For young graduates eager to make their mark in the energy sector, the Sahara Group Graduate Management Trainee Program presents a unique opportunity to transform into global business leaders. In this interview, Emilomo Arorote, the Group Head of HR at Sahara Group, shares insights about the distinctive aspects of the Sahara GMT Program alongside various HR topics. Precious Ugwuzor captures some of her key thoughts.
Can you describe your first 100 days as the Head of Human Resources at Sahara Group?
Absolutely! I would sum it up in two words: insightful and exhilarating. Having been with Sahara for almost 16 years, I viewed my new role as a chance to strengthen the culture and attributes that have made my journey here rewarding. My goal is to ensure that Sahara becomes truly transgenerational. Collaborating with my team, we quickly initiated several employee engagement and feedback sessions to cover all bases, especially considering the dynamic nature of our environment where innovation and adaptability are essential every day across Africa, Asia, Europe, and the Middle East.
We refer to ourselves as “Saharians,” a term that embodies our shared commitment to the Sahara vision and fosters a strong camaraderie within our teams—working together, winning together. Our mantra is, “the job is not done until the job is done.” The last 100 days have allowed me to view our team in a new light, reinforcing how fortunate I am to lead such a wonderfully diverse and talented group of professionals worldwide. The experience of guiding Saharians in reimagining our HR function has been a highlight of my first 100 days, and I’m energized by the opportunities ahead as we seek to enhance our people’s capabilities and agility.
What challenges and opportunities do you see in talent management today?
The global job market is continuously evolving, which has redefined the competitive landscape for talent acquisition. The rise of remote work has led to new talent migrations and necessitated innovative development and optimization strategies. Organizations must now be intentional about attracting and retaining top talent while implementing robust diversity, equity, and inclusion initiatives that empower all employees to grow and express their unique abilities. Additionally, we must consider generational differences in the workplace, as diverse age groups work side by side, requiring us to tailor our engagement strategies and experiences accordingly.
In the energy sector, there’s a notable gap in knowledge transfer from experienced employees to newer hires, particularly in the upstream sector. This gap is an opportunity for developing middle managers, ensuring sustainable leadership pipelines, and promoting knowledge transfer from seasoned professionals.
With a potential talent shortage due to emigration and changing preferences among generations (like Gen Z’s inclination for less structured work), it’s crucial for organizations to rethink their talent acquisition strategies, creating focused talent pools and fostering relationships with educational institutions to harness available talent for business continuity.
What qualities does Sahara Group seek in its talent acquisition process?
At Sahara, we pride ourselves on being inimitable, always on the lookout for agile, brilliant, hungry, adaptable, vibrant, and innovative individuals willing to make a difference. We seek uniquely gifted people eager to tackle global challenges and achieve the seemingly impossible. Our flagship Graduate Management Trainee Program has successfully transformed young graduates into exceptional leaders who have taken on significant roles across Africa, Asia, Europe, and the Middle East.
Whether you join Sahara through the prestigious GMT Program or as an experienced professional, we offer a uniquely fulfilling career path. With diverse operations in the upstream, midstream, downstream, power, infrastructure, and tech sectors, new opportunities continually arise. We actively promote these roles on our social media channels. Sahara Group is an equal opportunity employer, committed to empowering individuals to express their talents fully with our organizational support. Ultimately, the sustainability of our workforce is a critical priority for us.
Can you elaborate on the application process for the 2025 Sahara GMT Program?
Certainly! The Sahara Group Graduate Management Trainee Program is designed to identify and develop future leaders who will drive our business growth. The program covers the entire energy value chain, providing young professionals with invaluable experience.
We are now accepting applications for the 2025 cohort from candidates with excellent first degrees, and a higher degree is a plus. Detailed information about the application process can be found on www.saharagmt.com and our social media channels, with applications closing on November 1, 2025. After a thorough shortlisting and training process, successful candidates will join the 2025 Sahara GMT Set, kick-starting their journey to become competitive global leaders as Saharians making a difference.
Can you share some success stories from the GMT program that illustrate its impact on leadership development within Sahara?
Over the last two decades, we have received tens of thousands of applications from motivated candidates eager to start their careers through the Sahara GMT Program. Selecting candidates is often a challenge due to the quality of applications—we consistently attract the best! The program includes top-tier learning, development, and stretch opportunities throughout the organization.
Since its inception, we have welcomed over 196 GMTs who have played a crucial role in Sahara’s growth. This program not only molds participants into global leaders but also prepares them to hold key leadership roles within the organization. Many have excelled, such as Ejiro Gray from the 2007 cohort, who is now the Director of Governance and Sustainability, and Nomnso Dike, also from 2007, who serves as CEO of Asharami Synergy. Ultimately, the Sahara GMT program cultivates a pipeline of leaders who embrace the Sahara ethos and foster the culture that drives our remarkable brand.
Given the company’s scale, how do you handle employee engagement, talent attraction, and retention?
Understanding the diverse workforce across our global operations and maintaining continuous feedback loops are essential strategies. This allows our HR team to create tailored strategies and initiatives that address the distinct needs of our talent across different sectors and countries. These insights influence our talent acquisition strategies, engagement initiatives, and unique benefits designed to retain our skilled workforce.
How does your personal experience with Sahara reflect the brand’s values?
Resilience stands out as a core attribute of our brand, and it resonates deeply with my personal journey at Sahara. To consistently thrive and add value, one must be persistent despite the challenges. Every threat presents an opportunity that only the bold can seize. Daily, I embrace resilience, ready to confront challenges, disrupt norms, and pave new paths to success.
How is Sahara Group enhancing its commitment to diversity, equity, and inclusion (DEI) to strengthen its employer brand?
As a forward-thinking organization, Sahara fully embraces DEI principles, recognizing the vast advantages they provide as a multinational company. Our Employee Value Proposition is rooted in the endless possibilities Sahara offers its employees. This commitment makes us an employer of choice, as our policies and practices nurture professional growth, encourage volunteerism for social impact, and foster collaboration aimed at making a meaningful difference.
What should HR professionals focus on as workplaces evolve with the rise of artificial intelligence?
It’s crucial for HR professionals to proactively identify opportunities for upskilling, reskilling, and cross-skilling employees, ensuring they can fully utilize the advantages of AI. As Johnny C. Taylor, Jr., SHRM-SCP, puts it, “It’s not AI that will take your job, but a fellow worker who learns how to best use it.” It’s our responsibility as leaders to prepare our teams to thrive amidst this technological shift.
How does Sahara implement its employee volunteering policy?
Volunteering is ingrained in Sahara’s DNA; it represents the “P” in our Personal Corporate Social Responsibility (PCSR). This emphasizes the importance of involving our employees in our volunteer initiatives, and our Saharians eagerly seek opportunities to serve and make a difference. Our volunteering efforts are led by the Sahara Group Foundation and our Sustainability arm. Over the years, we’ve amassed an impressive 125,600 man-hours of employee volunteering, focusing on environmental sustainability, education, capacity building, and entrepreneurship, among other areas. The chance to volunteer is one of the top reasons people are drawn to working at Sahara—it’s the desire to create social impact and see the joy in the faces of beneficiaries that fosters a culture of volunteerism within our organization.
