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Category: Business, Small Business

Business, Small Business

Understanding Ghana’s new Integrated Tax Administration System (ITAS) ….A simple guide to ITAS — what it is, why it matters, and what it means for every Ghanaian taxpayer

Every day, thousands of Ghanaians benefit from the roads we use, the hospitals we visit, the schools our children attend, and the public services that keep our communities running. Much of this infrastructure and these services are funded through tax revenue. Yet, for many taxpayers, the process of paying taxes has not always matched the smooth, modern services those taxes help provide.

Consider Akosua, a fabric trader at Makola Market. She wants to do the right thing: register her business, keep accurate records, and set aside money to meet her tax obligations. However, when it is time to file, she finds herself moving between different counters and systems: one process for Value Added Tax (VAT), another for withholding tax obligations. Each process is disconnected from the next, with no single place to view what she owes or what she has already paid.

Akosua’s experience reflects a wider challenge the Ghana Revenue Authority (GRA) has identified and is addressing through the introduction of a new digital platform: the Integrated Tax Administration System (ITAS).

What is ITAS?

In simple terms, ITAS is a single digital platform that brings together the core functions of tax administration, including taxpayer registration, filing of returns, payment processing, compliance management, audit, enforcement, and reporting.

Think of it like the difference between keeping your money in several different accounts at several different banks, each with its own passbook and its own queue, versus having one account that shows you everything at a glance. That is the shift ITAS represents for tax administration in Ghana.

Historically, tax administration within GRA’s Domestic Tax Revenue Division (DTRD) relied on manual processes and several standalone legacy systems. Although these systems served their purpose for many years, they also created fragmented taxpayer data, limited integration, duplicated processes, and operational inefficiencies. These challenges affected both GRA’s ability to make timely, informed decisions and taxpayers’ experience in meeting their obligations. ITAS replaces this fragmented domestic tax administration landscape with one modern, scalable platform and gives every taxpayer a single profile for managing their tax affairs.

A Journey Years in the Making

ITAS is not a sudden idea. It is the product of a long and deliberate process shaped by GRA’s broader digital transformation agenda and its strategic ambition to become a world-class revenue administration. A key objective of this agenda is to support Ghana’s goal of increasing the tax-to-GDP ratio to 20%.

The journey began in 2019, when GRA initiated the procurement of two separate systems: one for general tax administration and another dedicated to VAT. Vendors submitted proposals for both systems, and the required approvals were secured from the Public Procurement Authority. However, during the evaluation stage, a recommendation emerged that changed the course of the project: instead of building two separate systems, GRA should adopt the global best practice of implementing a single, comprehensive platform covering all tax types.

GRA accepted the recommendation. The two original tenders were cancelled, and the Authority partnered with the International Monetary Fund (IMF) to jointly develop the requirements for one unified system. Together, GRA and the IMF produced comprehensive Terms of Reference for a Commercial-Off-The-Shelf ITAS solution, which was reviewed and approved by GRA’s Top Management. The proposed system provided for online filing and payment, paperless and fully automated processes, multi-channel service delivery, real-time data processing, data-driven decision-making, and risk-based compliance management based on taxpayers’ compliance history.

This approach builds on a model GRA has already proven elsewhere in the Authority. The Customs Division operates the Integrated Customs Management System (ICUMS), which streamlines Customs processes, reduces costs, and improves trade facilitation. In a similar way, ITAS is DTRD’s end-to-end system for domestic tax administration, designed to replace fragmented, manual processes with one integrated platform. As ITAS matures, GRA envisions closer integration between domestic tax and customs operations, bringing the two systems into greater alignment over time.

Why ITAS Matters

ITAS matters because an automated, integrated tax system strengthens how a country collects revenue, serves taxpayers, and manages compliance.

GRA’s broader digitization drive has been building toward this moment. This includes the modernization of its technology infrastructure and data centre, the adoption of Microsoft 365 productivity tools across its workforce, and the move toward a Cashless GRA through Ghana.gov. Cashless goes beyond Ghana.gov. ITAS is the centrepiece of this transformation: a system designed to help GRA support the objective of achieving a 20% tax-to-GDP ratio, a benchmark that reflects a tax administration operating at full strength.

Every gap an outdated or disconnected system leaves behind is a gap in revenue collection and that gap has real costs. It can mean slower services for taxpayers, missed opportunities to detect fraud or non-compliance, and less money available for the schools, hospitals, and infrastructure projects that depend on government revenue. An integrated system closes that gap. It gives GRA real-time visibility into compliance across the country, supports better risk assessment and more targeted enforcement, and reduces the manual processes that can introduce errors or delayed decisions.

ITAS is also designed to be taxpayer-centric, giving every business and individual the ability to file, pay, and track their obligations digitally through web portals, mobile applications, and other self-service channels without needing to visit a GRA office in person for every transaction. This reduces the time taxpayers spend complying with their obligations and makes meeting them easier than avoiding them.

