By Eugene Davis
Ghana construction body pushes for strategic infrastructure plans
The Ghana Chamber of Construction Industry (GhCCI) has emphasized the need for the government to implement strategic plans to achieve its infrastructure development goals.
Commenting on the government’s ‘Big Push’ initiative, at the sidelines of the launch of the 6th Ghana Investment and Trade Week, GhCCI Chairman Surv. Emmanuel Tetteh Martey stressed the importance of moving beyond slogans to developing actionable steps to drive infrastructure growth.
"We think that the government has the
good will, but it should not be a slogan. There should be a strategic move," Surv. Emmanuel Tetteh Martey said. He also emphasized the need for clear planning, saying "What are the actionable steps that we want to take so we know where we are going? Which vehicle are we taking? And how do we drive ourselves to get there?"
The GhCCI Chairman highlighted the crucial role of chiefs in rallying public support for infrastructure projects, saying "The chiefs are the rallying point for society. Once you get
the chiefs, and you get the buying of the chiefs, the chiefs are going to contribute with their people to accept." He noted that the GhCCI is committed to providing ideas and engaging with the government to ensure the successful implementation of infrastructure development projects. "We offer ideas. We dialogue with government, we provide ideas as how things will go, and if our ideas are taken, and then government judges us with theirs, we believe that what they desire and what they intend
doing will be achieved," Surv. Emmanuel Tetteh Martey said.
The GhCCI has also advised the government to focus on providing an enabling environment for the private sector to drive housing development, including facilitating infrastructure such as roads, water, and electricity. By doing so, the private sector can take up the development of housing projects, leading to lower housing prices and a reduction in the housing deficit.
The 6th Ghana Investment and Trade Week, which is on the theme “Construction prosperity, advancing industrial
growth through smart infrastructure planning", aims to promote investment and trade opportunities in Ghana's infrastructural sector, with a focus on smart infrastructure planning and construction prosperity. The event organized by MIE Group brought together over 80 industry stakeholders, policymakers, and traditional leaders to discuss ways to advance industrial growth and development in Ghana.
With strategic planning, consultation, and public acceptability, the GhCCI believes that the government can achieve its infrastructure development goals and drive economic growth in Ghana.
spearheading Ghana's salt industr y advancement
Emmanuel Kwasi Bedzrah (holding a microphone)
GITW 2025 - Dr. Ofosu-Dorte calls for political will and structured ecosystem to drive PPP success
By Eugene Davis
To ensure effective Public-Private Partnership (PPP) collaboration in Ghana and across Africa, there must be strong political will and a well-structured ecosystem, accord-
ing to Dr. David Ofosu-Dorte, Senior Partner at AB & David Law Africa.
Delivering his keynote at the 6th Ghana Investment and Trade Week
(GITW) in Accra, themed "Constructing Prosperity: Advancing Industrial Growth through Smart Infrastructure Planning", Dr. Ofosu-Dorte emphasized that most of
the necessary frameworks for PPPs already exist.
“We must create and sustain an ecosystem that actively encourages collaboration,” he said, pointing to existing structures such as:
The Public Investment and Assets Division (PID) under the Ministry of Finance;Approval committees; Parliamentary procedures; Local-level PPP support mechanisms.
“There is nothing fundamentally new that must be invented what we need is to make what already exists work efficiently.”
Financing Exists But Political Interference drives Investors away According to Dr. Ofosu-Dorte, financing is not the challenge.
“There’s more
money chasing projects than projects chasing money.”
However, inconsistent and politically motivated public statements such as the cancellation of road tolls have discouraged investors. He revealed that such a decision led seven major investors to withdraw their interest.
He urged public officials to exercise restraint in public pronouncements, noting that political interference often derails structured projects and leads to abandoned initiatives.
Private Sector Is Ready But It’s Not Charity
“The private sector is not Father Christmas,” he noted. Investors seek returns and will negotiate for favorable terms. It is up to the government to balance these demands with public
affordability.
Poorly structured PPPs that shift all risks to the public or create unpopular outcomes are unsustainable.
“The balance requires discipline, technical capacity, and transparency,” he added.
