LATEST ARTICLES

Sadia Sanusi is giving Kente couture a contemporary touch

0

For the Ghanaian fashion designer, dressmaking is more than a passion–it’s an inheritance reimagined for today’s world through bold, bespoke Kente designs.

Many of the world’s leading fashion houses share one thing in common: a lasting connection to tradition and craftsmanship built over generations. They remind us fashion is as much about lineage as it is about skill, and Sadia Sanusi feels that deeply. Her story follows a similar path, passed down through two generations of women. She keeps their lessons alive, carrying a kind of knowledge that cannot be taught in classrooms but is inherited and flows effortlessly through creative expression.

Long before Sanusi ever touched a sewing machine or could even grasp how many seams there were, observation was her greatest teacher. With a sewing studio right at home, she grew up watching her mother and her apprentices transform yards of cloth into art amid the rhythms of domestic life. “I still have fond memories of watching my mother sew,” she recalls. “It was quite a chaotic setting, with bundles of cloth everywhere and customers always on the move. She was that good. Whenever I came back from school, I would sneak in there, curiously observing, eager to be a part of it all. I found their work fascinating.”

This instinct to wield a needle was first kindled in her grandmother, who mentored her mother and, in turn, inspired Sanusi. “I never got to meet my grandma, but my mom always spoke highly of her,” she shares. “I heard stories of how she could read a fabric’s grain and knew exactly where each seam should fall, even without measuring. She was gifted, and my mom used to tell me I had a touch of her greatness in me.” It was within this environment that a young Sanusi became fully immersed in what had become a maternal heritage, emerging as the only one among her siblings to embrace the craft.

Looking back, she describes those moments in her mother’s sewing studio as transformative: “It’s more than nostalgia for me, because that’s where my destiny was shaped,” the fashion designer says. “It didn’t occur to me then, but it does now: there’s something profound about witnessing creativity unfold. Seeing the ideas of other women come to life before my eyes was transformative. It stayed with me and shaped everything that followed over the years.”

It is no surprise then that Sanusi and the sewing machine remained inseparable. In 2016, after earning a Bachelor of Communication Design from the Kwame Nkrumah University of Science and Technology, she returned to what defined her childhood, albeit with a formal understanding of aesthetics, composition, and visual language. She took the bold step of launching her own brand, and that decision set everything in motion. Since its inception, her brand, Sadia Sanusi, has become an atelier that celebrates the elegance and individuality of African design through bespoke Kente designs.

Her pieces continue to weave heritage and sophistication into one, capturing the boldness of couture seen in Paris, Milan, and New York Fashion Weeks. It’s no wonder her work keeps turning heads. Her atelier’s designs have graced red carpets and drawn attention beyond the borders of Africa, each piece echoing the meticulous craftsmanship of Europe’s finest ateliers. From boned bodices, hand-finished French seams to meters of hand-applied beadwork, Sanusi is relaying a similar magic while preserving an unbroken connection to her roots. “Kente’s bold geometry speaks of identity, cultural pride, and legacy,” Sanusi says. “Those stories find a home in every piece I create.”

As such, she chooses to remain rooted in the motherland, even as global comparisons abound. Sanusi sees herself as a daughter of Africa: “Sometimes, the best kind of legacy is the kind you leave at home. Africa’s next generation of fashion leaders is emerging, and I would like to be at the forefront.” She is focused on building a team while investing heavily in the local fashion ecosystem that paved the way for her journey. Her goal is to preserve the vocation so that it endures in the face of rapid modernization, at a time when mass-market fashion is becoming the norm.

This offers the perfect runway for her SS Kente Sewing Artistry masterclass–a program that will bring her philosophy to life this June. The training program will mark the tenth anniversary of the Sadia Sanusi brand by bringing together emerging and established designers for a hands-on program that will cover Kente construction, couture techniques, and the ins and outs of the fashion business. She hopes to guide the new wave of designers in honoring Ghanaian tradition while reimagining African couture for the global stage.

Until then, Sadia Sanusi is doing what she knows best: letting the needles stitch on. She regularly donates professional sewing machines and supplies to graduates of fashion schools across Ghana, including institutions such as Dreams College, ensuring that the craft her mother practiced is not only celebrated but sustained and carried forward by as many hands as possible. In ten years, she has left her mark on the creative landscape, building a legacy that reaches back into her grandmother’s hands and forward to every designer she will help inspire–just as the world’s leading fashion houses once did.

Expired 120-Day Notice, Unresolved Breaches: Pressure Mounts on Heath Goldfields Limited

0

A key issue in the Bogoso-Prestea matter is the status of the 120-day notice issued to Heath Goldfields Limited (HGL) on 23 June 2025 under Section 68 of the Minerals and Mining Act, 2006 (Act 703).

Addressing a Press Conference today, Lawyer Maretin Kpebu noted that the notice required HGL to remedy serious breaches relating to mine safety, underground flooding, unpaid statutory obligations, failure to rehabilitate critical infrastructure, and delays in implementing its own Strategic Mine Development Plan.

Despite the expiry of the 120-day notice period several months ago, many of the key breaches remain unresolved. Underground sections of the Prestea mine remain flooded, the Tailings Storage Facility is still incomplete, the Process Water Treatment Plant remains largely non-operational, and major equipment such as the gyratory crusher and pumping systems have still not been procured or installed.

He also indicated that, it is only within the last two weeks that the Minerals Commission has been tasked to undertake a fresh technical inspection of the mine to assess whether HGL has complied with the remedial measures outlined in the notice.

This delayed inspection raises questions about the pace of regulatory enforcement, especially considering that the notice period expired months ago and several of the underlying safety and operational concerns were already well documented.

The outcome of this latest inspection is expected to play a major role in determining whether the Minister for Lands and Natural Resources proceeds with terminating the Bogoso-Prestea mining leases.

Given the persistent breaches and the apparent lack of financial and technical capacity on the part of HGL, many stakeholders believe the inspection will reinforce the case for revocation.

This latest development is particularly significant because it shifts attention from whether HGL was given enough time to remedy the breaches, to whether the company has made any meaningful progress at all since the notice was issued.

CACA Urges Minister to Terminate Bogoso–Prestea Lease …As Review Nears Conclusion

0

A fresh push has been made for the termination of the Bogoso–Prestea mining lease, as the Catchment Area Community Alliance (CACA) insists that ongoing regulatory reviews should lead to the immediate revocation of the contract held by Heath Goldfields Limited.

Speaking at a press conference, legal counsel for CACA, Martin Kpebu, said the current technical assessment by the Minerals Commission must result in decisive action by the Minister for Lands and Natural Resources.

According to him, the Commission’s ongoing review is aimed at determining whether Heath Goldfields has complied with the conditions outlined in the Notice to Remedy Breaches and the broader terms of its mining lease.

However, he argued that available evidence already points to a clear conclusion.

“We are confident that the Minister will direct the termination of the lease since it is overwhelmingly clear that the company is not financially sound to manage the mine,” he stated.

Failure to Meet Inherited Obligations

CACA’s position is partly anchored in the circumstances surrounding the previous operator, Future Global Resources, whose lease was revoked after failing to meet statutory payments and creditor obligations.

Those liabilities, the group noted, were effectively inherited by Heath Goldfields, with strict timelines imposed—requiring negotiations and commencement of payments within days of the November 2024 award.

However, CACA claims that these obligations remain largely unpaid, raising serious questions about the company’s capacity to manage the asset and comply with regulatory requirements.

Legal Concerns Over $65 Million Trafigura Deal

Beyond operational and financial concerns, the group raised alarm over a $65 million financing agreement between Heath Goldfields and global commodities firm Trafigura.

CACA alleges that the arrangement violates both the 1992 Constitution and the Minerals and Mining Act, 2006 (Act 703), particularly provisions requiring parliamentary ratification of mining leases and ministerial approval before any encumbrance on mineral rights.

The agreement reportedly grants Trafigura a first-ranking charge over nearly all company assets, including bank accounts, infrastructure, and even the mining leases themselves.

More controversially, provisions within the deal allow enforcement actions—including asset seizure—without prior judicial process, raising fears that control over the mine could shift to a foreign lender without full state oversight.

“This creates a dangerous precedent where sovereign mineral assets could effectively be mortgaged without proper approval,” Martin Kpebu warned.

Financing Gaps Deepen Concerns

CACA further questioned the financial structure underpinning the lease, pointing to inconsistencies between the originally touted $500 million investment from Yilmaden Holding and a revised financing plan totaling $205 million from multiple sources.

Of that amount, the group said only $30 million—reportedly from a shareholder loan—has been disbursed as of late 2025, with no evidence of funding from other listed institutions.

Total expenditure on the mine so far is estimated at $23.7 million, a figure stakeholders say falls far short of what is required to revive operations at the strategically important asset.

Call for Decisive Government Action

CACA maintains that the combination of financial shortfalls, unmet obligations, and what it describes as unauthorized collateralization of national assets justifies immediate termination of the lease.

The group is urging the Minister to act under Section 68(2) of Act 703, arguing that continued occupancy of the lease by Heath Goldfields cannot be justified under current conditions.

“The people of Prestea are yearning for a capable and well-resourced investor,” Martin Kpebu said, appealing for swift intervention to restore confidence and unlock the mine’s economic potential.

As the Minerals Commission completes its technical assessment, attention now turns to the government’s next move—one that could redefine the future of the Bogoso–Prestea mines and the broader governance of Ghana’s mining sector.

 

CACA- Press Conference V2

Abrogate Bogoso–Prestea Mine Lease Now …CACA Demands Immediate Gov’t Action

0

A strong call has been made for the immediate abrogation of the Bogoso–Prestea mining lease, as the Catchment Area Community Alliance (CACA) intensifies pressure on government over what it describes as “persistent breaches, weak financial capacity, and dangerous encumbrances” surrounding the mine’s current operator.

Addressing a press conference, legal counsel for the group, Lawyer Martin Kpebu, urged the Minister for Lands and Natural Resources to invoke provisions under the Minerals and Mining Act, 2006 (Act 703) to terminate the lease granted to Heath Goldfields Limited without delay.

From Termination to Reassignment

CACA traced the origins of the current dispute to the termination of mineral rights previously held by Future Global Resources, which were revoked in accordance with Act 703 and related mining regulations.

Following that revocation, the State—through the Minerals Commission—invited new investors from Ghana, China, and Turkey to submit proposals to revive the mine.

Heath Goldfields, backed by Yildirim Group via its mining arm Yilmaden Holding, was selected based on what was described as the most technically sound and financially robust proposal, with assets reportedly exceeding $2 billion.

However, CACA now argues that the very foundation of that decision has collapsed.

Controversial Lease Approval

The group revealed that the mining lease was granted on December 13, 2024—during a transition period when government had directed a halt to major transactions, including mining agreements.

More critically, key preconditions tied to the award—such as the payment of outstanding obligations to workers, the Ghana Revenue Authority, SSNIT, and utility providers—were not met before the lease was approved.

“This raises serious concerns about due process and compliance,” Martin Kpebu stated, insisting that the lease should not have been granted under those conditions.

Broken Promises and Investment Gaps

Heath Goldfields’ winning bid was anchored on a $500 million investment plan from Yilmaden Holding, with an initial $150 million expected within the first 18 months to restart operations and settle debts.

But according to CACA, only about $23.7 million has been spent so far—far below projections—while there is no verifiable evidence of the promised funding arrangement.