How ITAS Works

ITAS is built around a set of core features agreed jointly by GRA and the IMF, each addressing a specific weakness in the old way of doing things.

Taxpayer-centred, self-service design. ITAS enables taxpayers to file returns and make payments electronically, access their tax information through web portals and mobile platforms, and reduce reliance on manual paperwork and in-person visits.

Paperless and fully automated processes. By removing manual steps wherever possible, ITAS reduces the risk of error, speeds up processing, and gives GRA timely, accurate data to support its decisions.

Multi-channel service delivery. Taxpayers are not limited to a single way of interacting with GRA. ITAS supports multiple digital channels, so taxpayers can choose what works best for them.

Real-time data processing. Transactions are processed and analyzed as they happen, rather than in batches after the fact, enabling faster, better-informed decision-making.

Data-driven decision-making. ITAS allows GRA to analyze patterns across the system and make more informed choices about tax policy, risk, and enforcement priorities.

Risk-based compliance management. Rather than treating every taxpayer the same, ITAS segments taxpayers according to their risk profile and compliance history, allowing GRA to focus enforcement attention where it is genuinely needed, while reducing disruption for compliant taxpayers.

Looking ahead, a fully implemented ITAS is expected to integrate with the National Identification Authority for individual registration how? and the Office of the Registrar of Companies (ORC) for the registration of companies and organisations. It will also support core functions such as returns processing, taxpayer accounting, revenue accounting, refunds, case management, audit, objections, and appeals.

Plans are also in place to eventually connect ITAS with GRA’s other digital initiatives, including E-VAT, E-Commerce, Stamp Duty, and a central data warehouse. Over time, these connections will help bring the different strands of Ghana’s tax administration into a single, coherent picture.

Where Things Stand

ITAS is being rolled out in carefully managed phases, beginning with a pilot involving selected taxpayers and GRA offices.

The pilot phase commenced on 1 April 2026 at the Kaneshie Taxpayer Service Centre. Selected taxpayers from the Large Taxpayer Office were later onboarded onto the system. The current phase covers the filing and payment of four tax types: Pay As You Earn (PAYE), Value Added Tax (VAT), VAT Withholding, and Withholding VAT.

This phased approach is deliberate. Rather than moving the entire country onto a new system overnight, GRA is testing, learning, and refining ITAS with a defined group of taxpayers and tax types before expanding further. This carefully staged rollout, similar in discipline to the implementation of ICUMS, will help ensure that ITAS remains a stable and effective system for domestic tax administration.

What This Means for You

If you are a taxpayer currently within the pilot’s scope for example, at the Kaneshie Taxpayer Service Centre or as part of the Large Taxpayer Office ITAS already means a more modern, self-service way of meeting your tax obligations.

If you are not yet part of the pilot, ITAS is still relevant to you. As the rollout expands, more tax types and more taxpayers will be brought onto the platform. The system is designed so that every taxpayer in Ghana can eventually manage their tax affairs through one unified system, rather than through the fragmented processes of the past.

It is worth noting that ITAS is a tool for administering tax more efficiently. It is not a mechanism for introducing new taxes. What it changes is how your existing obligations are filed, paid, and tracked, not what you owe.

How to Prepare

You do not need to wait for the full rollout to start preparing. Taxpayers can take the following practical steps now:

● Make sure your taxpayer registration details with GRA are accurate and complete.

● Familiarise yourself with GRA’s existing digital channels, as these form the foundation on which ITAS builds. – All taxpayers file on GITMIS currently

● If you fall within one of the tax types currently covered by the pilot — PAYE, VAT, VAT Withholding, or Withholding VAT — take time to understand the new filing and payment process.

● Contact your nearest Taxpayer Service Centre for assistance where needed.

● Refer to the ITAS User Manual on the Authority’s website and tutorial videos on the GRA YouTube channel for additional guidance.

The success of ITAS will depend on the collective support, adaptability, and commitment of both GRA staff and taxpayers as the Authority transitions into a fully digital tax environment. A system designed to make compliance easier will deliver its full value only when taxpayers actively engage with it.

Ultimately, taxation is not simply an obligation handed down from above. It is a shared mechanism through which a country builds its future. ITAS represents a significant milestone in GRA’s transformation journey and a meaningful step toward a more efficient, transparent, and taxpayer-centred tax administration system for every Ghanaian.

By: Public Education & Media Relations Unit

Ghana Revenue Authority

August 18, 2026
COCOBOD launches grassroots education drive on new cocoa bill in Konongo

Barely a fortnight after Parliament passed the landmark Ghana Cocoa Board Bill, 2026, hundreds of cocoa farmers gathered in Konongo to engage directly with officials from the Ghana Cocoa Board (COCOBOD) regarding the new legislation and its long-term impact on their livelihoods.

