Are Women Being Left Behind in the Transition to Renewable Energy?

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At the sidelines of the just-concluded Commission on the Status of Women, the Ford Foundation convened CSOs, policymakers, philanthropists, and other stakeholders to deliberate on centering women’s leadership in the design of energy transition frameworks.

Opening with two powerful short films, the session immediately grounded the conversation in lived realities. One featured a woman who lost her arm to military violence on her farm and her son to subsequent attacks, with no compensation or redress. Another depicted a community living with polluted water, corroded skin, and devastated livelihoods—daily consequences of prolonged environmental degradation.

Framing the discussion, Dr. ChiChi Aniagolu, Regional Director for West Africa at the Ford Foundation, emphasized that climate solutions cannot succeed if gender dynamics and structural inequalities are ignored.

“Communities, particularly women and girls, who did not cause the climate crisis, are being asked to bear the burden of its solutions. When gender is overlooked, we design systems that fail from the start,” she stated.

The panel brought together diverse perspectives, including traditional leadership, feminist climate advocacy, and energy finance, all converging on a central argument: a “just transition” must address not only environmental goals but also questions of power, ownership, and accountability.

His Majesty Ogiame Atuwatse III, the traditional ruler of Warri Kingdom, provided a sobering look at the local economy in oil-producing regions. He noted that while the global conversation often focuses on carbon credits, the daily reality for women in these “isolated places” is a struggle for survival as they manage the fallout of the extraction.

“Oftentimes, you find that in these isolated places, it is the women over there. As is usually the case in history, men have gone to hustle, and women are left to make things work. They literally bear the brunt,” he said.

Bridget Burns, Executive Director of the Women’s Environment and Development Organization (WEDO), situated these challenges within broader systemic patterns. She argued that energy transitions are inherently political and economic processes, not merely technical shifts.

“If we are not intentional, we will reproduce the same inequalities in the transition to renewable energy,” Burns warned, calling for a feminist framework that interrogates who owns energy systems, who makes decisions, and who ultimately benefits.

From the private-sector perspective, Rolake Akikubi-Filani, Managing Director of Energy Inc. Advisory, highlighted persistent gender gaps in the extractive industries. Drawing from her early career experiences, she pointed to the exclusion of women from decision-making spaces, even on projects with profound community impact.

More than a decade later, she noted, progress remains limited. Women account for less than 15 percent of Nigeria’s oil and gas workforce, and infrastructure, from accommodations to operational design, continues to reflect male-dominated assumptions.
Her warning for the future was clear: as the world pivots to renewable energy, the extraction of minerals such as cobalt and lithium risks replicating the same exploitative systems unless deliberate corrective measures are taken.

“We must hold emerging energy systems to a higher standard,” she said. “Otherwise, we risk reinforcing the very inequalities we claim to address.”

The panel outlined a roadmap for ensuring that the move toward green energy does not leave women behind:
Inclusive Decision-Making: A primary strategy identified was the mandatory inclusion of women from frontline communities, such as those in the Niger Delta, in the design and implementation of climate policies.

Prioritizing Equity and Human Development: Energy systems should be redesigned to respond to the specific realities women face as energy users, workers, and community leaders.

Economic Protections for Vulnerable Groups: Panelists called for specific social safety nets and economic reinvestment in communities where women are currently bearing the environmental and economic brunt of the fossil fuel industry.

Shifting the Metric of Success: Moving beyond carbon reduction to measure the success of energy transitions by their impact on gender equity, inclusion, and the reduction of social inequalities.

In closing, Sarita Gupta, Vice President for U.S. Programs at the Ford Foundation, underscored that the just energy transition is fundamentally about power.

“It is about who makes decisions, who benefits, and who bears the cost. Justice means ensuring that women and girls are not afterthoughts but central to shaping the policies and systems that affect their lives,” she said.

As discussions on climate action continue to gain momentum globally, the testimonies from the Niger Delta serve as a powerful reminder: without centering the voices and rights of those most affected, the promise of a just transition will remain unfulfilled.

How to Bet on the Ghana Premier League in 2026

Betting on the Ghana Premier League is more about understanding the league than just picking random matches. The GPL 2026 season is quite competitive, with many teams at a similar level. This makes match results harder to predict, but it can also bring better rewards for bettors who take their time to analyze games carefully.

Why the GPL Is One of Africa’s Most Bet-On Leagues

 

The GPL is gradually getting better, and because of that, more people are now showing interest in betting on it. Clubs are more competitive, matches are tighter, and results are not always easy to predict. That makes it interesting for bettors who enjoy analyzing games and finding value.

 

Familiarity also matters. Many fans already know the teams, players, and rivalries. When you understand how teams like Hearts of Oak or Asante Kotoko play at home or away, it becomes easier to make better betting choices. This local knowledge makes GPL betting feel different from betting on foreign leagues.

 

Popular Betting Markets for GPL Matches

 

Here are the most common betting options you will see when betting on the Ghana Premier League:

  • Match Result (1X2) – You pick whether the home team wins, the away team wins, or the match ends in a draw.
  • Over/Under Goals – You bet on whether the total number of goals in a match will be above or below a set number, usually 2.5.
  • Both Teams to Score (BTTS) – You predict if both teams will score at least one goal during the match.
  • Correct Score – You try to guess the exact final score, like 1-0 or 2-1. This has higher odds but is harder to get right.
  • Double Chance – You cover two possible outcomes, like home win or draw, which reduces risk but also lowers odds.

 

How to Pick a Trustworthy Betting Platform in Ghana

 

Choosing the right betting platform in Ghana is important, especially for the GPL 2026 season. A good platform makes betting easier, safer, and faster.

 

First, check if the platform works well on mobile. Most bettors in Ghana use their phones, so the site or app should load quickly and be easy to navigate. You should be able to find matches, odds, and your bet slip without stress.

 

Next, check how you can pay. A good platform should accept mobile money like MTN MoMo, Telecel (Vodafone), or AirtelTigo Money. Adding money and withdrawing your winnings should be easy and fast, without delays.

 

Getting your money fast is important. Some platforms take too long to process withdrawals, which can be frustrating. It’s better to use a site that pays out quickly and clearly tells you how long withdrawals will take.

 

Bonuses are also part of the experience. Many sites give new users bonuses or free bets. This can be useful, but make sure you check the rules first, so you know exactly what’s required.

 

There are several options available for online betting in Ghana.

 Secretbet is among the platforms covering GPL matches. The key is to compare features and choose what works best for your betting style.

 

Responsible Betting Tips for GPL Fans

 

Betting should always be done carefully, with control and a clear plan. Without discipline, it is easy to lose money, even if you follow good football betting tips.

 

Start by setting a budget. Decide how much money you can afford to lose and stick to it. Never use money meant for bills or important needs.

 

Avoid emotional betting. Do not place bets just because your favorite team is playing. Always look at form, injuries, and recent results before making a decision.

 

It’s also important to control how much money you bet. Don’t use all your money on just one game. Place your bets on different options, and don’t use too much money from your total balance on a single bet.

 

Take breaks when needed. If you are losing or feeling frustrated, step away. 

 

Many platforms now provide tools to help users stay in control. These include things like setting limits on how much money you can deposit, how long you can spend, and even choosing to block yourself from using the platform for a while. For example, Secretbet, for instance, includes deposit limit settings in the user dashboard. Using these features can help you stay disciplined while enjoying GPL betting.

 

Finally, focus on long-term thinking. There is no guaranteed win in betting. The goal is to make smart decisions consistently, not to chase quick profits.

MTN SME Accelerate Webinar Tackles Barriers to Growth for Women in Business

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MTN Ghana has hosted the MTN SME Accelerate Women in Business Webinar as part of its efforts to strengthen women-led enterprises and promote sustainable business growth across the country.

The event, themed “Breaking Barriers to Growth for Women in Business,” brought together entrepreneurs, financial experts, and industry players to examine practical strategies for scaling businesses and overcoming operational challenges.

The Head of Women Banking at Stanbic Bank Ghana, Marian Amartey, speaking, pointed out that time constraints, weak operational structures, and limited market access are the three biggest challenges faced by women-owned businesses.

She explained that many women struggle to balance business demands with family and social responsibilities, making time management a critical factor for growth. She also noted that while many women enter business based on skills or opportunity, they often neglect strong financial systems and operational structures needed for long-term sustainability.

On market access, she stressed that although many women produce quality goods and services, they often lack visibility and networks to access larger and more lucrative markets.

Digital presence now a business necessity

Ms Amartey emphasised that, in today’s business environment, a strong digital footprint is essential. She noted that financial institutions increasingly rely on online presence when assessing businesses.

“Sometimes, even to validate what you are doing, banks go to your social media platforms. If you don’t put yourself out there, you give us limited information to work with,” she said. She cautioned that social media activity must go beyond posting, urging entrepreneurs to use digital tools strategically to build credibility and market visibility.

She further encouraged women entrepreneurs to embrace partnerships, advising them to delegate expertise-based tasks rather than managing all aspects of their businesses alone. “You cannot do everything alone. Focus on your core business and bring in people with the expertise to support your growth,” she added.

What banks expect from entrepreneurs

Amartey also outlined key requirements financial institutions consider before granting support. These include proper financial record-keeping, clearly defined three-to-five-year growth plans, and sustainable revenue models.

She stressed the importance of separating personal and business finances and maintaining accurate transaction records, warning that poor financial discipline often leads to loan repayment challenges.

She also highlighted specialised support programmes such as Obaasima, designed to guide women from business registration to funding readiness.

Building sustainable businesses through experience

Founder and CEO of Foodbank Catering Services and KULA Bistro, Christiana Dankwah, also shared her entrepreneurial journey, noting her transition from corporate work in Parliament to full-time business ownership.

She explained that early challenges in credit recovery during her buy-and-sell ventures influenced her decision to shift into the food business, where she adopted a daily lunch model targeting offices to ensure immediate payments and steady cash flow. According to her, financial stability played a major role in shaping her business direction, alongside passion.

Beyond her personal journey, she stressed that entrepreneurship requires resilience, continuous effort, and a willingness to push beyond setbacks. She noted that growth does not happen in isolation, but through deliberate networking, mentorship, and learning from the right people.

She encouraged entrepreneurs to seek help when necessary, connect with experienced professionals, and avoid the mindset of trying to do everything alone.

According to her, learning under established businesses helps aspiring entrepreneurs understand the real cost of operations, including rent, utilities, logistics, and equipment maintenance factors often overlooked when calculating profit margins.

She cautioned against relying solely on friends’ praise as validation, noting that genuine market feedback is essential for building a sustainable brand.

The Founder and CEO of Foodbank Catering Services and KULA Bistro further emphasised that successful entrepreneurs are those who continuously reinvest, adapt, and improve rather than those who remain stagnant or rely only on past achievements.

She also highlighted the importance of storytelling in business, noting that social media should reflect both the visible success and the behind-the-scenes struggles.