Key commitments, including the installation of a gyratory crusher, dewatering of flooded underground shafts, and refurbishment of processing plants, remain unfulfilled.

Operational Collapse and Safety Concerns

A report by the Minerals Commission has confirmed that the mine is largely non-operational, with critical infrastructure either dilapidated or inactive.

The tailings storage facility is in poor condition, the process water treatment plant has not been functioning since 2023, and large sections of the underground mine remain flooded.

Safety concerns have also been raised, including the failure to conduct mandatory equipment tests and the presence of illegal mining activities within the central shaft.

These conditions led to a Stop Work Notice and a 120-day ultimatum for the company to remedy breaches—both of which CACA says were ignored.

Trafigura Deal Raises Sovereignty Concerns

Adding to the controversy is a $65 million prepayment financing agreement between Heath Goldfields and Trafigura.

CACA alleges that the deal places a sweeping charge over the mine’s assets—including the mining leases themselves—without parliamentary ratification or ministerial approval, in violation of Ghana’s laws.

The agreement reportedly allows the lender to enforce its rights and potentially take control of assets without prior judicial process, raising fears about the loss of national control over strategic mineral resources.

Communities Demand Urgent Intervention

For residents of the Prestea-Huni Valley Municipality, the situation has translated into economic hardship, unpaid worker entitlements, and rising illegal mining activities.

CACA argues that the continued operation of Heath Goldfields under these conditions threatens not only local livelihoods but also the integrity of Ghana’s mining sector.

Call for Immediate Abrogation

Citing repeated breaches, unmet financial commitments, and what it describes as “reckless collateralization” of national assets, the group is demanding immediate government action.

“We respectfully urge the Minister to terminate the lease and initiate a transparent process to bring in a capable investor,” Martin Kpebu emphasized.

As the Minerals Commission continues its technical assessment, all eyes are now on the government’s next move—one that could determine the future of one of Ghana’s most strategic gold mining assets.

CACA- Press Conference V2

Ghana Society for  Socially Challenged Warns Public Over Encroachment & Fraudulent Sale of Its Land at Ogbojo

0

 

 

The Ghana Society for the Socially Challenged has issued a formal warning to all occupants and prospective land buyers on its 7.78-acre property at Ogbojo near Madina in Accra, cautioning them to desist from any dealings with Jason Anthony Mensah, son of the late Anthony Mensah, regarding the land.

According to the society, no individual or organisation should make any payment or enter into any agreement with Jason Anthony Mensah or any persons connected to him concerning the property.

The organisation stressed that any payment made in defiance of the warning will be done at the payer’s own risk, as it takes legal steps to regain full control of the land.

Unauthorized Land Sales

The warning follows the society’s discovery that large portions of its land had been subdivided and allegedly leased to several individuals and organisations without its authorisation.

In a formal statement, the society alleged that the late Anthony Mensah, while serving as a member of its executive council and participating in board decisions, secretly leased parts of the land to third parties and received payments, including cheques issued in the name of the society, without accounting for the funds.

The organisation said it only discovered the alleged transactions after his death.

Secret Company Registration

According to the society, further investigations revealed that on 21 December 2018, Anthony Mensah and his son Jason Anthony Mensah allegedly registered a company known as Socially Disadvantaged Company Limited under the Companies Code, 1963 (Act 179).

The company reportedly listed:

  • Anthony Mensah – Director
  • Jason Anthony Mensah – Director
  • Jason Anthony Mensah – Secretary

The society claims the company was created without its knowledge or approval and was later used to lay claim to the organisation’s properties.

Website Hacking and Financial Manipulation

The society also alleged that Jason Anthony Mensah, Charles Osei, and Richard Oppong unlawfully accessed its official website.

According to the statement, the individuals allegedly changed the names and phone numbers of authorised representatives receiving donations, replacing them with their own contact details, thereby diverting donations meant for the organisation.

The suspects were also accused of attempting to change the signatories to the society’s bank accounts by writing to its bankers. However, the move was foiled by the vigilance of the bank’s branch manager.

Misuse of Event Centre

The organisation further accused Jason Anthony Mensah of fraudulently claiming ownership of the Ogbojo property and charging individuals and organisations who organise funerals and social events at the centre.They Have now turned the orphanage home and event centre into a funeral ground where they charge people to hold funerals and other  ceremonies thereby creating nuisance at the premises of the home.

The society alleged that the money collected from such events was pocketed without being accounted for to the organisation.

Over GH¢1.8 Million Allegedly Siphoned

The society claims that the late Anthony Mensah and his son defrauded it of rent income exceeding GH¢1,813,500.

The matter has since been reported to the police, with the organisation demanding that all monies allegedly siphoned from its accounts and donations be refunded with interest from April 23, 2021, until final payment.

Call for Cancellation of Company Registration

The organisation has also petitioned the Registrar of Companies to cancel the registration of Socially Disadvantaged Company Limited which was secretly registered by the late Anthony Mensah and his son  arguing that it was obtained through fraudulent misrepresentation and intended for unlawful purposes.

History of the Organisationb

The Ghana Society for the Socially Challenged is a non-governmental, voluntary and non-profit organisation founded around 1958. It was originally known as the Kaneshie Cripple Home, later renamed the Ghana Cripples Aid Society, before adopting its current name.

The organisation was incorporated on 14 January 1977 as a public company limited by guarantee.

Its primary mission is to improve the lives of physically challenged and socially disadvantaged youth by providing:

  • Free residential vocational training
  • Basic education in English and Mathematics
  • Skills development to enable beneficiaries become self-reliant and economically independent.

The programmes are open to young people between the ages of 15 and 40.

Government Land Donation

To support the organisation’s income-generating activities, the Government of Ghana in 1992 compulsorily acquired and donated the 7.78-acre parcel of land at Ogbojo near Madina to the society.

The land is currently occupied by several institutions and organisations, including:

  • Health Minds International School
  • Community International School
  • Echoing Hills Village Ghana
  • Bointe Community School
  • Intercom Programming & MFG Co. Ltd

The society has warned that it will pursue all legal avenues to reclaim its property and protect its assets for the benefit of persons living with disabilities and disadvantaged youth.

 

ICAG Prepares For National Conference In Ho

The Chief Executive Officer of the Institute of Chartered Accountants, Ghana (ICAG), Mr. E.O. Osae, has led a delegation to pay a courtesy call on the Volta Regional Minister, Hon. James Gunu, as part of preparations for the Institute’s upcoming National Conference scheduled to take place in Ho.

The meeting, held in the regional capital, provided an opportunity for the delegation to brief the Minister on the conference, which is expected to attract between 2,000 and 2,500 chartered accountants from across the country. The five-day event is slated for Monday, May 18 to Friday, May 22, 2026, at Mawuli School, Ho.

Mr. Osae explained that the visit was also to seek the Minister’s support and blessings to ensure the successful organization and hosting of the conference in the Volta Region.

In response, Hon. Gunu commended the Institute, describing it as one of the most reputable professional bodies globally. He emphasized that hosting such a high-profile conference in the Volta Region presents significant economic opportunities, particularly for local businesses in the hospitality and tourism sectors.

The Minister assured the delegation of the Regional Coordinating Council’s readiness to support the event and collaborate with relevant stakeholders to ensure a smooth and successful conference.

The upcoming ICAG National Conference is expected to boost economic activity in the Volta Region while positioning Ho as a viable destination for major national and regional events.

Youth Impact Parliament Marks 5th Anniversary In Ho

The Youth Impact Parliament (YIP) has been hailed as one of the most significant incubators for youth leadership in the Volta Region and beyond, with a call for maximum support and cooperation from the Volta Regional Coordinating Council (VRCC).

Volta Regional Minister, Hon. James Gunu, made the observation at the 5th Anniversary Special Joint Sitting of the First Senate and Fifth Parliament of the YIP, held at the Junior Common Room of the Students Representative Council at Ho Technical University. The event was attended by Ghana’s High Commissioner to Togo, H.E. Captain George Kofi Nfojoh (Rtd.), alongside other dignitaries.

Hon. Gunu urged members of the youth legislature to conduct their work with diligence and dedication, stressing that their actions should be capable of transforming government policies and programmes in the region. He noted that the Volta Region has been adjudged the cleanest in Ghana and encouraged the YIP to take a keen interest in sanitation and environmental cleanliness, working closely with Municipal and District Assemblies to maintain the region’s appeal.

The Regional Minister also highlighted the recently launched Volta Youth Development Fund (VYDF), an initiative developed in collaboration with the YIP. He announced plans to inaugurate the Board of Trustees for the Fund, which is designed to support young entrepreneurs across the region to venture into small-scale and other sectors of the economy. “This is one of our legacies which will benefit young entrepreneurs in the region,” Hon. Gunu emphasized.

The anniversary celebration, themed “YIP at 5: Building Leaders, Building Legacy”, also featured the launch of the YIP Chamber Fund. This strategic initiative aims to raise millions of Ghana cedis for the construction of a permanent home for the Parliament, including a 200-seat legislative chamber and office complex.

Queen Mothers Trained To Combat Disinformation

Tamale, Ghana — More than fifty Queen Mothers from Ghana’s five northern regions have completed a one-day capacity-building workshop on disinformation and misinformation in Tamale, the Northern Regional capital. The participating regions included the Northern, North East, Savannah, Upper East, and Upper West regions.

The sixth edition of the annual training was organized by the Ghana Office of the Konrad Adenauer Stiftung (KAS) in collaboration with the National Queen Mothers’ Platform (QMP)-Ghana under the theme “Combating Disinformation and Misinformation: The Role of Queen Mothers in Ensuring Good Governance.” The workshop sought to equip Queen Mothers with practical tools to counter false information and strengthen their communication skills as community leaders.

Dr. Joseph A. Darmoe, Director of Programmes at KAS Ghana, described disinformation and misinformation as major threats to societal growth and development, warning that they can damage reputations, influence elections, fuel ethnic and political tensions, and even lead to violence. He reminded the Queen Mothers of their vital role as trusted custodians of their communities, emphasizing that their voices can restore clarity in times of confusion.

Dr. Elvis B. Botah of the Centre for Peace and Security Research, one of the facilitators, highlighted the influence of traditional authorities in shaping social norms and governance. He noted that Queen Mothers serve as connectors between formal state institutions and traditional communities, especially where trust in modern systems is low. Dr. Botah lamented their exclusion from formal decision-making bodies such as the Regional and National Houses of Chiefs and called for institutional inclusion and cultural reforms that support women’s participation in public discourse.

Another facilitator, Dr. James Kwabena Bonfeh Jnr. of the University of Professional Studies, Accra (UPSA), urged the Queen Mothers to fact-check information before sharing it and to be wary of rumours and half-truths. He advised them to consider the motives behind stories and to appoint individuals of integrity to leadership and regulatory positions.

President of QMP-Ghana and Paramount Queen Mother of the Osudoku Traditional Area, Nana Amponsah Dokua III, expressed gratitude to KAS for its continued support and collaboration. She hoped the partnership would reach more Queen Mothers nationwide, thereby positively impacting their communities.

Certificates of participation were presented to all attendees. The Konrad Adenauer Stiftung, a German political foundation, promotes democracy, rule of law, social market economy, and human rights globally, with a focus on civic education and political consulting.

