Capacity for change

Twelve years ago, I reported for duty as a freshly minted factory inspector in south-western Nigeria, full of idealism and armed with an ID card and a photocopy of the Factories Act CAP F1 Laws of the Federation of Nigeria, 2004.

My very first assignment? Investigate a gruesome death at a fast-moving consumer goods (FMCG) processing plant.

It was my first week on the job and I felt like I had been thrown in at the deep end without swimming lessons. Thankfully, my unit head became both lifeguard and guide, walking me through the process of incident investigation and root-cause analysis.

That baptism by fire was my first real encounter with true mentorship in action. It didn’t take long for me to realise that, beyond rules and checklists, I needed real capacity, especially in proactive approaches to workplace safety, if I was going to add value and help transform the safety culture in the State office.

This conviction led me to my first IRCA-certified Lead Auditor course at the Novelle Center in Lagos, Nigeria. I had just completed a short course on Basic HSE (Levels 1, 2 and 3) at the Institute of Safety Professionals of Nigeria,and was hungry for more. This despite completing the training with the enthusiasm of someone discovering a whole new world (and perhaps with more highlighters on my textbooks than necessary).

It was during the OHSAS 18001 Lead Auditor course that I first heard about the IRCA register. One fateful day, I looked it up online and something shifted. There it was: a list of professionals making global impact. I remember thinking, ‘one day, my name will be here’.

Then I spotted a name and address that looked familiar – someone local. Why not reach out? It wouldn’t hurt. I took a deep breath, made the call, and had no idea that this small act would alter the entire course of my professional journey forever.

The journey, the joys – and the paperwork

If you have ever tried to explain Plan, Do, Check, Act (PDCA) cycle to someone convinced they already ‘do quality’ or ‘have a management system’, you will understand why this journey hasn’t always been a walk in the park. In Nigeria, the concept of quality is still often reduced to a final checkpoint at the end of a production line: a ‘Passed QA’ label, a ticked checklist, a product shipped. The process? Frequently overlooked. Customer satisfaction? Rarely measured. Safety compliance? Sometimes seen more as a favour than a fundamental requirement.

This gap between global best practices and local perceptions only strengthened my resolve. I didn’t just want to inspect – I wanted to influence. To show organisations that management systems are not about ticking boxes, they are about transforming workplace culture and embedding continual improvement into the DNA of the organisation.

It helped that I had an incredible mentor: Peter Obiazu, a meticulous, no-nonsense Principal Auditor at SGS Nigeria and a walking encyclopaedia of ISO standards, whose work ethic would rub off on me over time.

I started out as a trainee auditor, shadowing lead auditors, reviewing audit evidence and joining site tours that challenged the limits of my step counter (my calves would thank me later). But the real work began after the walkabouts.

I quickly learned that the audit doesn’t end at the exit meeting. There is the report, sometimes up to 50 pages long, especially when auditing integrated management systems. Capturing detailed findings, tracing objective evidence, and cross-referencing against multiple clauses demands precision and endurance. Discipline, I realised, wasn’t just for deadlines: it was essential for maintaining data integrity, prompt documentation, and upholding the credibility of the process.

"I have felt the weight of delivering tough findings, but also the satisfaction of watching organisations rise to the challenge and improve. Those moments remind me that auditing, at its best, is not just about compliance; it is about change."

Adaora Ogbu, Lead Auditor and freelance HSE consultant, SGS Nigeria

Then there is the human side, the highs and lows. I have seen auditees shed silent tears over a major nonconformity and beam with pride when they receive a clean report. I have felt the weight of delivering tough findings, but also the satisfaction of watching organisations rise to the challenge and improve. Those moments remind me that auditing, at its best, is not just about compliance; it is about change – and that makes every step, every page, and every difficult conversation worth it.

Motivation, mentors and the magical register

Thanks to great mentorship, I began to see auditing not just as a career path, but as a calling. As my passion for systems deepened, so did my curiosity about the ‘IRCA’ listed on my mentor’s email signature. That vision kept me going through long hours of audits, countless clause references and the occasional ‘we have always done it this way’ from reluctant organisations. My decision to join IRCA wasn’t just about validation, it was about alignment. Aligning myself with a global network, with shared values, with excellence. I wanted to be more than just good at what I did, I wanted to benchmark myself against the best.

The application: a test of patience

Now, I won’t pretend the process was seamless. I first created my IRCA profile years ago and then promptly ignored the polite reminder emails that followed. Life got in the way. Work got intense and, to be honest, I wasn’t quite ready. But in 2024, I tried again, this time with the tenacity of someone determined not to refresh the application portal for the 40th time.

Then came the audit logs, a task that almost finished me off. Recalling dates, scopes, standards and client details for each audit felt like assembling a jigsaw puzzle, with pieces scattered across old emails, archived files and fading memory. And don’t get me started on compiling evidence of training and competence; I practically needed an audit of my own documentation system.

To their credit, the IRCA team was far more supportive this time around. They pointed out gaps in my application, guided me through documentation challenges and patiently walked me through the payment process, even when my browser seemed to be collaborating with my bank to test my faith.

What it means, personally and professionally

Becoming an IRCA-registered Lead Auditor has been more than just a line on my CV. It has been a milestone that represents years of growth, intentional learning and purposeful practice. It has opened doors to new opportunities, strengthened my credibility and reaffirmed that I am part of a global community committed to raising standards, one audit at a time.

But beyond the recognition, this achievement is a reminder that where you start doesn’t define where you can go. From an overwhelmed factory inspector with no training to a systems-focused, globally certified professional – it has been quite the ride.

Next stop: Principal Auditor status and an upgrade to include ISO 9001:2015 in my auditor credentials. I am enrolling in the course this coming quarter and, if my notebook margins are anything to go by, it is going to be another deep dive into the world of clauses, contexts and corrective actions.

For those on the path

To every QHSE professional reading this: your dreams are valid. If you are eyeing that IRCA badge, go for it. Stay curious. Stay teachable. Audit yourself as often as you audit others. And remember, learning doesn’t end with a certificate. In fact, that is where the real work begins.

And to the fresh-eyed professionals entering the field, I say this: when in doubt, check the standard and then trust your gut. But mostly, check the standard.