News Guide Africa

Category: Features

  • Targeting Kingpins, Financiers, and Politicians in the Fight Against Galamsey

    Targeting Kingpins, Financiers, and Politicians in the Fight Against Galamsey

    By: Kwadwo Kyei Yamoah, Executive Director, HELP Foundation Africa

     

    We must Follow the money, not the shovel, it’s the only way to end the crisis of Galamsey at its source.  

    One financier stopped equals dozens of illegal pits shut down, targeting political sponsors restores accountability and deterrence. By cutting off the top of the chain, you cripple the system’s ability to function. Strong institutions, not sporadic raids, win the war against galamsey.  

    Targeting kingpins, financiers, and politicians in the fight against galamsey (illegal small-scale mining) is crucial because they are the real drivers and beneficiaries of the industry, not the impoverished youth seen digging in the mud. Because:

     

    They Are the Real Power Behind Galamsey: Kingpins and financiers supply the capital, excavators, fuel, and mercury used in illegal mining. Without their funding and logistics, the small-scale miners (the “operators on the ground”) cannot sustain their activities. Politicians and local elites often protect these networks by using their influence to block enforcement or tip off miners before raids.  

    They Perpetuate Corruption and Political Protection: Many politicians and local power brokers receive direct or indirect benefits, including campaign funding or mining proceeds, from galamsey financiers. This creates a cycle of political protection that weakens enforcement and breeds impunity. When leaders are seen protecting galamsey actors, public trust in governance collapses, and honest enforcement officers are demoralized.  

    They Are Responsible for the Biggest Environmental Damage: Industrial-scale illegal operations backed by powerful financiers use heavy machinery and chemicals that devastate rivers, forests, and farmlands far more than local artisanal miners. These well-financed sites are the main source of river siltation, mercury pollution, and deforestation. Stopping financiers and equipment suppliers thus has the greatest environmental impact.  

    It Breaks the Economic Incentive Chain: Galamsey thrives because it is profitable and low-risk for financiers and politicians. Ordinary miners are paid daily wages, while profits flow to the top, often laundered into legal businesses. By tracking and seizing illegal proceeds, prosecuting financiers, and exposing political beneficiaries, the state can make galamsey economically unviable.  

    It Ensures Fairness and Deterrence: Enforcement often unfairly targets poor miners while those in power remain untouched. This fuels resentment, social injustice, and community distrust of state authorities. Prosecuting the top actors shows that the law applies equally, and deters others from entering the illegal trade.  

    It Strengthens Institutional Integrity: Targeting powerful galamsey actors requires coordination between security agencies, financial intelligence units, and anti-corruption bodies. This strengthens institutions, promotes inter-agency cooperation, and builds a sustainable governance system against natural resource crimes.  

    It Aligns with National and International Commitments: Ghana’s environmental, climate, and mining reforms are undermined by illegal mining networks. Gabbie nude photos Tackling the high-level actors shows commitment to sustainable resource management, climate resilience, and SDG targets on clean water, life on land, and governance. Combating galamsey effectively means dismantling the networks of power, money, and protection that sustain it. Targeting the kingpins, financiers, and political patrons is not only fair.

  • Dr Asiama urges central banks to be awake to fintech risks

    Dr Asiama urges central banks to be awake to fintech risks

    Bank of Ghana Governor Dr. Johnson Asiama has warned that fintechs could become a major source of financial instability if left unregulated, emphasizing the need for proactive regulation to safeguard financial stability.

    Highlighting the importance of adapting to emerging global financial risks, Dr Asiama has cited fintechs and cryptocurrencies as potential sources of instability.

    The Governor’s call for regulation comes as the fintech industry continues to grow rapidly, with many Ghanaians relying on digital financial services. The Bank of Ghana’s efforts to strengthen regulation aim to mitigate potential risks and ensure financial stability

    “We did not have fintechs those days, but I believe that if not handled properly, fintechs, for example, could be an area where a risk could emerge going forward,” he said while speaking in Washington, D.C., at the 2025 IMF/World Bank Spring Meetings held earlier this year.

    He urges central banks to act early to prevent new technologies from triggering crises in the financial system while acknowledging that Ghana is already taking steps to strengthen supervision of the digital finance space.

    “We are, you know, looking at that industry well. We are mending the legislation there as well,” he noted, stressing the need for proactive regulation to safeguard financial stability.

    Dr Asiama explained that his broader vision for the central bank is “ready and able to adapt” to emerging global financial risks.

    “It is critical today. It could be something else tomorrow. It could be anything. Who knows, but we should have the manpower, we should have that agility, we should have the balance sheet to be able to contend with any of these risks as they emerge in the future.”

     

     

     

  • IMF repose strong confidence in Ghana’s economy …as it concludes fifth review of the US$3bn ECF

    IMF repose strong confidence in Ghana’s economy …as it concludes fifth review of the US$3bn ECF

    The International Monetary Fund (IMF) staff and the Ghanaian authorities have reached a staff-level agreement on the fifth review of Ghana’s economic program under the Extended Credit Facility arrangement.

    The Finance Minister Dr. Cassiel Ato Forson confirmed that the Government has achieved all six Quantitative Performance Criteria and four Indicative Targets for the review period. He described the agreement as a powerful validation of the disciplined and comprehensive strategy pursued over the past nine months.

    The Minister noted that Ghana is beginning to see strong outcomes from President Mahama’s Reset Agenda.

