GPL continues to fall short of public expectations

Apr 28, 2026 Letters

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Dear Editor,

As Guyana approaches its 60th Anniversary of Independence, it is both appropriate and necessary to reflect on the performance of key national institutions that underpin development, productivity, and quality of life. Chief among these is the Guyana Power and Light Inc. (GPL), an entity that, despite decades of reform, restructuring, and substantial fiscal support, continues to fall short of public expectations.

GPL, under its various historical configurations—from the Guyana Electricity Corporation (GEC) to its current form—has struggled to deliver a stable and reliable electricity supply. This enduring challenge raises fundamental questions about governance, leadership, and the effective utilization of public resources.

Since 2020, it is evident that the public investment and fiscal burden have been growing. The Government of Guyana has allocated billions of Guyana dollars annually to support GPL through subventions, capital injections, and operational subsidies. Budget estimates and public financial records indicate that transfers to GPL have consistently exceeded tens of billions of dollars over this period. These allocations were intended to stabilise the company, improve infrastructure, and reduce system losses. Yet, the persistence of blackouts and service disruptions suggests a troubling disconnect between investment and outcomes.

This issue becomes even more pronounced when placed in the context of Guyana’s emerging oil economy. With significantly enhanced fiscal capacity, citizens reasonably expect commensurate improvements in essential services such as electricity. Unfortunately, this expectation remains largely unmet.

Prior to May 2015, Guyanese were presented with ambitious visions of transformational energy projects, including hydroelectric and solar initiatives. These proposals generated widespread public optimism. However, many of these projects either failed to materialise or resulted in questionable expenditures with limited tangible benefits.

Conversely, during the Coalition Government’s tenure (2015–2020), notable progress was made in stabilising GPL. Importantly, this was achieved without the benefit of oil revenues. A key factor in this progress was the appointment of a professional, competent, and politically independent Chief Executive Officer. Under that leadership model, there was measurable improvement in electricity reliability and operational efficiency.

Since 2020, there has been renewed emphasis on large-scale energy initiatives, including the highly publicised Gas-to-Energy (GTE) project. While such projects hold potential, concerns have been raised regarding transparency, cost escalation, and governance. Moreover, the anticipated improvements in electricity supply have not yet been realised, as evidenced by frequent outages affecting households, businesses, and public institutions.

Of particular concern is the nationwide blackout experienced on Sunday, April 26, 2026, which resulted in a total shutdown of electricity supply. Initial explanations provided to the public suggested that the outage was caused by a technical fault within the transmission system. However, the lack of detailed, timely, and transparent communication from GPL raises further questions about system resilience, contingency planning, and crisis management.

Compounding these concerns are troubling reports of poor coordination among State agencies and contractors. The recent arrest of a Chinese engineer attached to the China Railway First Group (CRFG), reportedly for damaging property while conducting works along Dennis Street, Sophia, raises serious questions about oversight and inter-agency collaboration. If such incidents are occurring, they suggest a lack of synchronisation between the Ministry of Public Works and GPL in the execution of infrastructure projects.

This development demands urgent clarification. Are there coordinated work schedules between the Ministry and GPL? Are utility networks being properly mapped and protected before excavation and construction works commence? What mechanisms are in place to prevent damage to critical infrastructure and disruption to communities? These are not trivial matters; they speak directly to governance, planning, and accountability within the public sector.

A central issue appears to be the governance structure of GPL. There is a growing perception that the organisation has regressed to a pre-2015 state, characterised by political influence in executive appointments and a lack of technical expertise at the highest levels. The credibility and effectiveness of any utility company depend heavily on the competence, experience, and independence of its leadership.

If GPL is to fulfill its mandate and support Guyana’s development trajectory, a fundamental shift in governance is required. This includes:

1. Merit-based leadership appointments: The selection of executives must prioritise technical competence, professional experience, and independence from political affiliations.
2. Enhanced accountability mechanisms: Clear performance targets, regular public reporting, and independent audits should be institutionalised.
3. Strategic use of public funds: Investments must be guided by rigorous planning, cost-benefit analysis, and transparent procurement processes.
4. Integrated infrastructure planning: Stronger coordination between agencies such as the Ministry of Public Works and GPL must be enforced, with shared schedules and clear lines of responsibility for all infrastructure works.
5. Long-term energy planning: A coherent and realistic energy policy, integrating renewable and conventional sources, must be pursued with consistency and discipline.

At 60 years of Independence, Guyana stands at a pivotal moment in its history. The country’s economic transformation, driven by oil revenues, must be matched by institutional competence and effective service delivery. GPL, as a cornerstone of national infrastructure, cannot continue to underperform despite substantial public investment.

The time has come for decisive action, rooted in good governance, professionalism, and accountability, to ensure that GPL finally gets it right.

Yours faithfully,

Annette Ferguson

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• Annette Ferguson, GPL, Letters, public expectations, quality of life

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