On February 12, 2026, the Minister for Finance, Hon. Dr. Cassiel Ato Forson, acting on behalf of His Excellency President John Dramani Mahama, unveiled a strategic roadmap of reforms designed to rescue Ghana’s ailing cocoa sector.
For an industry that has served as the backbone of our economy alongside gold—bringing in vital foreign exchange and sustaining millions of livelihoods—these proposals represent more than just policy changes; they are a necessary resuscitation of a sector currently in comatose.
Jerome K Sam
The Crisis of the Old Guard
To understand the brilliance of the Mahama proposal, one must first look at the wreckage inherited. Under the previous leadership of Boahen Aidoo at Cocobod, contractual failures reached a breaking point. A staggering shortfall of 333,767 metric tonnes in cocoa bean supply obligations crippled Ghana’s credibility, leading to the loss of the traditional syndicated loan for the 2024/25 season.
While the Dr. Randy Abbey-led Cocobod managed to navigate the 2024/25 season by servicing 235,000 metric tonnes of that inherited rollover debt, the “stop-gap” arrangement with foreign traders left the industry vulnerable. This trader-led financing model meant:
A lack of dedicated seed funds for Licensed Buying Companies (LBCs).
The fate of cocoa purchases being left at the mercy of international buyers.
Increasing farmer agitation due to payment delays.
Ballooning debts for indigenous LBCs forced to pre-finance purchases.
A Paradigm Shift: Domestic Bond Funding
The centerpiece of the Mahama reform is a bold transition in the funding model: moving away from volatile, dollar-denominated foreign syndication toward domestically raised, Cedi-denominated bonds.
This shift is not merely administrative—it is a masterstroke of economic sovereignty. By raising funds locally, the government addresses five critical pain points:
Guaranteed Liquidity: The “no money” syndrome will be cured. Cocobod will no longer wait for advances from abroad to pay our hardworking farmers.
Debt Sustainability: By borrowing in Cedis, Cocobod eliminates the “exchange rate trap.” In the old model, every time the dollar appreciated, Cocobod’s debt unfairly ballooned. This new regime brings stability.
Infrastructure Development: The availability of local cash ensures that cocoa-related projects—roads, warehouses, and social amenities—can be funded consistently.
Job Security: Workers within the cocoa value chain are now assured of timely salary payments, fostering a motivated workforce.
Reviving Indigenous Businesses: Perhaps most importantly, this regime will breathe life back into indigenous Licensed Buying Companies, allowing Ghanaian entrepreneurs to reclaim their stake in the industry.
A Path to Glory
It is evident that the Mahama-led government is not interested in cosmetic fixes. By tackling the structural funding flaws that have plagued the sector, the administration is laying the groundwork for a resilient, self-sufficient cocoa industry.
The transition to domestic bonds is a courageous step toward decoupling our national pride—cocoa—from the whims of international lenders. If implemented with the precision currently displayed by the Finance Ministry and the new Cocobod leadership, Ghana’s “Green Gold” is set to return to its glory days.
Agricultural Development Bank (ADB) PLC has pulled off a stunning financial turnaround, recording GH¢367.2 million historical profit position by the end of 2025.
According to the bank’s audited summary financial statements for the year ended December 31, 2025, the institution recorded a profit after tax of GH¢367.2 million, a massive leap from the GH¢35 million profit recorded in 2024 and the significant GH¢225 million loss before tax seen in the previous cycle.
The recovery is being hailed by industry analysts as a “resurrection,” driven by a successful recapitalization exercise and a sharp focus on recovering non-performing loans (NPLs).
The Turnaround in Numbers
The bank’s total assets grew by 22%, crossing the GH¢17 billion mark. This growth was underpinned by a significant increase in investment securities, which rose from GH¢3.8 billion to GH¢5.0 billion.
