The Management of the Korle Bu Teaching Hospital (KBTH) has interdicted two medical doctors and two nurses following allegations of professional negligence and the refusal to provide emergency care to a hit-and-run victim.
The victim, identified as Charles Amissah, tragically passed away after he was reportedly denied urgent medical attention at the facility’s Accident and Emergency Centre.
The Incident
According to preliminary reports, Mr. Amissah was involved in a hit-and-run accident near the Kwame Nkrumah Circle in the early hours of February 7, 2026. He was rushed to Korle Bu by an Emergency Medical Services (EMS) team from the National Ambulance Service.
Upon arrival, however, the medical team on duty allegedly refused to admit the patient. Witnesses and ambulance personnel reported that efforts to facilitate emergency care were met with resistance from hospital staff. Despite warnings from the EMS team that moving the patient in his unstable condition could be fatal, the staff reportedly insisted he be taken elsewhere.
Tragedy struck shortly after, as Mr. Amissah went into cardiac arrest within the hospital premises. Although cardiopulmonary resuscitation (CPR) was eventually administered, he could not be revived and was pronounced dead.
Hospital Management Response
In a statement issued on Monday, February 23, 2026, the hospital’s management confirmed that the four staff members have been stepped aside to allow for a full investigation.
“The Management of Korle Bu Teaching Hospital wishes to announce that two medical doctors and two nurses have been interdicted following their alleged failure to provide emergency medical care to a hit-and-run victim,” the statement read.
The Chief Executive Officer, Dr. Yakubu Seidu Adam, emphasized that the hospital has a “zero-tolerance” policy regarding the denial of emergency care. He further clarified that emergency services at Korle Bu do not require upfront payment, stressing that the lives of patients must always come first.
Investigation Committee
A formal committee has been constituted to conduct a thorough inquiry into the circumstances surrounding Mr. Amissah’s death. The committee is tasked with determining whether the staff followed the established clinical protocols and the Ghana Health Service (GHS) directives on emergency response.
The hospital has appealed to the public and the family of the deceased for patience, promising that the process will be fair, transparent, and that any person found culpable will face the full rigors of the hospital’s disciplinary code.
Growing Public Concern
The incident has reignited the national conversation regarding the “no-bed syndrome” and the perceived apathy of some healthcare workers in Ghana. Public health advocates have called for stricter enforcement of the Patient’s Charter to ensure that no Ghanaian is turned away during a life-threatening emergency.
Management of the hospital has assured the public that they remain committed to providing quality healthcare and will provide further updates once the investigative committee completes its work.
The Ghana Revenue Authority (GRA) has launched a strategic pushback against growing public anxiety over the newly implemented Value Added Tax Act, 2025 (Act 1151), insisting that the shift to a 20% unified rate is designed to reduce, not inflate, the cost of doing business.
This clarification comes as the Abossey Okai Spare Parts Dealers Association one of the country’s most vocal trade groups suspended a planned strike following a high-level engagement with the GRA. Both parties have agreed to a six-month monitoring period to assess the policy’s real-world impact on the market.
Consolidating a “Patchwork” System
During a policy sensitization on Thursday, February 19, Dominic Adamnor Nartey, Chief Revenue Officer at the GRA, explained that the new Act was a necessary “cleanup” of a tax system that had become a fragmented patchwork of laws since 2013.
The 2026 reform introduces several landmark changes:
Abolition of the Flat Rate Scheme: The 4% flat rate (previously 3% VAT + 1% COVID Levy) is gone.
Unified 20% Rate: This comprises a 15% standard VAT, 2.5% NHIL, and 2.5% GETFund Levy.
Increased Threshold: Only businesses with an annual turnover exceeding GH₵750,000 (up from GH₵200,000) are now required to register for VAT, effectively exempting thousands of small-scale traders.
The Input Credit Advantage
The GRA’s core argument is that while 20% looks higher than the old 4%, the Standard Rate allows businesses to claim Input Tax Credits. Under the old flat rate, any VAT paid by a trader to a supplier was a “sunk cost” that was passed on to the consumer. Now, that tax is deductible.