“Sometimes, what you see on social media is not the full picture. Behind every product is hard work, improvisation, and persistence,” she implied, stressing the importance of transparency in brand communication.

She added that challenges such as delays, unexpected setbacks, and limited resources are part of the entrepreneurial journey, and only those with a strong mindset and resilience are able to push through.

According to her, consistency, adaptability, and resilience are what separate thriving businesses from those that fade out over time.

Branding, humility and consistency for business success

CEO of The Skin Pop Shop and Vicky’s Recipe, Victoria Lebene Osafowaa-Nkansah, highlighted the importance of personal branding, consistency, and mindset discipline in building a successful business identity.

She explained that entrepreneurs must define their positioning clearly and remain consistent in how they present their brands, especially when transitioning from other careers.

According to her, social media should be used as a storytelling and trust-building platform rather than just a content posting tool.

Beyond branding, she stressed the importance of humility, openness to correction, and continuous learning as key drivers of long-term success. She cautioned entrepreneurs against becoming overly comfortable with success, noting that it can limit growth.

“Stay humble… don’t be too comfortable, because when you are comfortable you refuse to listen, you refuse to learn, you refuse to grow,” she said.

She added that resilience, humility, and openness to feedback are qualities that distinguish successful entrepreneurs from those who struggle to grow.

Ford Foundation Dialogue Highlights How Nigeria’s Justice Systems Can Better Serve Women and Girls

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Stakeholders and gender advocates have called for a fundamental redesign of Nigeria’s justice landscape to ensure it effectively serves women and girls, during a Ford Foundation dialogue centered on the effectiveness of the nation’s plural justice system. The conversation, which took place on the sidelines of CSW70 in New York, moved beyond legal frameworks to address the lived realities of survivors, emphasizing that justice only works when legal literacy is strengthened, and the economic and cultural barriers that currently force women into silence are removed.

Across the country, justice is shaped by multiple systems: statutory, customary, and religious. In theory, these systems should work together. In reality, they often leave gaps where survivors of gender-based violence fall through, unheard and unsupported, and Legal processes can be costly and slow. Customary systems, though closer to communities, can reflect norms that do not always protect women and girls.

The conversation extended beyond systems and frameworks, becoming a frank exploration of lived experiences, complex trade-offs, and the potential for change, where the most impactful moments were shaped not by theory but by genuine honesty.

Speaking on the barriers many women face in accessing formal justice, His Royal Majesty, Obi Benjamin Ikenchukwu Keagboruzi, the Dein of Agbor, underscored the practical constraints that continue to push justice out of reach. “Court fees, transportation, legal representation, and time away from work, each one a cost that pushes justice further out of reach,” he said.

For many women, he added, these realities leave them with little choice but to turn to customary systems that are more accessible, but not always more protective.

Sharing her perspective from the Bench, Justice Bukunola Adebiyi, Justice of the Lagos State High Court, reminded the room that even when laws exist, justice is not guaranteed. Cases can fail long before judgment — in how they are investigated, how evidence is gathered, and how they are presented. Strengthening these processes, she said, is essential if the system is to truly serve survivors.

The most sobering reflections came from lived experiences. Ngozi Valentina Enih, Commissioner for Children, Gender Affairs, and Social Development in Enugu State, spoke not only as a policymaker but also as a survivor. She shared what it means to pursue justice in a context where silence is often reinforced by the need for economic survival. She explained that “Families sometimes withdraw cases not because harm did not occur, but because the perpetrator is also a provider. In those moments, justice competes with survival — and too often, survival wins”.

Rather than treating culture only as a barrier, Elsa Stamatopoulou, Adjunct Professor of Anthropology and former Director of the Indigenous Peoples’ Rights Program at Columbia University’s Institute for the Study of Human Rights, offered a different lens, one that recognized culture as a resource. Across communities, women are already mobilizing cultural systems, building networks of support, and challenging violence from within. The question, then she said, is not whether culture is part of the problem, but how it can become part of the solution.

Moderating the conversation, Professor Joy Ezeilo, SAN, Executive Director of the Women’s Aid Collective (WACOL), brought these threads together with clarity. Nigeria’s plural legal system, she argued, “should not be seen as a weakness to be resolved, but as a possibility to be shaped. The task is not to choose between systems, but to ensure that all of them evolve toward a single standard: dignity, safety, and equality for women and girls”.

Participants pointed to a number of solutions, including strengthening legal literacy so women understand their rights, expanding grassroots legal support so communities are not left navigating systems alone, and ensuring that women themselves play a central role in shaping both customary and statutory reforms.

As Dr. ChiChi Aniagolu-Okoye, the Regional Director, West Africa, Ford Foundation, reflected, the real challenge — and the real opportunity — lies in building a system where justice is not only available in principle, but reachable in practice for every woman and girl.

“The future of justice for women and girls in Nigeria will not be built on one system alone. It will be shaped at the intersections — where courts, communities, and cultures meet. It will be built when barriers are reduced, when systems listen, and when solutions are designed with the realities of women at the center,” she said.

Digicut’s Wage Bill Jumps 64% as Cost Crisis Deepens

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Digicut Production and Advertising PLC’s audited financial statements for the year ended December 31, 2025, expose a worsening cost structure that continued to undermine the company’s revenue gains, with staff expenses surging 64 percent and general and administrative costs reaching their highest level in at least five years.

Wages and salaries climbed to GH¢337,048 from GH¢199,011 in 2024, while total staff costs including medical insurance rose to GH¢354,793 compared with GH¢215,701 a year earlier. The increases contributed to general and administrative expenses of GH¢969,048 for the year, a 22.7 percent rise from GH¢789,835 in 2024 and a figure that alone exceeded the company’s total revenue of GH¢820,240.

The pattern stretches back across five years. General and administrative expenses stood at GH¢279,013 in 2021 and have expanded more than threefold since, while revenue over the same period grew from GH¢183,701 to GH¢820,240. The gap between cost growth and revenue growth has consistently widened, producing losses in every year from 2021 through 2025.

The 2025 audited accounts, prepared under International Financial Reporting Standards (IFRS) and audited by BETA and Associates Chartered Accountants, also record a deferred tax liability of GH¢31,839, a new entry that did not appear in the prior year and which contributed to the final net loss after tax of GH¢554,589, compared with GH¢351,130 in 2024.

Other significant cost lines include office running expenses of GH¢115,291, up sharply from GH¢9,866 in 2024, and maintenance and repairs of GH¢137,587. Depreciation charges more than quadrupled to GH¢119,144 from GH¢28,997, reflecting capital investments made in recent periods.

On the revenue side, printing and production emerged as the largest contributor at GH¢326,660, a segment with no recorded income in 2024. Branding brought in GH¢237,030, while billboard space rentals generated GH¢176,964. Event production, which contributed GH¢208,239 in 2024, fell to GH¢41,855.

Total equity declined to GH¢1,691,490 from GH¢2,205,079, as accumulated retained losses deepened to GH¢1,412,321. The board of directors did not recommend dividends, citing the debit position of retained earnings under Section 146 of the Companies Act, 2019 (Act 992).

Digicut, listed on the Ghana Stock Exchange (GSE) under the ticker DIGICUT since April 2018, has 118,890,621 shares outstanding. The statutory audit fee for 2025 was GH¢18,500.

Cellulant Appoints Anthony Hernandez as Chief Operating Officer to Lead AI-enabled Customer Operations Strategy and Strengthen Execution

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Appointment signals a move toward AI-powered operational transparency, real-time compliance, and data-led growth for customers

Cellulant, Africa’s leading payment technology company, has appointed Anthony Hernandez as Chief Operating Officer (COO) to lead end-to-end customer experience, from onboarding and transactions to customer growth, alongside advancing operational automation across the business.

Cellulant serves the payment needs of enterprises and global businesses across Africa through a single API that connects to multiple markets and hundreds of payment methods. As the company continues to scale, its focus is on strengthening the operational backbone required to enable payments with consistency, reliability, and visibility for customers across every market while enabling them to grow.

Commenting on the appointment, Peter O’Toole, Chief Executive Officer of Cellulant, said, “In payments today, trust is the real currency, and operational excellence is what earns it. As we continue to grow our volumes and support market-leading businesses across Africa and beyond, we are deliberately strengthening our operational foundations. Anthony’s role is to ensure we embed that operational discipline with intention, delivering consistent, high-quality experiences as we deepen our presence across markets and support our customers’ growth.”

Anthony brings over 25 years of global leadership experience across financial services, fintech, and industrial sectors, with a strong track record in building and scaling high-performing operating models in complex, regulated, and fast-growing environments.

Throughout his career, Anthony has held senior leadership roles at GE Capital, Xapo Bank, and Demica (now part of FIS), where he led large-scale digital transformations, regulatory approvals, and built global operating teams managing assets totalling tens of billions of dollars.

Under Hernandez’s leadership, Cellulant will advance an automated, data-driven operational framework to meet growing customer expectations around real-time visibility into fund status and settlements, alongside robust transaction monitoring to support compliance across its markets. Leveraging platform data, the company will deliver deeper insights to help customers optimise performance, manage risk, and grow. He will also strengthen compliance and risk frameworks to ensure the highest standards of governance across regulated markets.

“Payment flexibility starts with access to the right options and is grown by how reliably those options work in practice,” said Anthony, COO at Cellulant. “Cellulant has built a powerful payment infrastructure for businesses operating across Africa, and I’m excited to join a team that is at the very heart of Africa’s digital economy. Our focus is now building the operational discipline and systems that ensure customers experience simple, reliable and frictionless payment experiences every time, while giving them the visibility and insight to grow their businesses.”

Sudan’s war on women: The number of people in need of sexual violence support quadruples as abuse of women and girls becomes the blueprint of war, three years on

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As the war in Sudan enters its fourth year with sexual violence as one of its most defining features, UN Women calls for the protection of all women and girls, accountability for all perpetrators, and a major scale-up in funding for women-led front-line response.

Sexual violence continues to surge across Sudan, with the number of women and girls requiring support after experiencing gender-based violence nearly doubling in two years and quadrupling since the start of the war three years ago, according to a new Gender Alert: The Impact of the War in Sudan on Women and Girls, published today by UN Women.

The analysis draws on evidence from 85 women-led organizations operating across Sudan, including on the frontlines of the war in Darfur and Kordofan. Two-thirds of women front-line responders reported a significant increase in sexual violence in 2025, and half reported further escalation in 2026, according to new survey data featured in the alert.

“Women and girls are being raped and killed in their homes, and as they flee, seek food, water and medical care. The use of sexual violence has been embedded in the blueprint of Sudan’s war”, said Anna Mutavati, UN Women Regional Director for East and Southern Africa.

More than 4.3 million women and girls are now displaced inside Sudan, whilst 17.1 million require humanitarian assistance in 2026. Yet for many, especially in active conflict areas, there is limited or no access to food, shelter, or medical care. More than two-thirds of women working for women-led organizations on the front lines of the humanitarian response witnessed a significant increase in a lack of access to basic essential services in 2025.

