Volatile fuel markets and recurring gas supply disruptions are sharpening the case for a switch to nuclear power in Ghana, as policymakers confront the limitations of oil- and gas-dependent power generation.
Indeed, escalating tensions in the Middle East have driven sharp swings in crude prices, with Brent rising from $66.31 on March 5, 2025 to $96.18 by April 16, 2026, after briefly spiking above $100 and nearing $115 during the conflict.
The volatility has exposed the vulnerability of our energy systems to external shocks.
Domestic constraints are reinforcing the pressure. A recent technical fault at the Ghana National Gas Company’s processing plant forced an emergency shutdown, cutting gas supply to thermal plants and triggering intermittent outages. The disruption, linked to a failure of a key control system, underscores the fragility of infrastructure underpinning a significant share of electricity generation.
Together, these developments are strengthening the case for a more stable, reliable and sustainable energy source.
A Strong Case, Slowed by Structure
At the centre of the push for nuclear power is Ms Bellona-Gerard Vittor-Quao, an employee of the Volta River Authority (VRA), currently on secondment to Nuclear Power Ghana (NPG), who is drawing a direct link between global price shocks, domestic supply risks and the need to accelerate nuclear development.
Ms Vittor-Quao is Public Affairs Manager at the NPG.
“Global shocks like this highlight why nuclear power is critical. It insulates the economy from fuel price volatility and provides a reliable base for growth,” she said.
Ghana’s nuclear programme, initiated in 2008 alongside that of UAE and Belarus has made technical progress under the International Atomic Energy Agency’s milestones framework. In 2022, government approved the inclusion of nuclear in the national energy mix following studies coordinated by the Nuclear Power Institute.
However, the programme remains stalled at Phase 2, the preparatory stage required before construction can begin.
The constraint is institutional. The Ghana Nuclear Power Programme Organisation (GNPPO), mandated to drive the process, has yet to function effectively at the decision-making level, slowing coordination and delaying key policy actions.
Rising Costs of Delay
The implications extend beyond process into economics.
Uncertainty over long-term power reliability risks weighing on investor confidence, particularly for industries dependent on stable energy supply. In global infrastructure markets, delayed projects also tend to face higher financing costs as credibility weakens and risk premiums rise.
The economic and energy security risks are also becoming more pronounced. Continued delays risk locking Ghana into prolonged dependence on volatile fossil fuel markets, even as price swings intensify globally. At the same time, the country is missing a critical opportunity to diversify its energy mix with a stable baseload alternative.
Ironically, Ghana’s own Energy Transition Framework recognises nuclear power as essential to the country’s long-term energy transition and climate commitments, underscoring the gap between policy direction and implementation.
Ghana’s nuclear effort, which benefits from technical cooperation with partners including Japan, South Korea and the United States, could see that support diminish if progress stalls.
“International partners look for consistency and commitment. Prolonged delays send the wrong signal,” Vittor-Quao said.
The prolonged delay is not in the country’s interest, and a clear directive from the President is needed on whether or not Ghana will proceed with the programme, Ms. Bellona-Gerard Vittor-Quao said. She noted that a firm decision would provide certainty for the initiative and the experts who have spent years building its technical foundation, enabling them to either commit fully to its advancement or redirect their efforts to refocus on personal ambitions .
Power Stability and Industrial Planning
Beyond energy security, nuclear power offers a level of reliability that fuel-dependent systems struggle to match.
A nuclear plant can operate continuously for up to 18 months before refueling, providing stable baseload power for industries that require predictable energy supply for production planning and long-term investment decisions.
This level of consistency is increasingly seen as critical for sustaining industrial activity and reducing exposure to supply shocks.
A Narrowing Window
While Ghana navigates internal delays, other African countries including Burkina Faso, Egypt, Kenya, Uganda and Rwanda are advancing their own nuclear programmes, in some cases drawing on Ghanaian expertise.
This raises the risk of both talent loss and diminished strategic positioning.
A key outstanding step remains the selection of reactor technology and vendor (strategic partner) while site characterization , regulatory requirements and guides and financing structures remain to be addressed. Without a strategic partner, the programme cannot advance to the next phase. This can only be achieved through the topmost government decision.
From Urgency to Execution
The combination of global oil price volatility and domestic gas supply disruptions is reinforcing a central policy challenge: moving from strategy to execution.
If no decisive action is taken, Ghana risks shifting from a programme in progress to one in stagnation—a scenario that historically leads to higher restart costs, loss of trained technical expertise to other countries, reduced investor confidence, and extended implementation timelines.
Ghana has the technical groundwork, policy backing and international partnerships. What remains is the institutional momentum to deliver.
As energy markets remain uncertain, the cost of delay continues to rise.