“If you build your price according to what the GRA expects you to do, there is no difference in the final price,” Mr. Nartey asserted. “The credit system ensures tax is only paid on the ‘Value Added’ at each stage, eliminating the cascading ‘tax-on-tax’ effect.”
Abossey Okai’s 180-Degree Turn
The spare parts hub of Abossey Okai, which had initially threatened a one-week strike, has urged its members to remain calm. Following a meeting with Commissioner-General Anthony Kwesi Sarpong, the Association agreed to participate in a joint six-member committee with the GRA and GUTA to monitor price trends.
Takyi Addo, Communications Officer for the Association, noted that while concerns remain about competition from unregistered traders, the GRA’s assurance of a six-month review provides a window for potential legislative adjustment in the mid-year budget.
“Our shops will remain open,” the Association stated. “The objective is to ensure that taxes are properly paid without imposing hardship. We are optimistic that the monitoring period will inform the necessary refinements.”
Old Flat Rate vs. New Standard Rate (Act 1151)
Feature Old Flat Rate (4%) – New Standard Rate (20%)
Input Tax Credit Not allowed (became a cost) Fully Deductible
Cascading Effect High (Tax added to tax) Eliminated
The vision to transform Kotoka International Airport (KIA) into West Africa’s primary aviation gateway reached a critical crossroads this week during the 5th Aviation Ghana Breakfast Meeting.
The Managing Director of the Ghana Airports Company Limited (GACL), Yvonne Nana Afriyie Opare, issued a strong call for enhanced international connectivity, while industry stakeholders sounded the alarm over proposed levies that could make Ghana one of the world’s most expensive destinations for air travel.
Speaking during a high-level panel themed “Advancing Ghana’s Aviation Sector,” Mrs. Opare emphasized that becoming a hub requires more than just state-of-the-art buildings; it requires deliberate connectivity.
“We often talk about Ghana becoming the aviation hub… Number one is connectivity in the region,” she stated, noting that intra-African travel remains notoriously inefficient. Mrs. Opare drew comparisons to Ethiopia’s capital, pointing to Addis Ababa as the gold standard for a transit hub that links a continent to the world.
“Innovation beyond aircraft” to fuel 24-hour economy
Deputy Minister for Transport, Dorcas Affo-Toffey, has challenged the Ghana Airports Company Limited (GACL) to look past traditional aeronautical operations and unlock the commercial potential of airport lands to drive the government’s “24-hour economy” agenda.
During a high-profile familiarization tour of GACL and the Ghana Civil Aviation Authority (GCAA) on Thursday, February 12, the Deputy Minister emphasized that the vast real estate surrounding Ghana’s airports remains an untapped goldmine for non-aeronautical revenue.
Expanding the revenue horizon
The visit served as a platform for the Ministry to reiterate its “Resetting Agenda,” focusing on financial sustainability through commercial diversification.
“I am here to encourage you to be more innovative and look beyond just aircraft operations,” Madam Affo-Toffey told GACL management. “Fully utilize our airport land and facilities for commercial purposes to create jobs and support the 24-hour economy.”
Infrastructure upgrades on the horizon
To support this ambition, GACL is moving forward with several major projects:
Terminal 2 & 3 Link: A new concourse will connect the terminals to ensure seamless airside transfers.
Expansion Opportunities: The concourse will house 4 to 5 new lounges and retail spaces, with GACL inviting airlines to submit proposals for private lounges.
Northern Apron: Construction of a 10-aircraft capacity parking bay is set to restart after a four-year funding hiatus.
Regional Growth: Rehabilitation of the Sunyani Airport and new projects in Bolgatanga and Wa are also in the pipeline.
The Cost: Is Ghana Pricing Itself Out?
While infrastructure plans were met with optimism, the mood shifted as airline representatives addressed the Airport Infrastructure Development Charge (AIDC), scheduled to take effect on April 1, 2026.
Stellamaris Ndunge, representing the Board of Airline Representatives Ghana (BAR-GH), warned that the new US$100 levy on return tickets would be a “deterrent” to growth.