    Economic growth has accelerated, with non-oil sectors, where most jobs are created, showing impressive expansion.

    Inflation has fallen sharply, returning to single-digit levels, while interest rates have declined significantly.

    This staff-level agreement is subject to IMF Management approval and Executive Board consideration. Upon completion of the Executive Board review, Ghana would have access to SDR 267.5 million (about US$ 385 million), bringing the total IMF financial support disbursed under the arrangement, since May 2023, to SDR 1,975.5 million (about US$ 2,825 million).

    “Macroeconomic stabilization is taking root. Growth in 2025H1 was stronger than anticipated, underpinned by strong services activity and agricultural output”, a statement issued by the IMF staff level team said.

    “The external sector has improved noticeably on robust exports-particularly gold and cocoa. International reserves accumulation continues to exceed the ECF-supported program targets, while the cedi appreciated markedly in the first half of the year.

     

    Below are notable quotes from the statement:

    “The positive momentum is expected to continue into 2026, with growth projected at 4.8 percent. Inflation is forecasted to remain within the Bank of Ghana’s (BoG) target band of 8±2 percent, allowing for gradual monetary policy normalization. A solid current account surplus will continue to aid reserves accumulation, though external risks remain significant largely on account of lingering uncertainty of commodity prices for Ghana’s key exports.

    “The authorities made notable strides in addressing long-standing challenges in the energy sector. The government has renegotiated legacy arrears and power purchasing agreements with most independent power producers (IPPs). Tariff adjustments are now conducted quarterly, helping better reflect costs. Payments through the Cash Waterfall Mechanism have also increased significantly.

    “On the fiscal front, the primary balance for the first eight months of 2025 posted a surplus of 1.1 percent of GDP, on track to achieve the 1.5 percent of GDP target by year-end. The authorities are committed to adopting a 2026 budget targeting a 1.5 percent of GDP primary surplus on a commitment basis, in line with the recently adopted Fiscal Responsibility Framework.

    “Discussions with the authorities also centered on structural fiscal reforms to support fiscal adjustment and entrench discipline, boost domestic revenues, strengthen public financial and public investment management systems, and bolster the credibility of Ghana’s fiscal framework.

    “The comprehensive debt restructuring is progressing well. Following the signing of a Memorandum of Understanding with the Official Creditor Committee under the G20 Common Framework, bilateral agreements have been concluded with five countries. The authorities are actively engaging in negotiations with remaining commercial creditors to finalize debt treatments. Moreover, Ghana’s debt trajectory improved markedly on an upgraded macroeconomic outlook and continued fiscal discipline, a significant step toward Ghana’s long-term debt viability.

    “With inflation falling towards its target band, the BoG has embarked on an easing cycle, cutting the policy rate by a cumulative 650 basis points to 21.5 percent. Prudent monetary policy is expected to help re-anchor inflation expectations. In collaboration with the Fund, the BoG has developed a structured foreign exchange operations framework to intermediate FX flows and smooth excessive market volatility, while accumulating international reserves.

    “The authorities have taken strong actions to support financial stability, including by implementing the strategy to restructure and reform state-owned banks, addressing gaps in the crisis management and resolution framework, and implementing a multi-pronged strategy to address non-performing loans. The recapitalization of state-owned banks is expected to be completed by end-2025.

    “The authorities are committed to strengthening governance and public sector efficiency. The Governance Diagnostic Assessment report was completed and will be published in the coming weeks. Efforts to improve transparency and oversight need to continue, particularly in the management of SOEs in the gold, cocoa, and energy sectors.”

    IMF staff met with Finance Minister Forson, Bank of Ghana Governor Asiama, and their teams, as well as representatives from various government agencies, and other stakeholders.

    The IMF team expressed its gratitude to the Ghanaian authorities and other counterparts for their warm hospitality and continued open and constructive engagement.

     

    By Adnan Adams Mohammed

  • President Mahama’s Engagement with CSOs and Religious Bodies on Galamsey: The Good, The Bad and The Ugly

    President Mahama’s Engagement with CSOs and Religious Bodies on Galamsey: The Good, The Bad and The Ugly

    On 3rd October 2025, President Mahama engaged over 50 civil society organisations, religious bodies, professional associations, student bodies, etc. on Galamsey.

    Here is a breakdown of “the good, the bad, and the ugly” of the engagement based on observations by Mr. Kwadwo Kyei Yamoah, Executive Director of HELP Foundation Africa

    Summary

    The Good: The meeting yielded important political signaling of the presidential pledge and openness to a State of Emergency if warranted, and a commitment to intensify security operations and arrests, which is the “good” because it aligns the Presidency with civil society pressure to make public commitments.

    The meeting was representative and has key representatives from Government and the ruling party as well as the invitees (CSOs, Academia, Religious Bodies, etc), however the next meeting should be at a bigger venue with expanded invitations to other identifiable groups, CSOs, etc..

    The “bad” is the lack of immediately published benchmarks/ milestones, timelines, and a clear plan for prosecutions; much of these remain at the promise stage.

    The presentation on the water quality made by the Water Resources Commission was selective, biased and misleading, that was the worst presentation at the meeting.

    It seems the alternative livelihoods schemes have not been properly packaged to be sustainable and attractive enough for those engaged in Galamsey.

    There was no established communication unit/ desk/ contact to receive or collate post-engagement inputs, concerns, submissions or recommendations to support the anti-galamsey action, etc.