The sensitisation rally the first major grassroots gathering since the Bill’s passage drew farmers from across the Ashanti Region, including Juaben, Asiwa, Juaso, and Konongo. Organised as part of COCOBOD’s nationwide public education campaign, the event aimed to unpack key provisions of the law, address emerging misconceptions, and reinforce dialogue between regulators and producers.

Addressing the gathering, the Executive Director of the Cocoa Health and Extension Division (CHED), Dr. Richard Adu Acheampong, reassured farmers that the updated legal framework is designed to protect their interests and modernize the sector.

“This new legislation is built around the farmer,” Dr. Acheampong stated during his presentation. “Our goal today is to ensure that every provision from farmgate operations to productivity enhancements is fully understood at the community level so you can reap the direct benefits of these reforms.”

Echoing these sentiments, Deputy Head of Public Affairs at COCOBOD, Mr. Benjamin Larweh, stressed the importance of clear communication during the rollout phase.

“Misinformation can undermine even the best policy,” Mr. Larweh noted. “That is why COCOBOD is taking accurate information straight to the grassroots. We are here to listen to your concerns, clarify every clause, and ensure complete transparency as we move into implementation.”

During an interactive open forum, local farmers voiced strong support for the direct engagement while emphasizing the need for continuous dialogue across rural districts.

“We welcome this new law, but education cannot end today,” said Nana Yaw Owusu, a local cocoa farmer from Juaso. “Many of us deep in the communities need regular updates so we know exactly how these legal changes affect our daily harvest and pricing.”

The rally brought together several key local dignitaries, including the Municipal Chief Executive (MCE) for Asante Akim North, Hon. Sarah Amoako; representatives from the Asante Akim Central District Assembly; the Ashanti Region COCOSHE Secretary; and the Konongo District Chief Farmer.

Speaking on behalf of local government authorities, Hon. Sarah Amoako praised the initiative: “The cocoa sector remains the backbone of our regional economy. Bringing COCOBOD leadership directly to Konongo gives our farmers confidence that their voices are heard at the highest levels of governance.”

COCOBOD officials affirmed that similar sensitisation rallies will be rolled out across all cocoa-growing regions in the coming weeks to ensure full stakeholder alignment.

August 17, 2026
The GH¢15 Chicken and the Chaos That Followed

What was intended as a festive milestone for one of Ghana’s premier fast-food chains quickly devolved into widespread operational failure on Saturday, as thousands of eager patrons swarmed outlets nationwide for KFC’s 15th-anniversary promotion.

The one-day special offered a piece of chicken, tenders, and small chips for GH¢15 a dramatic price reduction that drew massive crowds from as early as 7:00 a.m. However, overwhelming turnout combined with inadequate crowd control led to severe overcrowding, broken glass, and aggressive security interventions, most notably at the Ashaiman branch.

For many Ghanaians, the promotion offered a rare chance to access an aspirational brand rendered increasingly out of reach by broader economic pressures. Yet, the resulting unrest has sparked sharp criticism regarding corporate responsibility and event safety.

Former Member of Parliament Ras Mubarak, writing from Istanbul, noted that while the promotion was a resounding marketing success, the operational foresight was severely lacking.

“Companies that run ‘too-good-to-miss’ promotions must treat them as high-risk events, not ordinary sales days,” Mubarak stated. “KFC’s anniversary deal was excellent marketing. The crowd control was not. Staff and customers both deserve protection trampling, broken glass, and security using force are failures of planning, not inevitable features of ‘eager shoppers.’”

Mubarak emphasized that the chaotic human behavior seen in Ashaiman is far from unique to Ghana or rooted in poverty, drawing parallels to deadly Black Friday stampedes in New York, London, and Los Angeles.

“The behavior is human, not cultural,” Mubarak added. “When something people want is suddenly offered far below its normal price, and stock is limited, large numbers will show up early and push hard. The advertising works; the doors and staffing do not.”

Local patrons echoed the sentiment that the corporation should have anticipated the overwhelming demand given the current economic climate.

“It was complete survival of the fittest out there,” said Kwesi Mensah, a patron who waited over three hours at a local branch. “People just wanted an affordable meal, but there were no barriers, no clear queue system, and security was completely overwhelmed.”

Industry analysts stress that when status-driven products are suddenly made universally accessible, businesses must prioritize safety infrastructure over simple promotional outreach to prevent predictable public hazard.

August 17, 2026
Ghana’s downstream oil industry targets regional power

By Adnan Adams Mohammed

Ghana’s downstream petroleum industry is facing a critical turning point as surging domestic demand and expanding regional exports clash with persistent domestic refining deficits and tight profit margins.