A Comparative Look at Airport Charges
If implemented, Ghana’s total departure charges would skyrocket, potentially diverting traffic to cheaper regional hubs like Lomé or Abidjan.
Region/Category Average Return Trip Charge (USD)
Global Average $30 – $34
African Average ~$68
West African Average ~$110
Ghana (Post-April 2026) $243
“This new fee will catapult Ghana into the top 10 most expensive countries globally,” Ndunge warned. Locally, Ghana is projected to jump from the 9th to the 3rd most expensive country in Africa, trailing only Gabon and Sierra Leone.
Balancing growth and affordability
The government maintains that the AIDC is a necessary evil. Revenue from the US$100 international and GH¢100 domestic charge will be held in a dedicated escrow account managed by the Ministry of Transport, strictly for infrastructure development.
However, Kamil Al-Awadhi, IATA Vice President for Africa and the Middle East, urged Ghana to align with ECOWAS directives, which recently called for a 25% reduction in passenger charges by 2026. He emphasized that for aviation to be a catalyst for economic expansion, it must remain competitive.
As the April deadline approaches, the industry remains locked in a debate: can Ghana build a world-class hub if the cost of landing there is world-highest?
In the marshy outskirts of the Kwaebibirem District, a small, humming quadcopter rose above the thicket, signaling a historic shift in Africa’s longest-running war. This was not a military exercise, but a live demonstration of “Precision Larval Source Management (LSM)” the centerpiece of Ghana’s new high-tech offensive against malaria.
On February 10, 2026, delegates from 14 nations stepped out of the conference rooms of the Regional Workshop in Accra and into the field to witness the “Accra Reset” agenda in action. What they saw was a radical departure from traditional methods: Artificial Intelligence (AI) and aerial robotics doing the work that once took hundreds of manual man-hours.
The death of the “spray and pray” method
For decades, vector control relied on mass spraying and bed nets. However, the field visit demonstrated how the partnership between SORA Technology and the Noguchi Memorial Institute for Medical Research has turned the tide.
Using satellite imagery and AI-equipped drones, health officers are now able to map “fixed and findable” water bodies with surgical accuracy. During the demonstration, the drone identified breeding clusters that were invisible to the naked eye from the ground.
“We are moving from a broad-brush approach to precision warfare,” noted one of the technical leads during the field trip. “The AI tells us exactly where the larvae are. We don’t waste chemicals; we don’t waste time. We strike at the source before the mosquito even takes wing.”
Staggering efficiency: The data from the field
The pilot trials presented during the visit provided a startling economic justification for the tech pivot. The transition to AI-assisted LSM has delivered:
● 300% Increase in Site Detection: Drones identified three times more breeding sites than manual scouting teams.
● 50% Reduction in Larvicide: By targeting only active sites, the volume of chemicals used was cut in half.
● Drastic Cost Savings: While indoor residual spraying costs approximately US$6.70 per person, this tech-enabled LSM drops the cost to a mere US$0.24 per person.
Sovereignty through innovation
In a stirring keynote that set the tone for the field visit, Professor Dr. Grace Ayensu-Danquah, Deputy Minister of Health and MP for Essikado-Ketan, emphasized that this technology is the key to Ghana’s “health sovereignty.”
Representing the vision of President John Dramani Mahama, she declared that the “Accra Reset” is about moving Africa from being a consumer of aid to a creator of solutions. “Africa must no longer be the patient; it must be the architect of its own health destiny,” she told the gathered delegates.
Combatting the “urban invader”
The urgency of the demonstration was underscored by the recent arrival of Anopheles stephensi in Accra an invasive species that thrives in urban containers. Dr. Fiona Braka of the WHO noted that traditional methods are failing against such biological threats. The field trip proved that drones can navigate urban and rural landscapes with equal ease, offering a scalable solution for the 126 million Africans living in at-risk urban centers.
The US$127 billion prize
As the drones landed and the data was analyzed, the broader implications became clear. Beyond saving lives, eliminating malaria is projected to boost Africa’s GDP by US$127 billion.
