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in Extractives/Energy, Sub Top Stories, Sub Top Stories1

Ghanaian Professionals Have the Technical Expertise to Manage Tarkwa Mine—IEA

Bless Banir Yarayeby Bless Banir Yaraye
May 13, 2026
Reading Time: 4 mins read
Dr. Charles Mensa, Board Chair, IEA

Dr. Charles Mensa, Board Chair, IEA

Institute of Economic Affairs (IEA) has asserted that the Ghanaian state possesses a robust and highly experienced pool of mining professionals capable of assuming full management of the Tarkwa Mine.

This declaration comes as the current mining lease held by Gold Fields approaches its expiration in April 2027, presenting what the IEA describes as a “rare and historic opportunity” for the nation to reclaim strategic control.

“Ghana, today, possesses a highly experienced pool of mining professionals with technical expertise and operational competence to be able to operate the Tarkwa mine successfully should the government deny the Goldfields lease extension. They can manage, not only the Tarkwa mines but also every mine in this country.”

Institute of Economic Affairs (IEA)
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Damang Mine

By declining a lease extension, the government could shift from a royalty-tax model to one of direct ownership, ensuring that the substantial revenues generated by high global gold prices are channeled toward national transformation rather than being repatriated by foreign entities.

Expanding on this position, the IEA highlights that over six decades of academic and technical investment has culminated in a workforce that rivals international standards.

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The University of Mines and Technology (UMaT) has been central to this development, producing globally recognized geologists, mining engineers, and managers who already lead complex operations across the continent.

Furthermore, the Institute points out that many large-scale mining activities in Ghana are currently being executed by indigenous firms such as Rocksure International and Engineers & Planners.

These local service providers already handle significant operational segments at the Tarkwa Mine itself, suggesting that the transition from foreign concessionaire to indigenous management would be a logical step rather than a technical risk.

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.” Ibrahim Mahama, CEO of Engineers and Planners.

Economic Sovereignty and the Pan-African Vision

The push for indigenous control is rooted in a deep-seated desire for economic sovereignty, a vision famously championed by founding leaders like Kwame Nkrumah and Julius Nyerere.

The IEA argues that the current administration, led by President John Mahama, has frequently echoed these sentiments, advocating for a pathway where natural resources serve the welfare of the Ghanaian people first.

By taking over the Tarkwa asset, the government can move beyond collecting mere royalties and taxes, instead retaining the full value of the gold produced.

657143716 1229870355975012 3299275614611957151 n e1778238214191
Goldfield Staff

This shift is seen as essential for correcting historical imbalances where mining communities remain underdeveloped despite the immense wealth extracted from their lands.

Legal Foundations for Resource Reclamation

International law provides a solid framework for Ghana to exercise its right to self-determination over its mineral wealth.

The IEA references United Nations General Assembly Resolutions 1803 and 3281, which affirm the sovereign right of nations to utilize their resources in the exclusive interest of their citizens.

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Domestically and regionally, the African Charter on Human and Peoples’ Rights reinforces this, specifically under Article 21, which mandates that “under no circumstances shall a people be deprived of the right to freely dispose of their wealth.”

This legal backing empowers the Ghanaian government to eliminate foreign economic exploitation and ensure that the “advantages derived from national resources” are fully realized by the state.

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Mrs. Sophia Akuffo, the former Chief Justice

Strategic Benefits of Localized Management

Entrusting local professionals with the management of the Tarkwa Mine offers multifaceted benefits for the Ghanaian government and the broader economy.

It ensures the “plowback” of profits; unlike foreign corporations that repatriate dividends to offshore shareholders, indigenous management ensures that earnings remain within the local banking system, stabilizing the Cedi and fueling domestic investment.

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Mining site

It also fosters a more accountable relationship between the mine and the host community. Local firms are often more attuned to the environmental and social nuances of the region, leading to more sustainable development projects.

Ultimately, giving Ghanaian experts the helm at Tarkwa would not only boost national pride but also serve as a blueprint for the total indigenous transformation of the extractive sector, securing Ghana’s financial future during this era of record-high gold valuations.

