Ing. Emmanuel Antwi-Darkwa, CEO of Volta River Authority (VRA)
One name stands out in Ghana's ever-evolving energy sector: Ing. Emmanuel Antwi-Darkwa. As the Chief Executive Officer of the Volta River Authority (VRA), his tenure has been marked by a transformative vision, strategic foresight, and a steadfast commitment to surmounting formidable obstacles. From leading a turnaround to spearheading innovative initiatives, Ing. Antwi-Darkwa has redefined VRA's role as a cornerstone of the energy sector.
The Return: Leading with a Vision
Ing. Emmanuel Antwi-Darkwa's journey with VRA dates back to 1985 when he joined as a National Service personnel. Over the years, he ascended through the ranks, demonstrating a keen understanding of the intricacies and challenges within the energy sector.
In 2002, he embarked on a secondment to the Ministry of Energy, serving as Director of Power until 2009. This period provided him with invaluable insight into governmental operations and policymaking processes. He developed a nuanced perspective on how the energy sector should be managed, enabling him to appreciate both the perspectives of utilities and national policymakers.
In 2012, Ing. Antwi-Darkwa strategically stepped away from VRA for academic pursuits, driven by Ghana's burgeoning oil and gas sector. He opted for an MBA in International Oil and Gas in Dundee, a decision that not only broadened his horizons but also equipped him with comprehensive expertise essential for navigating the complexities of the evolving energy landscape.
Five years later, Ing. Antwi-Darkwa returned to VRA, assuming the role of Chief Executive Officer. His return marked the beginning of a new era, dedicated to tackling longstanding challenges and chartering new paths. With a rich blend of experience from his previous tenure at VRA and his academic endeavours, he set out to reshape VRA's course and reinforce its standing as a frontrunner in the energy sector.
Dark Days: A Bleak Outlook
Ing. Antwi-Darkwa assumed leadership at a pivotal juncture when the VRA was confronted with a myriad of challenges. Recognising the need for a comprehensive approach, he formulated strategies that addressed operational efficiency, financial stability, and stakeholder collaboration.
Since the early 2000s, VRA had been ensnared in a financial quagmire, hovering perilously close to insolvency. Cumulative losses from 1997 to 2000 tallied GH¢1,430.4 billion, with a projected deficit of GH¢1,644 billion for 2001 (both figures in the old Ghanaian currency). These staggering losses stemmed from various factors including flawed tariff structures, burgeoning debts owed to power suppliers, impediments to funding critical infrastructure projects and the challenge of procuring costly crude oil for thermal plants.
The escalating reliance on thermal generation, constituting nearly 70% of power supply needs, exacerbated financial strains, particularly with the soaring expenses of procuring crude oil. Operational bottlenecks loomed large, jeopardising VRA's primary mandate of supplying sufficient electricity to fuel the nation's economic growth. Ageing infrastructure compounded by the heavy dependence on thermal generation posed formidable obstacles to the utility's operations.
Moreover, the unreliability of gas supply from Nigeria via the West Africa Gas Pipeline (WAGP) exacerbated operational woes, precipitating intermittent nationwide power outages. Internally and externally, VRA grappled with challenges in stakeholder engagement and collaboration. Regulatory hurdles and bureaucratic impediments hindered project implementation and policy reforms, exacerbating uncertainties and decision-making delays.
To fortify financial resilience and stabilise operations, VRA initiated various strategies including hedging light crude oil for price protection, accessing funds through banking facilities, issuing bonds and offering equity. Despite these efforts, liquidity shortages persisted, exacerbated by irregular payments from entities like the Electricity Company of Ghana (ECG) and the Volta Aluminium Company (VALCo).
The financial outlook remained bleak for VRA, with consecutive years of substantial losses. In 2015, VRA incurred a staggering loss of approximately 1.35 billion Ghana cedis, equivalent to US$357.7 million at the time, while 2016 witnessed another significant loss of 1.31 billion cedis, with exchange rate fluctuations exacerbating the financial turmoil.
A New King, A New Approach
Ing. Antwi-Darkwa's leadership was characterised by the implementation of strategic initiatives designed to rejuvenate VRA's operations and bolster its competitive edge. The BRAISE Strategy conceived under his guidance stood out as a comprehensive framework among these initiatives. BRAISE, representing Building Human Capital, Restoring Finances, Advancing Business Processes, Improving Operational Efficiency, Sustaining Market Leadership, and Ensuring Sustainable Development, provided a roadmap for VRA's transformation. Under Ing. Antwi-Darkwa's strategic direction and the success of initiatives like the BRAISE Strategy, VRA witnessed a significant turnaround. After nine consecutive years of losses, the organisation finally achieved profitability. In the 2020 fiscal year, VRA reported a profit of GH¢156 million, marking a substantial improvement from the previous year's loss of GH¢127 million.
Following the success of the BRAISE Strategy, VRA launched 'The Sustainability Plan,' aimed at fortifying its financial position while expanding its market reach. This tactical approach yielded positive outcomes with consecutive years of profit growth. According to reports by the Auditor General, VRA recorded profits of ¢110.893 million in 2022 and ¢112.758 million in 2021, further solidifying its reputation and strategic leadership under Ing. Antwi-Darkwa's guidance.
Defining Ghana’s Energy Future
Ing. Antwi-Darkwa has not only catalysed transformative change within the Authority but is also leading a paradigm shift towards diversifying Ghana's energy mix, diminishing its carbon footprint and advancing sustainable development objectives.
The Kaleo Solar Project launched in 2019, demonstrates VRA's commitment to renewable energy expansion. Situated in Kaleo, within the Nadowli-Kaleo District in the Upper West Region, the Kaleo Solar Power Station together with the Lawra Solar Power Station, is designed to supply stable renewable power to the city of Wa and its surrounding areas. In 2022, the first phase of the project, boasting an installed capacity of 13MW was completed, powering over 3,000 households and contributing to Ghana's energy sufficiency.
VRA initiated phase two of the Kaleo Solar Project in 2022, with funding support from the German Development Bank (KfW). This phase aimed to expand the project's solar generation capacity by an additional 15 MW. By 2023, phase two reached completion, seamlessly integrating with existing grid infrastructure thereby elevating the Kaleo Power plant's total capacity to 28 MW.
A notable achievement under Ing. Antwi-Darkwa's leadership is the successful relocation and transformation of the decommissioned AMERI Power Plant. Originally located at Aboadze in the Western Region, VRA relocated the plant to a site adjacent to the Ghana Grid Company (GRIDCo) K2 BSP 161kV/330kV substation at Anwomaso in Kumasi. This relocation, funded entirely by the VRA demonstrates the capability of Ghanaian engineers and state-owned institutions to find engineering solutions for national development. The project is expected to generate 150 megawatts of power for the middle and northern regions of the country with plans to increase its capacity to 250MW.
A Lasting Legacy
As Ing. Emmanuel Antwi-Darkwa's tenure at VRA unfolds, his legacy evolves. From overcoming challenges to fostering innovation and collaboration, his leadership has indelibly shaped VRA's trajectory. His vision for VRA entails a future characterised by resilience, innovation, and sustainable growth, reaffirming its pivotal role as a symbol of national pride within Ghana's energy sector.