New Chief Enstooled At Mankron Nkwanta

0

The people of Mankron Nkwanta in the Agona East District of the Central Region last Saturday witnessed the enstoolment of a new chief after nearly ten years without one. Nana Onoma Amoako Ababio V, who now occupies the stool, swore an Oath of Allegiance to the kingmakers and residents of the town, pledging to respond to their needs at any time, whether day or night.

In his inaugural address, the chief urged the community to put aside differences and work together to preserve the peace currently enjoyed in the area. The ceremony was graced by the Member of Parliament for Agona East, Queenstar Maame Pokua Sawyer, who appealed to the chief to use his authority to guide the youth against being influenced by individuals seeking to spread negative stories about the town on social media. She cautioned that such practices serve narrow interests and could undermine development, as investors may be discouraged from bringing opportunities to the area.

The MP emphasized that unchecked misinformation could stall progress, stressing the importance of promoting genuine development initiatives. She noted that the NDC government under John Mahama is working to improve infrastructure and opportunities not only in the Central Region but across the country, and urged the people to support these efforts rather than engage in false propaganda.

Legal Storm Over Bogoso-Prestea Mine as Martin Kpebu Demands Lease Termination

0

A private legal practitioner, Martin Kpebu, has launched a fierce critique of the government’s handling of the Bogoso-Prestea gold mine, calling for the immediate termination of the lease held by Heath Goldfields Limited over what he describes as serious breaches, misrepresentation, and threats to Ghana’s national interest.

Addressing the media on behalf of concerned stakeholders, Mr. Kpebu questioned the decision-making process behind the award of the mining lease, accusing state authorities of failing in their duty to safeguard the country’s mineral resources.

He argued that the Bogoso-Prestea mine, situated within the resource-rich Ashanti Greenstone Belt, is far too strategic to be entrusted to what he characterized as an underperforming and under-resourced operator.

According to him, the continued control of the mine by Heath Goldfields poses a direct risk to jobs, local economies, and national revenue, leaving residents of the Prestea-Huni Valley area at a disadvantage.

“This is not just a contractual issue; it is a matter of national interest and accountability,” he stressed.

Political Questions Over Lease Approval

Mr. Kpebu raised concerns about the circumstances under which the lease was granted in December 2024 by then Lands Minister Samuel Abu Jinapor. He noted that the approval came during a transitional period when there were reportedly directives to suspend such agreements.

He described the decision as “deeply troubling,” suggesting it raises serious governance and transparency concerns that require scrutiny at the highest levels.

He further criticized regulators, including the Minerals Commission, for what he sees as a failure to enforce compliance despite multiple alleged breaches by the company.

“Investment Mirage” and Broken Promises

Central to the dispute is what Mr. Kpebu termed an “investment mirage,” referring to the unfulfilled promise of a $500 million financial backing from Yilmaden Holding, linked to the Yildirim Group.

He argued that there is no verifiable evidence supporting the existence of such funding, describing the claim as misleading and a major factor behind the mine’s inactivity.

“The figures were used to secure the lease, but the reality on the ground tells a completely different story,” he said.

Non-Performance and Regulatory Breaches

Citing reports from the Minerals Commission, Mr. Kpebu outlined several alleged failures by Heath Goldfields, including the inability to restart operations within stipulated timelines and worsening conditions at the site, such as flooded underground shafts and deteriorating infrastructure.

He pointed out that a 120-day notice issued to the company to rectify these issues had expired without meaningful compliance.

The lawyer also criticized a $65 million financing agreement between Heath Goldfields and commodities firm Trafigura, describing it as a risky move to collateralize Ghana’s mineral resources.

He warned that such an arrangement could place national assets at risk without parliamentary approval, potentially violating constitutional provisions.

“This is how sovereign assets are quietly mortgaged. It must not be allowed,” he cautioned.

Call for Immediate Government Action

Mr. Kpebu has called on the current Lands Minister, Emmanuel Armah Kofi Buah, to take decisive action by invoking Section 68 of the Minerals and Mining Act to terminate the lease.

He argued that failure to act would embolden non-compliance and further weaken public confidence in the government’s oversight of the mining sector.

Framing the issue as a test of leadership, he said authorities must choose between protecting Ghana’s strategic resources or allowing what he described as a repeat of past failures, referencing the collapse of operations under previous operators.

“The people of Prestea deserve better. Ghana deserves better,” he concluded.

The Minerals Commission is currently conducting a final assessment, but mounting political pressure suggests that the future of the Bogoso-Prestea mine may soon become a major national issue.

Accra High Court Grants GH¢30m Bail to Abu Trica Amid US Extradition Request

0

The General Jurisdiction 2 Division of the High Court in Accra has granted bail to Frederick Kumi, popularly known as Abu Trica, in the sum of GH¢30 million with two sureties to be justified.

Abu Trica has been in police custody since his arrest in December 2025, following an extradition request from the United States over alleged romance fraud charges.

The state initially commenced proceedings at the District Court, where he was remanded into custody. His legal team subsequently filed an application at the High Court seeking bail pending further proceedings.

Speaking in an interview with Citi News, one of his lawyers, Saani Abdul Salam, confirmed the development and indicated that efforts are underway to satisfy the bail conditions.

The case forms part of ongoing cooperation between Ghanaian authorities and the United States in tackling transnational fraud, particularly romance scams targeting victims abroad.

Further proceedings are expected as the extradition process continues.

New Insights from BFA Global Reveal What It Really Takes to Increase Women’s Incomes

0

BFA Global today released new findings from its Women’s Economic Empowerment (WEE) Opportunity Leads Umbrella Program, identifying five critical, interconnected domains that drive income growth for low-income women micro-entrepreneurs. The insights emerge from a two-year collaboration with 11 enterprises in Kenya through the WEE Program.

The insights challenge the notion that income growth follows a simple, linear path. Instead, it shows that sustained income gains depend on a set of reinforcing conditions working together.

“We started with a simple question: what does it really take to increase incomes for low-income women in practice, not just in theory,” said co-authors Phoebe Kiboi and Maha Khan. “What we found is that no single intervention works in isolation. Income growth happens when multiple factors align.”

Through the program’s interventions, 1,800 women micro-entrepreneurs saw their incomes rise by an average of 49 percent, equivalent to an additional $85 per month.

The insights identify five interconnected domains that determine whether women can translate opportunity into sustained income:

  • Support Structures: Factors such as childcare, time, mobility, and social norms shape whether women can participate in economic opportunities at all. Enterprises that design around these realities can unlock participation at scale.
  • Skills and Confidence: Skills training is most effective when it builds both technical capability and self-belief, and when women have real opportunities to apply what they learn.
  • Networks: Peer networks provide critical support systems, enabling access to capital, customers, and information. These informal structures often act as the backbone of women’s economic activity.
  • Productive Capital and Assets: Access to capital drives growth only when it is appropriately timed and tailored. Misaligned financial products can hinder rather than help progress.
  • Market Linkages: Connecting women to markets creates opportunity, but sustained income depends on the strength of the other four domains.

When one domain is missing, progress stalls. Skills without market access do not translate into income. Capital without capability creates risk, and market access without support structures excludes those who need it most.

The insights emphasize the need for more integrated approaches that align multiple domains rather than optimizing individual interventions in isolation. For more information, see the key findings.

Ghana Validates Blue Economy Policy Framework at National Stakeholder Workshop

0

Ghana has taken a significant step toward formalising its Blue Economy agenda, with the Ministry of Fisheries and Aquaculture Development convening a national stakeholder validation workshop on Monday, April 20, in Accra to review and strengthen the country’s draft Blue Economy Policy before its final adoption.

The workshop brought together industry players, policymakers, technical experts, and civil society representatives to examine the draft framework in detail, with the goal of ensuring broad national buy-in ahead of implementation.

The validation session was co-sponsored by the University of Ghana School of Law Ocean Governance Project and the Tony Blair Institute for Global Change, with funding support from the Government of Norway. A preceding technical review held on April 16 focused on strengthening the policy’s structure, legal coherence, and governance architecture, with the University of Ghana team providing critical guidance on institutional alignment and compliance with both national and international legal frameworks.

Minister for Fisheries and Aquaculture Development Emelia Arthur described the validation as a critical milestone in building a resilient and inclusive Blue Economy, saying Ghana is moving steadily toward more sustainable use of its marine and freshwater resources. She said the policy is designed to tackle long-standing challenges in the management of the country’s water resources through a coordinated national approach that supports economic growth, improves food security, and protects the environment.

The strategy is built on six themes: Blue Wealth, Blue Health, Blue Knowledge, Blue Finance, Blue Equity, and Blue Safety and Security. Minister Arthur urged participants to work as an integrated team to translate these themes into actionable steps.

The policy represents Ghana’s transition from planning to implementation, with the Minister framing the task as building the engine that will power Ghana’s Blue Century by translating the six pillars into practical, costed actions that create jobs, secure food, strengthen resilience, and restore ecosystems. A prioritised and costed implementation roadmap is now in place, positioning Ghana to begin delivering tangible results from 2026.

The validation workshop follows a sequence of high-level engagements that have given the policy momentum this year. Ghana’s National Blue Economy Strategy received Cabinet approval in December 2025, and the Ministry has since been advancing implementation planning across multiple fronts, including coordination with the SDGs Advisory Unit and the National Development Planning Commission to align the Blue Economy framework with the country’s Sustainable Ocean Plan.

Ghana has also established the world’s first Blue Food Innovation Hub within the World Economic Forum’s global Food Innovation Hub network, dedicated specifically to blue food. The country has the highest per-capita fish consumption in Africa and has positioned the sector as central to its strategy for closing the protein gap, creating jobs, and building climate resilience.

Ghana’s coastline stretches over 550 kilometres, with an Exclusive Economic Zone of 225,000 square kilometres, resources that remain significantly underdeveloped relative to their economic potential. The Blue Economy Policy is intended to provide the governance framework needed to unlock investment across fisheries, maritime transport, coastal tourism, aquaculture, and emerging sectors such as marine biotechnology and offshore energy.

Namibia Overhauls Oil Laws and Local Content Rules as First Production Nears

Namibia is accelerating a sweeping overhaul of its petroleum legislation and has secured Cabinet approval for a new upstream local content policy, as the country races to put in place the legal and institutional architecture required to translate its landmark Orange Basin discoveries into sustained economic benefit.

President Netumbo Nandi-Ndaitwah, speaking at the Namibia International Energy Conference (NIEC) 2026 in Windhoek, announced that a Petroleum Exploration and Production Amendment Bill is currently before Parliament as a key reform aimed at strengthening governance, improving transparency and providing regulatory clarity to investors while safeguarding national interests. A central element of the reform is the placement of the Upstream Petroleum Unit under the Presidency, which she said would improve coordination and accountability and enable faster decision-making.

Cabinet also approved, in principle, an Upstream Local Content Policy following extensive nationwide consultations. The President said the policy is designed to ensure that Namibia’s petroleum resources translate into tangible socioeconomic benefits for all citizens through skills development, employment creation and enterprise growth, in line with the government’s broader agenda of inclusive growth.

The dual announcements signal a deliberate effort to ensure that governance frameworks keep pace with rapidly accelerating upstream activity. African Energy Chamber Executive Chairman NJ Ayuk, speaking at the same conference, described Namibia’s recent exploration success as a historic shift in global perception, arguing that the country’s challenge has now shifted from discovery to execution, and that legislation, investment conditions and talent development must keep pace with accelerating offshore activity.