Financial Metric
2024 (GH¢ ‘000)
2025 (GH¢ ‘000)
% Change
Total Assets
14,604,777
17,887,521
+22.5%
Deposits from Customers
12,045,885
13,220,185
+9.7%
Net Interest Income
723,181
1,370,246
+89.5%
Profit After Tax
35,061
367,291
+947.6%
Capital Adequacy Ratio (CAR)
(3.15%)
27.17%
Recovery
Strategic Pillars of Success
1. The Recapitalization Lifeline
The most critical factor in ADB’s survival was its 2025 recapitalization. Through a successful Rights Issue, the bank addressed its negative Capital Adequacy Ratio (CAR). In 2024, the bank’s CAR stood at a precarious (3.15%)—well below regulatory requirements. By the end of 2025, the CAR had surged to 27.17%, providing a solid buffer for future lending.
2. Aggressive Loan Recovery
The bank made significant strides in cleaning up its books. Recoveries from non-performing loans (NPLs) totaled GH¢301.4 million, which, alongside a profit of GH¢367.3 million, helped the bank stabilize its equity position. Although the NPL ratio remains relatively high at 70.53%, it is a marked improvement from the 75.26% seen a year prior.
3. Efficiency and Income Growth
ADB’s core banking operations saw explosive growth. Net interest income nearly doubled, reaching GH¢1.37 billion. This suggests that despite the focus on recovery, the bank’s lending and investment strategies are yielding much higher returns than in previous years.
Shareholder Value and Equity
The bank’s Total Equity saw a dramatic rise, jumping from GH¢1.27 billion to GH¢2.47 billion. This increase was supported by GH¢850 million in proceeds from a deposit for shares, signaling strong investor confidence in the bank’s new direction.
Basic earnings per share reflected this optimism, rising from 2 pesewas in 2024 to 22 pesewas in 2025.
A Future Rooted in Agriculture
Despite the heavy focus on financial restructuring, ADB has not abandoned its core mission. The bank spent GH¢2.95 million on Corporate Social Responsibility (CSR), including the sponsorship of the National Best Farmer Award and donations to schools.
The independent auditor, KPMG, issued an unmodified opinion on the statements, confirming that the summary financials are a fair representation of the bank’s actual position.
ADB’s 2025 performance is a masterclass in crisis management. By aggressively pursuing recapitalization and refining its income streams, the bank has transitioned from a point of regulatory concern to a position of strength. As the bank looks toward 2026, the focus will likely shift from “recovery” to “expansion,” specifically in supporting Ghana’s agricultural value chain.
Chief Dr Doliwura Zakaria, Managing Director of NIB
By Sanusi Zankawah (PhD);
Senior Research Fellow, Africa Research and Consulting Centre
In the annals of institutional recovery, there are turnarounds, and then there are interventions.
The distinction is not semantic; it is substantive. A turnaround improves an institution. An intervention rescues it, redefines it, and repositions it as a national asset. The 2025 audited financial statements of the National Investment Bank Plc leave no room for ambiguity: what has occurred at NIB is not routine recovery, it is a decisive, leadership-driven transformation. And at the center of it all stands Chief Dr. Doliwura Zakaria.
Before his assumption of office, the Bank’s story was one of distress that had lingered long enough to shape public perception. The institution had become synonymous with fragility, strained capital, weak profitability, operational inefficiencies, and a credibility deficit that made confidence both scarce and fragile. It was not merely a bank underperforming; it was a national institution at risk of being written off. In such circumstances, what is required is not administrative management, it is command leadership.
Chief Doliwura did not inherit a system that needed fine-tuning; he inherited a system that required restoration. And restoration, by its nature, demands difficult choices, firm discipline, and an uncompromising commitment to results. What distinguishes his leadership is not just that the Bank improved, it is the speed, scale, and sustainability of that improvement.
The 2025 audited figures are not just impressive, they are emphatic. Operating income surged to GHS 885.4 million, representing a 135% growth, a clear indication that the Bank’s revenue engine had been decisively reactivated. Profit after tax moved from a negligible GHS 2.8 million in 2024 to GHS 343.9 million in 2025, marking an extraordinary 12,280% growth. This is not incremental progress; it is a structural shift, one that reflects deliberate strategy, disciplined execution, and leadership that understands both risk and opportunity.
