Objective - As the global community accelerates its transition to sustainable energy systems to mitigate climate change, Nigeria faces the dual challenge of sustaining economic growth while reducing its dependence on oil. This study examines the role of natural gas as a transitional energy source in Nigeria's journey toward sustainable development, with an emphasis on strategic management, governance, and long-term policy alignment.

Methodology - Employing a mixed-methods approach that integrates literature review, secondary data analysis, and semi-structured interviews with policymakers and industry experts, the research assesses the opportunities and constraints associated with natural gas utilization. Quantitative data from the International Energy Agency and the Nigerian National Petroleum Company Limited indicate that, despite substantial gas reserves, domestic utilization remains below 30% of production, owing to infrastructure, regulatory, and market constraints. Comparative analysis of countries such as Qatar, Egypt, and Algeria highlights how coherent governance structures and investment frameworks can enhance gas-sector performance.

Findings - The study adopts the Triple Bottom Line (TBL), Energy Ladder Theory (ELT), and Sustainable Development Goals (SDGs) as guiding frameworks, linking management strategies to measurable outcomes, including emission reduction, job creation, and GDP contribution. Findings underscore the need for short-, medium-, and long-term strategies, stronger multi-stakeholder coordination, and proactive risk management to avoid overreliance on gas amid global decarbonization.

Novelty - The paper concludes that with effective governance, policy coherence, and investment in innovation, natural gas can serve as a bridge fuel in driving Nigeria's transition toward an inclusive, low-carbon, and resilient energy future.

Type of Paper - Empirical

Keywords: Natural gas, Sustainable Development, Energy transition, Management, Nigeria

JEL Classification: P51, Q48, O13, Q43, Q56

URI: https://gatrenterprise.com/GATRJournals/JBER/vol11.1_4.html

DOI: https://doi.org/10.35609/jber.2026.11.1(4)

Pages 80–95