By pioneering the Accra Compact, Ghana is ensuring that the tools of the future autonomous spray drones and predictive AI modeling are owned, operated, and scaled by Ghanaians, for Ghanaians.
As the workshop concluded, the message was clear: Ghana isn’t just fighting a disease; it is coding a malaria-free future into existence.
Vice President Prof Jane Naana Opoku-Agyemang has praised Ghana’s Small and Medium-sized Enterprises (SMEs) for their resilience and competitiveness, even in challenging economic conditions within the sector.
She emphasised that Ghana’s SMEs continue to adapt, innovate, and maintain their competitiveness, underscoring their importance in national economic growth and job creation.
“In Ghana, our SMEs continue to demonstrate resilience and competitiveness even under challenging conditions,” she said when delivering an address during last week’s 2026 Africa Prosperity Dialogues in Accra while speaking on the state of SMEs in Africa.
The Vice President noted that these businesses play a crucial role in driving employment and contributing to the continent’s GDP.
“Within this market (the Africa Free Trade Continental Area), SMEs are central. Africans SMEs are often cited as generating over 80% of employment and a significant share of GDP,” she said.
The Vice President called for continued support and policies that strengthen the SME sector to ensure sustainable development and inclusive economic progress.
World Bank warns port delays are choking Ghana’s economic competitiveness
By Adnan Adams Mohammed
Ghana’s ambitions to become a regional trade powerhouse are being severely undermined by staggering delays at its ports, according to the latest World Bank B-READY 2026 assessment.
The report, released during a high-level working session in Accra on Tuesday, reveals a sharp contrast between Ghana’s strong legal frameworks and its sluggish operational reality. While the country has successfully drafted “business-ready” laws, the time taken to move goods across borders remains a massive drag on the private sector.
According to Subika Farazi, Senior Economist in the World Bank’s Business Ready Unit, the bottleneck is most visible in the time required for customs and border clearance. While some African neighbors have streamlined their processes to under a week, Ghana’s timelines often stretch into weeks.
“In Ghana, it takes on average 9 days for export and 23 days for import clearance,” Farazi noted. “Compare this to Cameroon, where the same processes take around five to eight days.”
A “Public Services Gap”
The findings highlight a recurring theme in Ghana’s economy: regulatory strength versus operational weakness. The World Bank data shows that while Ghana ranks highest in the region for its regulatory pillar—outperforming almost all peers—it falls behind Togo, Senegal, and Cape Verde in the efficiency of actually delivering those services.
Ghana’s Readiness Scores by Sector:
● Financial Services: 72% (Strongest)
● Labour & Business Entry: Strong performance
● Market Competition: 34% (Weakest)
● International Trade: Significant bottlenecks in efficiency
Impact on the 24H⁺ Programme
The port delays present a direct challenge to the government’s flagship 24-Hour Economy and Accelerated Export Development Programme (24H⁺). This initiative aims to transform Ghana into an export-driven hub, but experts at the session warned that “round-the-clock” production is meaningless if goods are stuck at the border for 23 days.
The working session brought together leaders from food processing and light manufacturing—sectors that depend on the African Continental Free Trade Area (AfCFTA). For these businesses, “time is money,” and current port inefficiencies act as an informal tax on their growth.
The Path Forward: Quick Gains
The World Bank maintains that tackling these clearance delays could provide the fastest boost to Ghana’s business environment. Recommendations include:
1. Border Management Reform: Integrating digital systems to reduce physical touchpoints.
2. Operational Synchrony: Aligning port agencies with the 24-hour production cycle.
3. Strengthening Competition: Reducing the “market competition” gap to allow more SMEs to enter the export trade.
“Tackling clearance delays and strengthening operational efficiency could deliver some of the quickest gains for Ghana,” the report concluded.
A two-day workshop aimed at harnessing technology to eliminate malaria kicked off on February 10th at Palms by Eagle in Accra, Ghana.
The event, themed “From Mapping to Action: Tech-Enabled LSM for Malaria Elimination,” brings together experts from 13 African countries.
The workshop focuses on Larval Source Management (LSM), a key malaria intervention, and explores how tech tools like drone mapping, AI detection, and satellite data can make LSM more scalable and efficient.