Balance sheet performance reinforces this reality. Total assets expanded from GHS 5.84 billion to GHS 12.23 billion, while customer deposits grew from GHS 6.4 billion to GHS 10.19 billion. These are not passive outcomes. Deposits rise when trust returns. Assets grow when strategy is clear. These numbers are, in essence, a referendum on leadership and the verdict is unmistakable.
Even more telling is the transformation of the Bank’s capital position. From a deficit of GHS 850.6 million, the Bank moved to a positive equity position of GHS 1.55 billion, while the Capital Adequacy Ratio surged from negative 47% to a positive 54.5%. In regulatory and financial terms, this represents a complete reversal, from instability to strength, from concern to compliance, from vulnerability to resilience. Such a shift does not happen by chance. It happens when leadership aligns capital, governance, and execution with precision.
The audited financial position further confirms that this is not a temporary spike but a foundational reset. Total assets now stand at over GHS 12.2 billion, with deposits exceeding GHS 10.19 billion, anchoring liquidity and operational stability. The independent auditor’s issuance of an unmodified opinion affirms that these results are not only impressive, they are credible, compliant, and grounded in sound financial reporting standards.
But numbers, as powerful as they are, tell only part of the story. The deeper transformation lies in the institutional culture engineered under Doliwura’s leadership. He understood, from the outset, that no financial recovery can be sustained without human alignment. His decision to aggressively invest in staff, through significant salary adjustments, restoration of long suspended benefits, and large scale promotions, was not populist; it was strategic. A workforce that had endured stagnation for years was re-energized, restructured, and reoriented toward performance.
The scale of this intervention is itself revealing. Salary adjustments exceeding 140% cumulatively and promotions for over 500 staff who had stagnated for years.
Professionalization was equally prioritized, with leadership and branch managers enrolled in certification programs, embedding competence at the core of the Bank’s future.
At the same time, Chief Doliwura imposed strict operational discipline. Costs were reduced by approximately 25%, inefficiencies were eliminated, and technology modernization was accelerated. This balance—investing in people while enforcing cost discipline, is the hallmark of strategic leadership. It reflects an understanding that growth without efficiency is unsustainable, and efficiency without morale is ineffective. He achieved both.
It is also critical to recognize that while recapitalization by government provided necessary financial support, it did not guarantee success. Many institutions have received capital injections without achieving transformation. What distinguishes NIB is that capital was not consumed, it was converted. Converted into growth, into profitability, and into confidence. That conversion is the true measure of leadership.
Even within regulatory disclosures, the turnaround is evident. Capital adequacy, liquidity, and risk indicators all show marked improvement compared to the previous year, signaling that the Bank is not merely performing, it is stabilizing on a stronger foundation. This is the difference between recovery and resilience.
What emerges from this entire episode is a leadership profile that is both rare and instructive. Doliwura is not leading by accident. His background as a chartered accountant, a PhD holder, and a seasoned professional and academician are reflected in the precision of his decisions. His identity as a traditional leader is reflected in the values he brings, discipline, accountability, stewardship, and a deep sense of responsibility to people and institution alike. He does not merely manage systems; he aligns them. He does not merely respond to problems; he anticipates and restructures them.
And perhaps most importantly, he has demonstrated the ability to mobilize belief within the institution, among stakeholders, and across the broader financial ecosystem. That is the hardest currency to earn, and once earned, it becomes the foundation of sustainable success.
The story of the National Investment Bank today is no longer one of survival. It is one of resurgence. It is a story backed not by projections, but by audited results; not by promises, but by performance. It is a reminder that even institutions on the brink can be restored when leadership is firm, competent, and uncompromising in its standards.
From a sorry state to a success story, the transformation of NIB is, at its core, the story of leadership that refused to accept decline as destiny. It is the story of Chief Dr. Doliwura Awushi Zakaria, whose tenure has not only revived a Bank but redefined what is possible when discipline meets vision, and when leadership is anchored in results rather than rhetoric.
In a move that has sparked intense discussion within Ghana’s financial circles, the Bank of Ghana (BoG) has rebalanced a portion of its gold reserves into foreign exchange assets.
