulled back into a pony tail; that’s probably not how a senior vice president shows up.  Notice how people one or two levels above you in the organization (especially people who you view as having a lot of potential for further success) are dressing and grooming themselves, and evolve your style as needed.  Don’t try to be somebody you’re not – just up your dress and grooming game in a way that feels like you, but more senior.

4)   Make a business case for your promotion –

If you were trying to convince your boss to invest in a new piece of technology, you’d talk about how having it would improve the company’s service, or increase people’s productivity; you’d present the business case for making that investment.  In the same way, when you’re requesting a promotion or expansion of your responsibilities, you’re asking your boss and the company to invest in you, and you need to be able to make a compelling case as to why it’s a good idea for them to do that.  Too often, employees’ promotion requests are completely self-referential (“I’ve worked hard,” “I’ve been in this job for three years,” “Everyone who started with me has already been promoted”).  Instead, focus on how your promotion will help the company, your boss and the team, and be prepared to explain that to your boss in a simple, logical way.

5)   Do your current job astonishingly well –

If you do nothing else, do this. Many, many times over the years managers have told me about employees who are doing only a B or C job in their current position, and yet who come in to request promotions or more responsibility.  When the boss says (legitimately), that he or she first needs to see that the person can do their current job well, too often, the employee responds with some version of, “But my current job isn’t challenging enough/doesn’t showcase my strengths/ doesn’t give me a seat at the table.” I have never known a manager to whom this makes sense.  Trust me, he or she is sitting there thinking, Why on earth should I trust that you would be great at a bigger job when you aren’t great at this one? Doing an A+ job in the position you have now – not occasionally, but day in and day out – is the single best way of convincing your boss to take a chance on giving you a bigger job.

If you’ve been angling for a promotion and haven’t gotten one, and you’ve read through the suggestions above and thought, yeah, yeah – I know all this…. I’d suggest you stop for a minute and step back from yourself.  Have you really been doing these things, or do you just agree with them in theory?  You might want to ask someone you trust, who sees you clearly and will be honest with you.  When it comes to something as important as our career and how we’re trying to advance it, we can all be a little myopic at times.  On further reflection and with some outside input, you may realize you need to focus less on why a promotion would be good for you, and more on demonstrating why giving you a bigger job is a great investment for your company to make.