Participants will learn best practices in LSM, identify breeding sites using drones and satellites, classify risk using AI, and plan interventions through micro-planning.
The event is hosted by Ghana’s National Malaria Elimination Program in collaboration with AngloGold Ashanti, SORA Technology, and Zzapp Technology, with support from JICA and WHO.
Excerpt of an investigative story by Adnan Adams Mohammed.
Full investigation video to be released soon…
For decades, the Ghanaian fisheries sector has been inundated with many allegations of fisheries crime related activities, which affects many fisher-folks who depend on the sea for their livelihood and the Ghanaian economy.
Despite generating over GHC 235 million in revenue in 2023 and 2024, according to the Ministry of Fisheries and Aquaculture data shared with this team through a Right To Information (RTI) request, the sector is plagued by allegations of fisheries crime, including overfishing and Illegal, Unreported, and Unregulated (IUU) fishing activities.
While the sector provides jobs for about 10% of Ghana’s population, it is faced with the double agony of thwarting the Sustainable Development Goals (SDGs) efforts while risking the European Union (EU) market ban for Ghana’s seafood and products.
Canoe fishers at work
In the face of ‘unwatched’ fishing in Ghana’s sea which has contributed to the second yellow card (warning) by the European Union, yet, almost five years after, the country has done nothing much to reverse the trend, despite the previous Fisheries Minister, Mavis Hawa Koomson’s assurances.
It has been eight months, the current Fisheries Minister, Hon Emelia Arthur assumed office as the substantive minister, but she still catalogues the same challenges Ghanaian fisheries industry faces.
Emelia Arthur, Fisheries Minister
“The Yellow Card affects especially the industrial fishers who catch and export tuna, which brings in a lot of money, nearly $400 million to Ghana. So, we have to do the right things so that the trade will go on for the foreign exchange to come,” Emelia Arthur told the Parliamentary Appointment Committee in January this year, during her ministerial appointment.
The Human Cost of Unregulated Fishing
Local fishers, who depend on the sea for their livelihood, are bearing the brunt of these activities. Many have shared harrowing experiences of poor working conditions, low wages, and physical assault on industrial trawlers. Kwesi Odaadi, a former worker on a Chinese-owned trawler, revealed, “We Ghanaians working on the foreign vessels face poor conditions in our work onboard the vessels. We are paid not more than GH¢400 for periods between 30 to 45 days we spend at sea.”
Ebenezer Yorke, President of Western Region CaFGOAG
“They sometimes physically assault us, especially when they give instructions and we do not understand due to language barrier.
“But, no one cautions them or intervenes for us. We reported these to the Fisheries Commission several times. This pushed us to contact the Trade Union Congress (TUC) some years ago with our grievances and upon their advice tried to form an industrial trawlers worker’s union but it could not materialize due to intimidation and victimization against some of our colleagues by the vessel owners”, Kwesi Odaadi added.
Work in Fishing Convention (C188)
These treatments are against the ‘Work in Fishing Convention (C188)’, developed by the International Labour Organization (ILO), adopted in 2007 but entered into force in November 2017 and can be described as fisheries-related crimes.
The C188 outlines a minimum standard for the employment of workers on fishing vessels, including minimum age, conditions of service, safety of workers, payments, repatriation, accommodations and other matters.
The aim was to help “tackle crimes that are associated with the fisheries sector”. But, it seems law enforcers in Ghana careless about laws the nation has adopted.
However, a local fisher at Tema fishing harbor, Adjety told us, “no laws work on Ghana waters we are left with our own destinies in the hands of the Chinese sophisticated foreign fishing vessels, which violate, intimidate the local canoes and trawlers at sea.”
Environmental Consequences
The environmental impact of unregulated fishing is equally alarming. Industrial trawlers are catching unwanted fish species, including fingerlings, and dumping them back into the sea, causing contamination and depleting fish stocks.
According to the Ministry of Fisheries, in a response to a question asked by our team through the RTI; industrial trawlers (foreign vessels) are supposed to catch “demersal fish species, which are typically found near the seabed.”