The urgency is evident in the volume of upstream commitments being made across the Orange Basin. Chevron confirmed it will drill the Nabba-1X exploration well in late 2026, reinforcing confidence in the basin’s long-term deepwater potential. Rhino Resources announced it is preparing to drill the Capricornus well in the coming months, while TotalEnergies is progressing its Venus development toward a mid-2026 final investment decision, milestones that are expected to catalyse large-scale production and further development across Namibia’s deepwater portfolio.

These developments underscore Namibia’s rapid transition from an exploration frontier to an emerging production hub, with the Orange Basin now widely regarded as one of the most significant new deepwater plays globally. Officials and industry leaders stressed that collaboration between government and investors will be essential to unlocking long-term value from the country’s hydrocarbon resources.

For Namibia, the policy moment carries particular weight. The country is simultaneously managing its first presidential term under Nandi-Ndaitwah, navigating complex fiscal and royalty negotiations with global operators, and working to ensure that local businesses and workers capture a meaningful share of a sector that was largely non-existent a decade ago. Conference participants stressed that production volumes alone would not determine success, and that the depth of local participation would shape whether oil revenues produce durable economic transformation.

Namibia’s emergence as a major frontier energy producer is drawing direct comparisons with Guyana’s experience, where a rapid transition from discovery to production transformed government revenues within a few years but generated persistent debate about the pace of local capacity development.

CSOs Demand Stronger MIIF Law as Two-Percent Revenue Share Draws Fire

0

Civil society organisations have called for urgent legislative reforms to the Minerals Income Investment Fund (MIIF), warning that a 2025 amendment that reduced the Fund’s share of mineral income to just two percent could hollow out its capacity to function as a genuine sovereign investment vehicle.

The demands emerged from a CSO roundtable convened by MIIF in Accra on Friday, April 17, 2026, at which extractive sector advocates, policy think tanks and governance specialists examined the updated provisions of the Minerals Income Investment Fund Act, 2018 (Act 978), as amended by Act 1137.

The core concern centred on the structural shift introduced by the amendments. Under the original Act 978, mineral revenues comprising royalties and dividends were paid directly into an account controlled by MIIF, allowing the Fund to retain a substantial portion for investment while allocating shares to other statutory bodies. Under the revised framework, all mineral income must first be deposited into a minerals income holding account managed by the Ministry of Finance and the Controller and Accountant-General, with only two percent subsequently disbursed to MIIF and the remainder transferred into the Consolidated Fund.

Emmanuel Akwetey, Executive Director of the Institute for Democratic Governance (IDEG), questioned whether the Fund could remain operationally credible under this arrangement. Analysts have previously noted that with such a limited share of revenues, MIIF’s ability to build a robust investment portfolio, generate meaningful returns, and serve as a buffer against commodity price volatility is severely restricted, effectively repositioning it from a sovereign wealth fund to a marginal investment vehicle.

Franklin Cudjoe, founding president of IMANI Africa, pressed on accountability mechanisms, citing MIIF’s investment in Asante Gold Corporation’s gold trading as a case requiring stronger monitoring and evaluation to assess outcomes and inform decision-making.

In response, MIIF’s Chief Finance Officer David Awuah Mensah acknowledged that some investments had encountered challenges and confirmed the Fund was taking corrective action. “Where we need to exit, we have exited,” he said, adding that efforts were underway to recover the funds involved.

The roundtable also produced a call for a governance framework to guide MIIF with a well-defined structure that reduces executive control, and a recommendation for a Legislative Instrument to correct what participants described as defects in the current Act. CSO representatives also called for politicians to be kept out of the Fund’s operations.

The governance debate unfolded against a backdrop of record financial performance. MIIF recorded total mineral royalty inflows of GH₵5.43 billion in 2025, a 10.8 percent increase over the GH₵4.91 billion collected in 2024, the highest annual figure in the institution’s history. CEO Justina Nelson attributed the performance to disciplined enforcement, strategic oversight and renewed institutional commitment, and disclosed that first-quarter 2026 royalty collections had already exceeded the corresponding period in 2025.

Mrs Nelson also noted that the performance was achieved despite a significant appreciation of the cedi against the US dollar, which typically reduces the local currency value of dollar-denominated mineral revenues.

Chief Technical Officer Kwabena Barning reiterated that MIIF is mandated to maximise the value of income due to the Republic from mineral wealth, while ensuring revenues are managed in a beneficial, transparent, accountable and sustainable manner, and plays a role in reducing Ghana’s exposure to fluctuations in mineral revenue.

CSO representatives acknowledged MIIF’s recent revenue gains but maintained that stronger statutory safeguards were essential to translate operational performance into durable public benefit. They argued that additional reforms were needed to cement transparency, broaden stakeholder representation in governance structures, and secure the Fund’s long-term accountability to Ghanaians.

Ghana remains one of Africa’s leading gold producers, with the metal accounting for more than 90 percent of mineral export receipts. Bauxite, manganese and emerging minerals, including lithium, continue to expand the country’s extractive portfolio.

IMF Tells Africa: Remove Private Sector Barriers or Sacrifice the Recovery

The International Monetary Fund (IMF) has delivered a direct warning to sub-Saharan African governments, including Ghana, that structural barriers blocking private sector growth must be dismantled urgently, or risk squandering the strongest regional economic momentum seen in a decade.

After a strong 2025 in which regional growth reached 4.5 percent, the fastest pace in over a decade, sub-Saharan Africa entered 2026 facing renewed pressure. The IMF has revised its 2026 growth forecast for the region downward to 4.3 percent, with downside risks described as significant amid high global uncertainty and persistent macroeconomic vulnerabilities.

The April 2026 Regional Economic Outlook’s dedicated chapter on structural reform delivers a stark productivity diagnosis: average labour productivity across sub-Saharan Africa has been essentially unchanged in real terms for nearly three decades, from 1991 to 2024. Total factor productivity, which measures how efficiently labour and capital are combined, contributed only about one-quarter of a percentage point to annual GDP growth over the past 25 years, and in resource-intensive economies the measure has actually turned negative since the end of the commodity super cycle.

The Fund identified the high cost of doing business, weak state-owned enterprise performance, and fragmented regional trade links as the primary structural obstacles slowing productivity, discouraging investment, and limiting long-term growth.

IMF African Department Director Abebe Selassie, presenting the outlook at the Fund’s Spring Meetings press briefing, called for concrete reform options across three areas: improving governance, strengthening business environments, and deepening domestic financial markets. He described productivity growth as “the long-term prize,” while acknowledging that realising it requires upfront investment in reliable electricity, digital infrastructure, and skills.

On regional trade, the IMF called for further progress on the African Continental Free Trade Area (AfCFTA), specifically through reducing non-tariff barriers, modernising customs procedures, and deepening trade in services, arguing that these steps would lower trade costs and create larger and more diversified markets for local goods and services.

The Fund also addressed the role of technology in unlocking growth, noting that the region’s readiness for artificial intelligence adoption remains below that of many other emerging markets, reflecting gaps in infrastructure, skills, and governance capacity, although AI is already being adopted for problem-solving applications in key sectors, with scope for productivity gains and improved public service delivery. Governments were urged to accelerate low-cost AI applications in revenue administration and financial inclusion, accompanied by investment in energy grids, connectivity, cybersecurity, and data governance.

On public spending, the Fund raised persistent concerns about value for money in health, education, and infrastructure budgets, warning that inefficiencies continue to weaken the development impact of government expenditure across the region. State-owned enterprises were singled out for governance and cost-recovery improvements, with the IMF stressing that reforms must be designed to avoid worsening hardship for vulnerable households.

The IMF’s message is that sub-Saharan Africa’s growth has historically depended too heavily on commodity booms or public investment, neither of which has delivered durable convergence with richer economies. The next phase must focus on governance, simpler business regulation, stronger external-sector policies, and an investment climate that can attract private capital and create jobs.

For Ghana specifically, the IMF revised the 2026 growth forecast upward to 4.8 percent, reflecting stronger-than-expected performance under the IMF programme, with Ghana’s economic growth reaching 6 percent in 2025. However, analysts at the Brookings Institution cautioned that while Ghana had made progress under its IMF programme, growth remained weak, private sector credit was constrained, and confidence recovery was slow.

Selassie closed the briefing on a note of guarded optimism, acknowledging that the region has repeatedly weathered crisis while continuing to reform. “The gains of 2025 are real, and they are worth defending,” he said.

BoG’s Remit2Invest Drive Faces Accountability Test, Governor Admits

0

The Bank of Ghana’s (BoG) flagship diaspora investment initiative drew pointed questions about government accountability at its Virginia roundtable this weekend, even as the Governor unveiled an ambitious package of financial reforms designed to channel record remittance inflows into productive investment.

The roundtable, held at the Hilton Alexandria Mark on April 19, 2026, under the theme “The Central Bank Bridge: Remit2Invest,” brought together Ghanaian professionals in the Washington DC area alongside technical experts from the BoG, representatives of commercial banks, and officials from the Ghana Investment Promotion Centre (GIPC).

Governor Dr Johnson Pandit Asiama confirmed that Ghana’s remittance inflows reached nearly $7.8 billion in 2025, surpassing foreign direct investment (FDI) and accounting for roughly 6 percent of gross domestic product, up sharply from approximately $4.6 billion recorded in 2024. He attributed the growth in part to easing inflationary pressures, a more stable exchange rate, and strengthened gross international reserves.

The reform agenda presented at the roundtable targets the specific pain points that have historically discouraged diaspora investors from moving beyond household transfers into formal investment. The BoG is pursuing fintech partnerships to reduce the cost of sending money and accelerate settlement times, while also exploring digital ledger systems and tokenisation to make cross-border transactions faster, more transparent, and less prone to errors. The central bank is also developing diaspora bonds, collective investment schemes, and foreign currency-denominated products designed to reduce exchange rate risk for investors abroad.

Dr Asiama also raised concerns about the continued use of informal remittance channels, warning that such transfers may not translate into measurable foreign exchange inflows. “We are making sure that when you remit your funds, the cost will be minimal and there will be safety,” he said, urging participants to favour formal channels particularly for significant transfers.

But the session surfaced a candid challenge from within the room. Participants questioned whether remitted funds ultimately benefit Ghana’s economy, with one attendee warning: “You can do all that we are talking about here. But if there is not accountability in Ghana among those who oversee things, you can try to fill a bucket that has holes, it will never get full. There should be punishment for wrongdoing, especially from the top.”

The Governor also cautioned that Ghana risked losing engagement with the next generation of diaspora contributors if strategies were not modernised. “The intentional inclusion of our second-generation Ghanaians is equally important,” he said. “Their engagement will depend on modern digital and identity-based approaches that utilise their savings preferences and investment objectives.”

Dr Asiama noted that Ghana is drawing lessons from the Philippines, Mexico, and Kenya, which have each built structured diaspora investment frameworks, adding that the diaspora must be viewed as domestic investors abroad rather than external senders of money. “If harnessed effectively, it can become a reliable source of long-term capital, even during crises,” he said.

The Remit2Invest roundtable forms part of a broader diaspora engagement drive the BoG launched earlier this year, which included a summit in London and plans for a nationwide remittance roadshow across the United States.