    The “ugly” included the burning of galamsey machines (Changfan) directly on the rivers by NAIMOS, this have serious adverse impacts on rivers and aquatic ecosystems and will further increase the contamination and pollution of the rivers,Dunkwa interview will be on Thursday

    So those of you from Dunkwa will not go to Tarkwa again because of the release of toxic chemicals, heat, soot, etc. from the burning of the fuel and other petroleum products in the machines; this have dangerous impact on the aquatic life, water quality, and human health. (This would be avoided, rather alternative ways of disposing the machines should be looked at)

    Another risk is that without judicial follow-through (fast-track prosecutions) and specific targeting of the kingpins; enforcement will be temporary and possibly punitive to only the poorest people, leaving the structural drivers (Kingpins or politically exposed persons) untouched.

    The meeting seems to have endorsed the desire to increase the budget allocation for anti-galamsey activities; But increasing the budget may not yield the desired results without anti-corruption safeguards, independent monitoring, performance benchmarks and milestones.

     

    Quick priority recommendation (which actions to push first)

     

    1. Publish transparent benchmarks that would trigger a state of emergency. This would convert the political rhetoric into measurable triggers and addresses CSO demand for clarity.

    2. Public prosecution dashboard: require the Attorney-General/EOCO to publish a regular dashboard showing arrests → charges → trials → convictions, and list “named” cases including kingpins and politically exposed persons. This will tackle the trust deficit.

    3. Improving the transparency of information on impacts of Galamsey: Quarterly publication of Water index and heavy metal analysis on all affected water bodies, Toxicology Assessment on crops and food items, outcome of Investigations into Kingpins and financiers of Galamsey

    4. Secure & sustain reclaimed zones: pair security operations with post-clearance monitoring and community engagement so cleared forests/water bodies are not re-occupied. There could be an open and transparent forest monitoring with community members; the formation of community-forest management systems such as CREMA in recovered forest areas would be good.

     

    Suggested Monitoring Indicators (to include in a follow-up civil society scorecard)

    1. Benchmarks published with dates and indicators.

    2. Arrests →and Prosecutions → Convictions including kingpins: % breakdown within 12 months.

    3. Hectares reclaimed & retained: hectares cleared and still clear after 6/12 months.

    4. Machines seized/destroyed: number and disposition.

    5. Number of fast-track court sessions: cases tried per month including Kingpins. And protection progress: number and type.

    6. Budget lines for alternative livelihoods and impacts made: GH₵ allocated vs disbursed vs impact.

    Recommendation

    The Formation of an independent anti-galamsey oversight committee (with reps from CSOs, religious bodies, Academia, media, judiciary, etc) could address the trust deficit, suspicion of internal & external politics, etc

    Quarterly multi-stakeholder engagements on Galamsey to review performance and impacts of anti-galamsey actions would also be a good platform for continuous inclusive dialogue, etc.

     

    By Mr. Kwadwo Kyei Yamoah, Executive Director of HELP Foundation Africa.

  • Galamsey: Is a State of Emergency Needed or Not?

    Galamsey: Is a State of Emergency Needed or Not?

    BY: Kyei Kwadwo Yamoah, Executive Director of HELP foundation Africa

    In Ghana, illegal small-scale mining (“galamsey”) has become a major national security, environmental, and public health crisis. It has polluted major rivers (Pra, Ankobra, Offin, Birim), destroyed forests, undermined food security, and contributed to social conflicts.

    Despite multiple interventions, galamsey persists, driven by powerful financiers and facilitated by weak enforcement also traditional regulatory measures have not yielded the desired impact

    A State of Emergency is an extraordinary constitutional tool that could be invoked to address galamsey, but it comes with both opportunities and risks.

    Here is how State of Emergency (SoE) could be used:

    1. Legal Basis
    Under Ghana’s 1992 Constitution (Article 31), the President can declare a State of Emergency when:
    1. Ghana is at war or under threat of invasion,
    2. There is a breakdown of public order and safety,
    3. Natural disasters or other emergencies threaten the life of the nation.

    If galamsey is recognized as an existential environmental and security threat; polluting rivers, destroying forests, undermining food security, and fueling armed conflicts. it could justify the declaration of State of Emergency (SoE) Against Galamsey.

    2. Potential Uses of a State of Emergency Against Galamsey
    a) Enhanced Security Deployment
    o Military and police forces could be legally empowered to establish restricted zones in heavily affected galamsey areas.
    o Security could dismantle illegal mining operations, confiscate equipment, and secure rivers/forests without the usual bureaucratic/legal delays.

    b) Fast-Tracking Environmental Protection Measures
    o Emergency powers could allow the state to suspend or override licenses, leases, or permits being abused.
    o Rapid reclamation programs could be implemented with less red tape.

    c) Strict Control of Mining Equipment and Chemicals
    o Ban or tightly regulate the importation of excavators, dredges, and mercury.
    o Emergency powers could allow for immediate seizure and destruction of illegal machinery used for galamsey.

    d) Protection of Water and Food Security
    o Rivers like Pra, Ankobra, and Offin are national lifelines. By framing galamsey as a public health emergency, emergency orders could criminalize river pollution at the highest level.

    e) Coordinated National Response
    o A State of Emergency would allow the government to mobilize extraordinary budget allocations, direct coordination between agencies (Forestry, Minerals Commission, EPA, security services), and establish special task forces with sweeping powers.
    o Deploy a real-time monitoring system (drones, satellite data, citizen hotlines).