However, according to the Canoe and Fishing Gears Owners Association of Ghana the industrial trawlers are doing surface fishing, thereby catching fingerlings which are ‘unwanted fishes’ to them.
This has pushed local canoes and trawlers away from their traditional fishing grounds, threatening the livelihoods of thousands of Ghanaians.
Weak Oversight and Corruption
“The government is aware of the illegal activities of the foreign vessels. But, the excuse they give us is that, they pay license”, Ebenezer Yorke, Western regional chairman of the local canoes owners association (CaFGOAG).
Although the Fisheries Commission months ago suspended the licenses of four industrial trawl vessels for repeated violations, this is just the tip of the iceberg.
Fisheries Observers, who are crucial to monitoring and enforcing regulations, are highly vulnerable to corruption and intimidation. Three observers have lost their lives while on duty, and many more are reluctant to board vessels due to safety concerns.
“When you have these people on a vessel and they are not properly compensated you make them susceptible to all manner of influences”, the late former Board Secretary of the Ghana Industrial Trawlers Association (GITA), E.K. Ofori-Ani, told the team in an off-camera interview at his office in Tema earlier this year.
“If I go to sea a month and come back and you are going to give me about GH¢1000 and I can report an infraction on a vessel that will lead to a fine of about GH¢500,000 that the Fisheries Commission take, why wouldn’t I collude with the vessel operators or owner and take some money and fishes and kill the case? Mr Ofori-Ani quizzed rhetorically.
Politically-Motivated Corruption
Our investigations reveal that many Ghanaian-owned trawlers are linked to politicians, who have allegedly flouted regulations with impunity. The Beneficial Ownership (BO) data of these companies is mysteriously non-existent, raising questions about accountability and transparency in the sector.
The team specifically subjected two companies (suspected to be owned by some politicians) to BO verification from a source at ORC, but we were told they do not exist.
In a previous interview, the Deputy Company Inspector at the Office of the Registrar of Companies (ORC), Yayra Banini, indicated that the fisheries sector has not been on the radar at the moment with regards to BO disclosures because the sector is considered ‘not a high-risk’ area and so there will be the need for some amendments to the law.
“The fisheries sector is not really part of the high risk areas, so growing up we still do amendments to our regulations and add more to the list’’ Mrs Banini said.
Call to Action
The Ghanaian government must take immediate action to address these issues and protect the country’s fisheries sector. This includes strengthening regulations, improving working conditions for local fishers, and ensuring accountability for those responsible for these crimes.
The future of Ghana’s fisheries sector hangs in the balance.
This article was inspired by my encounters with customers and other stakeholders who have had bad service experiences with organisations and businesses, and to highlight the role of employees in promoting growth and brand building through service excellence.
In today’s competitive service sector, organisations are increasingly being assessed not only by their product offerings but by how they make people feel at all times, especially in times of service failures. In highly competitive sectors such as telecommunications, hospitality, fast-moving consumer goods (FMCG), and the banking sector, customers are no longer satisfied with transactional relationships.
They (customers) demand service excellence; thus, timely engagement, personalization, empathy, fairness, and respect. These constructs have also been scholarly discussed and academically highlighted in theories such as the justice theory, in distributive justice, procedural justice, and interactional justice.
Consumers have become very sophisticated, well-informed, and are easily able to switch more than before. These evolutions, therefore, call for a fundamental shift in how organisations, particularly employees, perceive and execute service.
Service excellence focuses on ensuring seamless and delightful experience across customer touchpoints of organisations, and employees are central, and enablers along the service excellence delivery chain.
Other functions such as marketing and customer care focus on promoting organisations’ services, increasing visibility, shaping external perceptions through strategic PR, advertising, training on understanding customer behaviours, emotional triggers, feedback patterns and how to handle them, among others.
Employees and frontline staff, on the other hand, are the closest and main touchpoints to the live experiences of clients. They hear the frustrations, needs, and expectations directly from the consumers. These frustrations, needs, and expectations are expected to be professionally handled by employees at all times to ensure customer satisfaction and delight.