Avoiding Public Debt and Managing Risk
Dr. Ofosu-Dorte warned that poorly designed PPPs can burden the state with liabilities particularly when sovereign guarantees or risk absorption clauses are triggered.
Exchange Programme (DDEP)
Common PPP risks include: Land acquisition disputes;Market risk due to tariff interference; Construction and operational delays.
He advocated for robust risk assessment and transparent risk-sharing models that protect the state and ensure long-term success.
Think Beyond Political Cycles
“PPP projects typically span multiple election cycles, but our short-term political mindset undermines them.”
cross-administration approach, anchored in respect for existing models and legal structures.
Final Call to Action
Dr. Ofosu-Dorte concluded with a strong message:
“We don’t need new laws or institutions we need to make what we already have work better. The private sector is ready. Finance is available. What’s missing is consistent political will and disciplined execution.”
Traditional Leaders and Stakehold
House of Chiefs, called for closer collaboration between chiefs and government, especially in land use planning:
“Since chiefs own most lands in Ghana, it is critical that we sit together to zone our cities appropriately.”
Action and Partnerships
Surveyor Emmanuel Tetteh Martey, Chairman of the Ghana Chamber of Construction and Industry, welcomed the government’s Big Push infrastructure initiative, but called for concrete actions to follow
Vice President of Strategy and Partnerships at MIE Groups (organizers of GITW), noted that the summit is growing in scale and participation:
“We’re proud to bring international businesses here to partner with government. Each year, we’ll continue to grow business-to-business and government-to-business engagements.”
This year’s summit brought together over 1,500 participants, including:
80+ exhibitors across the industrial, energy, construction, and green energy sectors;
Policy makers, local and international investors;
Global capital market players.
The GITW platform aligns with Ghana’s Vision 2030, focusing on sectors such as construction, manufacturing, energy, technology, and logistics key drivers of Ghana’s goal to become an industrialised, inclusive, upper-middle-income economy.
Dr. David Ofosu-Dorte, Senior Partner at AB & David Law Africa
It’s time for Africa to embrace nuclear energy
Across the continent, a staggering 600 million people remain without access to electricity, a number that translates into significant energy poverty, particularly in rural Africa, where 70-80 million need to gain access yearly to be on track to meet the 2030 universal access to electricity target.
While our continent accounts for 17% of the world's population, we generate less than 3% of global electricity. This ‘power poverty’ stifles industrialization, limits healthcare outcomes, and constrains economic transformation even as Africa exports uranium and other critical minerals to power many parts of the world. Although there is remarkable progress across countries on the continent, the overall pace of progress is slow, requiring an ambitious shift towards nuclear energy, tailored to Africa's unique
needs and opportu nities.
Confronting our fears from around the world. Critics are right to debate questions of safety, malice, accidents, cost, and potential harmful effects on the environment. Many argue that investing in renewables is sufficient. Furthermore, the public is unlikely to forget Chernobyl and Fukushima and the constant threat of nuclear war. Yet, South Africa's Koeberg plant has operated safely for 40 years, proving nuclear energy works on the continent. In addition, experts note that nuclear energy has the lowest death
for manufacturing risks. Modern reactors such as Westinghouse's AP1000 have passive safety systems that shut down automatically.