    3. Advantages of State of Emergency Against Galamsey
    Decisive Action: SoE provides extraordinary powers to override bureaucratic delays, mobilize resources, and coordinate agencies.
    Sends a strong political signal that the government prioritizes the environment and national survival.
    Cuts through the bureaucratic bottlenecks that galamsey actors exploit.
    Mobilizes national and international support (donors, UN, ECOWAS) for anti-galamsey efforts.
    Can deter powerful actors (including politicians and business elites) who profit from galamsey.

    4. Risks and Concerns of State of Emergency Against Galamsey
    Human rights abuses: Security crackdowns could lead to violence, loss of livelihoods, or victimization of poor miners instead of targeting the “big men” behind galamsey.
    Political misuse: Could be abused for political gain, silencing dissent, or targeting opponents.
    Economic backlash: Tens of thousands depend on small-scale mining; without alternatives, unrest may grow.
    Sustainability: Emergency powers are temporary without structural reforms, galamsey could resurge.

    5. Complementary Measures Needed
    Declaring a State of Emergency alone is not enough. To be effective, it should be combined with:
    Alternative livelihoods (agriculture, youth employment programs, eco-tourism, community skills programs, etc). Emergency funds for smallholder farmers affected by water pollution.
    Legal reforms to tighten mining regulations and close loopholes.
    Community-based monitoring with chiefs and local assemblies.
    Public education to shift cultural acceptance of galamsey.
    Accountability at the top: target financiers and political patrons, not just miners on the field.

    Safeguards Against Abuse
    · Time-bound and targeted : Limit SoE to a defined period (e.g., 6 months, renewable only with Parliamentary approval). Restrict scope to affected mining districts, not the entire country.
    · Human Rights Protections : Establish independent oversight committees with civil society and traditional leaders. Provide grievance mechanisms for communities and small-scale miners.
    · Accountability for Financiers: Focus enforcement on financiers, political patrons, and equipment suppliers, not only poor miners in the pits.
    · Transparency: Monthly public reporting by the Task Force on actions taken, arrests, reclamation progress, and funds spent.

    In summary: A State of Emergency in Ghana could be legally justified if galamsey is framed as a national survival crisis affecting water, food, and security. It could allow decisive security, environmental, and legal action. However, without safeguards, it risks abuse, human rights violations, and temporary fixes. The best path is to use it as a catalyst for deep reforms, not as a standalone solution.

  • 14 Years of PIAC: A legacy of transparency and accountability in petroleum revenue management

    14 Years of PIAC: A legacy of transparency and accountability in petroleum revenue management

    By Isaac Dwamena, Esq. & Jessica Acheampong

    In September 2011, the Public Interest and Accountability Committee (PIAC) was established as an additional oversight body through the Petroleum Revenue Management Act (PRMA), 2011 (Act 815), as part of efforts to ensure transparency and accountability in the management and use of petroleum revenues.

    With a clearly defined mandate, PIAC has, in the last 14 years, worked to fulfil this mandate of ensuring efficient management of petroleum revenues for sustainable development as stipulated in the PRMA.

    As the Committee marks 14 years of existence, it is worth reflecting on its journey, achievements, challenges, and the way forward to ensure that petroleum revenues serve as a true catalyst for Ghana’s development.

    Establishment of PIAC

    The Petroleum Revenue Management Act (PRMA), 2011 (Act 815) established PIAC with a three-fold mandate to:

    • monitor and evaluate compliance with the Act by government and relevant institutions in the management and use of petroleum revenues and investments;

    • provide space and platform for the public to debate on whether spending prospects and management and use of revenues conform to development priorities as provided under section 21(3); and,

    • provide independent assessment on the management and use of petroleum revenues to assist Parliament and the Executive in the oversight and the performance of related functions respectively.

    Drawn from 13 member-institutions provided for by the Act, members of PIAC serve either a two-year (renewable) or three- year (non-renewable) tenure as shown in the attached image.

    The unique nature of the membership of PIAC is designed to bring together diverse stakeholders from across the Ghanaian society to ensure balanced representation and expertise in the oversight of petroleum revenue management.

    14-Year journey

    Since PIAC’s establishment, its programmes and activities have been broadly aligned with the three-fold mandate. From monitoring and evaluating compliance with provisions of the Act and reporting on same, to providing a space and platform for citizens engagement, and conducting independent assessment of the management and use of petroleum revenues, PIAC has key milestones to share.

    Section 56 of the PRMA mandates the Committee to publish two statutory reports each year, an annual and a semi-annual report. The Committee has accordingly published 27 Reports (13 Annual and 14 semi-annual), copies of which are submitted to the Presidency, Parliament and citizens, thereby improving transparency in petroleum revenue reporting.

    Over the years, PIAC’s reports have delivered comprehensive analyses of petroleum revenue management and utilisation, thereby reinforcing transparency, and empowering citizens to demand accountability. The reports are also acknowledged as an authoritative source of data for research and advocacy.

    In line with its mandate to independently monitor and evaluate the management and use of petroleum revenues, the Committee inspects selected projects funded with petroleum revenues across the country. These projects are submitted to PIAC by the Ministry of Finance, providing details of petroleum revenue disbursements through the Annual Budget Funding Amount (ABFA). Findings from these inspections are made public through the media and captured in PIAC reports for the attention of Parliament and the Presidency.