The central bank’s ambition is clear: convert Ghana’s largest single source of external financing from a consumption channel into a strategic investment pipeline. Whether the reforms can overcome the accountability concerns raised in the room will determine how much of that $7.8 billion eventually finds its way into the productive economy.

Is Accra Too Expensive? Ghana’s Hotel Costs Tested Against African Rivals

0

Ghana is investing heavily in its reputation as Africa’s premier tourism gateway, but a comparative look at accommodation costs across the continent’s leading cities raises an uncomfortable question: is the price of a night in Accra quietly undermining the ambition?

A cross-city assessment of hotel pricing in Accra, Nairobi, Lagos, Johannesburg, and Abidjan reveals that Ghana consistently sits at or near the top of the cost spectrum, not only in the luxury tier, where high prices can be justified by brand positioning, but more critically in the mid-range and budget categories where the bulk of global travellers make their decisions.

In Accra, five-star properties such as the Kempinski Hotel Gold Coast City and the Mövenpick Ambassador Hotel command standard room rates from roughly $221 to over $550 per night depending on room category and season. Comparable properties in Nairobi, including Villa Rosa Kempinski, operate across a broader range of approximately $170 to over $500, while Sandton Sun Hotel in Johannesburg regularly falls between $180 and $350 per night. In Lagos, flagship hotels like the Eko Hotels and Suites begin from as low as $142 for standard rooms, while Abidjan’s Sofitel Hôtel Ivoire typically starts around $215.

The gap widens in the middle market. Mid-range properties in Accra routinely fall between $100 and $250 per night, while comparable facilities in Nairobi can be secured for $64 to $102, and some equivalent Johannesburg options are priced even lower. At the budget end, guesthouses and two-star facilities in Accra begin at around $40 to $80 per night. In Kenya and South Africa, equivalent options frequently fall below $30, and hostel dorm beds in Nairobi and Cape Town regularly start between $10 and $15, compared to Accra’s entry-level hostel options beginning around $15 to $40.

The cost pressure is measurable at the trip level. In 2024, an international visitor on a 13-day trip to Ghana spent on average $3,750 on accommodation, food and entertainment. With local inflation factored in, the same visit in 2025 cost approximately $4,160, and a stronger cedi further increased the dollar equivalent to roughly $5,760, representing a 35 percent price increase in a single year.

As of early 2026, there has been no government review of taxes or incentives targeted at the hospitality sector, despite persistent calls from industry stakeholders and the broader fiscal reform environment. The Ghana Hotels Association has consistently pointed to Value Added Tax (VAT), the National Health Insurance Levy (NHIL), and sector-specific levies as primary cost drivers that are ultimately passed on to guests.

The infrastructure dimension compounds the pricing challenge. A lack of reliable electricity and water supplies forces hotels and businesses to rely on costly generators, driving up accommodation prices and reducing Ghana’s competitiveness. Tourism Minister Abla Dzifa Gomashie acknowledged the issue directly during her parliamentary vetting in January 2025, noting that “even hotels with franchises in other countries are relatively expensive here,” while framing high prices as a symptom of deeper infrastructure deficits.

Ghana’s World Travel and Tourism Council competitive ranking improved from 115th in 2021 to 98th in 2025, and international tourist arrivals reached 1.48 million in 2025, generating tourism receipts of approximately $5.19 billion. The trajectory is positive, but analysts warn that pricing is becoming the limiting factor as travellers grow more comparison-driven.

The stakes extend beyond the numbers on a hotel booking platform. Tourism competitiveness is shaped by total trip cost. Ghana already faces scrutiny over high airfares into Kotoka International Airport, and when expensive accommodation is layered on top, the overall cost of visiting rises sharply relative to alternatives. For a traveller weighing a week in Accra against Nairobi or Johannesburg, the price difference across comparable experiences can be substantial.

For policymakers, the immediate intervention points are structural: a review of hospitality sector taxation, incentives for mid-range hotel development, and investment in utilities infrastructure that reduces operators’ dependence on self-generated power. These are not novel recommendations, but their implementation has lagged behind the promotional ambitions of initiatives such as December in Ghana and the broader diaspora engagement strategy.

Ghana’s cultural pull, political stability and historical significance remain genuine competitive advantages. But in a continent with fast-rising tourism alternatives, those advantages will only hold if the cost of simply spending the night does not cancel them out.

Ghana’s 24-Hour Economy Dream Needs a Power Source That Never Blinks

0

Ghana’s 24-hour economy ambition is generating considerable political enthusiasm, but industry voices are warning that the vision rests on an energy foundation that cannot currently support it, and that institutional paralysis within the country’s nuclear programme is turning a structural advantage into a gathering liability.

The government’s push for round-the-clock industrial productivity requires what energy specialists describe as a baseload power source capable of continuous, uninterrupted output. The country’s current generation mix, dominated by fuel-dependent thermal plants accounting for roughly 62 percent of Ghana’s energy mix, leaves the system exposed to fluctuations in global oil and gas prices, with direct consequences for electricity tariffs and overall energy security.

Bellona-Gerard Vittor-Quao, Public Affairs Manager at Nuclear Power Ghana (NPG), draws the contrast plainly. “Nuclear plants can run for 12 months without refuelling,” she argues. “It provides the steady baseload that fuel-dependent thermal plants simply cannot guarantee.” Without that reliability, businesses cannot optimise three-shift work cycles while hedging against fuel price spikes or sudden supply disruptions.

The vulnerability of the current system was exposed in recent months. A technical fault at the Ghana National Gas Company processing plant forced an emergency shutdown, cutting gas supply to thermal power stations and triggering intermittent outages. At the same time, Brent crude climbed from $66.31 in early March 2025 to near $115 at the height of Middle East tensions, exposing Ghana’s fuel-dependent generation fleet to external price shocks.

Ghana’s nuclear programme, in theory, represents the solution. The country has completed the site selection process and identified a candidate site in the Western Region and an alternative site in the Central Region, following an eight-day International Atomic Energy Agency (IAEA) Site and External Events Design Review mission in February 2025, the first of its kind conducted in Ghana.

Yet the programme has stalled at the institutional level. Dr Archibold Buah-Kwofie, Director of the Nuclear Power Institute of the Ghana Atomic Energy Commission (GAEC), acknowledged that while progress is being made, it is not happening at the anticipated pace. “Are we progressing? Yes. Are we progressing at the pace that we hoped? Maybe not,” he said, pointing to funding constraints and competing national priorities as key factors.

He called for the reactivation and strengthening of the Ghana Nuclear Power Programme Organisation (GNPPO), the central coordinating body, stressing that it must be made fully functional and better aligned with the programme’s technical demands. He also warned that without sustained financial backing, progress in the current phase could face further delays.

Critical technical studies, including detailed site characterisation and an environmental impact assessment, remain unfunded, according to NPG Executive Director Dr Stephen Yamoah, who called on the government to intervene. The original target of introducing nuclear power by 2029 has already shifted to the mid-2030s.

The cost of continued delay extends beyond missed timelines. Ghana has invested substantially in training nuclear scientists and engineers over decades, but industry analysts warn that expertise is a perishable resource. Competing African nations, among them Egypt, Kenya, Uganda, and Rwanda, are advancing their own nuclear programmes, in some cases drawing on Ghanaian expertise, creating a real risk of talent drain and diminished strategic positioning for a country that was once seen as the frontrunner for nuclear energy in Sub-Saharan Africa.

Ghana has built the institutions, passed the relevant laws, and earned the confidence of the IAEA. With the World Bank having lifted its historic ban on nuclear financing, a window is now open that was previously unavailable. But the hardest and most consequential decisions, from vendor selection to financing and project governance, remain unresolved.

The argument being made with increasing urgency by nuclear programme insiders is that the 24-hour economy and nuclear energy are not parallel policy conversations. They are the same conversation. A government that promises an economy that never stops must sooner or later commit to a power source that does not either.

Gold Holds Under US$4,800 as Iran Talks and Fed Hearing Grip Markets

0

Gold remained under pressure on Tuesday, holding below $4,800 per ounce as investors weighed the prospects of a second round of United States-Iran peace talks in Pakistan against an uncertain monetary policy outlook ahead of a critical Federal Reserve confirmation hearing in Washington.

Spot gold was down 0.7 percent at $4,785.99 per ounce as of 0745 GMT, extending its decline from Monday when it hit its lowest level since April 13. United States gold futures for June delivery fell 0.5 percent to $4,805. A firmer dollar added to the pressure, making greenback-denominated commodities more expensive for holders of other currencies.

The metal remains under pressure as investors cautiously awaited a second round of negotiations before the two-week ceasefire expires this week. Vice President JD Vance is expected to lead the US delegation in Pakistan, while Iran is also reportedly preparing to send representatives, reversing earlier signals that it would not join further negotiations. President Donald Trump has said he is unlikely to extend the existing truce if no agreement is reached before its expiration, adding that the Strait of Hormuz will remain closed until a deal is secured.

“If those things happen, gold will probably be well supported because oil prices will drop,” said Kyle Rodda, senior financial market analyst at Capital.com. “If those things don’t come about, you might start to see some of that volatility come back into the market.”

The Middle East conflict has triggered a historic energy supply shock that heightened inflationary risks and raised the likelihood of central bank rate hikes, weighing on gold. The precious metal remains down more than 8 percent since the Iran war began.

Adding a separate layer of market uncertainty, Kevin Warsh, President Trump’s nominee to replace Jerome Powell as chair of the Federal Reserve, faces a Senate Banking Committee confirmation hearing on Tuesday. Warsh is widely expected to be confirmed to succeed Powell, whose term expires on May 15, though one potential obstacle remains in Senator Thom Tillis, a Republican who has said he will not advance the nomination until the Department of Justice concludes an investigation into Powell.

In prepared remarks to be delivered at the hearing, Warsh pledged that the Federal Reserve must stay focused on its primary mandate, stating that Fed independence is placed at greatest risk when the central bank strays into areas beyond its authority. He expressed firm commitment to fighting inflation while signalling support for keeping political independence intact.

Among other metals, spot silver fell 1.1 percent to $79.06 per ounce, platinum lost 0.6 percent to $2,076.35, while palladium edged up 0.6 percent to $1,560.19.

Major institutional forecasts remain constructive over the medium term, with JPMorgan and Deutsche Bank projecting year-end 2026 gold targets of $6,300 and $6,000 per ounce respectively, characterising the current pullback as a short-term dislocation driven by geopolitical volatility rather than a structural shift in demand.

Africa Bets on Regional Trade as Carbon Rules and Global Shifts Bite

Africa’s trade architecture is undergoing a profound structural realignment, as the continent pushes deeper into regional integration while confronting the financial weight of new European carbon regulations and an increasingly fractured global trading system.

The African Export-Import Bank (Afreximbank) projects overall continental trade growth of 10 percent in 2026, building on a 2025 total trade figure of $1.4 trillion, with intra-African trade now accounting for roughly 18 percent of that volume as the African Continental Free Trade Area (AfCFTA) continues to gain traction.

Afreximbank’s Group Chief Economist Yemi Kale described the AfCFTA as more than a trade agreement, framing it as an economic stabilisation mechanism in a fragmenting world. He emphasised that expanding intra-African trade and reducing tariff barriers would allow the continent to decrease its exposure to external shocks while building regional value chains in sectors such as agro-processing, pharmaceuticals, and digital services.