With its 25 reactors, South Korea has gone from energy importer to nuclear energy exporter, and has a target of providing 30% of its electricity while cutting emissions by 2030. Similarly, France generates 70% of its electricity from nuclear, achieving Europe's lowest electricity prices and a clean grid. Bangladesh, with GDP per
energy can be accessible to developing countries. And there are more encouraging developments closer home. Egypt is constructing four 1,200 MW reactors at El Dabaa a $30 billion bet on nuclear as an industrial catalyst. Ghana has partnered with NuScale Power to explore Small Modular Reactors - SMRs that could power mines and cities simultaneously. Furthermore, countries that fall under the Tier 1 categoryEgypt, Rwanda, Ghana, Uganda, South Africa, Nige-
ria, and Zambia - are
ing their nuclear energy programs. Governments in Niger, Kenya, Tunisia, Morocco, Ethiopia, Tanzania, Namibia, D.R. Congo, Senegal, Algeria, and Zimbabwe are working towards the role of nuclear energy in their future electricity supply systems. Powering industrialisation and the AfCFTA. The International Energy Agency estimates that growth in Africa’s industry, commerce, and agriculture will require electricity demand to grow by 40% by 2030. ECA assesses that the African Continental Free Trade Area
electricity needs will account for 8% of the total continental electricity capacity by 2035, and 14% by 2040, requiring additional investment of $22.4 billion
between 2025 and 2040. Furthermore, by 2040, due to rapid population and economic growth in Africa, the electricity supply must expand by more than 4 times. Furthermore, Africa is facing sectoral transformations due to frontier technologies. Data centres to store big
data and power frontier technologies require a significant energy supply. The gradual transition of Africa’s transport system to electric vehicles will
also increase the demand for electricity generation on the continent.
Africa can no longer risk crawling its way out of energy inse…
24-Hour Economy Policy: Local institutional investors and venture capital to partner
economy by encouraging businesses and public institutions to operate in three continuous eight-hour shifts. This initiative is designed to boost productivity, generate employment, and accelerate Ghana's journey towards becoming an export-led economy. However, such a monumental undertaking requires substantial, patient capital to fund everything from infrastructure upgrades and industrial expansion to operational scaling, ecosystem and commercial talent development. While the allure of foreign direct
investment is strong, a growing chorus within Ghana's private capital investment and business community is cautioning against over-reliance on external funding. The concern is that a rush for foreign capital, driven by the government's desire to secure quick wins, could lead to unfavorable concessions and sideline local investors, ultimately resulting in a 24-hour economy owned and dominated by foreign interests.
In this context, a strategic partnership between the government and Ghana's private institutional investors is being po-
by Amma Gyampo, CEO of Ghana Venture Capital and Private Equity Association (GVCA)
sitioned as a critical component of the policy's financing package. At the forefront of this push is the Ghana Venture Capital and Private Equity Association (GVCA), which argues that the nation's own pension funds hold the key to unlocking sustainable, domestic-led growth. The GVCA has been championing its "5% Pension Industry Compact," an initiative designed to encourage local pension funds to allocate a modest 5% of their assets to alternative investments like private equity and venture capital. This move, advocates argue, would not only diversify pension portfolios and open them up to better returns from growth sector industries but would also inject vital capital directly into the real econo-
my, supporting the very Ghanaian businesses - from the most viable, robust SMEs to larger industrial playersthat are essential to the success of the 24-hour economy. At the recent Africa Impact Summit, Amma Gyampo, CEO of the Ghana Venture Capital and Private Equity Association (GVCA), emphasized the industry's readiness to collaborate with the government to ensure Ghanaians are the primary beneficiaries of this new economic policy:
"The 24-hour economy represents a pivotal moment for Ghanaian industrialization and, in this global era of funding freezes, it's got to be fuelled by Ghanaian institutional investors and equity fund managers," says Gyampo. "Our industry's critical role is to unlock and
manage the immense potential of domestic private capital. We can no longer rely of expensive debt and international funding in this day and age. The 5% Pension Industry Compact, which the GVCA continues to spearhead, is a pragmatic and powerful mechanism to unlock over GHS 5 billion from our own local institutional investors who sit on GhS 100bn in assets under management by pension funds alone according to the NPRA (National Pensions Regulatory Authority). We stand ready to partner with the Government to ensure that local investors are owners and financiers- backing the rollout of the 24-hour economy from within. This is about building a resilient, self-suffi-
cient industrial base, and that begins with us investing in ourselves."