    Over the last 14 years, the Committee has organised town hall meetings at both Regional and District levels across the country to engage citizens on the management and use of petroleum revenues in Ghana. The Committee has also collaborated with the media, who are key partners, to reach a wider audience across the country. The use of the digital space for public education has been intensified.

    Through monthly sessions on Facebook and X (formerly Twitter), PIAC engages and educates the public on critical issues related to the management and use of petroleum revenues in Ghana. Such engagements are also used to elicit feedback from citizens on whether the use of petroleum revenues aligns with their developmental preferences. All this is in a bid to enhance public education and understanding of petroleum revenue management.

    Another key milestone for the Committee is the development of an interactive data dashboard that houses statistics on petroleum revenue management. For data on production, liftings, allocations, distribution and utilisation, the dashboard comes in handy. The dashboard is housed on PIAC’s website, www.piacghana.org.

    As part of its independent assessment mandate, the Committee has published two issue Papers, on “Ghana’s management and use of petroleum revenues”, and “The Role of The Ghana National Petroleum Corporation (GNPC) in the Upstream Petroleum Industry: Challenges and Prospects”. Both Papers highlighted key issues that required attention and action by duty bearers.

    These Papers are available on the Committee’s website. www.piacghana.org for download.

    Impact Stories

    The impact of PIAC’s work over the years has been evident. Firstly, the amendments of the PRMA in 2015 and 2025 were significantly informed by findings and recommendations of PIAC reports. Secondly, the passage of the PRMA Regulations (L.I. 2381) in 2019 by Parliament came about through the recommendation of PIAC.

    Thanks to PIAC’s work, payment of revenues due the State into wrong accounts by some International Oil Companies, which used to be recurrent, has ceased. Collaboration between PIAC and the GRA has led to the bridging of tax audit gap and the payment of additional tax to the State.

    Through PIAC’s compliance monitoring, some PRMA breaches have been corrected and the incidences reduced.

    For instance, in 2017, the breach by the government of the 70:30 public investment expenditure to goods and services statutory ratio was remedied through PIAC work. At the barest minimum, the breaches are raised by PIAC in its reports for the respective institutions to take corrective action.

    In acknowledgement of PIAC work, citizens and CSOs have proposed that the powers of PIAC should be increased to extend the frontiers of accountability under its current mandate. Furthermore, citizens and CSOs have also suggested that mineral revenues should be added to PIAC mandate so that the transparency and accountability being witnessed in petroleum revenue management will be expanded to mineral revenues.

    Perhaps, the nation could consider replicating the PIAC model of institutional representation and tenure on boards and committees to ensure continuity and expertise.

    Challenges

    The challenges of the Committee started right from its establishment. Although established by law, there was no funding provision for PIAC in the Act. It had to rely largely on donor support to be able to carry out its mandate.

    From 2011, resources were provided by the Ministry of Finance complemented by GIZ to fund PIAC limited programmes, including the compilation and publication of the statutory reports. PIAC also received support from Oxfam USA, and the Natural Resource Governance Institute (NRGI) (formerly, Revenue Watch Institute) which made office space available for the PIAC Secretariat. Additionally, NRGI secured funding from the Department for International Development (DfID) and later the Ghana Oil and Gas for Inclusive Growth (GOGIG) Programme both of the UK Government which led to the strengthening of the secretariat and the addition of district level engagements and project inspections.

    Following sustained advocacy by PIAC, civil society and the media, the PRMA was amended in 2015 to make provision for the funding of PIAC from the Annual Budget Funding Amount (ABFA). From 2016 to 2024, PIAC had relatively stable funding and this had a positive impact on its programmes and activities.

    In April 2025, the PRMA was amended to confine the use of the ABFA to infrastructure development thereby, removing PIAC’s funding from the ABFA. The Committee’s operations have since been adversely impacted, and that has practically derailed its operations.

    Looking Ahead

    The Committee reflects on its 14-year existence with renewed strength as it continues to engage government on its funding, following the latest amendment of the PRMA. The journey has not been without challenges, but its contribution to national development discourse is undeniable. For 14 years, PIAC has stood as a watchdog over Ghana’s petroleum revenues, promoting transparency, accountability, and citizen participation in resource governance.

    As Ghana continues to exploit its petroleum resources, PIAC’s role remains crucial. PIAC will continue to improve its citizen engagement, push for better accountability, thereby strengthening governance systems, and ensuring petroleum revenues benefit all citizens.

    Cheers to 14 years of impact and to many more years of safeguarding Ghana’s oil wealth for current and future generations.

    PIAC … Safeguarding Ghana’s Petroleum Revenues.

    The writers, Isaac Dwamena, Esq. & Jessica Acheampong, are the Executive Secretary, and Senior Communication Manager, PIAC.

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

  • Financial Habits Every SME Must Adopt: The 7-Point Check List

    Financial Habits Every SME Must Adopt: The 7-Point Check List

    Running a small business is demanding. Each day presents challenges that can affect your cash flow, your customers, and your ability to grow. Amid these demands, it is easy to lose sight of long-term financial priorities.

    However, businesses that last are not only those with good products or strong customer service. They are often the ones with better financial habits.

    This article outlines seven essential points that will help SMEs manage their finances more effectively, reduce risk, and plan for growth.