The push inward comes as external pressures intensify. The European Union’s Carbon Border Adjustment Mechanism (CBAM), which moved into its definitive implementation phase in January 2026, now requires importers of certain products to purchase certificates reflecting the carbon emissions embedded in their goods. Although Africa contributes only about 3 to 4 percent of global greenhouse gas emissions, many African economies face significant exposure because the EU absorbs roughly one-third of Africa’s exports in sectors covered by the mechanism, including iron, steel, aluminium, cement, fertilisers, and electricity.

Modelling by the African Climate Foundation and the London School of Economics suggests CBAM could reduce exports from Africa to the EU of aluminium by up to 13.9 percent, iron and steel by 8.2 percent, fertiliser by 3.9 percent, and cement by 3.1 percent, with a portion of those flows likely to be redirected toward China and India rather than lost entirely.

The timing compounds existing difficulties. South African goods exported to the United States have faced a 30 percent tariff since August, meaning some of the continent’s largest industrial exporters are absorbing simultaneous trading pressures from both sides of the Atlantic.

Against that backdrop, regional trade is emerging as both a hedge and a growth engine. Afreximbank disbursed more than $17.5 billion in trade finance in 2024 and has set a target of $40 billion by 2026, while the expanding Pan-African Payment and Settlement System (PAPSS) is reducing reliance on foreign currencies and making cross-border transactions more efficient.

Africa’s economy still makes up only 3.3 percent of global exports, a figure that underscores the urgency of moving away from commodity dependence and accelerating industrialisation to integrate more effectively into global value chains. The continent’s estimated trade finance gap remains above $100 billion annually, disproportionately affecting small and medium-sized enterprises that form the backbone of cross-border commerce.

Despite the constraints, momentum is visible. Sectors such as processed foods, fertilisers, and packaging materials have begun recording modest increases in intra-African trade, while growing interest in local currency settlement and digital payment platforms could gradually reduce dependence on external financial centres, provided regulatory harmonisation is achieved.

The trajectory suggests Africa’s near-term growth will increasingly be shaped by how effectively governments translate continental trade commitments into functioning supply chains, adequate financing, and production systems resilient enough to meet tightening global environmental standards.

The Silent Crisis in Ghana’s Classrooms: How Iron Deficiency Is Draining Ghana’s Future Workforce

0

By: Isaac Aidoo

In classrooms across Ghana, pupils are failing tests not because they lack intelligence, but because they lack iron.

Ama is 10 years old and struggles to stay awake in class. She isn’t lazy. She isn’t unintelligent. She’s iron deficient — like thousands of schoolchildren nationwide. Her teacher says Ama often rests her head on the desk by mid-morning, too drained to follow the lesson. Behind every child nodding off at a desk may be an empty plate, not an empty mind.

New research from the University of Ghana, based on a 2024 and 2025 field study in Kyekyewere in the Ayensuano district of Ghana’s Eastern region, is reframing poor academic performance as a nutrition emergency. The study links iron deficiency in school-aged children to lower concentration, slower cognitive processing, and weaker memory retention — all critical for learning. “We found children who were anemic were twice as likely to score below average in comprehension tests,” says Professor Matilda Steiner-Asiedu, lead researcher on the study. “The brain simply cannot function optimally without iron.

While education debates often focus on textbooks, teacher training, and infrastructure, scientists say the real deficit starts on children’s plates. Iron is essential for carrying oxygen to the brain. Without enough of it, concentration drops, energy fades, and learning stalls. A child who misses breakfast or eats a diet heavy in staples like maize and cassava but light in meat, beans, or leafy greens is at risk.

The scale is worrying. Ghana Health Service data has consistently flagged anemia — largely caused by iron deficiency — as a major public health concern among children. In some regions, prevalence rates exceed 60% for children under five, and the problem persists into school age. That means in a class of 40 pupils, more than 20 could be learning while physiologically impaired.

The result: Ghana’s next generation of workers is being weakened before they even enter the job market — not by poor schooling, but by poor nutrition. Teachers report that affected pupils are more likely to repeat classes, drop out early, or score poorly on basic literacy and numeracy tests. “We’re asking children to run a race while they’re anemic,” one district education officer noted. “It’s not a fair fight.”

The cost runs deeper than report cards. Economists and public health researchers warn that iron deficiency is a major drag on learning nationwide, with reduced academic performance today translating into lower future productivity and weakened economic competitiveness tomorrow. The World Bank has previously estimated that malnutrition can shave 3% or more off a country’s GDP annually through lost productivity and healthcare costs.

Corporate and public campaigns have tried to tackle the gap. Nestlé’s “Iron Strong” campaign, launched under then Managing Director Philomena Tan, sought to raise awareness and improve access to iron-fortified foods for children. While the initiative reached thousands of households, stakeholders say the agenda remains unfinished — fortified products are still out of reach for many low-income families, and nutrition education gaps persist.

Fixing it will take more than deworming and vitamin A campaigns. Experts point to school feeding programs as a critical lever. Where meals include beans, kontomire, or small fish powder, children get dietary iron. But coverage is uneven, and meals are often carbohydrate-heavy without enough iron sources. Fortified staples and better nutrition education for parents remain urgent priorities.

Unless nutrition is treated as an education issue, Ghana risks losing its competitive edge one classroom at a time. The crisis is silent because a child with iron deficiency doesn’t look malnourished. They look sleepy, distracted, or “slow.” But the consequences won’t be silent. They will show up in WAEC results, in job readiness, and in the country’s growth numbers a decade from now.

Addressing it starts with recognizing that the brain can’t learn on an empty tank. And for thousands of Ghanaian children, the tank is running low

Tim Cook Steps Down as Apple CEO After 15 Years at the Helm

0

Apple on Monday named hardware engineering chief John Ternus as its next chief executive officer, ending Tim Cook’s 15-year tenure at the top of the world’s most valuable technology company, with the transition set for September 1, 2026.

Cook joined Apple in 1998 and became chief executive in 2011, succeeding the late Steve Jobs. By the time of the announcement, Apple’s market capitalisation had reached $4 trillion, a roughly 24-fold increase under his leadership, with annual revenue climbing to more than $416 billion in fiscal year 2025.

Cook will remain in his role through the summer, working alongside Ternus on a structured handover. As executive chairman, he will focus on engaging with policymakers around the world.

Ternus, 50, joined Apple’s product design team in 2001, became vice president of hardware engineering in 2013, and joined the executive team as senior vice president in 2021. He has overseen hardware engineering for the iPhone, iPad, Mac, Apple Watch, AirPods, and Vision Pro.

Johny Srouji, previously senior vice president of hardware technologies, will move into a newly expanded chief hardware officer position, adding hardware engineering responsibilities to his remit.

“It has been the greatest privilege of my life to be the chief executive officer of Apple,” Cook said in a statement. Ternus, in turn, described the opportunity as one he approached with humility, pledging to uphold the values that have defined the company across five decades.

The succession ends Cook’s 15-year run as one of the most consequential technology chief executives in modern history. Among the major challenges Ternus will inherit is the task of accelerating Apple’s artificial intelligence strategy, an area where the company has faced sustained criticism from investors and industry analysts. Apple has delayed upgrades to its Siri voice assistant multiple times and recently turned to Google’s Gemini model to power future Apple Intelligence features.

Apple’s board of directors approved the transition unanimously, following what the company described as a long-term succession planning process.

Ecobank Posts Record US$2.45bn Revenue as Profit Climbs 21 Percent

Ecobank Group, the pan-African financial services group listed on the Ghana Stock Exchange (GSE), delivered its strongest annual performance on record in 2025, with profit before tax rising 21 percent to $801 million and net revenues climbing 17 percent to $2.45 billion, driven by broad-based growth across all major business lines and regions.

The full-year audited results for the year ended December 31, 2025, released by Ecobank Transnational Incorporated (ETI), showed that the group’s Growth, Transformation, and Returns (GTR) strategy continued to produce measurable results, with efficiency improving sharply alongside revenue expansion.

Operationally, the group achieved a record cost-to-income ratio of 48.3 percent, compared to 52.8 percent a year earlier, as revenue growth outpaced cost increases. The improvement in the cost ratio to below 50 percent is notable, as pan-African banks have historically struggled with high operating costs due to the complexity of running multi-country compliance, treasury, and technology stacks across dozens of markets.

Corporate and Investment Banking (CIB) led the group’s earnings, with profit before tax surging 40 percent to $697 million, backed by growth in trade finance, cash management, and capital markets. Consumer and Commercial Banking (CCB) also delivered strong results, with profit before tax rising 27 percent to $480 million, supported by robust deposit mobilisation and a 33 percent increase in lending activity.

Customer deposits across both business segments grew by $4.9 billion to reach $25.3 billion, while loans rose to $12.8 billion, driven by trade finance and digitally enabled lending.

Regionally, Central, Eastern and Southern Africa (CESA) emerged as the fastest-growing segment, with the group also reporting meaningful progress in turnaround subsidiaries in Kenya, Uganda, and Zambia. Anglophone and Francophone West Africa remained key contributors to overall profitability, supported by improved funding costs, trade flows, and treasury performance.

The 2025 results also reflect a broader shift in the operating environment, as several African central banks, including those of Nigeria, Ghana, and Kenya, cut interest rates during the year as inflation eased and currencies stabilised, reducing the hedging costs that had previously weighed on dollar-reported earnings.

Asset quality came under some pressure during the year, primarily from higher non-performing loans in Nigeria linked to legacy exposures and the withdrawal of regulatory forbearance. The group raised its expected credit loss reserves to 7.8 percent of gross loans from 5.7 percent, while maintaining a total capital adequacy ratio of 16.7 percent, which sits 420 basis points above the minimum regulatory threshold.

The group’s return on tangible equity (ROTE) stood at 27.8 percent, and earnings per share rose 23 percent to 1.68 US cents. The ETI board has recommended a dividend payout of $40 million, equivalent to 0.16 US cents per share, subject to shareholder approval at the forthcoming Annual General Meeting (AGM).

Jeremy Awori, Group Chief Executive Officer, said the results affirmed the value of the group’s diversified pan-African model, adding that a 1,000-basis-point increase in customer satisfaction to 70 percent reflected continued investment across both physical and digital channels. He credited the performance to the efforts of approximately 14,000 Ecobank employees operating across the continent.

Ecobank operates in 39 African countries and serves tens of millions of customers across its consumer, commercial, corporate, and investment banking segments.

Delta and Amazon Bring Satellite Wi-Fi to 500 Aircraft

0

Delta Air Lines and Amazon have signed a long-term agreement to bring high-speed satellite internet to hundreds of Delta aircraft, marking one of the most significant upgrades to in-flight connectivity in the aviation industry’s recent history.

Announced on March 31, 2026, the deal gives Amazon’s satellite internet venture, Amazon Leo, one of its highest-profile customers yet, as it races to compete with SpaceX’s Starlink, which already has agreements in place with United, Southwest, and Alaska Airlines.

The rollout will begin in 2028, with Amazon Leo’s in-flight internet initially covering 500 Delta aircraft. The service will be free for all Delta SkyMiles members as part of their existing membership packages.

Amazon Leo operates through a constellation of satellites positioned in low Earth orbit (LEO), roughly 370 miles above the planet’s surface. This puts its satellites more than 50 times closer to Earth than the traditional geostationary systems that have powered legacy in-flight Wi-Fi, dramatically reducing latency for passengers.

