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“The Kitui–Wote Transmission Line is a strategic investment in Kitui and neighbouring counties, strengthening reliable power supply to drive industrialisation, enterprise growth, job creation, and essential services,” he said.
The project also provides an alternative supply route for Mwingi and Garissa through Sultan Hamud, Wote and Kitui. KETRACO said Garissa had continued to receive electricity through the route during recent maintenance work at Kindaruma.
Energy and Petroleum Cabinet Secretary Opiyo Wandayi said the line would improve electricity reliability for businesses and support economic activity across the eastern region.
“The people of Kitui are already benefiting from improved power supply, which supports businesses to operate longer hours and strengthens the activities of Jua Kali artisans, mechanics, and traders,” Wandayi said.
He added that reliable electricity would support agricultural processing, including the production and marketing of honey from Mwingi and other parts of Kitui County.
KETRACO Managing Director Tom Imbo said the project had increased transmission capacity and operational flexibility, while creating room to meet future demand and support new connections in Kitui and Makueni.
“The interconnected configuration allows sections of the transmission network to be taken out of service for planned maintenance while electricity continues to flow through an alternative route,” he said.
China CAMC Engineering carried out the work under the supervision of KETRACO engineers. The company was contracted in 2019 to complete the transmission improvement project. Ghana’s National Petroleum Authority (NPA) says about 93% of the more than 4,000 bulk road vehicles used to transport petroleum products have now been licensed, following concerns raised in the 2025 Auditor-General’s Report.
NPA Chief Executive Godwin Edudzi Tameklo disclosed this when he appeared before Parliament’s Public Accounts Committee (PAC) to respond to issues raised in the report about the authority’s operations.
The report questioned why the regulator had licensed only 2,514 trucks out of more than 4,000 bulk road vehicles (BRVs), commonly known as fuel tankers, while allowing the others to distribute petroleum products.
Tameklo said licensing enabled the authority to monitor and track the vehicles on the road. However, he said strict enforcement had to be balanced against the need to prevent fuel shortages.
Ghana has nearly 5,000 petroleum retail outlets but just over 4,000 BRVs, he told the committee.
“What we’ve done prior to this audit is to ensure a balancing act – whilst ensuring regulation, how do we also ensure that petroleum products ultimately get to people?” he said.
Tameklo said enforcing compliance was easier in Accra than elsewhere, but the authority could still track the movement of petroleum products through freight cost claims.
Following the concerns raised in the audit report, the NPA took steps to license the remaining trucks, bringing the proportion licensed to 93%, he said.
He added that the remaining 7% had been taken off the road and their owners had been asked to take steps to obtain licences.
A representative of the Auditor-General told the committee that the NPA had reported the 93% figure, but the auditors had yet to verify it.
PAC Chairperson Abena Osei-Asare welcomed the reported progress, saying the audit should lead to corrective action.
“The audit must lead to action,” she said.
The Chief Executive of Ghana’s National Petroleum Authority (NPA), Godwin Kudzo Tameklo, has called for greater alignment of petroleum regulations across Africa to attract investment and improve market efficiency.
Tameklo made the call during a panel discussion on regulatory convergence in African oil and gas markets at the 20th OTL Africa Downstream Energy Week in Lagos, Nigeria.
He said closer alignment of standards, licensing requirements and compliance procedures across national jurisdictions would make it easier to do business and strengthen investor confidence.
Tameklo also called for investment in refining infrastructure, technology, storage and skills to increase value addition in Africa’s petroleum industry.
He said stronger domestic refining capacity and technology transfer were essential to reducing dependence on imported petroleum products, improving energy security and creating jobs.
The NPA chief executive urged regulators, governments and industry stakeholders to work more closely to support cross-border energy projects, share knowledge and establish common standards that would advance regional integration.
He said capable institutions and a skilled workforce were vital to the long-term competitiveness and resilience of Africa’s energy sector.
Tameklo described regulatory convergence as a strategic tool for unlocking investment, encouraging innovation and developing a more integrated African energy market.
Tema Oil Refinery (TOR) Managing Director Edmond Kombat has said he believes the International Monetary Fund could reconsider its policy recommendations on state-owned enterprises in developing countries following a visit to the refinery by the fund’s Ghana team last week.
Speaking on Monday during a media briefing as part of the Government Accountability Series, Kombat said the institution generally favoured private enterprise over state ownership of businesses.
He argued that the refinery’s recovery demonstrated that state-owned companies could operate successfully.
“It looks like they’re changing their literature because most of those prescriptions that they give actually haven’t helped developing countries and we are beginning to show that state institutions can work and work very well. And we were happy to receive them and show them that under His Excellency President John Dramani Mahama, state entities are working and are working not as loss-making entities,” Kombat said.

He said management remained cautious despite the refinery’s progress.
TOR reported a profit after tax of GH¢1.24 billion for 2025, on a profit before tax of GH¢1.4 billion, Kombat said.
The refinery currently processes 28,000 barrels per stream day. Maintenance work is underway to bring another unit into operation and restore its original processing capacity of 45,000 barrels per stream day, with a medium-term target of 100,000 barrels per stream day.