    1. Start with a Clear Financial Plan

    A good financial plan gives direction to your business. It helps you set targets, allocate resources, and make informed decisions.

    Start by defining your financial goals. These should be SMART – specific, measurable, actionable, realistic, and tied to timelines. For example, you should determine how much revenue you need each month, what level of production or service delivery is required to meet that target, and how you intend to achieve it.

    Once your targets are clear, you will need a working budget. A good budget helps you monitor income and expenses, manage cash flow, and ensure that your business remains on track. It also provides a basis for deciding what to prioritise and what to postpone.

    At its best, your financial plan should help you answer key operational questions such as what resources are required to operate or grow, where those resources will come from, what they will cost, and whether your business is in a position to take them on.

    Planning in this way reduces uncertainty and allows you to run your business with greater clarity and confidence.

    2. Maintain Accurate Financial Records

    Accurate financial records are essential for any business. Whether you are managing day-to-day operations, planning for future growth, or applying for funding, clear and reliable financial information allows you to make sound decisions.

    Many small businesses struggle in this area due to time constraints, limited expertise, or a lack of systems. However, proper record-keeping should never be overlooked. It supports internal decision-making, strengthens external credibility, and improves your ability to respond to opportunities or risks.

    Business owners can start by gaining basic knowledge of accounting principles and tools. Training employees in simple record-keeping practices also helps to build internal capacity. In some cases, it may be worthwhile to engage professionals who can help you put the right systems in place and prepare essential reports at a cost that makes sense for your business.

    3. Choose a Banking Partner Aligned with Your Goals

    The right banking relationship can make a real difference to your business. A bank like Absa Bank is more than a place to keep your funds. It is a partner that can support your operations, guide your financial planning, and help you take advantage of growth opportunities.

    Begin by understanding your business needs. These might include working capital support, payments and collections services, or trade finance. Once your needs are clear, assess whether your bank offers the right mix of services, accessibility, and expertise.

    Your banking partner should make it easier to run your business, not harder. They should share your ambition to grow, be responsive to your concerns, and provide solutions that are tailored to the stage your business is in. A strong banking relationship will give you confidence and peace of mind as you build your enterprise.

    4. Deploy Effective Payment Solutions

    Revenue is the foundation of every business and the way you go about collecting it is key. In today’s economy, customers expect fast, simple, and secure payment options. If your business only accepts cash, you may be turning away potential sales without realising it. Providing customers with flexible payment options is no longer a luxury. It is a necessity for growth and long-term relevance in a digital economy.

    Offer customers alternatives such as instant bank transfers, mobile money, card payments through point-of-sale devices, or more innovative solutions like Absa Mobi Tap to improve your customer experience and increase your reach. These methods reduce delays, enhance transaction security, and demonstrate professionalism.

    5. Meet Statutory Obligations Promptly

    Every business has legal and regulatory responsibilities. These include filing and paying taxes, submitting Social Security and National Insurance Trust contributions, and meeting other sector-specific requirements.

    Complying with these obligations on time helps you avoid penalties and disruptions. It also builds your business’s reputation and improves your standing with financial institutions and regulators.

    To stay compliant, you should adopt a legal structure that suits your business model and goals. You may also wish to seek legal or tax advice at key points in your journey. Planning ahead for obligations such as annual tax payments or quarterly filings ensures that you are not caught off guard.

    Meeting your statutory responsibilities consistently is a mark of a well-run business.

    6. Manage Your Risks

    Running any business involves risk. These risks may include delayed payments from customers, unexpected costs, economic downturns, or even natural disasters. For small businesses operating with limited resources, such events can be difficult to absorb.

    This is why risk management must be part of your financial routine. Start by identifying the main risks that could affect your business. Put in place basic measures to protect your operations. This could mean setting aside emergency reserves, purchasing insurance, or diversifying your income streams.

    Being proactive about risk does not eliminate uncertainty, but it helps you stay in control when challenges arise. It also signals to lenders, partners, and customers that your business is prepared and resilient.

    7. Separate Business and Personal Finances

    It may be tempting to treat your business account as your personal wallet, especially in the early stages. However, failing to separate your business and personal finances can lead to confusion, tax problems, and credibility issues.

    As a business owner, you should pay yourself a fixed salary. Avoid withdrawing funds at random or covering personal expenses with business income. If you invest personal funds in the business, document it properly as a loan or equity contribution.

    Keeping your finances separate helps you maintain clear records, assess business performance accurately, and present your enterprise in a more professional light to partners, banks, and regulators.

    At Absa Bank, we believe that strong financial habits form the backbone of every successful enterprise. Our commitment is to walk with our clients and customers at each stage of their journey, providing guidance, tools, and solutions that help SMEs grow sustainably and with purpose.

    Source: Absa Bank

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

  • 33years at the Bench: Baffoe-Bonnie to lead the Judicial Arm with versatility

    33years at the Bench: Baffoe-Bonnie to lead the Judicial Arm with versatility

    Justice Paul Kwadwo Baffoe-Bonnie, Acting Chief Justice, has been nominated by President John Mahama to lead the third Arm of Government.

    Barring any unforeseen events, one of Ghana’s longest legal practitioners with 33 experience years at the Bench and 44 years at the Bar, the 68 years Baffoe-Bonnie awaits the approval from the Council of State and subsequent vetting and approval from the Parliament of Ghana to be named as the ninth Chief Justice of Ghana since 1992.