With national consumption climbing to 7.45 billion liters, industry leaders and regulators are pushing for comprehensive structural investments, technological upgrades, and regional trade strategies under the African Continental Free Trade Area (AfCFTA).

Data highlights a clear divide within the market: while overall petroleum product supply and demand surged by 15 percent to hit 8.7 billion liters, local refinery production dipped by over 11 percent, meeting barely 13 percent of national demand. This structural imbalance leaves local supply chains heavily exposed to international price swings.

Downstream Industry Metric Performance Level Strategic Impact

Total Domestic Consumption 7.45 Billion Liters (+15.3%) Spurred by transport, mining, and thermal power demand.

Regional Product Exports ~1.0 Billion Liters (+25.0%) Positions Ghana as a distribution hub for Sahelian neighbors.

Domestic Refinery Output ~500 Million Liters (-11.3%) Heightens vulnerability to international import price shocks.

GDP Contribution ~10.0% of National Output Underlines the sector’s centrality to broader macroeconomic health.

Stakeholder Perspectives on Infrastructure, Pricing, and Growth

The gap between domestic refining output and surging fuel usage has prompted calls for structural reform across the distribution chain:

“The downstream sector recorded a 15 percent increase in product supply and demand… However, domestic production from refineries was half a billion liters, which saw a decrease year-on-year. This imbalance exposes the sector to external shocks and global market volatility, reinforcing the urgency of strengthening our internal capacity.”— Dr. Riverson Oppong, CEO of the Chamber of Oil Marketing Companies (COMAC)

“This year is crucial in our drive to fashion out more innovative solutions to attract investments and create the needed buffers against external shocks in the fuel supply chain. Without sustained public and private investment, it will be difficult to build the infrastructure, technology, and human capital necessary to support Ghana’s long-term energy aspirations.”— Godwin Edudzi Tameklo, Esq., Chief Executive of the National Petroleum Authority (NPA)

“Where the core product is a commodity and price competition is a race to the bottom, the most durable source of advantage left is the brand… We must move away from an unstable foundation where discounting erodes profit margins for everyone without buying genuine loyalty.”— Mohammed Issah, Petroleum Market Analyst

Primary Market Drivers vs. Operational Bottlenecks

● Thermal Power and Transport Demand: A significant surge in fuel oil and gas oil utilization for thermal electricity generation, combined with robust commercial transport, drove the overall consumption increase.

● Regional Export Opportunities: Cross-border sales to landlocked neighbors such as Burkina Faso and Mali rose by 25 percent, offering a major foreign exchange revenue stream.

● Retail Forecourt Competition: Price deregulation and intense discounting between market leaders have compressed operator margins, forcing oil marketing companies to pivot toward digital loyalty schemes, non-fuel retail offerings, and service differentiation.

● Regulatory Modernization: Regulators are currently rolling out 24-hour depot operations, automated monitoring systems, and EV charging guidelines to future-proof distribution networks.

While expanding trade volumes highlight Ghana’s growing role in regional energy logistics, achieving market stability will require closing the gap between raw import dependence and local processing infrastructure.

August 17, 2026
Ghana’s economy navigates inflation easing and structural debt

By Adnan Adams Mohammed

Ghana’s macroeconomic landscape reflects a delicate transition from emergency fiscal stabilization to long-term structural recalibration.

Following a turbulent period marked by comprehensive sovereign debt restructurings, rapid currency depreciation, and double-digit price increases, key performance indicators suggest an economy finding its footing. However, underlying structural vulnerabilities, ranging from elevated borrowing costs to persistent energy sector liabilities, continue to temper broader growth expectations.

Data from the Bank of Ghana and the Ghana Statistical Service highlights a notable deceleration in headline inflation from historic highs. This disinflationary trend has allowed monetary authorities to transition away from aggressive monetary tightening, stabilizing the benchmark policy rate at 14.0%. Backed by strong international prices for gold, resilient cocoa receipts, and steady donor inflows under ongoing multilateral support programs, the Cedi has experienced reduced volatility compared to previous adjustment cycles, bolstering foreign exchange reserves and consumer sentiment.

Macroeconomic Indicator Previous Peak / Level Current Estimate Policy Implications

Real GDP Growth 0.5% (2020) ~4.8% – 5.0% Driven primarily by non-oil services and industrial extraction.

Monetary Policy Rate 30.0% (July 2023) 14.0% Easing liquidity constraints while maintaining an anti-inflationary bias.

Public Debt-to-GDP ~61.0% ~45.5% Reflects restructurings, though debt-service ratios remain elevated.

Current Account Deficit Surplus (~4.4% of GDP) Supported by trade surpluses in the extractive export sectors.

