Dr. Patrick Kwaku Ofori, the Chief Executive Officer of the Ghana Chamber of Bulk Oil Distributors (CBOD), has called on the government to initiate a bold privatization strategy for the Tema Oil Refinery (TOR) to rescue the state asset from its current state of redundancy.
This appeal marks a significant shift in the discourse surrounding Ghana’s downstream petroleum sector, as Dr. Ofori advocates for a transition from state-led management to a private-sector-driven model.
The proposal suggests that the government should relinquish its majority stake, retaining only a minority interest to ensure fiscal returns and national energy security while allowing private capital and expertise to revitalize the facility’s operations.
“I’d rather prefer government having a 10% in TOR that gives them constant dividend or that give them that energy security as a country. We must ensure the assets are being really put to good use to make the refinery vibrant again. This bold decision is necessary after the current situation we find ourselves in.”
Dr. Patrick Kwaku Ofori said. The rationale behind this strategic recommendation stems from the persistent operational inefficiencies and financial burdens that have plagued the refinery for decades, rendering it unable to meet the nation’s demand for refined petroleum products.
By reducing the state’s involvement to a 10% equity stake, the government could secure a consistent stream of dividends without the administrative and financial liabilities associated with direct management.
Dr. Ofori’s vision centers on transforming TOR into a “vibrant” entity where assets are “really put to good use,” moving away from the “current situation” of underutilization that has characterized the refinery’s recent history.
This move is seen as essential for stabilizing the energy sector and ensuring that Ghana can leverage its strategic position within the West African sub-region.
Regional Performance and the Case for Private Capital
The push for privatization is grounded in a sobering analysis of the state-owned refinery model across the African continent.
Observations of the sub-regional landscape reveal a troubling trend: “there is not a single state-owned refinery that is actually making a gain,” a reality that underscores the inherent challenges of political interference and lack of reinvestment in state-led industrial projects.
While state-run facilities struggle with debt and technical obsolescence, private and public-private initiatives are increasingly attracting the massive capital injections required for modernization.
A prime example of this shift is the recent success of private-led refinery expansions elsewhere in Africa, where entities have “secured about 650 million dollars” to enhance capacity and efficiency.
Dr. Ofori posits that if TOR were privatized, it would be better positioned to attract similar international financing and technical partnerships.
This would allow the refinery to upgrade its Residue Fluid Catalytic Cracker (RFCC) and other critical units, finally enabling it to process Ghana’s own sweet crude rather than relying on imported feedstock. The “bold decision” to privatize is therefore not just a fiscal exit strategy, but a technical necessity to align Ghana with global energy trends.
Energy Security and Economic Revitalization
Advocates for the privatization of TOR argue that national energy security is better served by a functional, privately-run refinery than a dysfunctional state-owned one.
Under the current framework, the refinery’s inactivity forces the country to rely heavily on the importation of finished petroleum products, which exerts immense pressure on the Cedi and increases the cost of living for Ghanaians. By privatizing the facility, the government can foster a competitive environment where the refinery operates at full capacity, providing a “vibrant” hub for the downstream sector and reducing the “comfort” that inefficiency currently provides to those benefiting from the status quo.
Furthermore, a privatized TOR would serve as a cornerstone for the green transition by integrating more efficient technologies and potentially diversifying into cleaner energy processing. The infusion of private management is expected to bring a culture of accountability and profit-orientation that has been missing.
As Dr. Ofori assumes his role at the helm of the CBOD, his stance highlights a growing consensus among energy experts: the path to energy independence and fiscal stability requires the state to step back and allow the “assets to be put to good use” through private sector innovation and discipline.
Strategic Governance in the Extractive Sector
The transition of TOR into private hands which the Managing Director objects, would also streamline the regulatory environment, allowing the government to focus on its role as a regulator rather than a competitor.
This aligns with broader mineral policy and fiscal reforms aimed at increasing local content and indigenous participation in the extractive industry.
A successful privatization would demonstrate Ghana’s commitment to creating a “vibrant” investment climate, signaling to the global market that the country is ready to reform its legacy institutions to meet 21st-century energy demands.
The urgency of this reform is heightened by the ongoing volatility in global oil markets. A functional refinery would act as a buffer against external shocks, ensuring a steady supply of fuel for the domestic market and supporting the “24-Hour Economy” initiatives by providing reliable energy inputs for industry.
By moving toward a minority stake, the government can still influence policy and monitor “energy security as a country” while leaving the day-to-day complexities of refining to those with the proven capacity to turn a profit.
Ultimately, the privatization of TOR is presented not as a loss of national pride, but as a strategic gain for the Ghanaian taxpayer and the broader economy.
Leave a Reply