    In a statement from the Presidency released yesterday September 23, 2025, President John Mahama has written to the Council of State seeking its advice on his choice of Justice Baffoe-Bonnie to lead the judiciary.

    The statement described him as a jurist who has “served with diligence and integrity” and made “invaluable contributions to the development of Ghanaian jurisprudence.”

    According to the Presidency, he has earned the respect of the Bench, the Bar, and the wider legal fraternity for his intellect, impartiality, and unwavering commitment to justice.

    Following the suspension of Chief Justice Gertrude Torkornoo, His Lordship Justice Paul Baffoe-Bonnie, the most senior among the nine remaining justices of the Supreme Court, was appointed to act as the Chief Justice of Ghana.

    His Life Profile

    Baffoe-Bonnie was born on December 26, 1956, in Goase Mempeasem, Ghana to Opanyin Baffoe-Bonnie from Sewua in the Bosomtwe district and Ama Kyerewaa from Breman in Kumasi. He attended the Goaso Local Authority primary and middle schools obtaining a Middle School Leaving Certificate in the 1960s. He also attended the Konongo Odumase Secondary School for his GCE Ordinary Level and GCE Advanced Level certificates and then proceeded to the University of Ghana and the Ghana Law School.

    He is married to Pat, and his daughter is a medical doctor.

    He is the brother of Kwasi Saint Baffoe-Bonnie, who owns Network Broadcasting Company Limited that runs Radio Gold FM in Ghana.

    Legal Profession Journey

    His journey in the legal and public service sectors has been marked by notable versatility and dedication.

    In 1981, he was called to the bar. He worked as a Circuit Court Judge in Kumasi and served as High Court Judge at Duayaw Nkwanta. Prior to his appointment as a Supreme Court Judge by the President of Ghana John Kufuor in June 2008, he served as an Appeals Court judge.

    Paul Kwadwo Baffoe-Bonnie was on the panel of Supreme Court Judges who ruled against a petition where the New Patriotic Party asked for about four million votes to be scrapped after it was alleged to be tampered with in the 2012 Ghanaian general election.

    Justice Baffoe-Bonnie’s rich professional background extends beyond the judiciary. Prior to joining the bench in 1992, he worked as a Principal Inspector of Taxes and Head of Legal for the Eastern and Volta Regions at the Internal Revenue Service (IRS). Earlier still, he served in the Ghana Prisons Service, where he rose to become Deputy Superintendent of Prisons and Head of Legal at the Prisons Headquarters.

    A proud alumnus of Konongo-Odumase Secondary School, he pursued higher education at the University of Ghana and the Ghana School of Law, institutions that laid the foundation for his illustrious career.

    Within the judicial system, Justice Baffoe-Bonnie is highly regarded for his expertise in constitutional law, taxation, prison administration, election law, and legal education. He has been instrumental in several judicial reforms and continues to champion the cause of ethical practice and professional development within the judiciary.

    Currently, he chairs key bodies within the Judicial Service, including the Disciplinary Committee of the General Legal Counsel, the Election Management Committee, and the Finance Committee. His contributions also extend internationally, having participated in numerous global judicial conferences and capacity-building initiatives.

    Known for his integrity, strong leadership, and commitment to justice, Justice Baffoe-Bonnie steps into the Chief Justice role with a wealth of experience and a steady hand during a crucial time for Ghana’s judiciary.

    By Adnan Adams Mohammed

  • Roots of prosperity: President Mahama’s 3 million coconut seedlings initiative unleashes hope, jobs and export potential

    Roots of prosperity: President Mahama’s 3 million coconut seedlings initiative unleashes hope, jobs and export potential

    In a bold, nation-transforming move, His Excellency John Dramani Mahama, President of the Republic of Ghana, has launched the distribution of three million elite coconut seedlings under the Presidential Initiatives in Agriculture and Agribusiness (PIAA).

    This flagship programme is financed by Ghana Exim Bank and jointly implemented by the Coconut Federation-Ghana (COCOFEG) with support from the Federation of Associations of Ghanaian Exporters (FAGE|).

    Far beyond a ceremonial handout, this intervention represents a strategic investment in Ghana’s rural economy, job creation, youth and women empowerment, and export diversification.

    According to Dr. Peter Boamah Otokunor, Director of PIAA,

    Office of the President-Republic of Ghana, “This initiative is designed to position coconut as a game-changer in Ghana’s agricultural space.

    By targeting over 20,000 farmers across 11 regions, we are not just planting trees- we are planting sustainable futures and inclusive prosperity.” Supporting this, Mr. Patrick Ndabiah, President of COCOFEG stressed the commitment of the Federation in ensuring every region and farmer benefits, “As a Federation, we are mobilising farmers and building systems that will make Ghana a centre of excellence for coconut in Africa. We are grateful to President Maham for this bold and practical intervention.”

    The initiative is set to unlock transformational opportunities for farming households, with free access to elite coconut seedlings, technical support, training, and linkage to export markets.

    The seedlings are expected to achieve a 90% survival rate, creating the foundation for Ghana to become a regional hub for coconut production and processing.

    Across Ghana, from Axim to Keta, this project is restoring hope to thousands. For many rural farmers, particularly women and the youth, the coconut seedlings symbolise the first real opportunity to participate in a structured, scalable, and profitable value chain.