All violations designed to inflict terror, humiliation and control over women and girls are compounded by blockades and ongoing instability and are being carried out with widespread impunity. “Ending this war means ending the impunity that sustains it and recognizing that there can be no peace whilst sexual violence remains one of its most calculated and cruelest tactics”, said Mutavati.

Women-led organizations assessed in the alert are reaching nearly 20 million people in need across Sudan. In conditions that are increasingly incompatible with basic survival, they are providing food to families, medical care and psychosocial support to survivors of sexual violence, mediating local conflicts, negotiating humanitarian access in places where formal systems have collapsed and international actors cannot reach.

Almost all (99 per cent) of surveyed women-led organizations in Sudan report implementation challenges linked to funding shortages, impediments caused by authorities, and insecurity. Some 85 per cent of surveyed women-led organizations in Sudan report being affected by funding reductions or cuts in 2025. Women working on the front lines face threats and targeted attacks, with one in five surveyed women working for women-led organizations having reported receiving threats. There has been no meaningful participation of Sudanese woman as negotiators in official peace talks over the past three years.

UN Women is on the ground in Sudan delivering life-saving support to women and girls, including protection services, psychosocial support and essential supplies. UN Women calls for the protection of civilians and the full, safe, and meaningful inclusion of women in humanitarian response, including direct support for women-led efforts.

UN Women calls for accountability for perpetrators, access to justice for victims and survivors, and the full, equal and meaningful participation of women in peace processes and decision-making.

Gabonese Republic Reiterates Support for Moroccanness Sahara, Welcomes Historic Adoption of Resolution 2797

The Gabonese Republic reiterated on Tuesday its support for the Moroccanness of the Sahara, welcoming the historic adoption of United Nations Security Council Resolution 2797.

 

During a meeting held in Rabat with the Minister of Foreign Affairs, African Cooperation, and Moroccan Expatriates, Minister of Foreign Affairs and Cooperation, in charge of Integration and the Diaspora of the Gabonese Republic Marie-Edith Tassyla-Ye-Doumbeneny, on a friendship and working visit to the Kingdom, reiterated her country’s support for the Moroccanness of the Sahara, reaffirming her full backing for the Moroccan Autonomy Plan as the one and only credible and realistic solution to the regional dispute over the Sahara.

 

In a joint Communiqué issued following the meeting, the Gabonese head of diplomacy welcomed the historic adoption on October 31, 2025, by the United Nations Security Council of Resolution 2797, which enshrines, within the framework of Moroccan sovereignty, the autonomy plan proposed by Morocco as the only serious, credible, and sustainable basis for reaching a political solution to the artificial dispute over the Sahara.

Tassyla-Ye-Doumbeneny also emphasized that the Gabonese Republic’s opening of a Consulate General in Laâyoune in January 2020—a move that follows the momentum of international recognition of the Kingdom’s territorial integrity— also provides tangible proof of the strong and strategic partnership linking the two brotherly nations at the highest level.

 

Gabon’s position, as reaffirmed by Marie-Edith Tassyla-Ye-Doumbeneny, is part of the international momentum spearheaded by His Majesty King Mohammed VI, may God assist Him, in support of the autonomy plan and the Kingdom’s sovereignty over its Sahara.

São Tomé & Príncipe Supports Moroccan Sovereignty in the Sahara, Calls Autonomy the Viable Path Forward

The Republic of São Tomé and Príncipe reiterated on Tuesday its steadfast position in support of the Moroccanness of the Sahara and of the autonomy plan under Moroccan sovereignty as the only solution to this regional dispute.

 

In a statement to the press following her meetings in Rabat with Minister of Foreign Affairs, African Cooperation, and Moroccan Expatriates Mr. Nasser Bourita, Minister of State for Foreign Affairs, Cooperation, and Communities of São Tomé and Príncipe Mrs. Ilza Maria dos Santos Amado Vaz, reiterated her country’s firm and unwavering position in favor of Morocco’s territorial integrity and sovereignty over its entire territory, including the Sahara region.

 

On this occasion, the head of São Tomé and Príncipe’s diplomacy reaffirmed her country’s full support for the autonomy plan presented by the Kingdom of Morocco, as the only credible and realistic solution for resolving this regional dispute.

She also welcomed the historic adoption of UN Security Council Resolution 2797, which, within the framework of Moroccan sovereignty, endorses the autonomy plan proposed by Morocco as a serious, credible, and sustainable basis for reaching a political solution to this issue.

 

The head of São Tomé and Príncipe’s diplomacy also welcomed the significant progress made by the Kingdom of Morocco in Southern Provinces’ socio-economic development through the New Development Model, which promotes stability, security, and regional integration.

 

São Tomé and Príncipe’s position, as reaffirmed by Mrs. Amado Vaz, is part of the growing international consensus, the outcome of an international momentum driven by His Majesty King Mohammed VI in support of the autonomy plan and the Kingdom’s sovereignty over its Sahara.

Civil Society Demands World Bank Quit Industrial Livestock Financing

More than 30 civil society organisations across 25 countries have issued a coordinated call on the World Bank Group to stop channelling public funds into industrial livestock production and redirect that financing toward smallholder-led, sustainable food systems.

The campaign, timed to coincide with the World Bank and International Finance Corporation (IFC) Spring Meetings this week, argues that continued support for factory farming contradicts the institution’s own commitments on climate, biodiversity, and equitable development.

The scale of the financing in question is substantial. The World Bank Group invested approximately $1.4 billion in industrial livestock production between 2023 and 2024 alone, while the IFC approved 38 industrial livestock investments worth nearly $2 billion between 2020 and 2025. Despite mounting criticism, the World Bank Group has announced plans to expand its agribusiness portfolio to $9 billion annually by 2030.

Africa sits at the centre of these concerns. A 2023 white paper by the Stop Financing Factory Farming Campaign (S3F) found that Sub-Saharan Africa received 22 of 62 animal agriculture projects across developing regions, valued at approximately $1.4 billion. That represents roughly 42 percent of the $3.3 billion in total direct support from development finance institutions globally, raising questions about the long-term consequences for rural livelihoods, ecosystems, and climate resilience across the continent.

World Animal Protection, one of the organisations behind the push, warned that industrial livestock investment risks dismantling the smallholder farming systems that currently produce the majority of Africa’s food supply. Sally Kahiu, External Affairs Lead at World Animal Protection, said public funds should be directed toward investments that “strengthen smallholder farmers, protect ecosystems, and ensure long-term food security.”

Campaigners also flagged a timing opportunity: the IFC is currently conducting a once-in-a-decade review of its environmental and social Performance Standards, which advocates say creates a direct opening to align public finance with climate goals and sustainable development objectives.

Opeyemi Elujulo, Executive Director of Youth in Agroecology and Restoration Network (YARN) and S3F Youth, Policy and Campaign Lead, described the issue as one not only of what is being funded but of what is being ignored. She called agroecological and community-led food systems “chronically underfunded,” arguing that redirecting financial flows toward them is both a moral and strategic necessity.

The S3F Campaign continues to press international financial institutions to adopt transparent policies that phase out support for large-scale industrial livestock operations.

ISOC Ghana Maps Online Safety Drive and Policy Push for 2026

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The Internet Society (ISOC) Ghana Chapter has outlined an ambitious programme of digital safety campaigns, policy engagement, and membership expansion for 2026, following a virtual Town Hall meeting held on 31 March 2026.

The session, chaired by Maud Ashong Elliot, President of ISOC Ghana, brought together members across the country on the Zoom virtual platform to review ongoing initiatives and set strategic priorities for the year ahead.

A central theme of the meeting was the chapter’s growing focus on online trust and safety, which it identified as a core area of impact and visibility within the broader ISOC global community. The chapter committed to executing at least one public-facing activity per month under its Online Trust and Safety Initiative, with the goal of sustaining momentum, raising awareness of safe internet practices, and deepening its relevance within Ghana’s digital ecosystem.

On policy, the chapter discussed a request from the global ISOC body to contribute to a review of Ghana’s Electronic Transactions Act (ETA). Members agreed to constitute a specialised team drawing on legal, policy, and technical expertise within the chapter to engage with proposed amendments and, if the review proceeds, submit a formal input to the appropriate parliamentary committee.

The meeting also addressed plans for inclusion, with the chapter committing to targeted programmes for persons with disabilities as part of a broader digital inclusion agenda, alongside regional outreach activities to extend the chapter’s footprint beyond Accra.

On membership, Samuel Adjei provided an update on chapter development at Koforidua Technical University, where 14 student applicants had expressed interest in leadership roles ahead of a planned vetting process and the induction of new executives.

Governance reform was also on the agenda. A Bylaws Review Committee is currently updating the chapter’s governance framework, while members discussed the introduction of membership dues to improve financial self-sufficiency and reduce dependence on external funding. Concerns about potential barriers to participation were noted, with members calling for a balanced approach.

Key strategic partnerships highlighted during the meeting include collaborations with the Africa Center for Digital Transformation, the Artificial Intelligence (AI) Research Society of Africa, the EmereTech Foundation, and Paradigm Initiative.

ISOC Ghana, founded in 1996, is a chartered chapter of the global Internet Society, a non-profit organisation established in 1992 dedicated to the open development, evolution, and use of the internet for the benefit of all people.

Wasteman Ghana Meets Volta Minister On Sanitation

A delegation from Wasteman Ghana, led by its Chief Executive Officer and Co-Founder, Mr. Mark Benjamin, has paid a courtesy call on the Volta Regional Minister, Hon. James Gunu, at his office in Ho. The purpose of the visit was to formally introduce the company and explore potential areas of collaboration aimed at advancing sanitation initiatives across the region.

During the engagement, the Wasteman team outlined their experience as a registered waste management company with more than four years of operational expertise in structured waste collection and community education on responsible waste disposal. They emphasized their commitment to providing practical and scalable solutions that would improve sanitation outcomes while supporting broader environmental goals.

The delegation also commended the Minister for his recent remarks on sanitation and his dedication to strengthening waste management systems. They described his leadership as timely and crucial in addressing the pressing challenges facing the sanitation sector.

In his response, Hon. Gunu welcomed the initiative and praised Wasteman Ghana for its proactive role in promoting a clean and safe environment. He reaffirmed the Volta Regional Coordinating Council’s commitment to working closely with the company to enhance sanitation efforts across the region.

Wasteman Ghana Meets Volta Minister On Sanitation

The Minister expressed his readiness to build a strong and productive partnership with Wasteman Ghana, stressing that such collaboration would help sustain improved sanitation practices and ensure that communities across the Volta Region benefit from cleaner surroundings and healthier living conditions.

