Dr. (Mrs.) Joy Zeluwa Sotunde is a seasoned petroleum industry professional with over 20 years of experience spanning petroleum data analysis, economics, technical operations, and downstream infrastructure management.

She currently serves as Manager and Team Lead, Distribution Systems, Storage and Retail Infrastructure (DSSRI) at the Nigerian Midstream and Downstream Petroleum Regulatory Authority (NMDPRA), where she plays a critical role in regulating and strengthening Nigeria’s downstream petroleum value chain, with particular focus on infrastructure efficiency, operational compliance, and sector sustainability.

Dr. Sotunde began her career as a Petroleum Data Analyst and has progressed through diverse technical and economic roles to become a Petroleum 
 

1) What does “From Entry to Elevation” really mean , and why this message now?

“From Entry to Elevation” captures the full arc of a professional journey,from the moment someone enters the sector to the point where they lead, influence, innovate, and shape the future. Entry is access. Elevation is impact.

We have improved recruitment globally, but retention is where the most leakage happens,especially in the first 1–5 years, when early-career professionals are deciding if they belong and whether this industry can be a place where they grow long-term.

This message matters now because we are entering a new era,energy transition, aging workforce, and digitization. If we don’t design intentional retention pathways today, we risk a competence and leadership vacuum tomorrow.
 

2) Why do you say retention is not a “soft” issue?

Retention is a core operational and safety issue. Pipeline work relies on institutional memory, experience transfer, consistency of decision-making, and long-term understanding of assets and risks.

High turnover weakens:

• Pipeline integrity culture
• Regulatory compliance
• Safety behavior
• Reliability and continuity
• Capability in crisis situations

People continuity is as much an integrity control as corrosion monitoring or leak detection. Retention is not HR,it is risk management and operational resilience.
 

3) What is unique about the pipeline sector that makes retention more challenging?

Pipelines operate at the intersection of engineering, field realities, regulation, and community dynamics. This makes the work both highly technical and deeply contextual.

Challenges include:

• Remote deployments
• Irregular schedules
• Legacy norms
• High-stakes responsibilities
• Complex stakeholder environments

Without structured onboarding and guided exposure, the environment can feel overwhelming,especially for young professionals. To retain talent, we must shift from “trial by fire” to deliberate capability-building systems.
 

4) When women and youth talk about wanting ‘growth,’ what do they actually mean?

Growth is often misunderstood as promotion. In reality, they mean:

• Clear roles and expectations
• Authentic technical exposure
• A fair chance at career-defining assignments
• Leaders who coach rather than intimidate
• A psychologically safe environment where questions, ideas, and curiosity are welcomed

The future belongs to organizations that make development predictable, fair, and fear-free.
 

5) What are the most decisive reasons women leave the pipeline sector?

Women rarely leave because of the technical workload. They leave because of the environmental and cultural load.

This includes:

• Subtle or overt bias
• Exclusion from informal networks
• Unresolved harassment
• Always having to prove legitimacy
• Lack of trusted reporting channels

Women thrive where fairness is consistent, safety is protected, and capability is recognized,not where silence is rewarded and behavior is excused.
 

6) What pushes youth out early in their careers?

Youth disengage when their early years feel like stagnation instead of preparation for mastery.

Key drivers include:

• Ambiguous roles
• Repetitive low-value tasks
• Training not followed by real delegation
• “Always-on” culture without structure
• No visibility into future career pathways

Retention rises sharply when young professionals understand how their daily work connects to pipeline integrity, safety, and long-term competence.
 

7) What does an effective retention pathway look like in your framework?

I define retention as a six-stage pathway:

1. Attraction , realistic understanding of the role and its value
2. Onboarding , structured integration, both technical and cultural
3. Capability building , exposure to integrity, operations, HSE, community interface
4. Integration , credible responsibilities and role identity
5. Acceleration , stretch assignments, sponsorship, and visibility
6. Elevation , readiness for leadership and influence

Each stage requires clear outcomes and monitoring,just like pipeline integrity management.
 

8) What retention levers work best in real pipeline environments?

Five levers consistently create stronger retention:

1. Safe, inclusive field deployment
2. Transparent, competency-based progression
3. Mentorship plus sponsorship (not one or the other)
4. Learning tied to real operational work
5. Flexible, realistic rotations and continuity through life transitions

These levers make retention a designed process, not a matter of luck or personality.
 

9) Why do you emphasize supervisors so strongly?

Because supervisors are not just middle managers,they are the daily culture architects.

They decide:

• Who gets exposure
• How respect is enforced
• Whether learning is protected
• How feedback is delivered
• What behaviors are tolerated

Supervisors are retention multipliers. Future-ready companies measure leadership by retention, psychological safety, and capability growth, not just by output.
 

10) What does success look like after one year if companies apply your approach?

Success becomes visible quickly:

• Reduced early-career attrition
• Increased participation of women and youth in technical and operational tracks
• Faster time-to-first meaningful responsibility
• Stronger psychological safety indicators
• More talent rising into leadership pathways
• Greater operational continuity and innovation

When organizations retain talent long enough for competence and confidence to grow, they strengthen not only their workforce,but the future of the entire energy ecosystem.
 

11) Why is it important to present these topics at the Global Women in Pipeline Forum during ptc in Berlin?

Because the Global Women in Pipeline Forum brings these conversations from the sidelines into the core of the global pipeline agenda. Positioned inside the Pipeline Technology Conference in Berlin, it ensures that talent development, inclusion, and retention are discussed alongside engineering, integrity, digitalization, and safety.

This forum unites regulators, operators, innovators, and global thought leaders. When they hear the same message together, it accelerates transformation.

Most importantly: Retention is not a “women’s issue.”
It is an industry competitiveness issue.

By discussing these topics in an international, technical environment, we elevate women’s experiences, highlight youth perspectives, and help shape a global, future-ready pipeline culture.