Expert Perspectives on the Recovery

The ongoing trajectory of the domestic economy remains a subject of active debate among monetary authorities, international development partners, and private enterprise operators:

“The current policy stance is intended to steer inflation toward the central bank’s medium-term target while allowing policymakers more time to assess incoming data and its implications for the domestic economy”, Dr. Johnson Asiama, Governor of the Bank of Ghana.

“We are moving into a phase of measured recovery, where fiscal stability and disciplined debt management take priority over rapid, unchecked expansion”, World Bank Regional Lead, Africa Economic Update.

“While easing inflation helps bring down operational input costs, high interest rates and cautious consumer spending mean small businesses still face tight liquidity”, Kwame Addo, Private Sector Analyst & Trade Consultant

“Ensuring that the macroeconomic gains filter down to the real economy requires sustained investment in domestic value-addition, particularly in agribusiness and light manufacturing”, Abena Mensah, Senior Fellow at the Center for Economic Policy

Key Growth Drivers vs. Downside Risks

● Primary Growth Drivers: The non-oil services sector led by telecommunications, financial services, and digital trade continues to serve as the chief engine of domestic output. This is complemented by strong extractive yields from high gold production and an improved balance-of-payments position that provides crucial import cover.

● Fiscal and Structural Challenges: Although the primary budget deficit has narrowed under strict expenditure controls, high legacy debt-service obligations, tight domestic credit conditions, and elevated youth unemployment continue to restrict private sector capital investment.

● Energy Sector Liabilities: Accumulating arrears within the domestic power supply chain remain a notable implicit fiscal liability, requiring continued sector reform to prevent fiscal slip-ups.

● External Volatility: External commodity price fluctuations, particularly shifting global oil and cocoa prices, continue to present vulnerability to state revenue projections and foreign exchange supply.

While macroeconomic stabilization initiatives have successfully curbed runaway inflation and reduced currency volatility, translating these top-line figures into widespread employment creation and improved living standards remains the chief hurdle for economic managers over the medium term.

August 17, 2026
Ghana’s $10bn agri-bet is de-risking the market for global capital

By Adnan Adams Mohammed

Global venture capital firms, private equity managers, and institutional investors are turning their attention to West Africa following President John Dramani Mahama’s unveiling of a US$10 billion “Big Push” infrastructure initiative.

Positioned to de-risk the agriculture and agro-processing sectors, the state-backed master plan offers private sector stakeholders an unprecedented entry point into Ghana’s rapidly modernizing agribusiness ecosystem.

The capital deployment blueprint commits US$2 billion annually over five years, allocating public resources to critical foundational infrastructure, such as irrigation schemes, cold-chain logistics, and processing zones, specifically designed to yield high risk-adjusted returns for commercial investors.

Speaking to international business executives and domestic industry leaders at the National Agribusiness Dialogue at the Kempinski Gold Coast Hotel, President Mahama emphasized that the government is laying down capital infrastructure to catalyze commercial co-investment.

“We will not concentrate on agriculture only, but also focus on agro-processing to process the raw materials into finished products,” President Mahama announced. “These investments will be financially structured to ensure that there will be no additional burden on the public debt.”

Capital-Efficient Model: De-Risking the Supply Chain

To reassure risk-conscious investors, the Ministry of Finance approved the procurement of over 600 heavy agricultural machines to launch 50 Farmers’ Service Centres in high-yield agricultural corridors. Rather than distributing asset-heavy equipment to individual producers, the government is introducing an asset-light “Equipment-as-a-Service” model.

“These tractors and equipment will not be sold to farmers as was the practice in the past,” President Mahama highlighted. “Instead, they will be stationed at strategically located farmers’ service centres to provide essential mechanisation support. Farmers will have the opportunity to register with their local centre and request services as needed.”

By solving the primary operational bottleneck for smallholders, capital expenditure on machinery, the policy creates consistent, reliable outgrower networks for private processors.

“What farmers need is not to own tractors and combine harvesters. What they need is the service of tractors and combine harvesters,” Mahama noted, emphasizing that the reduction in operational overheads will lead to higher crop yields and stable supply chains required by industrial buyers.

Fiscal Discipline and Transparency Standards

A key highlight for foreign direct investment (FDI) partners is the fiscal transparency surrounding the project’s capitalization. Primary funding will be derived from structured petroleum revenues and mineral royalties rather than high-yield commercial borrowing.

In a consultative meeting with the Public Interest and Accountability Committee (PIAC), President Mahama underscored the administration’s focus on governance and fiscal accountability.

“Oil revenues earmarked for the ‘Big Push’ infrastructure initiative will be efficiently disbursed and managed,” the President assured the oversight body, pointing to strong oversight mechanisms as a safeguard against capital misallocation.

For impact investors and venture funds looking at environmental, social, and governance (ESG) metrics, the initiative’s focus on expanding irrigation schemes, storage warehousing, and rural road networks presents bankable infrastructure assets that guarantee long-term value creation.