AngloGold Ashanti Sets Prices as Debt Buyback Draws Excess Demand

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AngloGold Ashanti (AGA) has confirmed the pricing of its capped cash tender offers after bondholders tendered significantly more debt than the company was willing to repurchase, forcing it to accept only a portion of one series and to reject another entirely.

The pricing announcement, released on Monday 14 April 2026, marks the next stage of the buyback programme that the gold miner launched on 30 March 2026. The company had set a total cap of $650 million across three series of bonds.

By the early tender deadline of 13 April 2026, holders had submitted $558.6 million of the 3.375 percent notes maturing in 2028, $446.5 million of the 3.750 percent notes due in 2030, and $78.9 million of the 6.500 percent notes due in 2040. In total, the tendered amounts exceeded the $650 million aggregate cap, triggering proration on the 2030 notes and a full rejection of the 2040 notes.

AngloGold Ashanti Holdings plc, the Isle of Man-incorporated subsidiary that issued the notes and guaranteed by the parent company, will accept the entire $558.6 million of 2028 notes tendered. For the 2030 notes, it will accept only $106.6 million of the $446.5 million submitted, applying a proration factor of approximately 28.78 percent. None of the 2040 notes tendered will be purchased. Bonds not accepted will be returned promptly to their holders.

The total consideration determined for accepted notes works out to $978.03 per $1,000 principal amount of 2028 notes and $973.26 per $1,000 principal amount of 2030 notes, both inclusive of an early tender payment of $50 per $1,000 principal amount. The yields used to price the offers were 3.796 percent for the 2028 notes and 3.917 percent for the 2030 notes, calculated against relevant United States Treasury (UST) benchmarks with fixed spreads of 50 basis points.

Payment to holders whose notes were accepted is expected on the Early Settlement Date of 16 April 2026. The offers formally expire on 28 April 2026, though the company has indicated it will not accept any further notes tendered after the early deadline unless it raises the aggregate cap.

Citigroup Global Markets Limited and Goldman Sachs and Co. LLC are acting as dealer managers. Kroll Issuer Services Limited is serving as the information and tender agent.

AngloGold Ashanti trades on the New York Stock Exchange (NYSE) under the ticker AU, on the Johannesburg Stock Exchange (JSE) under the ticker ANG, and maintains listings on the Ghana Stock Exchange (GSE).

Koforidua Roars as Telecel Brings TGMA Xperience to Eastern Region

Thousands of music fans packed the Koforidua Youth Resource Centre Stadium on Saturday, 11 April 2026, for a free concert marking one of the most eagerly anticipated build-up events to this year’s Telecel Ghana Music Awards (TGMA).

The Xperience Concert, part of the countdown to the 27th TGMA finale in Accra on 9 May, delivered a full night of performances from some of Ghana’s biggest names in music. Stonebwoy, Medikal, Wendy Shay, Lasmid and Piesie Esther headlined the bill, with nominees from the Unsung category also taking the stage in a showcase that reflected the breadth and vitality of Ghana’s music scene.

Telecel Ghana, the title sponsor of the awards scheme, used the occasion to underscore more than a decade of support for the country’s creative industry. “Music is a powerful passion point for connecting people and telling our stories,” said Aneth Muga, Director of Consumer Business at Telecel Ghana. “For over a decade, we have supported the TGMA because we believe in the talent, creativity and cultural power of Ghanaian music, and our goal is to help elevate it both locally and globally.”

The telco’s presence in Koforidua extended well beyond the stage. Before the concert, a Telecel delegation paid courtesy calls on the Paramount Chief of New Juaben, Daasebre Kwaku Boateng III, as well as the Eastern Regional Minister, Mrs. Rita Awatey, reinforcing partnerships with both traditional and regional leadership.

Earlier in the day, attention turned to the next generation when the TGMA in Schools initiative made a stop at Pope John Senior High School (SHS) in Koforidua. Students engaged directly with Stonebwoy in wide-ranging conversations about music, creativity and career pathways, part of a broader effort to inspire young Ghanaians to see the creative arts as a viable and rewarding future.

The Xperience Concert forms part of a wider programme of fan engagement activities, including digital voting campaigns, that will carry audiences through to the main awards night in Accra next month.

Aviation’s US$50.8 Billion Tech Bet Undermined by Data Silos

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Africa’s airlines have made the boldest technology commitments of any region in the world, yet a new industry benchmark report warns that record spending alone cannot unlock its full value without the data coordination to match.

Aviation technology company SITA (Société Internationale de Télécommunications Aéronautiques) released its 2025 Air Transport IT Insights report on Wednesday, revealing that the global air transport industry spent a record $50.8 billion on technology in 2025. Airlines accounted for $36 billion of that total, representing 3.6 percent of revenue, while airports raised their contribution to $14.8 billion, equal to 7.3 percent of revenue.

Every airline surveyed across Africa and the Middle East increased its information technology (IT) budget in 2025, the highest regional commitment in the survey. However, the report exposes a structural weakness: those airlines and airports are adopting systems in silos, sharing little data across their operations or with partner organisations.

Only one in five airlines and two in five airports in the region actively share information with key players in the air transport chain. The gap between airline and airport data platform maturity in Africa and the Middle East is the widest of any region globally. While 69 percent of airlines in the region now have an established data platform, just 26 percent of airports can say the same.

The AI ceiling

The report identifies data fragmentation as the primary constraint on artificial intelligence (AI) returns across the industry. Globally, 63 percent of airlines use AI in operations control to manage disruption, aircraft assignment and crew availability simultaneously. Yet only 17 percent use AI to monitor aircraft turnaround activity in real time, precisely the function that requires consistent data from multiple partners.

Airports are beginning to close that gap: 53 percent now apply AI to aircraft turnaround, up from 36 percent in 2024. Still, 79 percent of airlines globally name generative AI and large language models (LLMs) as their top investment priority for the next 12 months, a signal that ambitions are running well ahead of current deployment readiness.

“Aviation is deploying AI with real ambition,” said David Lavorel, chief executive officer of SITA. “But the survey is clear: the primary barrier to maximising that investment is the lack of data integration across the operation. The technology is there. The data infrastructure to connect it often is not.”

Cybersecurity and digital identity

Cybersecurity concerns are acute in the Africa and Middle East region, with 84 percent of airports citing it as their primary infrastructure driver, the highest of any infrastructure concern in the region. Globally, 64 percent of airports are already applying AI in cybersecurity to detect anomalies and reduce response times, up from 51 percent in 2024.

Progress on digital identity is accelerating sharply at the global level. Sixty-four percent of airlines now plan to issue their own digital identity credentials, up from 32 percent in 2024. Biometric border control, already live at 54 percent of airports, is projected to reach 83 percent by 2028. The main obstacle is coordination: 57 percent of airlines cite airport cooperation as the primary requirement for scaling digital identities, up from 40 percent the year before.

Flight delays alone cost the industry $30 billion in annual revenue, according to the International Air Transport Association (IATA). SITA argues that closing the data coordination gap is now a direct financial imperative, not a future ambition.

The 2025 Air Transport IT Insights report surveyed 41 airlines and 347 airports.

Kodua Cashed Our Dues, Then Killed Our Votes

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I was not present in the room when the General Secretary of the New Patriotic Party, Mr. Justin Kodua Frimpong, Esq., sat with some alleged leaders of the external branches and pretended to listen to how its elections were conducted.

I was not there when he nodded, took notes, acknowledged the flaws in his own first set of guidelines, and promised corrections. I was not at the NEC meeting on April 8, 2026, when the so-called corrections were approved.

But I do not need to have been in the room to know what happened. Because what came out of that room landed on my phone, traveled through every WhatsApp group in every chapter across the United States and other external branches, and hit the membership of NPP-USA like a freight train.

Two documents. Two directives. One intention: to break the spine of NPP-USA. I am angry. And I am not alone.

THE FIRST LETTER: A ROUGH DRAFT DISGUISED AS POLICY
The first set of guidelines that Mr. Kodua Frimpong issued for external branch elections was an embarrassment. I say that without apology. It was a copy-and-paste exercise lifted from domestic constituency rules and forwarded to external branches as though the diaspora were an afterthought — which, to this General Secretary, we apparently are.

The provisions bore no resemblance to how we operate. They contradicted our bylaws in the USA. They ignored over three decades of democratic practice that this Branch has built, refined, and defended since I was six years old.

When members across every external branch raised the alarm, the General Secretary and his Director of External Affairs are alleged to have convened meetings with the branch leadership. They asked them how the branch currently conducts its elections.
Let that sink in. They wrote the guidelines first. Then they asked how we run our elections.

That is not leadership. That is negligence dressed in a suit, period!

But my weak leadership gave them the benefit of the doubt. They assumed the consultation was genuine and trusted that the anomalies would be corrected, they were wrong.

THE SECOND LETTER: THE ONE THAT BURNS THE HOUSE DOWN

What arrived after those meetings was not a correction. It was an escalation. It was a provocation. And for over 600 dues-paying members of NPP-USA, it was a death sentence for their democratic rights.

The revised guidelines, approved at the April 8 NEC meeting, did two things simultaneously — and in opposite directions.
First, they raised the voting eligibility threshold from one year to two years.

Under the NPP-USA Bylaws and the 2022 Election Guidelines, a member who has been registered for at least one year, is in good standing, and has paid all financial obligations is eligible to vote. That is the rule. That is the standard. That is what 861 dues-paying members relied upon when they paid their money.

Mr. Kodua Frimpong’s revised guidelines wipe that out. With a single stroke of a pen in Accra, over 600 members, more than 70 percent of this Branch’s card-bearing, dues-paying membership are stripped of their right to vote. Not because they did anything wrong. Not because they owe a single dollar. But because a man who has never set foot in our chapter meetings, never observed our elections, and never understood our operations decided from thousands of miles away that their commitment does not count.

Second, and this is where the insult becomes unbearable, the same revised guidelines reduce the eligibility to contest for Branch office from four years to two years.
Read that one more time. The right to vote was made harder. The right to run for office was made easier. In the same document. By the same hand.

Members who have been paying dues, attending meetings, and sustaining this Branch are told they are not qualified to cast a ballot. But individuals who showed up two years ago — who may never have organized a single event, never trained a single polling agent, never given a single dollar to a campaign — are told they are qualified to lead.

Who writes a rule like that by accident? Nobody. This was deliberate. This was surgical. And the membership knows exactly who it was designed to benefit.

TAXATION WITHOUT REPRESENTATION
Let me say something that every single disenfranchised member of this Branch needs to hear, because it is the foundational principle upon which the most powerful democracy in the world was built:

You cannot take people’s money and deny them their voice. That is taxation without representation. It is the oldest democratic crime in the book.

NPP-USA accepted the dues of these 600-plus members. The Branch cashed their payments. The Branch counted them on the membership rolls. The Branch used their numbers to demonstrate strength. And now the Party is telling them: thank you for your money, but you do not get to vote.