The logic is compelling - pension funds themselves are under threat from a dwindling contributor base comprising a youthful demographic and largely informal nature of the economy. As such pension funds need to be strategic in how they allocate and invest in the real sector to create a robust base of demand-driven import substitution and export industries, as well as infrastructure investments and salaried employee contributors from which it can survive and thrive. A 5% allocation from Ghana's pension funds could unleash an estimated $500 million (over GHS 5 billion) in domestic investment capital. This initial injection
would serve as a powerful catalyst, de-risking the landscape and attracting catalytic layers of co-investment from international development finance institutions and foundations already dedicated to transformative private sector growth through venture philanthropy and blended finance solutions to development finance and impact investments. For Ghana's private sector, and given the global funding freeze, the time for passivity is over. Proactive engagement and strong advocacy are needed to ensure that domestic capital is the foundation upon which Ghana's 24-hour economy is built. As the nation stands on the cusp of this bold new chapter, the focus must be on harnessing local resources to create a truly Ghanaian success story.
OmniBSIC's 8th quarterly health walk attracts record participation
OmniBSIC Bank successfully hosted the 8th edition of its signature quarterly Health Walk on Saturday, transforming the University of Ghana Stadium into a vibrant hub of wellness activity, business networking, and community engagement. The event attracted thousands of participants including bank staff, customers, vendors, and community stakeholders for an 11.3-kilometre wellness
walk combined with Ghana's largest quarterly vendor exhibition. Record vendor participation drives economic impact
The 8th edition featured more than vendor booths, a marked growth from previous quarters. The complementary business exhibition showcased diverse products and services ranging from automobiles and electronics to household essentials and professional services, creating substantial economic
opportunities for participating businesses.
"What began as a wellness initiative has evolved into one of Ghana's premier quarterly business engagement platforms," Akyaa Afreh Arhin Addo-Kufuor, Group Head of Legal and Recovery, Company Secretary, and Chairperson of the Health Walk Committee, said.
"We provide free booth space to vendors – both customers and non-customers –
creating a comprehensive marketplace where you'll find everything from cars to household goods. The walk concludes the wellness component, but that's when our business fair truly begins," Mrs. Addo-Kufour stated adding: "This represents just the beginning of our impact." Strategic partnership with Ghana Health Service
The Ghana Health Service reinforced its support for the initiative through participation by
Mabel Kisiwa
Asafo, Acting Director of the Health Promotion Division, who emphasised the walk's alignment with national public health objectives. "Events like OmniBSIC's Health Walk represent strategic interventions for disease prevention and health promotion," Mrs. Asafo stated. She noted that the combination of physical activity, mental wellness benefits, and community networking creates multiple pathways to improved public health outcomes.
Corporate sponsors report strong business results
Major sponsors leveraged the platform for product activation and business development. Nana Yaw Essiaw, Key Account Executive at Kasapreko Company Limited, reported significant engagement with their flagship Awake brand while highlighting the networking opportunities the event provides. "We are seeing strong patronage and meaningful business connections. The event has facilitated collabora-
How government ministers should compete in a world of shifting alliances
When a new man ager took over at Parker Pen decades ago, he asked his team a question that would change the company’s future
“Who is our biggest competitor?”
The team gave all the expected answers other pen manufacturers, pencils, maybe even typewriters.
But the manager shook his head and replied,
“Our real competitor is the Ronson cigarette lighter.” Everyone was stunned. What does a lighter have to do with a pen?
The answer: Everything.
People weren’t just
buying Parker Pens to write. They were buying them as elegant, meaningful tokens of appreciation.
The Ronson lighter was competing not in function, but in purpose.
This story holds a powerful lesson not just for business leaders, but for government ministers navigating the unpredictable waters of modern governance. In a world of shifting alliances, blurred national boundaries, and global competition for talent, capital, and influence, clarity of purpose is your sharpest tool.
The Minister’s Real Marketplace
Many ministers see their role in narrow terms: a Minister of Education thinks about schools. A Minister of Transport focuses on roads. A Minister of Trade attends business forums. But these are functions, not strategic outcomes.
Just like the Parker Pen team thought they were in the "pen business," ministers often think they are in the "policy business." But in today’s world, your real “market” isn’t defined by your title it’s defined by the value you create in a complex and fast-moving system.
Let’s look at a few examples:
A Minister of Health is not just managing hospitals they’re competing for investor confidence, regional stability, and national productivi-
ty.
A Minister of Education is not just building classrooms they’re shaping workforce competitiveness in a global economy.
