Leadership, Legacy, and the TOR Turnaround: Charting a New Course for Ghana’s Refinery
In the chronicles of Ghana’s energy sector, few institutions command as much symbolic and strategic importance as the Tema Oil Refinery (TOR). For decades, TOR has stood as a vital national asset — a linchpin in Ghana’s pursuit of energy independence, job creation, and industrial growth. Yet alongside its promise, the refinery has weathered long stretches of under performance, recurring shutdowns, and operational stagnation.
Now, a new chapter begins
Under the capable leadership of Acting Managing Director Edmond Kombat, Esq., the Tema Oil Refinery (TOR) stands at a pivotal crossroads. With a deep understanding of the legal and operational intricacies of the sector, Mr. Kombat brings a steady hand and a renewed sense of purpose to the institution. The task before this administration is immense, but the opportunity even greater. Should they succeed, their stewardship may well be remembered among the most consequential in Ghana’s petroleum history — not only for restoring TOR’s credibility, but for unlocking its full potential as a refinery of regional relevance.
A Time for Bold, Practical Optimism
The new leadership inherits an institution in need of re-invigoration — not through rhetoric, but through results. Their mandate is clear: deliver operational efficiency, restore investor confidence, and make TOR financially sustainable once more. These goals are ambitious, but not out of reach. What is required is a strategic focus on practical reforms, beginning with areas that promise quick wins and measurable gains.
One such area lies in the optimization of loading gantry operations. By re-calibrating flow meters to a standard temperature correction factor of 20°C, TOR can ensure consistency and accuracy in product delivery. Resolving persistent product shortages and streamlining cumbersome documentation processes will drastically reduce loading times, improve customer experience, and drive increased traffic to the refinery’s gantries. The financial upside of these improvements is substantial — unlocking immediate revenue that can be reinvested into long-term growth.
Addressing Capacity Through Maintenance and Modernization
TOR’s output capacity has suffered in recent years, in large part due to infrastructure challenges. The refinery’s pipelines, storage tanks, and pumping systems have faced years of deferred maintenance, limiting the throughput needed to meet demand. If the refinery is to recover and scale, these foundational issues must be addressed with urgency.
Rehabilitating the pipeline network will not only restore efficient product movement but also reduce losses linked to leakages and flow restrictions. Similarly, replacing outdated pumps with newer, high-flow rate units equipped with variable speed drive (VSD) systems can yield multiple advantages. These include reduced energy consumption, extended equipment life, and decreased operational costs — all while ensuring that products maintain optimal temperature integrity during transfer.
Improvements to the loading gantries themselves are also essential. Upgrading safety mechanisms and redesigning layouts to reduce hazards will create a more secure environment for operational personnel. As a refinery handling volatile materials, TOR must reflect the highest standards of occupational safety, both for legal compliance and for the well being of its workforce.
Building a Tech-Enabled Refinery
In the modern energy landscape, refineries are judged not just by output volume, but by the precision, speed, and accountability with which they operate. For TOR, embracing new technologies offers a path to reassert relevance in a competitive regional market.
The adoption of dual-purpose flow meters, capable of handling multiple product types with enhanced accuracy, would significantly improve measurement fidelity. Replacing manual or semi-automated documentation systems with fully computerized platforms can reduce human error, quicken turnaround times, and improve traceability across the supply chain. Installing modern firefighting systems, particularly at the loading gantries, would offer an essential safeguard for both product and personnel.
Each of these investments, while technical in nature, is a step toward a digitally enabled refinery — one equipped not just to survive, but to thrive in a data-driven and quality-conscious industry.
Rebuilding Trust Through Accountability
A critical dimension of TOR’s recovery lies in regaining the trust of its customers and partners. Concerns around product security, service integrity, and internal misconduct have lingered in industry conversations for years. The new leadership has a unique opportunity to change this narrative — not with statements, but with structures.
One proposed measure is the installation of CCTV surveillance throughout the loading areas, serving both as a deterrent to extortion and as a tool for real-time monitoring. Instituting joint pre-loading inspections would foster transparency between internal staff and third-party clients, reducing the risk of malpractice. The provision of proper safety harnesses and gear for loading personnel would further demonstrate a commitment to safety and professionalism.
Equally important is the cultivation of a service culture grounded in performance and ethics. A customized code of conduct for all customer-facing staff, supported by performance metrics and periodic evaluations, could anchor a new culture of excellence at the refinery. Such steps may seem internal — but their impact is external and far-reaching. Restoring customer confidence means reclaiming TOR’s position as a trusted partner in the petroleum value chain.
A Historic Opportunity, Ripe for Seizing
The new leadership at TOR steps into office not merely as administrators, but as potential reformers. The decisions they make — and the reforms they implement — will shape more than just quarterly results. They will shape legacies.
The moment calls for bold vision, tempered with practical insight. It demands action that is both swift and strategic, capable of delivering near-term impact while laying the foundation for long-term sustainability. The operational reforms outlined here — from flow meter recalibration and pipeline repair to digital modernization and accountability frameworks — offer a roadmap for just that.
Ghana has long held hopes for TOR. With the right leadership, those hopes no longer need to be deferred. The opportunity for greatness is here — and TOR’s next chapter is waiting to be written.