READ ALSO: MoTAI Strengthens Industrial Trade with New National Policy Review Committee

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Tags: assuming full managementGhanaian state possesses robusthighly experienced pool of mining professionalsTarkwa MineThe Institute of Economic Affairs (IEA)
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United Bank for Africa Posts Industry’s Lowest Bad Loan Ratio United Bank for Africa Ghana has delivered one of the most remarkable performances in Ghana’s banking industry, emerging with the lowest non-performing loan ratio in the sector and setting a new benchmark for prudent lending, asset quality, and corporate discipline. At a time when banks across emerging markets continue to battle rising credit risks, economic uncertainty, and pressure on asset quality, UBA Ghana’s latest financial performance has become a standout success story. The bank’s Non-Performing Loan ratio, which stood at 29.40 percent in 2021, has dropped sharply to an impressive 2.11 percent in 2025. This exceptional improvement places the bank well ahead of regulatory expectations and significantly below the target set by the Bank of Ghana, which requires banks to maintain bad loan ratios below 10 percent by June 2026. The numbers tell a powerful story of strategic execution, disciplined lending, and a leadership team committed to sustainable growth. Bad Loans Fall Dramatically The bank’s total non-performing loans have also seen a dramatic reduction over the four-year period. From GH¢334 million recorded in 2021, the figure has now dropped to just GH¢28 million in 2025. Industry analysts say this sharp decline reflects a deliberate and aggressive approach to loan portfolio management, one that prioritizes risk identification, credit discipline, and rapid intervention. For many financial observers, this is not merely a statistical improvement. It is evidence of a bank that has transformed its internal credit systems and strengthened its ability to manage lending risk in a highly competitive market. UBA Ghana’s performance is being viewed as a model for other financial institutions seeking to improve balance sheet quality while still expanding lending activities. Strong Risk Culture Drives Results According to Kenneth Amponsah, the achievement did not happen overnight. He explained that the bank adopted a consistent and structured approach to managing credit risk across every stage of the lending cycle. He noted that the improvement in the bank’s loan quality was the result of stronger lending standards, improved loan screening procedures, tighter monitoring systems, and faster recovery mechanisms. The bank’s risk management strategy focuses on ensuring quality at the point of loan origination while maintaining strict oversight throughout the life of each facility. This includes strategic portfolio planning, efficient approval processes, proper documentation, collateral verification, real-time account monitoring, and proactive loan recovery. Banking experts say such a full-cycle approach is critical in today’s economic environment, where loan defaults can quickly erode capital and investor confidence. Recovery Efforts Yield Strong Returns One of the strongest drivers behind the bank’s improved asset quality has been its recovery operations. UBA Ghana has significantly strengthened its debt recovery framework, resulting in consistent gains over the years. In 2025 alone, loan recoveries reached an impressive GH¢168 million, highlighting the effectiveness of the bank’s recovery teams and internal enforcement systems. This strong recovery performance has helped the bank clean up its balance sheet while improving liquidity and strengthening capital resilience. Analysts believe the recovery figures also demonstrate the bank’s ability to engage customers proactively while maintaining professional relationships and ensuring compliance. Leadership Applauds Team Performance Commenting on the achievement, Bernard Gyebi praised the collective effort of the bank’s staff, management, and board. He said the milestone reflects the dedication and discipline of Relationship Managers, Risk teams, Executive Management, and Board members who have all contributed to building a resilient institution. According to him, UBA Ghana remains focused on balancing business growth with sound risk management practices. He emphasized that the bank is intentional about creating long-term value for shareholders, customers, and regulators while maintaining high standards of governance and accountability. His remarks underline the bank’s broader strategy of building a strong institution capable of supporting businesses and contributing to national economic growth. Setting the Pace for Ghana’s Banking Sector Industry observers believe UBA Ghana’s latest achievement reflects broader improvements within Ghana’s banking sector, which has undergone major reforms in recent years. However, they note that UBA Ghana’s performance stands out because of the speed, consistency, and scale of its transformation. By bringing its bad loan ratio down to just 2.11 percent, the bank has positioned itself as one of the safest and most disciplined lenders in the market. As competition intensifies and regulatory standards become stricter, UBA Ghana’s performance could serve as a benchmark for banks seeking to combine profitability with responsible lending. With strong governance, effective execution, and a clear commitment to excellence, UBA Ghana appears firmly positioned to sustain its leadership in Ghana’s evolving financial sector. READ ALSO: Tema Manhean Facility To Halt Fisheries Value Leakage United Bank for Africa Posts Industry’s Lowest Bad Loan Ratio

United Bank for Africa Posts Industry’s Lowest Bad Loan Ratio

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