A Minister of Agriculture is not just growing food they’re influencing trade balances, food security, and political stability. The modern minister is competing on a global stage whether they realize it or not.
Competing in a World of Shifting Alliances
In the past, governments competed mostly on military strength or economic scale. Today, alliances are formed through mutual interest, shared technology, market access, influence, and trust.
Africa trades more with China today than with Europe. The Middle East partners with tech firms more than tanks. ASEAN nations are aligning
with whoever helps them digitize fastest.
In this world: Alliances can change overnight. Power is fluid, not fixed.
Reputation is a currency. This means that ministers are no longer just domestic administrators they are strategic diplomats. The world is watching their policies, priorities, and even personalities.
What Does This Competition Look Like in Practice?
Let’s break it down: 1. Talent and Investment Are Borderless Countries are now competing like companies trying to attract the best minds, the biggest investors, and the most attention.
If you’re a Minister of Innovation or Finance, for example, your competitor isn’t just another agency at home it’s Singapore, Estonia, or Rwanda. If your investment laws are complex, your digital services are slow, or your policies are unclear
the capital will go elsewhere. The alliance will shift. The opportunity will vanish.
Clarity and execution win. Titles don’t.
2. Narrative is Strategy Perception drives investment. Ministers must now think like storytellers. What story is your ministry telling the world?
What impression does your country leave after every trade summit or climate negotiation?
Parker Pens succeeded not just because of their product but because of the story they told: elegant, timeless, meaningful.
As a minister, your policy needs a narrative. Is your country:
Open for innovation?
Committed to long-term stability?
Serious about infrastructure and green growth?
The right narrative can win partnerships. The wrong one can cost you influence.
3. You’re Competing With Your
Neighbours
A West African Minister of Trade isn’t just competing internally. They’re competing with Ghana, Kenya, Morocco even Vietnam.
If you offer the same investment incentives as others, but lack policy certainty or infrastructure, you lose.
If you deliver the same speeches, but can’t show measurable results, the alliance shifts away from you. Execution becomes your competitive advantage.
So, How Should Ministers Compete?
Let’s move from insight to instruction. Here’s how ministers can lead strategically in this new world:
1. Redefine the Mission
Stop asking “What is my department responsible for?” Start asking:
“What value are we here to create in a global context?” That simple shift from internal function to external value changes everything.
A Minister of Education should ask:
“What will make our graduates globally competitive?”
A Minister of Youth should ask: “How do we position our youth as a global innovation force?”
A Minister of Information should ask: “How do we shape the nation’s narrative to attract talent and trust?”
2. Build Global Awareness into Every Policy Ministers must become geopolitical readers not just national planners. What trade deals are reshaping regional influence? What tech trends could leapfrog your systems? What global crises (like pandemics or wars) are redefining resource flows? Understanding where the world is heading allows you to position your nation or region not as a follower, but as a relevant partner.
3. Embrace Agility, Not Bureaucracy Ministers must operate like entrepreneurs: Test ideas fast
Learn from
failure Partner across sectors
Long, rigid processes no longer work in a world that rewards speed and adaptability. In a competitive alliance system, countries that act fast with clarity attract deals, talent, and influence.
4. Communicate
Like a Leader, Not a Manager You’re not just speaking to your citizens. You’re speaking to: Foreign investors
Multilateral partners Diaspora networks
Global media
Your words, tone, and vision signal who you are aligned with and who will align with you. Be clear. Be bold. Be consistent.
Final Thoughts: The Purpose Defines the Play
Just like Parker Pens realized they weren’t in the pen business but the gift business today’s government ministers must realize they are not in the min-
istry business. They are in the impact business, the influence business, the nation-building business and all of it is increasingly global. Your biggest competitor may not be another official. It might be a shifting alliance, a faster neighbor, or even public mistrust. And your greatest opportunity may come when you redefine your purpose not just your policy. That is what strategy is really about: Clarity. Choice. Execution.
And that’s why I wrote my new book: Strategy: Clarity, Choice and Execution in a Broken Business World Pre-order here: www.brianoreuben.com/strategy
If you are leading in government today, this is your time to think bigger, choose sharper, and compete smarter. Because in this new world, titles don't win. Strategy does.
