OHL Property Development Limited is a wholly owned operating subsidiary of GLWD Investment Company Limited, established to lead the Phase 2 development and management of the OHL Trans-Nigeria Urbanization Project.
As one of the two implementation companies for the OHL Trans-Nigeria Urbanization Project, OHL Property Development Limited will manage the entire real estate development value chain, from design to construction and property management.
The company will develop residential housing units and commercial properties within OHL Industrial City, providing affordable housing solutions and commercial spaces for the MDG Project Nigeria ecosystem.
Key Statistics
36K
Annual Housing Units
36,000 residential units per year
360
Housing Lots
100 units per lot
670K
Annual commercial & retail development
900
Hectares
For residential development
50%
Cost Reduction
through backward integration
Residential Property Operations
OHL Property Development Limited will develop 36,000 residential housing units per annum across 360 housing lots, with 100 units per lot, covering a total residential floor space of 2,679,750 sqm. The housing mix includes one-, two- and three-bedroom apartments, as well as four-/five-bedroom bungalows and duplexes.
Housing Mix Breakdown
All units are segmented into Core (60%), Plus (30%), and Prime (10%) categories based on size and internal finishes, ensuring affordability across different income levels while maintaining consistent quality standards and estate infrastructure.
Housing Product Segmentation
All housing units are segmented into three categories based on size, features and pricing, ensuring affordability across different income levels while maintaining quality standards.
Core Housing Units — 60% (21,600 units)
Cost-efficient homes tailored for low-income earners (civil servants, part-time workers). Standard finishes, basic built-in wardrobes, functional layouts. Size Range: 45–150 sqm. Target: Entry-level homeowners, essential workers.
Plus Housing Units — 30% (10,800 units)
Mid-range homes designed for middle-income earners (full-time employees, young professionals). Enhanced finishes, upgraded lighting, store rooms, separate guest WC. Size Range: 50–188 sqm. Target: Middle-income professionals, growing families.
OHL Property Development Limited will develop 670,000 sqm of commercial and retail space annually across 291 lots within OHL Industrial City. For every 1 m² of residential floor area, the master plan will provide approximately 0.25–0.30 m² of commercial and retail floor area, creating vibrant mixed-use urban centres.
Residential District — 234,500 sqm (35%): Neighbourhood retail, services, and local businesses
Industrial District — 67,000 sqm (10%): Logistics support, warehousing, and industrial services
Business Bay District — 268,000 sqm (40%): Grade A offices, corporate headquarters, and professional services
Energy & Power District — 33,500 sqm (5%): Technical services and energy sector support facilities
Academic District — 33,500 sqm (5%): Educational support services, bookstores, and student facilities
Sports Village — 33,500 sqm (5%): Sports retail, fitness centres, and recreation services
Commercial spaces are segmented into Core (402,000 sqm / 60%), Plus (201,000 sqm / 30%), and Prime (67,000 sqm / 10%) categories with varying specifications, ensuring a diverse tenant mix and income streams.
Backward Integration Plan
OHL Property Development Limited implements a comprehensive Backward Integration Plan to secure supply and pricing of key building materials. Through dedicated plants for steel, cement, aggregates, tiles, paint, roofing, sanitary ware, furniture and PVC/aluminium/glass systems, the company sources most core materials internally.
Integrated Operations
OHL Property Development Limited will operate an integrated production and supply chain model, linking building materials plants directly to housing, commercial and infrastructure projects.
Affordability — 50% Cost Reduction
This plan reduces construction costs by 50% compared to market prices by combining large, predictable volumes with internal transfer pricing significantly below retail benchmarks. The strategic internal transfer pricing supports both financial viability and affordability objectives, keeping monthly housing payments within 20–25% of household income.