Market Opportunities for Commercial Agribusiness

Focusing on human capital development and value addition, Minister of Food and Agriculture Eric Opoku underscored the commercial synergy between public infrastructure investment and private enterprise growth.

“Sustainable agricultural transformation depends on skilled engineers, extension officers, researchers, technicians, entrepreneurs, and agribusiness professionals,” Minister Opoku declared. “By integrating modern machinery, research, and agro-processing facilities, we are building a foundation that directly links local production to industrial growth.”

With local processing capabilities ramping up, institutional investors are eyeing export-driven markets across the ECOWAS sub-region. By bridging the gap between farm-gate productivity and factory processing, Ghana’s US$10 billion “Big Push” presents an attractive, de-risked destination for global agribusiness capital.

August 17, 2026
Beyond the Counter: Ghana’s new digital system is reshaping the taxpayer experience

By Adnan Adams Mohammed

Every morning at Makola Market, trader Akosua Mensah opens her fabric stall surrounded by the vibrant buzz of Accra’s commercial heart.

She takes pride in doing business the right way, paying her suppliers, keeping manual ledgers, and striving to meet her national obligations. Yet, until recently, fulfilling those obligations meant stepping into a maze of fragmented bureaucracy.

“In the past, ensuring full tax compliance meant hours spent traveling between different offices and managing stacks of paper files,” Mensah recalls. “One process for VAT, another for withholding tax each handled at different counters with no single place to see what you owed or what you had paid. It took critical time away from running the stall.”

Mensah’s long-standing frustration points to a systemic challenge the Ghana Revenue Authority (GRA) is now actively dismantling. Through the introduction of its Integrated Tax Administration System (ITAS), the GRA is executing a fundamental shift: moving away from decades of disconnected legacy processes and toward a unified, taxpayer-centric digital portal.

The multi-year journey to ITAS reflects a deliberate drive toward modernizing Ghana’s domestic tax landscape, supporting the national ambition to raise the tax-to-GDP ratio to 20%. Rather than building separate systems for different tax types, the GRA partnered with the International Monetary Fund (IMF) to procure a single, commercial-off-the-shelf platform capable of managing the full taxpayer lifecycle from registration and filing to auditing and refunds.

“It is the digital equivalent of consolidating multiple bank accounts across different branches into a single online view,” explains a spokesperson for the GRA’s Public Education & Media Relations Unit. “ITAS replaces a fragmented landscape with one secure profile for every taxpayer, bringing real-time transparency to domestic tax administration.”

The platform is currently undergoing a phased rollout. Following an initial launch at the Kaneshie Taxpayer Service Centre on 1 April 2026, the pilot was expanded to include selected entities within the Large Taxpayer Office, initially focusing on four key tax types: Pay As You Earn (PAYE), Value Added Tax (VAT), VAT Withholding, and Withholding VAT.

For tax administrators, the upgrade provides critical visibility into compliance trends and risk management, allowing enforcement teams to operate with data-driven precision rather than broad administrative sweeps.

“By adopting risk-based compliance and real-time data processing, ITAS allows us to focus our resources where risk is genuinely high, while providing a seamless, paperless experience for compliant citizens,” says a senior official with the GRA’s Domestic Tax Revenue Division.

Crucially, tax authorities are emphasizing that this technological evolution alters the delivery mechanism of public finance, not the underlying fiscal policy.

“It is critical for the public to understand that ITAS does not introduce new taxes or increase existing rates,” clarifies a Lead Project Coordinator for the ITAS Implementation Team. “It simply modernises how existing taxes are filed, paid, and tracked. As we gradually expand the pilot to integrate with the National Identification Authority and the Office of the Registrar of Companies, ITAS will set a new benchmark for public sector efficiency.”

Back at Makola Market, the human impact of that efficiency is clear. For taxpayers like Mensah, the transition to self-service digital channels means fewer hours lost to queues and more time spent contributing to the local economy.

“A simplified platform where we can check balances and file returns online gives small business owners clarity,” Mensah says. “When the process is straightforward, doing your part for the country feels less like a burden and more like a shared investment.”

August 17, 2026
GCB Bank dismisses Labone robbery rumors, assures public of safety

By News Desk

Management of GCB Bank PLC has debunked reports circulating about an alleged attempted robbery at its Labone branch, reassuring the public and its customers that its operations remain secure and completely unaffected.

The official statement follows viral reports concerning an attempted robbery incident in the broader Labone vicinity, which erroneously linked the financial institution to the event.

In a press release issued on Thursday, August 13, 2026, the Corporate Affairs Department of GCB Bank clarified that neither its facility nor its personnel were involved in or compromised by the reported incident.

“GCB Bank wishes to clarify that no robbery or attempted robbery took place at our Labone Branch or on the Bank’s premises,” the bank stated. “At no point was the branch breached, and no customer, member of staff, funds or property of the Bank was affected.”