Dr Brian O Reuben is the Executive Chairman of the Sixteenth Council and Special Envoy on European Transformation and Global Coherence
tions between businesses while serving the community's wellness needs,” Mr. Essiaw stated. Massive turnout on competitive weekend
Despite being held on the final Saturday of June –traditionally one of Accra's busiest social and commercial days – the event maintained strong attendance, demonstrating its established position in the community calendar. "The response validates that we have created something people prioritise," Mrs.
Addo Kufour observed. "Participants are requesting more frequent events, with some suggesting weekly walks. We are evaluating expansion options for the next quarter,” she disclosed.
About OmniBSIC's Health Walk initiative
Launched as an internal wellness programme, OmniBSIC's quarterly Health Walk has evolved into one of Ghana's most recognisable corporate community engagement platforms. The initiative integrates physical wellness, economic opportu-
nity, public health education, and business networking into a comprehensive quarterly event.
The programme reflects OmniBSIC Bank's commitment to corporate social responsibility while creating measurable value for participants, vendors, and the broader community through its unique combination of wellness programming and business facilitation. OmniBSIC Bank plans to announce expanded programming for future quarters, with leadership indicating signifi-
cant enhancements are under consideration for the next edition.
About OmniBSIC Bank
OmniBSIC Bank is a universal bank, tracing its roots to a successful merger and subsequent recapitalization between the erstwhile OmniBank and Sahel Sahara Bank, resulting in a bigger and better brand. OmniBSIC has reinforced its corporate governance structures and invested in infrastructure to become ISO and PCI-DSS Certified, in line with Bank of Ghana's Regulatory standards. The Bank has been restructured and is dedicated to maintaining the highest level of service quality, integrity, transparency and accountability in all operations, thereby creating reliable systems and standards for clients to carry out their banking activities with confidence while maintaining a decent return on investment for shareholders. Our employees are carefully selected, trained and supported to appreciate and deliver complete banking solutions while ensuring customer satisfaction.
If you’ve seen any of these 7 signs, your IT system is long overdue for an upgrade
and how to
When email -
ting-edge infrastructure can quickly become outdated slowing productivity, increasing risks, and frustrating employees.
In Ghana, where digital transformation is accelerating across sec-
tems are quietly holding them back. And while the signs are often clear, they’re just as often ignored until something goes wrong. Here are the clearest indicators that it might be time to modernise your IT
While email remains essential, it wasn’t designed for fast-paced collaboration. If your teams are constantly emailing documents back and forth, manually merging edits, or running into file-sharing errors,
your workflows are outdated. In today’s environment, instant messaging, cloud collaboration tools, and shared workspaces are far more efficient. Real-time communication saves time and reduces the chance of errors and your employees likely know this. If they’re defaulting to WhatsApp or other unofficial channels, it’s not a sign of rebellion it’s a sign of frustration. Disorganisation is the daily norm When basic tasks become tedious copying and pasting data across systems, struggling with multiple weak passwords, re-entering the same information twice it’s clear your IT systems aren’t working for your people. Common signs include:
• Inability to work remotely or dependence on outdated VPNs.
• Difficulty accessing the right files from the right device.
• Frequent use of paper-based processes where digital alternatives exist. These inefficiencies chip away at productivity and morale. They also send a message to new hires: We’re behind. If newcomers remark that their previous workplaces were better equipped, take it seriously it’s time for change. Constant IT glitches are becoming the norm Crashing apps. Lost documents. Support tickets piling up. These are red flags of an ageing IT environment. Unsupported software not only slows down your teams it increases the burden on your IT department and opens up critical security vulnerabilities. Your IT support team should be focused on strategic
improvements, not patching up daily breakdowns.
Cybersecurity concerns are keeping you up at night
Cybersecurity is no longer just an IT issue it’s a leadership issue. If you’re running outdated systems, you’re at greater risk of malware, data breaches, and cyberattacks that could devastate your organisation financially and reputationally. Telltale signs include difficulty acquiring cyber insurance, failure to meet compliance checklists, or an overreliance on weak, unchanged passwords. And if your competitors or clients begin to question your security posture, the risk becomes existential. An IT upgrade isn’t just about efficiency it could be about survival.