That is fraud. Not in the criminal sense — though some might argue otherwise but in the moral sense. It is a breach of the most basic contract between a political organization and its members: you pay, you participate, you have a say.

Mr. Kodua Frimpong’s guidelines shred that contract. And the members whose rights are being stolen need to stand up right now and demand them back. Not politely. Not quietly. Loudly, clearly, and on the record.
Your dues were good enough. Your votes must be, too.

THE DOUBLE STANDARD THAT BREAKS A PARTY
And now let us talk about the hypocrisy, because it is staggering.

Just weeks ago, during the recent membership registration exercise in Ghana, this same Justin Kodua Frimpong was hopping from one radio station to another, from Accra to Kumasi, from Peace FM to Asempa FM, telling the Ghanaian public that newly registered members of the New Patriotic Party would be eligible to vote in the party’s upcoming internal elections.

He said it on live radio. He said it with conviction. He said it to encourage people to register. The message was unmistakable: join the party, pay your dues, and you will have a voice.

But when it comes to NPP-USA — the branch that has funded campaigns since my youthful days, mobilized resources, adopted constituencies, and bled for this party from across the Atlantic — suddenly the rules are different. Suddenly, one year is not enough. Suddenly, the General Secretary wants to control how American-based members vote in their own elections, under their own bylaws, using standards that he himself does not apply at home.

How does a General Secretary tell Ghanaians at home that new members can vote, and then tell Ghanaians in America that their one-year-old membership is worthless? How does that double standard not break the front of a political party? How does that not tell every diaspora member that their sacrifice is welcome but their franchise is not, and you want more members in your party?

It is no wonder that Mr. Kodua Frimpong is exiting office in the coming national elections. His management of party affairs has been characterized by inconsistency, insensitivity, and a pattern of unilateral decision-making that has alienated the very people the party depends on. The external branches did not create the crisis of confidence that surrounds this General Secretary. He built it himself, one directive at a time.

WHO BENEFITS WHEN 600 MEMBERS LOSE THEIR VOICE?
When a rule change disenfranchises the majority and opens the door for a select few, the question is never complicated: who benefits?

The revised guidelines create a pathway for exactly four individuals — four — who do not meet the Branch’s established four-year eligibility requirement to suddenly qualify as contestants. Under the rules that governed every previous election cycle, these individuals would not have been permitted to file a single nomination form.
And at the same time, the guidelines silence the very electorate that would have scrutinized those candidacies. Over 600 voters removed. Four contestants were added. That is not coincidence. That is architecture.

The whispers of inducement — of significant sums changing hands between certain aspirants and the General Secretary’s office to purchase favorable guidelines — are growing louder by the day. We are not in a position to verify them. But we will say this: when the guidelines themselves are this surgically tailored to benefit the few at the expense of the many, the document does the verification on its own.

THE ONE-MEMBER-ONE-VOTE BETRAYAL
NPP-USA pioneered the One-Member-One-Vote principle in the party’s external branches when I was six. It is the democratic bedrock of this institution — the idea that every registered, good-standing, card-bearing member has a voice, and that voice carries equal weight regardless of title, tenure, or connections.

Mr. Kodua Frimpong’s revised guidelines do not weaken this principle. They demolish it.
When you accept 861 people’s dues and then tell 600 of them that their votes do not count, you have not reformed a process. You have executed a democratic heist. You have replaced One-Member-One-Vote with One-Guideline-No-Vote — a system where the franchise is not earned through commitment but revoked by decree from a desk in Accra.

THE SPINE THAT WILL NOT BREAK

The New Patriotic Party — USA Branch was not built in Accra. It was built in living rooms in Maryland, in church basements in New Jersey, and New York, in rented halls in Atlanta, in the apartments of students in Ohio who pooled their last dollars to buy airtime and call home to campaign for the Party. It was built by men and women who worked double shifts and still found time to organize, to fundraise, and to fly to Ghana at their own expense to serve a Party that forgets them the moment the election is over.

The General Secretary of the New Patriotic Party, Mr. Justin Kodua Frimpong, Esq., cannot and will not break the spine of this Branch. Not today. Not tomorrow. Not ever.
This Branch has survived internal crises, legal challenges, factional disputes, and electoral defeats. It has emerged from every trial stronger, more united, and more determined. A directive from Accra will not be the thing that brings it down.
But survival is not enough. We demand respect. We demand consultation. And we demand that the 600-plus members whose rights are being stolen stand up and fight for what is theirs.

WHAT MUST HAPPEN NOW
This is not a request. It is a demand.
The revised guidelines must be immediately withdrawn or substantively revised as they apply to external branches — through genuine consultation, not performative theater.
The one-year voting eligibility threshold must be restored. It is the standard that has governed every credible election this Branch has ever conducted since my sixth year and now as an adult.

The four-year contesting requirement must be preserved. It protects the institution from capture by individuals who have not earned the right to lead it.
The General Secretary must formally explain why he raised the voting threshold and lowered the contesting threshold in the same document — because no democratic principle on earth justifies both.

And the national party must recognize, once and for all, that the external branches are not a subsidiary to be managed from Accra. It is a pillar to be respected.

THE FIRE AND THE FOUNDATION
There is an African proverb that says: “When you set fire to a man’s house, do not be surprised when he refuses to thank you for the light.”

Mr. Kodua Frimpong lit a fire with his first guidelines. He stoked it with his second. And now the Branch is being asked to stand in the flames and call it reform.
We refuse.

NPP-USA pioneered electronic voting when the rest of the party was still counting ballots by hand. NPP-USA built the 1 Constituency, 1 Chapter model that became a blueprint for diaspora engagement. NPP-USA has consistently punched above its weight, delivering resources, strategy, and loyalty that far exceed what it has ever received in return.

What is happening is not reform. It is demolition dressed as policy. It is the deliberate dismantling of a Branch that works, conducted by a man who did not build it and does not understand what it costs to sustain it.

The foundation of NPP-USA was laid with sacrifice. It was cemented with conviction. It was built by people who believed that a political party is only as strong as its commitment to its own members.
That foundation will hold.
The Branch will not fall.

By Theophilus Nkansah aka Senator Theo
NPP Massachusetts Chapter

Ashanti French Teachers Arm WASSCE Candidates With Exam Confidence in Kumasi

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Hundreds of French students from across the Ashanti Region converged on Prempeh College in Kumasi last week for a practical exam-preparation seminar designed to strip away the anxiety that has long surrounded French as a subject in the West African Senior School Certificate Examination (WASSCE).

The fourth edition of the annual regional gathering brought together French teachers and examiners drawn from multiple schools across the region, all focused on equipping final-year candidates with what organisers called the “golden rules” for succeeding in a subject that many students perceive as uniquely difficult.

The seminar was the initiative of Mr. Edward Kofi Frimpong, a French tutor at St. Louis Senior High School in Kumasi, who said the event grew directly from recurring issues flagged in the Chief Examiner’s Report. “Most students struggle to read and express themselves. I took it upon myself to organise examiners to help boost their boldness and learning styles,” Mr. Frimpong said.

Sessions were held in the J.A.K. Auditorium at Prempeh College, and the atmosphere shifted noticeably once interactive conversational drills got underway. Several students who spoke to Joy Learning TV admitted to carrying what they described as deep, unrated fear of the French papers. Teachers at the seminar countered that even average students could excel by mastering core exam facts and practising structured expression.

The highlight of the day was a reading competition and a series of conversational drills that transformed the auditorium into an active language exchange. The energy prompted students to call on the Ghana Education Service (GES) to create competitive French platforms at the national level, similar to the National Science and Maths Quiz (NSMQ), as a way of building wider interest in the language across secondary schools.

Mr. Francis Amankwah of Serwaa Nyarko Girls SHS reinforced the message, noting that students have the capacity for high performance when given structured guidance on conversational technique and exam-specific facts.

With the 2026 WASSCE examination period now weeks away, the seminar serves as a practical signal that teacher-led grassroots interventions can close the preparation gap where formal instruction alone has fallen short.

Vice President, Sam Jonah, MTN CEO to Headline IYA Business Roundtable in May

Ishmael Yamson & Associates (IYA), one of Ghana’s foremost management consulting firms, will host the twelfth edition of its annual Business Roundtable on May 28, 2026, at the Movenpick Ambassador Hotel in Accra, bringing together a high-profile lineup of national and continental leaders to examine Africa’s economic direction over the next 25 years.

The event carries the theme “Unlocking the Next Quarter Century” and marks a deliberate expansion of the Roundtable’s traditional focus from Ghana’s domestic policy landscape to a broader continental agenda. Organisers expect up to 1,000 in-person delegates and more than 15,000 remote participants from across Africa.

Confirmed speakers include Vice President Professor Jane Naana Opoku-Agyemang, who will deliver a keynote address on leadership, governance, and Africa’s future. Energy Minister Dr. John Jinapor is also on the programme, alongside Sir Sam Jonah, Executive Chairman of Jonah Capital, who will speak on leadership for global relevance and good governance. Ralph Mupita, President and Chief Executive Officer of MTN Group, and Professor Patrick Loch Otieno Lumumba, the pan-Africanist legal scholar, round out the confirmed list of speakers.

The Roundtable will be structured around five strategic themes: digital infrastructure and regional data centres, trade and integration under the African Continental Free Trade Area (AfCFTA), energy and industrial growth, leadership and governance through public-private partnerships (PPPs), and youth development as a driver of Africa’s global relevance.

The 2026 edition builds on an 11-year track record that has established the Roundtable as a gathering point for executives, policymakers, and investors across sectors. This year’s continental framing positions it explicitly as a forum for cross-border strategy rather than a solely Ghanaian conversation.

Standard registration for the event is GHS3,000, equivalent to US$300, with a VIP Leadership Circle option available at GHS10,000, or US$1,000. Registration is open at brt.ieyamson.com. The programme runs from 9:00 a.m. to 5:00 p.m.

ATC Tower Wins ICC Arbitration Against AT Ghana Over Unpaid Fees

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American Tower Corporation (ATC) Ghana’s subsidiary has prevailed in a formal arbitration against AT Ghana at the International Chamber of Commerce (ICC) International Court of Arbitration over accumulated unpaid tower fees, according to a source close to the proceedings, bringing to a legal close a contract dispute that has shadowed Ghana’s telecommunications sector for several years.

The arbitration centred on fees AT Ghana owed ATC for access to tower infrastructure across its national network. Under tower-sharing arrangements standard to the industry, mobile operators pay tower companies recurring fees for access to masts, power supply, and related services. Payments to ATC fell into arrears over successive years, and by March 2025, Communications Minister Samuel Nartey George had publicly disclosed before Parliament that the figure owed to ATC alone had reached GH¢1.5 billion, part of a total debt burden on AT Ghana’s books that the minister estimated at over GH¢3.5 billion, equivalent to approximately US$225 million at prevailing exchange rates.