Operations Continue Unhindered

Addressing the anxiety created by the rumors, the banking institution encouraged clients to go about their normal business without fear, emphasizing that normal banking activities have not been disrupted.

“The Labone Branch remains secure, and customers can continue to conduct their banking transactions with confidence,” the statement noted.

Robust Security and Collaboration

Reiterating its focus on asset protection and personnel welfare, the bank highlighted its ongoing commitment to maintaining high-level security standards across all branch networks in the country.

“GCB Bank takes the safety and security of its customers, employees and facilities very seriously and continues to maintain robust security measures across its network,” the statement read.

The financial institution added that it is actively collaborating with law enforcement officials to stay updated on security developments in the area.

“We remain in contact with the relevant authorities and will continue to monitor developments regarding the incident,” Corporate Affairs assured. “We wish to reassure all our customers and stakeholders that GCB Bank remains safe, secure and fully committed to serving them.”

August 14, 2026
GoldBod launches major supply-chain mapping initiative to trace Ghana’s gold movement

By Adnan Adams Mohammed

Ghana has set in motion an ambitious data-tracking campaign to map, compile, and analyze the flow of gold across the nation’s entire precious minerals value chain.

The sweeping effort led by the newly formed Ghana Gold Board (GoldBod) is designed to give authorities full visibility over the movement of gold from mining sites to local refineries and final export destinations, effectively plugging systemic revenue leaks and shutting down illicit trade channels.

According to GoldBod Chief Executive Officer, Sammy Gyamfi, establishing a secure, data-backed map of the industry is essential to ensuring the state captures the full economic value of its natural resources.

“Effort is underway to map, compile, and analyze comprehensive data on how gold moves through Ghana’s value chain from extraction sites to local buyers, refineries, and export markets,” Gyamfi stated.

A Surge in Domestic Value Addition

The drive to map the supply chain coincides with major strides in domestic processing. GoldBod revealed that it has successfully processed 7.1 metric tonnes of domestically purchased gold through local refineries this year alone, marking a decisive structural shift away from the historical practice of exporting raw, unrefined bullion.

Highlighting the expanding capacity and reliance on domestic refining infrastructure, Gyamfi underscored the direct impact of recent structural reforms:

“7.1 metric tonnes of gold bought by GoldBod this year were refined in Ghana,” Gyamfi confirmed, pointing to local value addition as a cornerstone of the country’s economic strategy.

Transitioning Post-Central Bank Program

The national data-mapping initiative and expanded purchasing mandate mark a new phase in Ghana’s gold governance, following the sunset of earlier interventionist models.

Gyamfi clarified the evolution of the state’s purchasing mechanisms, noting that GoldBod has fully taken over the regulatory, purchasing, and export operations previously handled under temporary central bank frameworks.

“The Domestic Gold Purchase Program was a Bank of Ghana initiative; it ended in March 2026,” Gyamfi explained, noting that GoldBod now provides a permanent, centralized institutional structure to oversee the market.

A Broad Policy “Reset”

Industry analysts believe that combining rigorous supply-chain data mapping with mandatory local refining will provide the state with unprecedented visibility over its mineral wealth, dramatically reducing smuggling and under-declaration across artisanal and commercial mining sectors alike.

Attributing the current momentum to top-level policy direction, the GoldBod Chief Executive expressed optimism that the unified strategy of real-time tracking, local processing, and centralized oversight will fundamentally alter the economics of Ghana’s mining industry.

“President Mahama has reset Ghana’s gold sector,” Gyamfi remarked, emphasizing that the aggressive push for full traceability and in-country value creation will guarantee significantly higher financial returns for the nation.

August 14, 2026
ADB Celebrates Its Patience Abbah for Historic Triumph as Geisha Ghana Mama G 2026

The Agricultural Development Bank PLC (ADB) has celebrated one of its staff members, Mrs. Patience Abbah, following her remarkable emergence as the ultimate winner of Geisha Ghana’s inaugural Mama G Award 2026, a national initiative recognising women whose acts of care, sacrifice, resilience and positive influence continue to shape families and communities across Ghana.

Mrs. Abbah emerged victorious from a highly competitive field of 147 nominees from across the country after a seven-week nationwide campaign launched as part of the Mother’s Day celebrations. The competition recently culminated in a grand finale held at the Holiday Inn Hotel, now Palms by Eagles, Airport, Accra.

The Mama G campaign attracted widespread public interest as it brought to the fore inspiring stories of women whose everyday sacrifices, resilience and commitment to their families and communities.

Following weeks of public voting and eliminations, the initial 147 nominees were narrowed down to 10 outstanding finalists for a grand finale that brought together families, supporters, sponsors, and invited guests for an evening of celebration, emotions and recognition.