Your results and reputation Are declining A sluggish IT system can quietly erode business outcomes. Missed opportunities. Slow responses. A drop in client satisfaction. Good people leaving for
organisations that offer better tools. In Ghana’s fast-moving business environment, agility is critical. If your IT systems prevent your teams from moving fast, collaborating remotely, or adapting quickly to market shifts, you’ll fall behind. Modern job seekers especially tech-savvy younger professionals want to work in environments that are digital-first, cloud-ready, and streamlined. Your IT reputation plays a role in attracting and retaining talent.
Your staff are using their own tools When employees take matters into their own hands using personal phones, cloud accounts, or third-party
apps it’s a phenomenon known as “Shadow IT.” While this might seem like initiative, it’s often a sign that your official systems are too clunky or restrictive. Left unchecked, Shadow IT creates chaos. Different teams using different apps for the same tasks leads to inconsistent practices,
data duplication, and major security blind spots.
Your hardware is tired and obsolete Sometimes, the problem is physical. Computers that take forever to boot. Printers that jam more often than they work. Conference rooms filled with dusty servers. Devices that no longer receive security updates. If this sounds familiar, your infrastructure is overdue for an upgrade. Modern cloud-based setups eliminate many of these issues and reduce the burden on physical resources.
So, where do you start?
The most strategic first step is migrating to the cloud. Cloud computing unlocks greater flexibility, access to powerful applications, and built-in security features all without the capital expense of buying new hardware every few years. Start by moving your data to platforms like Microsoft SharePoint, where files are accessible from any-
where and version control is built-in. From there, explore cloud-based tools for email, project management, finance, and more.
Single Sign-On (SSO) systems can simplify login processes and strengthen security. Integration across apps improves efficiency and allows for real-time collaboration and reporting. For IT teams, cloud platforms like Microsoft Intune or Entra ID allow centralised management of devices, users, and security protocols even for remote workers. Bring your people along for the ride Even the best system upgrades can fall flat if your people don’t understand the purpose or feel left behind. That’s why change management is as important as the tech itself. Identify power users, understand what unofficial tools they rely on, and build solutions that meet their needs. Train your staff. Communicate the benefits. Show them how the new system makes their work easier not harder. Because at
the end of the day, the point of upgrading isn’t just better systems. It’s better people, working smarter, and getting more done with fewer frustrations.
>>>the writer is a seasoned cloud architect and systems administrator with expertise in leading technical teams to create innovative platforms. As CTO of eSolutions Consulting, he has spearheaded major projects like the Office 365 rollout for Ghana’s government and infrastructure deployment for the Ghana Revenue Authority.
Recognized for his strategic use of emerging technologies, Allen has led his team to multiple Microsoft Partner of the Year awards, solidifying his role as a key leader in tech-driven business transformation. If you'd like to explore how these strategies can help your organization thrive, reach out to discuss tailored solutions for your business growth journey. He can be reached via allen@esolutionsghana.com and or 0540123034
Ghana’s Parliament has reaffirmed its dedication to transparency, inclusive governance, and gender equity during the commemoration of the International Day of Parliamentarianism. The event, held at Parliament House in Accra, featured a triple-launch ceremony to mark the day globally observed every 30th June under the auspices of the Inter-Parliamentary Union (IPU).
The three-fold observance included:
The inauguration of the Ghana Open Parliament Steering Committee
The launch of Ghana’s Open Parliament Action Plan
The formal celebration of Parliamentarianism Day
Bagbin: A Moment of Reflection and Renewal
Delivering the keynote address, Speaker of Parliament, Rt. Hon. Alban Sumana Kingsford Bagbin, described the occasion as an opportunity to reflect and recommit to the ideals of Parliament.
“As Socrates reminds us, ‘An unexamined life is not worth living.’ And as the Ga people say, Wogb J k —we have indeed come a long way,” he noted.