Failure to do so effectively creates a service gap where a brand promise often fails to align with the actual experience delivered through customer care. This situation leads to customer dissatisfaction and sometimes quietly robs an organisation from growth.
The modern service environment, therefore, expects employees of organisations to be highly conscious of the impact of negative service experience on brand performance and brand building.
Brand Building, to a large extent, is affected by the attitudes of employees of a company towards customers. If employees consciously handle customers with professionalism, humility, politeness, care, respect, diligence, and discipline, they (customers) are more likely to develop emotional connections and attachment with the company, be loyal, and even make referrals for the company. Therefore, to promote brand sustainable growth, employees must be a source of delight to customers and not a source of disappointment and distrust.
Employees are enablers along customers’ journey with a brand. If customers buy your product once, it means you have only made a sale. If they come back, it means you have built trust. If customers make referrals, it means you have built a brand. Therefore, employees must rethink and reposition to always place premium in delighting customers and building customer relationships to promote repeat purchase, referrals, and sustainable growth of their brands or organisations rather than chasing transactions or exhibiting behaviours that lead customers to switch.
Rethinking and repositioning means more than restructuring; it requires a mindset shift of employees in particular. It involves treating customers and every customer interaction; whether it occurs through a customer hotline, a face-to-face service encounter, or other channels; as an extension of a brand’s promise. If employees develop this required level of consciousness and effectively apply that at all times, customers will experience consistency, which will facilitate trust building, loyalty, and long-term brand sustainability.
In a world where customer loyalty is fragile and public feedback is instant, the success of service-oriented organisations will largely depend on who is most trusted by their clients. This trust is built not just by what organisations say, but by what their employees do and how well they handle customers.
It must be admitted that there is no perfect employees or systems anywhere, but through conscious efforts and self-commitment, employees can continually evolve or improve to serve well. Remember, customers are the life blood of your organization and yourself, saw a seed by delighting them (customers) at all times for the growth of your organistion and yourself. Be a service excellence champion! Be a brand ambassador for your organisation.
Writer: Mohammed Ali, a Brand Advocate, and Head of Marketing & Communications of Agricultural Development Bank PLC. He holds a degree in Political Science, MBA in Marketing, MA in Development Communication, a Chartered Banker, and a PhD Candidate
The media is crucial in restoring credibility, stability, and trust in policy direction and institutions amid Ghana’s economic recovery, industry players have asserted.
Speaking at the PRINPAG/Bank of Ghana event over the weekend, Professor Hugh Aryee, Vanuatu Trade Commissioner, highlighted the intersection of the economy with digital value systems, noting that understanding virtual assets and digital currencies is no longer optional for responsible journalism.
A key distinction was drawn between cryptocurrencies, which are often decentralized and speculative, and regional digital currencies, which are utility-driven and designed for trade, payment, and economic participation.
The African Diaspora Central Bank’s (AADCB) digital currency, the AADOM, is structured to support regional SMEs and financial inclusion, and is positioned to work alongside existing financial systems.
The AADCB is onboarding media houses onto its HanyPay platform to enable them to receive digital payments, monetize content, and participate in the digital economy.
The official urged the media to practice responsible reporting, differentiating innovation from fraud, and explaining digital finance without sensationalism to build public confidence and drive recovery.
The Bank of Ghana (BoG) has officially admitted six pioneering companies into its Regulatory Sandbox.
This initiative marks a significant step toward integrating virtual assets into the formal economy while ensuring the stability of the financial system.
The selected cohort will participate in a one-year testing phase designed to help the central bank validate proposed regulatory frameworks for Virtual Asset Service Providers (VASPs).
The Admitted Firms
Following a rigorous selection process, the central bank named the following entities as the first participants in this specialized virtual asset window:
Transika Ltd.
One Africa Securities Ltd.
Mansu Technologies Ltd.
Payafrione GH Ltd.
Akuna Wallet Ltd.
Afrix Paycoin Ltd.
As the Bank of Ghana (BoG) opens its doors to these six innovative firms, the financial landscape is set for a significant transformation.