Mrs. Patience Abbah of ADB emerged as the ultimate winner, earning the distinction of becoming the first-ever Geisha Ghana Mama G.

As part of her award, Mrs. Abbah enjoyed an all-expense-paid trip outside Ghana with her spouse, in recognition of her inspiring story and achievement.

Patience Abbah Champions Compassion

Beyond celebrating her personal achievement, Mrs. Abbah has chosen to use the Mama G 2026 platform to champion compassion and encourage society to pay greater attention to the needs of the vulnerable and less privileged.

She believes everyone has an opportunity to make a difference in the life of another person, irrespective of the resources available to them. A kind word, a meal, clothing, financial assistance or simply extending a helping hand could provide hope to someone experiencing difficult circumstances.

She stressed that compassion should become a way of life and urged individuals to recognise the potentially transformative impact of seemingly small acts of kindness. Her message is anchored in the biblical exhortation in Acts 20:35: “It is more blessed to give than to receive.”

Edward Ato Sarpong: “Your Achievement Makes the Entire ADB Family Proud”

Celebrating Mrs. Abbah’s achievement, the Managing Director of ADB PLC, Edward Ato Sarpong, commended her for bringing honour to herself, her family and the Bank through her remarkable accomplishment. He described the achievement as a proud moment for the entire ADB family and an indication that the Bank’s employees continue to demonstrate excellence and make meaningful contributions beyond their professional responsibilities.

Ato Sarpong noted that organisations are ultimately defined by their people and that employees who distinguish themselves positively in society strengthen the values, reputation and human character of their institutions. He commended Mrs. Abbah for demonstrating the ability to combine her professional responsibilities with family life and service to society, describing her accomplishment as an inspiration to colleagues across the Bank, the industry and Ghana as whole.

“Patience’s achievement is a source of pride to the entire ADB family. To emerge as the ultimate winner from 147 nominees across Ghana is a remarkable accomplishment. It demonstrates resilience, compassion and the ability to make a positive impact beyond the workplace. On behalf of the Board, Management and staff, I congratulate our very own Mrs. Patience Abbah on your historic achievement,” the ADB MD said.

Edward Ato Sarpong encouraged ADB employees to draw inspiration from her story and continue to pursue excellence not only in their careers but also in the contributions they make to their families, communities and the country.

Mrs. Sylvia Naa Kwakai Nyante: “Women Can Excel at Work, at Home and in Society”

Adding her voice, ADB PLC’s Deputy Managing Director in charge of Operations, Mrs. Sylvia Naa Kwakai Nyante, described Mrs. Abbah’s success as a powerful demonstration of the enormous contribution women make to organisations, families and society.

Mrs. Nyante observed that women frequently perform multiple responsibilities as professionals, mothers, caregivers, mentors and community builders, often requiring tremendous sacrifice, resilience and discipline.

She said Mrs. Abbah’s success should therefore be celebrated not merely as an award but as recognition of the broader contributions women continue to make to national development.

Mrs. Nyante further commended Mrs. Abbah for using her new platform to advocate compassion towards the needy, describing the message as consistent with the values of empathy and service that should characterise both individuals and institutions.

Bridget L. N. Kaminta: “Her Victory Is a Victory for Every Woman at ADB”

On her part, the Treasurer of the Bank who is also the president of the ADB Ladies Association, Mrs. Bridget L. N. Kaminta, described Mrs. Abbah’s victory as an inspiring achievement for women across the Bank.

She said the ADB Ladies Association was particularly proud to see one of its own rise above a strong field of nominees from across Ghana to receive national recognition.

According to the Bank’s Treasurer, Mrs. Abbah’s journey reflects the everyday experiences of many women who successfully navigate professional responsibilities while remaining pillars of support for their families and communities.

“Patience has made all of us proud. Her victory is not only a personal achievement; it is a celebration of the strength, resilience and contribution of women across ADB. She represents many women who work diligently, care for their families and still find opportunities to make a difference in the lives of others,” Mrs. Kaminta said.

Mrs. Bridget L. N. Kaminta encouraged women within the Bank to continue supporting, mentoring and celebrating one another, noting that stronger networks among women can help create opportunities for personal and professional development.

A Triumph of Excellence, Family and Humanity

Mrs. Abbah’s journey from a field of 147 nominees to becoming the ultimate Mama G 2026 winner represents a compelling story of resilience, family, professional commitment and service to humanity.

For ADB, the achievement reinforces the importance of celebrating employees not only for the value they create within the workplace but also for the positive influence they exert in society.

It also reflects the Bank’s recognition that its employees remain its greatest ambassadors, carrying the values, vision, and identity of ADB into their homes, communities and wider society.

Indeed, Mrs. Patience Abbah’s victory is a proud reminder that excellence truly goes beyond banking.

August 13, 2026