“Our 32-year democratic journey under the Fourth Republic has seen significant strides in institutionalizing governance, inclusivity, and public accountability.”
Open Governance at the Core
Mr. Bagbin underscored the significance of aligning the three events, describing the timing
as both “strategic and purposeful,” and in harmony with Ghana’s obligations under the Open Government Partnership (OGP).
The newly launched Open Parliament Action Plan is anchored on four pillars: Transparency Accountability
Citizen Participation
Innovation
The plan seeks to tackle key challenges including limited public access to legislative proceedings, low youth and gender participation, and perceived disconnect between Parliament and citizens.
The Speaker expressed confidence in the newly inaugurated Steer-
ing Committee, calling it “diverse and capable” of delivering on its mandate.
Celebrating Gains, Confronting Gaps
Speaker Bagbin praised Ghana’s peaceful democratic transitions, key reforms like the Right to Information Act, and the strengthening of oversight mechanisms. However, he lamented the slow progress in gender representation in Parliament.
Reflecting on this year’s IPU theme, “Achieving Gender Equality, Action by Action,” he called Ghana’s current global ranking 137th out of 168 countries a wake-up call.
“From 8% in 1995 to just 14.6% in 2025, we have not moved fast enough. Compared to our African peers, we are lag-
ging behind. It’s time to break down the systemic and cultural barriers holding women back.”
He emphasized the importance of the Affirmative Action (Gender Equity) Act, 2024 (Act 1121), which introduces a phased quota system across various sectors.
“Parliament must lead by example. Political parties must comply with the law, and we must ensure its enforcement.”
Strengthening the Women’s Caucus and Citizen Engagement
The Speaker called for enhanced institutional support for the Women’s Caucus, including a dedicated budget and active participation in legislative planning. He also urged the launch of a national civic education campaign to
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signed ‘INSPIRE by WeComm’ to help demystify how people have perceived the sector over the years. The sector has a huge potential, and despite the challenges associated with it, it is a booming sector that has the potential of changing a lot of lives in Ghana.
“So we have created this platform to put the thriving entrepreneurs in the sector together with students, professionals and everyone who has a little interest in the sector in order for the entrepreneurs to offer firsthand exposure to modern agriculture and agro-pro-
cessing practices to participants,” she explained.
Miss Quainoo explains that the project is to inspire a new generation of agric investors, entrepreneurs, and professionals.
“We want to bridge the gap between interest and action in Ghana’s agribusi-
ness sector. We also want to provide a platform for seasoned ‘agripreneurs’ to share experiences and strategies. Participants will be taken through a curated journey of agricultural discovery, including farm tours where they will experience our
client’s thriving rice and maize fields to learn about sustainable farming practices. They will also visit our client’s milling factory to witness firsthand how raw rice is processed and packaged for the market, among several other incredible agric-related activities.
WeComm Agri-Media launches
Agriculture remains one of Ghana’s most vital
sectors for economic growth, food security, and youth employment. Yet, misconceptions and lack
of direct exposure continue to hinder the youth and professionals from engaging meaningfully with agribusiness opportunities.
To address this gap, WeComm AgriMedia and Consultancy in collaboration with Newage Agric Solutions Limited, and Evivi Foods, has developed INSPIRE by Wecomm a curated, experiential agriculture learning platform that provides participants with a real-world look into the modern agricultural value chain, from farm to factory.
INSPIRE by Wecomm is a flagship experiential learning initiative developed to provide agriculture enthusiasts, young people, and corporate participants
with an immersive glimpse into Ghana’s dynamic agricultural sector. The program, which will be divided into ‘Cohorts’, will take place at the factory premises of Newage Agric Solutions Limited in Seletso, and is proudly sponsored by Newage Agric Solutions Limited and Evivi Foods.
According to Team Lead at WeComm, Genevieve Quainoo, by combining farm-based learning with agribusiness interaction, INSPIRE by Wecomm aims to demystify agriculture, celebrate successful ‘agripreneurs’, and inspire future investments in the sector.
“Our aim as an organization specializing in agric communication and consultancy, is to help bridge the gap between agriculture and its stakeholders –which includes all of us. So we de-