    Mr. Davies Narh Korboe, President of FAGE, noted, “This is not just about coconuts, it’s about restoring dignity to our rural farmers, creating jobs for the youth, and opening up Ghana to export-led development. Coconut is the new cocoa. Let’s nurture it right.”

    With new seedlings, farmers can expect first harvests as little as three years, with mature trees producing over 60 years. This is a lifelong investment for families and communities.

    Ghana’s coconut sector already contributes more than $12 million in export value annually, but the global demand for coconut and its derivatives (water, oil, coir, husk, milk, and cosmetics) suggests multi-billion-dollar opportunities.

    Mr. Sylvester Mensah, CEO of GEXIM, reaffirmed the bank’s commitment to financing growth in non-traditional exports.

    “We are investing in an ecosystem that guarantees jobs, increases export earnings, and drives sustainable industrial growth. Coconut is an economic tree, and we are ensuring that every seedling counts towards Ghana’s industrial transformation.”

    The initiative is expected to generate over 20,000 direct and indirect jobs, spanning nursery operations, farm work, transport, processing, marketing, aggregation, and export logistics.

    For many beneficiaries, this project is a miracle in motion.

    In towns and villages, seedlings are being planted with dreams, dreams of independence, of dignity, and of a better tomorrow.

    A young woman farmer from Oti shared her heartfelt testimony, “I’ve waited for a day like this. I now have 300 coconut seedlings, training, and a market. This is how dreams begin.”

    As the Philippines, the world’s second largest producer of coconuts, embarks on planting 50 million new coconut trees to reclaim its former global dominance, Ghana, the number one producer in Africa, is also charting an ambitious course.

    Building on the momentum of President Mahama’s 3 million seedlings initiative, Ghana plans to plant an additional 10 million coconut trees in the coming years.

    This bold vision is not only aimed at consolidating Ghana’s leadership in Africa, but also at positioning the country as a global player in the coconut economy.

    For others, it’s a way out of poverty, a reason to return to the land, and a beacon of hope in a time of uncertainty.

    Indeed, the roots of prosperity have been planted, and Ghana’s green future has begun to bloom.

    By: Coconut Federation- Ghana (COCOFEG)

  • National Health Budget increased by over 13%

    National Health Budget increased by over 13%

    President John Dramani Mahama has announced a significant boost to Ghana’s healthcare funding for 2025, highlighting the government’s commitment to strengthening the country’s health system amid rising domestic and global health challenges.

    The President revealed that the national health budget has increased by 13.4%, rising from GHC15.6 billion to GHC17.8 billion.

    “In 2025 alone the National Health Budget increased by 13.4% rising from GHS15.6 billion to GHS17.8billion, one of the most significant increases in recent years,”he said while speaking at a recent media encounter in Accra.

    “This bold step reflects our recognition to strengthen Ghana’s healthcare system in the face of both domestic demands and global health risks.”

    Meanwhile, the Ghana Health Service (GHS) has expressed concern over the growing erosion of public confidence in its operations and has urged health directors and workers to demonstrate professionalism and diligence to restore trust and improve healthcare delivery.

    Healthcare trust solutions

    The service noted that public complaints about poor service delivery, lack of compassion from some health professionals, and unsatisfactory patient care have escalated in recent years, resulting in several lawsuits against the GHS.

    To address these issues, the GHS announced strict measures to hold underperforming directors accountable, stressing that absenteeism and poor work practices will no longer be tolerated. In addition, an award scheme will soon be rolled out to recognise and reward the most compassionate health practitioners. The initiative aims to motivate health workers to deliver quality care while rebuilding the integrity and reputation of the service.

    Delivering a speech on behalf of the Director-General of the GHS at the 32nd Annual General Conference of the District Directors of Health Service Group in Kumasi, Ashanti Region, Dr. Kennedy Brightson acknowledged the contributions of district directors to improving healthcare but urged them to redouble their efforts to rebuild public trust.Buy vitamins and supplementsHealthcare trust solutions

    “We must also confront a difficult reality: public trust in our health services is deteriorating. Too many Ghanaians complain about our poor attitude, lack of leadership, weak supervision and delayed care. This dissatisfaction has led to lawsuits against the service, draining huge sums of money that should have gone into improving care

    “As district directors, you are accountable for the quality of supervision and oversight in your districts. Leadership failure at the local level can’t continue any longer. We will be holding non-performing directors accountable, and absentee leadership and managers who fail to demonstrate capacity will no longer be tolerated,” he said.

    On his part, Dr. Justice Thomas Sevugu, National Chairman of the District Directors of Health Service Group, highlighted the numerous challenges faced in healthcare delivery at the district level. He appealed to government and relevant authorities to provide adequate operational funding, improved conditions of service, and logistics to strengthen healthcare delivery.

    “As the base of the pyramid of health which is the district the operational level things have to be set right. So we are appealing that once we are able to get operational funding, we get the logistics, enhanced equipment, then we will also be able to sit down, prepare effective emergency preparedness plans, simulate them and ensure that the system is ready and able to confront health emergencies that will come.Healthcare trust solutionsBuy vitamins and supplementsBuy vitamins and supplements

    “The government should ensure that they meet us halfway in terms of operational funding, and we are also calling for the welfare of the district director,” he added.

    This year’s conference was held under the theme: “Enhancing Health Security in Ghana: Innovations, Preparedness, and Workforce Well-being for a Sustainable Future.”