The matter had already drawn the attention of Ghanaian courts. In January 2025, the Commercial Division of the High Court in Accra granted ATC an interim injunction preventing Airtel Ghana from transferring or disposing of its assets, pending the conclusion of the ICC arbitration process. Justice Sheila Minta, who presided over that application, ruled the order necessary to preserve the integrity of the arbitration and ensure any award could be enforced.

Faced with continued non-payment, ATC began disconnecting power to AT Ghana’s radio access network sites on September 1, 2025, putting over three million subscribers at immediate risk of service disruption. The National Communications Authority (NCA) and the Ministry of Communications, Digital Technology and Innovations intervened, directing AT Ghana and Telecel Ghana to implement national roaming to safeguard subscribers. The government also appointed KPMG to conduct a 60-day financial review of AT Ghana, with a mandate to assess options including fresh investment or a merger with Telecel.

The ICC ruling now adds a formal legal dimension to AT Ghana’s already complex restructuring situation. Canadian firm Rektron Group, which signed a memorandum of understanding (MoU) with the government in May 2025 to acquire a 60 percent majority stake in AT Ghana in partnership with local firm Afritel Ghana, will need to account for the enforceability of ATC’s award in its due diligence. Any prospective investor assumes exposure to the award, which Ghanaian courts are obligated to recognise under the country’s obligations as a signatory to the New York Convention on the Recognition and Enforcement of Foreign Arbitral Awards.

Legal practitioners note that how promptly and completely the award is enforced will be closely watched by infrastructure investors assessing Ghana’s dispute resolution environment, particularly as the country’s Digital Agenda 2030 framework commits to attracting private capital into the telecommunications and digital infrastructure sectors.

Neither ATC Ghana, AT Ghana, nor the Ministry of Communications had issued a public statement on the ICC outcome at the time of publication. NewsGhana has sought comment from all three parties.

Three years of war: Sudan’s people abandoned and hungry

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On the eve of three years of devastating war, the Sudanese people are still being left to cope with intense fighting and widespread suffering. Conflict is killing and injuring countless civilians, and leaving millions without access to food, shelter or sanitation, the United Nations World Food Programme (WFP) warned today.
The international community has failed to prevent and end this conflict and to protect the Sudanese people from atrocities,” said Carl Skau, WFP’s Deputy Executive Director, who just returned from Darfur. “The people I met in camps have been through hell. They have fled their homes leaving everything behind and now live in appalling conditions. They deserve so much better. We need to make sure they are not let down again and provide the basic support they need.”

More than 19 million people still face acute hunger in Sudan, and famine continues to haunt parts of the country as violence, displacement and economic collapse grind on. Communities have been cut off from food, markets, and aid, and children have been forced to miss three years of education, with their future hanging in the balance. Sudan remains the world’s largest humanitarian crisis, with almost two‑thirds of the population now in urgent need of assistance to survive.

Sudan’s hunger crisis now risks being compounded by the escalation of the conflict in the Middle East. Disruptions in the Red Sea are delaying critical imports, driving up the cost of food, fuel and fertilizer. Fuel prices in Sudan have increased by over 24 percent, driving up food prices and leaving millions unable to afford the most basic staples.

These same disruptions are also directly impacting humanitarian operations, with delayed shipments and higher transport costs. The combined impact could push families across the country deeper into food insecurity.

“The women I spoke to across Sudan told me they don’t have enough to feed their children and have no access to the most basic services,” warned Skau. “WFP and the humanitarian community have the experience and capacity to step up our support. But to do so, we need humanitarian aid to be allowed to move freely, safely and at scale – and we need far more funding.”

WFP is hyper‑prioritizing famine zones and hard‑to‑reach areas, reaching 3.5 million people each month with emergency food, cash and nutrition assistance. Two‑thirds of those WFP assists are in Darfur and Kordofan, where famine is confirmed and where fighting is heaviest. More than two million children under five and more than 500,000 pregnant and breastfeeding women and girls benefited from nutrition assistance last year.

WFP is also sustaining livelihoods and local food systems: During the last harvest season, WFP-supported farmers produced nearly one fifth of the country’s wheat, strengthening the local economy and reducing food insecurity.

“We need to continue investing in the future of the Sudanese people,” said Skau. “We can help communities rebuild their lives by expanding our support for farmers to grow their own food again and by providing school meals to help enable children to return to school. But we need the funding to do it.”

WFP food assistance has dropped by 14 percent since January, as compared to last year, due to a lack of resources; the agency urgently requires more than USD 600 million to sustain life-saving operations in Sudan for the next six months.

Ghana Insurers Association Backs SIGA’s Integrating Policy as a Strategic Pathway for Sector Growth

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At a time when Ghana is actively rethinking the governance and performance of its state-owned enterprises, the question of how public institutions can work more cohesively to generate and retain value has assumed renewed urgency.

Within this evolving policy landscape, SIGA’s integrating approach to insurance placement has sparked important debate across the industry.

Yet, beyond the initial reactions lies a deeper strategic proposition—one that invites a more careful and analytically grounded assessment.

From the standpoint of the Ghana Insurers Association, this policy, when properly understood and responsibly implemented, represents not a departure from market principles but a thoughtful effort to align public ownership with commercial rationality, strengthen institutional synergies, and position the insurance sector as a critical pillar in Ghana’s broader economic transformation.

From the perspective of the Ghana Insurers Association, a strong case can be made that SIGA’s integrating policy represents not a distortion of the insurance market, but a strategic effort to strengthen value retention, institutional coordination, and long-term market development within Ghana’s state enterprise ecosystem. Properly understood, the policy is not an attempt to replace competition with administrative preference.

Rather, it is an effort to encourage commercially rational collaboration among state-linked entities, provided that such collaboration remains anchored in transparency, procurement compliance, and merit-based decision-making. Indeed, this is consistent with SIGA’s own clarification that the initiative is meant to promote inter-trading within the state enterprise system and “is not a call for blind loyalty, but rather a strategic business decision.”

The central analytical strength of the policy lies in its recognition that state-owned enterprises should not operate as isolated commercial islands when they are, in fact, part of a broader public asset portfolio. In any serious ownership framework, the state must seek to maximize value not only at the level of individual firms but across the entire ecosystem of enterprises in which it holds an interest. When insurance business generated by state-owned enterprises is placed with capable state-owned insurers such as SIC Insurance PLC and SIC Life Insurance Ltd, the result is not merely a transfer of premiums from one company to another. It is the internal circulation of value within a public investment architecture. Premium income, underwriting profits, investment returns, and related financial benefits are more likely to remain within the broader state enterprise network, thereby reinforcing capital strength, improving institutional sustainability, and potentially enhancing dividend capacity over time. That logic is economically defensible and strategically sound.

From an industry standpoint, the policy can also be defended as a disciplined form of market integration rather than an anti-market intervention. The GIA’s own position, as reflected in its communiqué, is not that movement of insurance business is illegitimate, but that such movement is a normal feature of a competitive market and must occur in an orderly, transparent, and lawful manner. That point is crucial. A market is not compromised simply because buyers are encouraged to consider insurers within a defined institutional network. Markets are compromised only when choice is stripped away, standards are abandoned, or regulatory fairness is ignored. SIGA’s clarification directly addresses this concern by rejecting exclusivity and emphasizing sound commercial and procurement principles. On that basis, the integrating policy can be seen as fully compatible with competition, so long as state-owned insurers win business through credible pricing, technical competence, service quality, and compliance with established procurement rules.

There is also a broader developmental argument in favor of integration. Ghana’s insurance sector does not advance simply by redistributing existing premium flows; it advances by building stronger institutions, expanding trust, and creating the conditions for deeper penetration across the economy. The GIA correctly notes that redistribution alone does not increase insurance penetration. Yet that observation does not weaken the case for integration. On the contrary, it sharpens it. If integration is implemented intelligently, it can become a stabilizing platform from which stronger insurers invest in product innovation, digital channels, claims efficiency, and outreach to underserved markets. In other words, integration can help create the institutional muscle required for future expansion. A stronger state-linked insurance base can serve as a foundation for broader inclusion rather than an end in itself.

Equally important, the policy has symbolic and governance value. It signals that the state is beginning to think more coherently about how public enterprises relate to one another. For too long, public sector commercial entities in many contexts have functioned without strategic coordination, often procuring externally even where reliable internal capacity exists. SIGA’s approach challenges that fragmentation by encouraging a portfolio mindset. This is especially relevant in insurance, where risk pooling, long-term asset accumulation, and institutional confidence matter enormously. Encouraging state entities to look first within the public enterprise space is a way of asking whether Ghana’s own institutions can be trusted, strengthened, and scaled before value is routinely exported elsewhere. That is not protectionism in the crude sense; it is a deliberate effort to align public ownership with public value creation.

From the GIA’s perspective, supporting this policy need not mean abandoning its duty to all members. The Association’s communiqué makes clear that SIC Insurance PLC and SIC Life Insurance Ltd are valued members alongside private insurers, and that GIA remains committed to representing all licensed insurers without distinction. That balanced position provides the ideal foundation for a nuanced endorsement of SIGA’s integrating policy. GIA can support the principle of strategic internal collaboration while insisting on the safeguards that preserve market credibility: transparency, regulatory compliance, merit-based procurement, and fair practice. Such a stance is not contradictory. It is precisely the kind of mature institutional leadership the sector requires. It affirms that integration and competition are not mutually exclusive; rather, integration can be a legitimate commercial strategy within a competitive framework.

In the final analysis, GIA’s support for SIGA’s integrating policy deserves commendation because it reflects a more sophisticated understanding of state asset management. It seeks to convert fragmented public ownership into coordinated economic advantage. It encourages public enterprises to see one another not merely as separate entities, but as potential partners in value preservation and value creation. For the insurance sector, this can translate into stronger domestic capacity, better retention of premium value, improved institutional resilience, and a more intentional alignment between public procurement and national economic interests. The real task, therefore, is not to reject integration, but to govern it well. When pursued within the boundaries of law, transparency, and commercial merit, SIGA’s policy is not only defensible; it is a strategically intelligent step toward a more integrated, confident, and development-oriented insurance market in Ghana.

Minister Calls For Support For Tortsogbeza

The Minister for Culture, Tourism and Creative Arts, Hon. Abla Dzifa Gomashie, has appealed for urgent support for the Tortsogbeza celebrated by the chiefs and people of the Sokpoe Traditional Area in the South Tongu District of the Volta Region. She emphasized that the festival is not only unique but also represents a beautiful migration story that deserves to be shared with Ghanaians and the wider world. Speaking to journalists in Vodza, within the Keta Municipality, she highlighted the importance of promoting such cultural products to boost tourism and regional development.

The Tortsogbeza, which translates as the River Crossing Festival, is held annually in April around Easter. It commemorates the migration of the ancestors from Notsie in present-day Togo and their historic crossing of the Volta River to settle at Sokpoe. The festival’s centerpiece is a ceremonial re-enactment of this crossing, performed by the chiefs in canoes, symbolizing the safe arrival of their forebears led by figures such as Adela Tenutse. This tradition not only honors ancestral heritage but also strengthens community unity while showcasing drumming, dance, and traditional attire.