The Leo Ultra antenna, an aviation-grade phased array unit, will be installed on Delta’s aircraft and is designed to support download speeds of up to 1 Gbps and upload speeds of up to 400 Mbps, enabling passengers to stream video, join video calls, and upload large files mid-flight.

“Delta’s future is global,” said Ed Bastian, Delta’s chief executive officer. “This agreement gives us the fastest and most cost-effective technology available to better connect the world today.”

Amazon chief executive Andy Jassy described the deal as a demonstration of Leo’s scale and ambition, noting that the network was designed to serve billions of people currently without reliable internet access.

The partnership builds on an existing relationship between Delta and Amazon Web Services (AWS). Since 2020, Delta has migrated hundreds of applications to the cloud using AWS, which powers the airline’s reservation systems, operational tools, and customer-facing platforms.

Delta will initially focus the Leo rollout on domestic-focused narrow-body aircraft from Boeing and Airbus, while continuing to work with existing connectivity partners Viasat and Hughes Network Systems for other parts of its fleet.

Amazon currently has around 200 satellites in orbit, compared to more than 10,000 for Starlink, which launched commercial service in late 2020 and now counts more than 10 million subscribers globally. Amazon has more than 20 full-scale satellite launch missions planned over the next year as it works to build out a constellation of approximately 3,200 LEO satellites.

Beyond connectivity, the agreement is expected to deepen the integration of Amazon technologies across the entire Delta travel experience, with the two companies planning to use artificial intelligence (AI) and AWS cloud infrastructure to personalise services at every stage of a passenger’s journey.

Nigeria’s Steel Dream Needs Managers, Not Just Money

When economists project that the privatisation of Ajaokuta Steel Company could add over $115 billion to Nigeria’s Gross Domestic Product (GDP) and create tens of thousands of jobs, the numbers understandably capture public attention. In a country long desperate for industrial revival, such figures sound like salvation. Yet figures, however impressive, only skim the surface of a much deeper crisis. The prolonged failure of Ajaokuta is not fundamentally an economic mystery. It is a managerial collapse, aggravated by decades of weak governance and an inability to adapt to the realities of the Digital Age.

For over four decades, Nigeria has poured billions into a steel complex that has produced ambition, litigation, and disappointment, but not steel. In the 2026 budget, the federal government allocated approximately N6.69 billion to the company, with over 90 per cent going to personnel costs rather than production, underscoring its status as a non-performing asset. The reflexive prescription has always been the same: more funding, new ownership, fresh political promises. What has remained curiously absent is a rigorous interrogation of how leadership, management capability, and institutional design have consistently failed this project.

Why Money Has Never Been the Problem

Ajaokuta stands as perhaps the clearest illustration of a truth many governments struggle to accept: capital does not create value. Management does. Nigeria began funding this project in the 1970s, when revenues were plentiful and national confidence was high. Nigeria has invested up to $10 billion in the project over the years without producing steel, while still spending about $4 billion annually on steel imports. This is not because the country lacked financial commitment. It lacked a management system capable of translating investment into execution.

Economics alone cannot explain why successive administrations retained bloated payrolls for a non-producing enterprise, why boards were reshuffled without accountability, or why operational goals were rarely measured, let alone achieved. These are not fiscal failures. They are failures of professional management discipline.

The Digital Age Nigeria Ignored

Another uncomfortable reality is that Ajaokuta has remained conceptually frozen in the industrial logic of the twentieth century. It was designed for an era of centralised planning, analogue processes, and politically mediated decision-making. Modern steel production, by contrast, is defined by digitised operations, real-time data analytics, integrated supply chains, and predictive maintenance systems. Industrial relevance today depends as much on information architecture as on furnaces and ore.

Nigeria’s policy debate has largely ignored this shift. Attempts at revival still speak the language of physical completion and ownership transfer, while neglecting digital transformation. Without a deliberate transition into Industry 4.0 practices, reviving Ajaokuta in its existing managerial form would merely reactivate an obsolete industrial model, incapable of competing regionally or globally.

Governance Failure Disguised as Industrial Policy

International experience shows that state-owned enterprises do not fail simply because the state owns them. They fail when governance is weak, boards are politicised, performance incentives are absent, and transparency is optional. Ajaokuta fits this pattern precisely. Panellists at the recent 4th International Conference on Ajaokuta described it as Nigeria’s “most enduring industrial paradox,” noting that previous concession efforts failed due to lack of transparency, weak technical capacity, and policy inconsistency.

Each collapse was blamed on changing governments, external conspiracies, or technical complexity. Rarely was the question asked: who, exactly, was accountable for delivery? In professional management terms, the answer was almost always: nobody. Where everybody is in charge, nobody truly is.

The deeper tragedy is that Ajaokuta became a symbol of institutional evasion, an enterprise where responsibility was endlessly transferred but never accepted. Instead of a disciplined governance framework, it operated on shifting political loyalties and episodic interventions. No strategic continuity. No performance culture. No independent oversight. The result was predictable: chronic underperformance masked by optimistic rhetoric.

The Risks of Privatisation Without Management Reform

Advocacy for privatisation, while understandable, carries its own dangers if pursued uncritically. Nigeria’s history contains ample evidence that poorly designed privatisation merely transfers public failure into private stagnation. President Bola Tinubu himself recently questioned whether previous privatisations of steel assets had delivered results, noting that those who administered the privatisation programme of an earlier era left a trail of non-functional enterprises.

Selling an asset does not automatically confer managerial competence on its buyer. Without professional management standards, transparent oversight, and digital performance tracking, even private operators can underperform while extracting rents from the system. Privatisation is not a magic wand. It is a governance instrument that succeeds only when discipline, accountability, and regulatory clarity are non-negotiable.

What Must Actually Change

From a Chartered Manager’s perspective, the debate about Ajaokuta needs urgent reframing. The central issue is not whether the project should be publicly or privately owned, but whether it can be competently governed in the Digital Age.

Any credible revival must begin with professionalised governance structures, where board appointments are based on skills rather than politics. Management contracts should be explicitly tied to digitally verified performance indicators. Operational processes must be redesigned for automation, data integration, and efficiency. Leadership must be accountable to outcomes, not intentions.

Steel production is not merely a manufacturing activity. It is an ecosystem. Mining, energy, transport, defence, construction, and export markets are all interconnected. Managing such complexity requires systems thinking, not siloed administration. Proposals currently under negotiation, including a production-sharing framework with Chinese investors anchored on a $2 billion commitment, recognise this integration challenge, with planners stressing that steel production requires an entire logistics ecosystem, not just a functioning furnace. The principle is sound, but execution will depend entirely on governance quality.

The Question Nigeria Must Finally Answer

After four decades of failure, Nigeria must confront a more uncomfortable question than whether Ajaokuta should be privatised. Does the country now possess the managerial maturity required to operate complex industrial systems in a digitally driven global economy?

Ajaokuta has become a mirror, reflecting not a lack of resources, but a deficit of leadership capability and institutional seriousness. Industrialisation is not achieved by pouring concrete or signing concession agreements. It is achieved by building management systems strong enough to endure political change, technological disruption, and economic uncertainty.

No nation industrialises beyond the quality of its governance architecture. Steel plants do not fail because machines are old. They fail because leadership frameworks are weak, decision-making is reactive, and accountability is negotiable.

Nigeria often speaks of infrastructure as roads, power, and factories. Yet the most critical infrastructure of all is management capability. Without it, physical assets decay and investments evaporate. Until Nigeria treats professional management as a public good and a strategic national priority, industrial dreams will continue to rust, no matter how many billions are announced on paper.

Professor Ojo Emmanuel Ademola is the first African Professor of Cybersecurity and Information Technology Management, a Chartered Manager, and a Strategic Advisor on national transformation. He is a Global Education Advocate and UK Digital Journalist.

Traoré’s Fear of Elections Speaks for Itself

0

When Captain Ibrahim Traoré declared that democracy is “not suited” for Africa, he was not making a philosophical argument. He was making a political one, rooted not in theory but in survival. Even if democracy is flawed, it retains one unforgiving strength: it holds leaders accountable. And accountability is precisely what Traoré appears keen to avoid. His fear of the ballot is his most damning confession.

He came to power in Burkina Faso in September 2022 on the back of a familiar promise to restore security, revive the economy, and return the country to stability. The justification was compelling: a nation under siege from jihadist violence needed decisive leadership.

Nearly four years later, the results tell a different story. Insecurity has worsened dramatically. Fatalities linked to militant Islamist violence tripled in the three years since Traoré took power, reaching 17,775 by last May, compared to 6,630 combined recorded deaths in the three years prior, according to analysis by the United States-based Africa Center for Strategic Studies. Civilian deaths have surged. Burkina Faso now ranks among the most terrorism-affected countries in the world. This is not progress. It is regression.

Economically, the picture is no better. Agricultural production has been disrupted by insecurity, large swathes of farmland have become inaccessible, and displacement has hollowed out local economies. Inflation may have slowed statistically, but for ordinary citizens, food and transport costs remain painfully high.

The promises have not been met. This is where democracy becomes inconvenient. In a democratic system, performance has consequences. Citizens vote. Leaders are judged. Power changes hands, peacefully.

In Burkina Faso today, that mechanism has been suspended. Elections promised for July 2024 have been pushed into uncertainty. The junta scrapped more than 100 political parties in January 2026, seizing their assets. Parliament and all political activity had previously been suspended after Traoré took power. The Independent National Electoral Commission (INEC) was dissolved in July 2025, with the government claiming the agency was too expensive. The space for dissent is shrinking. This is not governance reform. It is power consolidation.

The logic is straightforward. Elections would expose the gap between rhetoric and reality. They would offer citizens a chance to pass judgment, and that judgment may not be favourable. So the vote is delayed.

This is precisely why democracy, imperfect as it is, remains indispensable. It provides a peaceful exit for failed leadership. Without it, change becomes uncertain, and instability often follows. Traoré’s position inadvertently proves this point.

If his policies were working, if security had improved and the economy had stabilised, he would not fear elections. He would seek them as validation. Leaders confident in performance do not run from the ballot. They run to it.

The Contradiction at the Heart of “Liberation”

What is unfolding instead reflects a deeper and more troubling pattern. Dictatorship, at its core, is not liberation. It is the concentration of power in the hands of a few, ruling over the many without sustained consent. It mirrors colonial logic, only with local actors: control, extraction, and suppression.

The citizens become subjects. The state becomes an instrument of domination. This is why anti-imperialist rhetoric, when used to justify repression, rings hollow. You cannot claim to resist external domination while imposing internal domination. You cannot speak of sovereignty while silencing your own citizens. You cannot preach liberation while denying people the fundamental right to choose their leaders.

Journalists, political opposition leaders, and prosecutors critical of the military government have been forcibly conscripted and sent to the front lines in recent months. The most humiliating aspect of colonialism was not merely economic exploitation. It was the denial of agency, the assumption that people could not think, decide, or govern themselves. Internal authoritarianism replicates that same humiliation.

Africa Has Better Examples

Across Africa, there is growing frustration with governance failures and unmet expectations. That frustration is real and justified. But abandoning democracy is not the solution. The problem is not democracy itself. It is the failure to make it work effectively.

Countries like Ghana and Côte d’Ivoire, despite their imperfections, have maintained constitutional order, periodic elections, and relative political stability. These conditions have supported economic growth, attracted investment, and enabled institutional continuity. Nigeria, with all its complexities, has sustained democratic transitions and built resilient, if still evolving, institutions.