The refinery had been idle for more than six years and carried substantial debts. Its recent progress has attracted visits from stakeholders, including academic institutions, seeking to assess its recovery.
During the IMF delegation’s visit, led by the fund’s resident representative in Ghana, Adrian Alter Kombat outlined improvements in financial reporting and controls, workforce reforms and efforts to secure a steady crude supply.
He also detailed the operational and financial challenges inherited by management and measures introduced since May 2025 to restore stability.
Kombat said management had relied on internally generated funds to sustain operations, prioritising financial discipline, operational improvements and the rehabilitation of critical facilities.
TOR inherited debts of about $517 million, including about $120 million owed to the government, he said.
“Out of the US$517 million debt we inherited, we owe about US$120 million to government. We are trying to restructure our debt with government,” he said.
Discussions with the government were focused on restructuring the debt and reconciling historical financial obligations between the refinery and the state, he added.
Kombat said management hoped to maintain profitability this year and beyond, citing improved macroeconomic stability and reforms at the refinery.
As part of its long-term strategy, management is considering listing TOR on the Ghana Stock Exchange to attract investment and raise capital for operations and expansion.
He said a listing would allow Ghanaian institutions and other investors to acquire shares in the company and support its recovery.
On operations, Kombat said TOR had processed about five million barrels of crude, including about two million barrels from Ghanaian fields, with the balance sourced externally.
The refinery’s first domestic crude supply came from the Jubilee field through a transaction with Vitol that had been fully paid for, he said.
He also acknowledged the Ghana National Petroleum Corporation (GNPC) for supplying its share of Ghana’s crude allocation to the refinery.
Kombat said Ghana produced about 38 million barrels of crude annually, of which about 11 million barrels represented the government’s share. He expressed hope that GNPC would make its full allocation available to TOR for refining next year to improve feedstock availability and sustain operations.
Domestic refining could improve petroleum product availability, support price stability and reduce Ghana’s exposure to external supply disruptions, particularly during geopolitical tensions such as the conflict in the Middle East, he said.
He also acknowledged government measures aimed at cushioning consumers against changes in petroleum prices.
Members of the IMF delegation expressed appreciation for the progress made and the opportunity to better understand the refinery’s operations.
The Nigerian Upstream Petroleum Regulatory Commission (NUPRC) has given 22 firms awarded Petroleum Prospecting Licences (PPLs) 18 months to achieve first oil, warning that it will begin recovering idle blocks on October 30, 2026.
The commission’s chief executive, Oritsemeyiwa Eyesan, said the move was in line with the “drill or drop” provisions of the Petroleum Industry Act 2021.
Eyesan was speaking in Lagos at the inaugural onboarding workshop for successful bidders in the 2022/2023 Mini Bid Round and the 2024 Licensing Round.
The workshop was held under the theme: “From Award to Production: Delivering Nigeria’s Upstream Petroleum Potential Under the Petroleum Industry Act 2021.”
Eyesan said all 22 awardees had paid their signature bonuses. The commission expects their assets to contribute about 250,000 barrels per day to Nigeria’s oil production within five years, she added.
She said the workshop followed a review of previous bid rounds, which found that many licence holders struggled to move from award to production despite meeting their financial obligations, slowing growth in output and reserves.
Eyesan described the 2020 bid round as the most challenging in the commission’s history, citing partnerships formed to secure blocks that subsequently broke down, leaving the assets without stable ownership and operating structures.
Similar problems arose during earlier marginal field rounds and asset divestments between 2010 and 2012, when some companies acquired assets without the technical expertise and business capacity needed to operate them, she said.
Some operators increased production from previously non-producing assets to more than 60,000 barrels per day, Eyesan said. Others saw combined output from mature fields fall to between 20,000 and 30,000 barrels per day from between 60,000 and 80,000 barrels per day under their previous owners.
She said some companies relied on Excel spreadsheets for their oil and gas accounting, which she cited as evidence of weak operating structures.
Some awardees assembled technical teams for the bidding process but disbanded them after securing licences, she added. They then left assets idle while seeking technical partners and financing, before returning about two and a half years later to request extensions.
Eyesan said the commission had issued a circular stating that, from October 30, it would recover blocks where licence holders had failed to undertake activities within the stipulated periods of three years for onshore assets and five years for offshore assets.
Extensions would not be automatic, she said, adding that difficulties securing partners or funding would no longer be accepted as grounds for an extension.
“It’s going to be Drill or Drop. This is standard practice all over the world,” she said.
Emeka Nkemakolam, assistant general manager and head of energy and power at Fidelity Bank, said investors needed a clear funding strategy and evidence of compliance with licence conditions, including obligations relating to rents, signature bonuses and performance bonds.
Such compliance demonstrated that a company was a credible prospective borrower, he said.
Panellists also identified governance and documentation as key requirements for securing finance. They said joint venture documents, shareholder agreements and internal governance arrangements should be finalised within six months and structured to meet lenders’ requirements.