Tortsogbeza

Marking its 40th anniversary in April 2026, the festival continues to attract visitors and dignitaries from across Ghana and beyond. It is characterized by the “Soso” celebration, meaning “we have moved,” where participants dress in red, accompanied by dance, drama, musketry, and displays of unity and resilience reminiscent of their ancestors. The event also provides an opportunity to highlight the daring migration of the Ewe people from Ketu in present-day Benin through Notsie in Togo before settling in Sokpoe.

Tortsogbeza

Hon. Gomashie stressed that the Tortsogbeza deserves greater prominence among Ghana’s tourism and cultural offerings. She urged the media to support not only this festival but also other cultural events in the region to enhance tourism and development. Reaffirming her commitment as Minister, she assured that the Ghana Tourism Authority would provide the necessary backing to realize the vision for the tourism and creative arts sector.

Tortsogbeza

Meanwhile, the Paramount Chief of the Sokpoe Traditional Area, Togbega Kadzi Zogah II, used the occasion to call on citizens both at home and abroad to unite and contribute their resources toward the development of Sokpoe. As President of the Tongu Chiefs’ Union, he also urged the youth to avoid drug and substance abuse and instead focus on their education to become responsible citizens in the future.

Vice President Commends Volta Region At Vodza Regatta

Vice President Professor Jane Nana Opoku Agyemang has praised the chiefs and people of the Volta Region for their strong support in the 2024 general elections, which returned the National Democratic Congress (NDC) to power. She assured the gathering that the NDC government would continue to work with all Ghanaians, including the people of the Volta Region, to improve living conditions and promote development.

Her remarks were made at the fifth edition of the annual Vodza Easter Regatta festival in the Keta Municipality. The festival, instituted in 2022 by the chiefs and people of Vodza, was designed not only to showcase the area’s water tourism potential but also to foster unity, togetherness, and love among citizens both at home and abroad. Since its inception, the regatta has become a rallying point for promoting water tourism and preserving cultural traditions, with support from the Ghana Tourism Authority and the Ministry of Culture, Tourism and Creative Arts.

Professor Opoku Agyemang commended the people of Vodza for highlighting their natural tourism assets and urged them to continue preserving their traditions and sporting talents. She expressed gratitude for the Volta Region’s overwhelming votes in 2024, declaring that the government could count on their continued support.

The Minister for Culture, Tourism and Creative Arts, Hon. Abla Dzifa Gomashie, who is also the Member of Parliament for Ketu South, spoke about the inspiration she has drawn from Vodza natives such as Professor Pascal Young and Professor Audrey Gadzekpo, who have supported her career and work. She emphasized that Ghana is rich in talent across all sectors but lacks visibility for these skills. She called for the Vodza regatta to be expanded into a larger event covering the coastline from Aflao to Anyanui, noting the shared characteristics of these communities, including their rivers, seas, and lagoons. Madam Gomashie appealed to the media to dedicate airtime to promoting local tourism and talents.

Vodza Easter

 

The regatta itself featured spirited competitions on the lagoon, with men’s and women’s groups from Vodza and neighboring communities paddling canoes to vie for trophies and cash prizes. In the male category, the Lions Football Club from Havedzi emerged victorious, while the Blood of Jesus team won the female contest. Among the female winners was 62-year-old Madam Atsufui Ahiafor from Tegbi, who explained that paddling canoes had been part of her life, making the victory a natural achievement.

The winning teams, led by Promise Seyram Ablakwa and Celestine Segbefia, expressed joy at their success and pledged to defend their titles at the sixth edition of the festival scheduled for April 2027.

From Brief Meeting to Big Blessing: Stonebwoy Narrates Story

Ghanaian dancehall star Stonebwoy has shared a remarkable story of generosity and faith after receiving a brand new V8 vehicle from a man he had never met before.

Speaking in an interview with Kafui Dey, the musician recounted how the unexpected gesture unfolded during a casual outing. According to him, he had stepped out of his hotel room to unwind when he encountered a Lebanese businessman, identified as Raii.

What began as a simple conversation quickly turned into a larger discussion as more people joined the group at what he described as a business forum. During their interaction, Stonebwoy revealed that he had sold two of his cars—including his favorite V8 and a Range Rover—to finance his Ho concert.

The revelation caught Raii’s attention. After quietly making a phone call, the businessman later invited Stonebwoy and his team to pick up a vehicle. To the artist’s surprise, he was handed a brand new V8 without paying a single cedi.

“I have never met him before in my life. Under 72 hours,” Stonebwoy said, visibly moved by the gesture.

The award-winning musician expressed deep gratitude, noting that it was the first time anyone had gifted him a car, let alone a brand new 2025 model. He described the experience as a powerful reminder of his faith in God, emphasizing that blessings often come through unexpected people.

Carlos Queiroz Takes Charge of Black Stars for 2026 World Cup

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The Ghana Football Association (GFA) has appointed Carlos Queiroz as head coach of the senior national team, the Black Stars, confirming the 73-year-old Portuguese tactician as the man tasked with leading Ghana at the 2026 FIFA World Cup in North America.

The GFA’s Executive Council, working with key stakeholders, confirmed the appointment, ending weeks of uncertainty that followed Otto Addo’s exit after friendly defeats to Austria and Germany in March, just 72 days before Ghana’s opening World Cup match.

Queiroz brings unmatched World Cup credentials to the role, having taken charge of national teams at five consecutive FIFA World Cup tournaments. He led South Africa to qualification for the 2002 edition, guided Portugal to the knockout phase in 2010, and managed Iran at the 2014 and 2018 tournaments. His most recent Iran spell included the 2022 tournament in Qatar, where the team defeated Wales before a group-stage exit.

Sources close to the GFA described the appointment as a short-term arrangement through the World Cup, with a review to follow after the tournament.

In his first public statement, Queiroz described the assignment as a “mission” and pledged to bring his full experience and knowledge to the role.

Ghana will face Mexico in a warmup on May 22, followed by Wales on June 2, before opening their Group L campaign against Panama on June 17 in Toronto. Fixtures against England on June 23 and Croatia on June 27 complete the group stage schedule.

The four-time Africa Cup of Nations (AFCON) champions are making their fifth World Cup appearance, having reached the quarterfinals in 2010 before group-stage exits in 2014 and 2022.

MTN Y’ello Ladies Network Raised GH₵200k in Its First Year

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The MTN Ghana Y’ello Ladies Network raised GHS 200,000 for breast cancer causes in its first year of operation, the network’s chairwoman confirmed at its first anniversary celebration in Accra on Tuesday, April 14, 2026, a figure that underscores the scale of impact the all-female employee group has achieved since its founding.

Of the total raised, GHS 150,000 was donated to the Breast Cancer Unit at Korle Bu Teaching Hospital to cover treatment costs for patients, while GHS 50,000 went to Breast Care International to support public education and awareness programmes.

The anniversary event, held at MTN House under the theme “Give to Gain: When Women Thrive, We All Rise,” brought together more than 500 female employees, executives, and mentors for a day of reflection and forward-looking engagement.

Antoinette Kwofie, Chief Finance Officer of MTN Ghana and Chairwoman of the network, described the past year as the fulfilment of a founding ambition. “A year ago, we set out with a vision to create a platform where the amazing women of MTN Ghana could connect, grow, lead and lift one another. Today, that vision has blossomed into a powerful community,” she said.

Kwofie outlined an expanded agenda for the year ahead, including a Women in Leadership Summit, a Leadership Masterclass Series, Leadership Café sessions, Speed Mentoring programmes, a Community Leadership Day, a second Breast Cancer Awareness Walk, and a set of Better Workplace Initiatives aimed at improving conditions for women across the organisation.

Chief Executive Officer Stephen Blewett credited the network with exceeding its original scope, emphasising that leadership within the organisation must be actively shared. “Leadership is not about competition, it is about growth. There is space for everyone. Your role is to pull someone else up,” he stated, calling on both women and men to actively support gender equity within the company.

The keynote address was delivered by Angela Kyerematen-Jimoh, Chief Executive Officer and Founder of BrainWave Africatech, who grounded the event’s theme in practical terms. “The most meaningful success is not what we accumulate, but what we contribute,” she told attendees, arguing that platforms like the Y’ello Ladies Network are essential infrastructure for developing leadership and amplifying women’s voices across corporate Ghana.

A fireside chat moderated by broadcast journalist Naa Ashorkor featured three business leaders: Ayisha Ayensu, Chief Executive Officer and Creative Director of Christie Brown; Theresa Ayoade, Chief Executive Officer of Charterhouse; and Uche Ofodile, Chief Executive Officer of MTN Benin. Each drew on personal experience to illustrate how mentorship and sponsorship shape women’s trajectories in leadership.

Ayensu argued that external impact begins with internal investment, urging attendees to build from a foundation of self-knowledge and authentic confidence. Ayoade traced her own rise to a mentor who saw potential in her early in her career. “True leadership is not just about your own growth, it is about building others to grow beyond you,” she said. Ofodile made the case for the transformative power of a single decision by a sponsor: “Sometimes, all it takes is one person making one decision, choosing to believe in you, for everything to change.”

The event also featured a speed mentoring session with members of the Executive Women Network, where participants engaged directly with practitioners across finance, human resources, communications, law, entrepreneurship, and leadership development.

The Y’ello Ladies Network was launched in March 2025 with a mandate to advance gender equality through leadership opportunities, mentorship, and career growth, with MTN Ghana targeting a 50 to 50 gender balance by 2030 as part of its Diversity, Equity, and Inclusion (DEI) strategy.

Ghana Burns More Fuel Than Ever but Produces Far Less

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Ghana consumed 7.45 billion litres of petroleum products in 2025, a 15.29% jump from the 6.46 billion litres recorded in 2024, even as the country’s own crude oil output fell for a sixth consecutive year and domestic refineries covered barely a fifth of national demand.

The figures, drawn from the 2025 Petroleum Analysis Report and disclosed by the Chamber of Oil Marketing Companies (COMAC), paint a picture of an economy recovering strongly in energy terms but growing more exposed to import costs and global price swings in the process.

Power generation was the single most dramatic driver of the increase. Fuel oil consumed by power plants surged by 946.12%, while gas oil for power generation rose by 184.29%, reflecting the government’s push to keep electricity supply stable and prevent a return to widespread outages. Marine Gas Oil for foreign vessels also climbed by 143.75%, pointing to rising maritime and offshore activity.

Petrol and diesel, which together dominate Ghana’s fuel mix, both grew by more than 18%. In absolute terms, petrol consumption reached 3.10 billion litres and diesel 2.76 billion litres. Liquefied Petroleum Gas (LPG) consumption rose 10.52% to 376 million kilograms, continuing a steady shift away from wood and charcoal in households. Gas oil for the mining sector grew 15.71% to 422.5 million litres, consistent with sustained activity in the extractive industries.