Compare this with Burkina Faso and Niger, where military takeovers have introduced uncertainty, discouraged investment, and diverted national resources toward conflict management rather than development. The contrast is instructive.

Democracy does not guarantee success, but it creates the conditions for correction. It allows societies to adjust, recalibrate, and move forward without rupture. Dictatorship offers no such flexibility. It demands obedience in exchange for promises, and when those promises fail, it offers no clear path to change.

The real needs of the people are not ideological but practical. They need security, jobs, food, and opportunity, not speeches, not slogans, not endless declarations about sovereignty. Citizens want results, and they want the power to choose who delivers those results. That is the essence of democracy.

Traoré’s argument that democracy is unsuitable for Africa does not reflect Africa’s reality. It reflects the constraints of his own position. Democracy, by design, does not protect leaders from failure. It exposes them. That is precisely why it must be defended.

Africa does not need fewer democratic systems. It needs stronger ones. The continent does not need rulers who speak in the language of liberation while practising control. It needs leaders who understand that power is temporary, conditional, and accountable.

In the end, the question is simple: should leaders serve the people, or should the people serve the leaders? Democracy answers that question clearly. That is why, despite its flaws, it remains Africa’s best safeguard against failure.

Joseph McCarthy is an analyst and researcher focusing on governance, security, and political transitions in the Sahel. He writes on geopolitics, development, and African diplomacy. Contact: 0264354064 | [email protected]

The Difference Between Being Seen and Being Chosen And What It Means for Ghana

When I landed in Windhoek, Namibia, last week to deliver the opening keynote at the MTC Branding and Marketing Indaba, I did something I always do before I enter any room — I studied the terrain.

Not just the conference brief. The country itself.

I read about Namibia’s political transition — how it recently elected its first female president, making her only the second sitting woman head of state in Africa. I researched its energy story — a series of offshore oil discoveries in the Orange Basin that could rival Guyana’s economic transformation, with final investment decisions expected from some of the world’s largest energy companies this year. I looked into its creator economy — talented young digital voices reaching millions of views on platforms that, until recently, were not set up to pay them. And I examined something that struck me most: how a country named Africa’s most authentic tourism destination in 2025, whose landscapes appear in global campaigns for Mercedes-Benz, Porsche, Land Rover, BBC Earth and Netflix, still struggles to be named first when the world is asked to picture a premium African destination.

I was the only West African in a room of 400 delegates — marketers, communications professionals, content creators, corporate leaders and government officials from seven African countries. And the question I brought with me from Accra to Windhoek was the same question I find myself asking about Ghana every single day.

Why do we keep being seen — without being chosen?

There is a distinction at the heart of every brand conversation that I believe we are not having honestly enough on this continent, and specifically in Ghana.

Being seen is about exposure. It is about reach, presence and visibility. It is what happens when your content goes viral, your advertisement runs on prime time, or your flag appears in a glossy global feature.

Being chosen is different. Being chosen is what happens when the right people, having seen you in the right context, decide — with confidence and without hesitation — that you are the one. For the partnership. For the investment. For the contract. For the seat at the table.

Most African professionals, companies and institutions have invested heavily in being seen. Very few have built the architecture to be consistently chosen.

Namibia, for all its extraordinary assets, illustrated this gap sharply. Here is a country whose landscapes are so premium that the world’s most aspirational automotive brands use them as backdrops — yet the credit goes to the car, not the country. Namibia is in the frame. It is not yet in the narrative.

Ghana has its own version of this problem. We produce some of the most culturally influential creative output on the continent. Our music travels globally. Our fashion is referenced on international runways. Our food is being discovered by diaspora communities worldwide. And yet, when global investors, partners or collaborators are building their Africa strategy, how often does Ghana appear at the top of that list — not as an afterthought, but as the first and obvious choice?

Being seen is not enough if you are not placed as the subject of your own story.

— — —

The framework I shared with that room in Windhoek — which I call Seen, Heard and Paid — argues that authentic marketing is not about exposure alone. It operates across three pillars, each of which applies equally to an individual professional, a company, or a nation.

To be Seen strategically means placing yourself in the right context, in front of the right people, before a single word is said. For Ghana, this means asking honestly: when global decision-makers encounter us — at investment conferences, in multilateral negotiations, in international media — what context are they receiving us in? Are we showing up where our value is most legible, or are we present in every room without owning any of them?

To be Heard means having narrative authority — controlling what is said about you before others fill that space for you. The brands, companies and nations that are heard are not necessarily the loudest. They are the most consistent. They have built a voice so clear and so recognisable that misinformation does not stick, because the truth is already firmly established. Ghana’s narrative is rich and powerful. But richness alone does not confer authority. Authority requires deliberate, sustained investment in how the story is told, by whom, and in which rooms.

To be Paid — at the level your brand commands — is ultimately a positioning question before it is a negotiation question. The rate conversation, whether you are a creative professional setting a fee, a company pricing a service, or a government attracting foreign direct investment, begins long before anyone sits down at a table. It begins in the perception that has already been built. Underpayment — in fees, in partnership terms, in the value attributed to our creative and economic output — is almost always a positioning failure. Not a market failure.

— — —

The room in Windhoek confirmed something I already believed: that the African visibility conversation is one conversation. The structural challenges facing a Namibian content creator trying to monetise her audience are not entirely different from those facing a Ghanaian professional trying to command institutional rates. The national branding gap in Windhoek is not entirely different from the one in Accra.

What differs is where each country is in the journey — and how urgently its institutions, its businesses and its individual professionals are treating brand authority as a strategic priority rather than a communications afterthought.

Ghana has the assets. The culture. The credibility. The creative intelligence. The question is whether we will build the architecture to be chosen — deliberately, consistently, and on our own terms.

That work begins with every professional who decides that their visibility is a strategic investment, not a vanity pursuit. It continues with every company that treats its brand as a long-term asset rather than a campaign budget line. And it is ultimately reflected in how this country shows up — and is spoken about — in the rooms that shape Africa’s future.

We have been seen long enough.

It is time to be chosen.

 

ABOUT THE AUTHOR

Maukeni Ribeiro is a Brand and Communications Strategist, Founder of Brand Elevate Consult, and a jury-selected honoree on the 2025 Top 10 Women in PR in Ghana list. She works with high-credibility professionals and institutions across Africa on visibility, positioning and authority strategy. She delivered the opening keynote — “Seen, Heard and Paid: The Heart of Authentic Marketing” — at the 2026 MTC Branding and Marketing Indaba in Windhoek, Namibia, as the only West African speaker at the conference.

South Africa’s Big Banks Modernise ATMs Instead of Cutting Them

South Africa’s five largest banks are choosing to upgrade and replace ageing automated teller machines (ATMs) rather than accelerate network reductions in 2026, as the sector balances rising digital adoption with persistent cash demand among lower-income communities.

Standard Bank is rolling out new ATMs equipped with higher capacity and additional services, including real-time acceptance, validation, and bulk cash recycling, as part of a broader upgrade strategy. The bank confirmed it will replace 600 older machines with newer models and install 200 additional technology-enabled devices this year, with no planned closures or removals.

First National Bank (FNB) is replacing some of its traditional ATMs with Automated Deposit Taking (ADT) devices, expanding cash deposit access and improving cash recycling within local markets. FNB currently operates 4,781 cash withdrawal and deposit devices, a figure largely stable since 2022.

Nedbank said its ATM footprint will remain broadly stable, with low-use machines relocated rather than simply decommissioned. Absa, which has not disclosed specific 2026 plans, continues to review its network using customer behaviour data, maintaining that ATMs remain critical tools for financial inclusion.

Capitec stands apart from its competitors by planning a net increase in both its branch and ATM network in 2026, extending a pattern in which it has added roughly 3,800 ATMs since 2019, making it the only major South African bank to significantly grow its physical cash infrastructure over that period.

The shifts come against a backdrop of structural change in South Africa’s cash economy. The South African Reserve Bank (SARB) is advancing what it describes as the biggest overhaul of the nation’s cash system in decades, anchored by plans to establish a cash management company and roll out white-label ATMs, inspired by the Netherlands’ Geldmaat model, which operates a unified ATM network jointly owned by multiple banks. The strategy aims to cut the cost of managing cash, which currently burdens consumers with fees that can run five times higher in low-income areas than in wealthier urban centres.

Despite the growing adoption of digital payment channels, cash continues to account for the majority of transaction volumes in South Africa’s informal economy, sustaining demand for accessible ATM infrastructure. Banks have also broadened cash access through partnerships with retailers such as Shoprite and Pick n Pay, allowing customers to withdraw and deposit at supermarket tills.

The industry’s direction in 2026 is modernisation rather than mass withdrawal, with smarter machines, shared infrastructure, and retail partnerships redefining how physical banking reaches South Africans who still depend on cash.

Anthropic CEO Warns AI Could Halve Entry-Level Office Jobs

0

Dario Amodei, chief executive of artificial intelligence company Anthropic, has warned that AI could eliminate up to half of all entry-level white-collar jobs within five years, a shift he says could push unemployment rates to between 10 and 20 percent and which he argues governments are dangerously unprepared to handle.

Amodei, speaking in an interview with Axios, said the pace of AI capability development over the past two years has been extraordinary, with systems that once performed at the level of a high school student now operating with the proficiency of a graduate. Tasks long assigned to junior employees in finance, consulting, law, and technology, including summarising documents, drafting reports, reviewing contracts, and generating initial project frameworks, are increasingly being handled by automated models.

“We, as the producers of this technology, have a duty and an obligation to be honest about what is coming,” Amodei said. “I don’t think this is on people’s radar.”

The warning carries particular weight because it comes from the person building the technology. Amodei acknowledged the contradiction but argued that alerting governments and the public was itself a form of responsibility. He noted that chief executives would quietly stop hiring in affected roles and move to full AI substitution the moment it becomes economically viable, a shift he said could happen almost overnight.

Supporting data adds weight to the prediction. Big Tech’s hiring of new graduates has fallen nearly 50 percent from pre-pandemic levels according to a SignalFire report, and AI was cited as the cause of nearly 55,000 US layoffs in 2025 according to figures from Challenger, Gray and Christmas. A Massachusetts Institute of Technology study found AI can already perform work equivalent to 11.7 percent of the US labour market, representing potential savings of up to 1.2 trillion dollars in wages across finance, healthcare, and professional services.

Despite these risks, Amodei said halting AI development was not a viable path, given that if one company or country stopped, others would simply accelerate. Instead, he called on governments to invest in large-scale reskilling programmes and to explore economic policies that redistribute the productivity gains from automation. He also proposed a token tax on AI model usage as one possible mechanism to fund the transition.

Not all industry voices share his alarm. Some economists and technology leaders argue that past technological revolutions ultimately created more jobs than they destroyed and that current AI capabilities, while impressive, have not yet shown the scale of disruption Amodei anticipates. Yale University’s Budget Lab published analysis in late 2025 concluding that AI had not yet caused measurable widespread job losses based on US labour market data from 2022 to 2025.

The debate nonetheless reflects a growing tension inside the technology sector between those who see AI as a productivity multiplier and those who argue its most immediate effect is the erosion of the entry-level roles where the next generation of workers would otherwise build their expertise and judgment.