Not every segment expanded. Marine Gas Oil for domestic vessels dropped sharply by 61.70%, gas oil for telecom cell sites fell 37.88%, and kerosene continued its long-term decline, falling a further 12.24% as households gravitate toward cleaner alternatives.

Seasonally, demand tracked a familiar arc. Monthly consumption fell to a low of 556 million litres in February before recovering through the mid-year period. The fourth quarter accelerated steadily, reaching a peak of 712 million litres in December, driven by festive demand for petrol, LPG, aviation turbine kerosene (ATK), and premix fuel.

Regionally, the Upper East recorded the highest growth rate at 55.5%, with consumption rising from 306 million litres to 476 million litres. The Bono Ahafo area grew by more than 27% to 491 million litres. Greater Accra remained the largest market by volume, accounting for 27% of national consumption, followed by the Western Region at 19%.

The surge in demand arrives at a structurally uncomfortable moment. Ghana’s four refineries collectively supplied only about 18% of national consumption in 2025, leaving the country to import the remainder at a cost analysts estimate could exceed US$4.8 billion annually. The Sentuo Oil Refinery provided a measure of relief, supplying roughly 30% of petrol, diesel, and LPG in the final quarter of the year, and accounts for about 18% of total national fuel consumption as of January 2026. The Tema Oil Refinery (TOR) has signalled plans to expand processing capacity from 28,000 to 45,000 barrels per stream day, though integration works are still ongoing.

The timing sharpens the stakes. Crude oil production fell to 37.3 million barrels in 2025, continuing a decline from 71.44 million barrels in 2019, according to the Public Interest and Accountability Committee (PIAC). Ghana has signed no new petroleum exploration agreements since 2018, meaning the upstream pipeline that could eventually feed domestic refineries is thinning precisely as downstream consumption accelerates.

Industry analysts suggest that if refinery upgrades proceed as planned and financing holds, domestic production could cover between 18% and 25% of national demand in the near term. For now, the gap between what Ghana consumes and what it can produce remains wide, leaving the country’s energy security and foreign exchange reserves exposed to conditions it cannot control.

Ghana Needs a Second Pillar to Prevent Banking Crises

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A leading banking consultant is pressing the Bank of Ghana (BoG) to create a dedicated Financial Stability Committee (FSC) with authority equal to the Monetary Policy Committee (MPC), warning that the country’s financial system remains dangerously exposed to shocks that inflation-targeting tools alone cannot prevent.

Dr. Richmond Atuahene, responding to a recent International Monetary Fund (IMF) technical assistance report on macroprudential policy, argues that Ghana has no formal standing body charged exclusively with identifying and neutralising threats to the financial system as a whole. He describes this gap as a structural vulnerability that policymakers can no longer afford to ignore.

“The Bank of Ghana must establish a Financial Stability Committee on the same status like Monetary Policy Committee, which is the decision-making body that usually establishes a set frequency of formal meetings, often quarterly or semi-annually, so as to foster a timely and focused engagement,” Dr. Atuahene stated.

The distinction between the two bodies matters. While the MPC sets interest rates to control inflation, the proposed FSC would focus entirely on what economists call systemic risk: the danger that a disruption in one part of the financial system, whether in credit markets, insurance, or payments, cascades into serious damage across the broader economy.

Dr. Atuahene points to the 2022/2023 Domestic Debt Exchange Program (DDEP) as the clearest recent illustration of that danger. Losses suffered by lenders during the debt restructuring caused many banks to sharply reduce lending to businesses and households, depressing economic activity at a moment when the country could least afford it. He maintains that authorities failed to conduct the necessary assessment of how that exercise would affect the entire financial ecosystem before it was launched.

The FSC, as Dr. Atuahene envisions it, would deploy specialised macroprudential tools designed to smooth out financial cycles rather than price cycles. Chief among these is the Countercyclical Capital Buffer (CCyB), a mechanism that compels banks to accumulate extra capital reserves during periods of strong credit growth so that those reserves are available to absorb losses when conditions deteriorate, preventing banks from cutting off lending precisely when businesses and households need credit most.

The committee would also address what Dr. Atuahene calls the “too big to fail” problem. Large institutions, he notes, require stricter capital requirements than smaller peers because their potential collapse could trigger a domino effect of bank runs and forced asset sales across the sector. He cites GCB Bank as an example of a Domestically Systemically Important Bank (D-SIB) that would fall within this oversight framework.

Beyond the technical machinery, Dr. Atuahene argues that the FSC would give Ghana a clearer public voice on financial health. Rather than embedding stability updates inside interest rate announcements, the committee would maintain a dedicated communications channel and public webpage, providing transparent and regular assessments of risks to the banking sector.

A dedicated financial stability unit, he notes, can be charged with analysing systemic risks, developing monitoring indicators suited to the Ghanaian market, and preparing policy proposals for macroprudential decision-makers, following models already in place in Germany, India, the Netherlands, the United Kingdom, and the United States.

The proposal, if adopted, would give the central bank what Dr. Atuahene calls a “second pillar”: one hand managing the cost of living through monetary policy, and the other permanently guarding the structural integrity of the banking sector.

UNDP, Ghana Convene First Steering Committee for Climate-Smart Rice Project

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Ghana has taken a key institutional step in its push to modernise rice production and tap into global carbon finance markets, with the United Nations Development Programme (UNDP) and the Government of Ghana convening the inaugural Steering Committee meeting for a landmark climate-smart agriculture project.

The initiative, one of two nationally approved UNDP-led mitigation activities under the Ghana-Switzerland bilateral cooperation framework pursuant to Article 6.2 of the Paris Agreement, promotes the Alternate Wetting and Drying (AWD) irrigation technique as a scalable tool for climate mitigation and sustainable agriculture. AWD reduces methane emissions from rice fields by up to 30 percent, saves as much as 30 percent of irrigation water, and helps farmers maintain or increase yields.

By 2030, the initiative aims to reach 11,000 farmers across 242,600 hectares of rice fields, avoiding an estimated 1.3 million tonnes of carbon dioxide equivalent emissions.

The formation of the Steering Committee marks a significant governance milestone for the project. The committee brings together stakeholders from government agencies, farmer organisations, research institutions and development partners, with a mandate to approve annual budgets, monitor performance, manage operational risks and coordinate policy to support nationwide scaling of the AWD model.

Speaking at the event, Dr. Abdul-Razak Saeed, UNDP Ghana’s Head of Environment and Climate, described the project as “more than a climate intervention” and a “research-driven development solution,” adding that scaling AWD can cut methane emissions, improve farmer livelihoods, and demonstrate how high-integrity carbon markets can drive sustainable development.

Beyond the farm-level benefits, the project introduces a new revenue mechanism for Ghana’s agricultural sector. The initiative generates Internationally Transferred Mitigation Outcomes (ITMOs), which Switzerland will purchase under a performance-based climate finance model, providing results-based financing that links environmental outcomes directly to economic returns.

The broader bilateral programme falls under a $42 million pay-for-results collaboration between the Swiss Federal Office for the Environment (FOEN) and UNDP, making it one of the most substantial Article 6.2 arrangements on the African continent.

The project targets rice farmers in approximately 78 percent of Ghana’s rice production areas and aims to deliver an emission reduction target of 1.1 million tonnes of carbon dioxide equivalent by 2030, while providing farmers with additional income through carbon revenue.

For Ghana, the initiative also serves a broader strategic purpose. Rice remains a significant import commodity, and improving the competitiveness of local production through lower input costs and higher yields could reduce the country’s import bill over time. The governance structure established by the Steering Committee is expected to strengthen accountability and investor confidence as the project moves toward nationwide implementation.

How CSOs Calculated the GH₵1.65 Fuel Price Cut Demand

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A coalition of civil society organisations (CSOs) is not merely calling for lower fuel prices at the pump. It has produced a line-by-line breakdown of Ghana’s petroleum price structure to show exactly where relief can come from, and how much.

The coalition, which includes IMANI Africa, the Chamber of Petroleum Consumers Ghana (COPEC), the Institute for Transparency Policy and Research (INSTEPR), and the Institute for Energy Security, argues that fuel prices in Ghana are shaped as much by local taxes, levies, and distribution margins as by global crude oil costs. By adjusting those local components selectively, they say, a reduction of GHC1.65 per litre is achievable without destabilising the energy sector.

The proposal gains added relevance following an emergency cabinet meeting on April 9, 2026, at which the government directed the Finance and Energy Ministers to reduce fuel prices by adjusting certain taxes and margins, with changes expected at the next pricing window.

Breaking Down the GHC1.65

The coalition’s figure is a sum of specific, targeted cuts rather than a broad sweep. On the levy side, the groups propose halving the Road Fund Levy from 0.48 Ghana pesewas (GHp) to 0.24 GHp, reducing the Energy Fund Levy from 1.00 GHp to 0.50 GHp, and cutting the Special Petroleum Tax from 0.46 GHp to 0.23 GHp.

On the distribution margins side, the Bulk Oil Storage and Transportation (BOST) margin would be halved from 0.12 GHp to 0.06 GHp, the Fuel Marking Margin sharply trimmed from 0.09 GHp to 0.04 GHp, and the Unified Petroleum Pricing Fund (UPPF) reduced from 0.90 GHp to 0.45 GHp. Together, these adjustments add up to the proposed GHC1.65 per litre relief.

Importantly, the coalition recommends leaving the Energy Sector Shortfall and Debt Repayment Levy untouched, a signal that the groups are trying to protect critical obligations in the power sector rather than trigger a financial shock there. The Primary Distribution Margin and the Price Stabilisation and Recovery Levy (PSRL) are also left intact under the proposal.

A Two-Month Window, Not a Structural Overhaul

The CSOs are clear that this is not a call for permanent cuts. They propose a two-month reduction window designed to give consumers immediate breathing room during a period of elevated global oil prices driven partly by geopolitical tensions in the Middle East.

As of the second pricing window in March 2026, diesel in Ghana was selling at GHC15.60 per litre, while petrol had crossed GHC12.40 per litre. Those prices have continued to face upward pressure from international market conditions.

COPEC’s own calculations suggest that a single pesewa movement in fuel prices translates to roughly GHC4 million in consumer impact, meaning a GHC1 shift carries an estimated GHC400 million consequence for Ghanaians at the pump. The coalition believes that scale of relief, delivered over two months, would ripple quickly through transport costs, food prices, and business operating expenses.

The groups also argue that Ghana has temporary fiscal room to act, pointing to expected inflows from crude oil exports as a short-term cushion.

Whether the government adopts the CSOs’ framework in full or uses it as a partial reference as it implements its own announced cuts remains to be seen. But the coalition’s contribution has shifted the public debate from whether prices should come down to exactly how that reduction can be structured responsibly.