With some observers questioning the timing, prominent banking consultant Dr. Richmond Atuahene has come out in strong support of the central bank, describing the move as a “justified and necessary” strategy to protect the nation’s creditworthiness.
The clarification follows a recent briefing by BoG Governor Dr. Johnson Pandit Asiama to Parliament’s Economy and Development Committee regarding the central bank’s reserve management and the broader health of the banking sector.
Liquidity vs. long-term buffers
Dr. Atuahene explained that while gold is an excellent long-term hedge, it cannot always settle immediate “hard currency” bills. He noted that Ghana faced a significant external debt hurdle early this year including a critical Eurobond maturity at a time when fresh foreign currency inflows were limited.
“Just having the gold does not automatically boost your reserves if you cannot manage it well,” Dr. Atuahene argued. “When you have a liability to pay, you need to make sure you pay it. The government has not generated any foreign currency, so what you have to do is reduce your gold reserves and get money to pay the debt.”
He emphasized that under the Foreign Exchange Act, the BoG is mandated to manage reserves dynamically to ensure the cedi remains stable and that the state does not default on its international obligations.
The success of the Gold Purchase Programme
The decision to rebalance comes from a position of relative strength. Since the launch of the Domestic Gold Purchase Programme, Ghana’s gold holdings have seen an unprecedented surge:
2021 Holdings: ~8.7 tonnes
October 2025 Holdings: Over 40 tonnes
Reserve Share: Gold now constitutes roughly 42% of Ghana’s Gross International Reserves.
A standard central bank maneuver
Dr. Atuahene maintained that converting gold to liquid foreign exchange is a standard tool in a central bank’s arsenal. By rebalancing, the BoG was able to maintain adequate liquidity in its portfolio, ensuring that the “New Year” debt obligations were met without triggering a currency crisis or a dip in investor confidence.
“In foreign exchange management, you hedge in gold and other assets to make sure the cedi remains stable,” he added.
As Ghana continues to navigate its post-debt-restructuring landscape, the BoG’s ability to pivot between physical gold and liquid cash will likely remain a cornerstone of its strategy to keep the economy afloat amid global volatility.
The Minister for Health, Kwabena Mintah Akandoh, has informed Parliament that the government is prepared to fly Sandra Baafi Boateng abroad for specialized medical care, pending a formal recommendation from her medical team.
Ms. Baafi Boateng has remained bedridden since November 12, 2025, following a tragic stampede during a Ghana Armed Forces (GAF) recruitment exercise at the Baba Yara Sports Stadium in Kumasi.
High-Level Medical Intervention
Addressing the House on Monday, March 9, the Minister provided a comprehensive update on the victim’s condition, emphasizing that the Ministry of Health is working in lockstep with hospital authorities.
“I wish to assure this Honourable House that the Ministry of Health has remained actively engaged with Komfo Anokye Teaching Hospital to ensure that Ms. Sandra Baafi Boateng receives the requisite specialist care,” Mr. Akandoh stated.
He further noted that as of February 26, 2026, the patient was transferred to the 37 Military Hospital in Accra. She is currently under the supervision of a multidisciplinary team of specialists focusing on:
● Intensive Rehabilitation: Physical therapy to address mobility issues.
● Social Support: Psychological and emotional care for the victim and her family.
● Specialized Monitoring: Constant assessment to determine if local facilities are sufficient for her long-term recovery.
State-Sponsored Recovery
The Minister reaffirmed that the government has assumed full responsibility for all medical expenses incurred since the incident to alleviate the financial strain on the Boateng family.
While the patient is currently receiving high-level care within Ghana, the government is not ruling out international intervention. Mr. Akandoh emphasized that the administration is “assessing all available medical options, both within Ghana and abroad,” to guarantee the best possible outcome for the young woman.
Background of the Incident
The 2025/2026 GAF enlistment exercise saw thousands of hopeful applicants converge on the Baba Yara Sports Stadium. The sheer volume of attendees led to a chaotic crush, resulting in several injuries. Ms. Baafi Boateng’s case has since become a focal point of public concern regarding the safety protocols of large-scale state recruitment drives.
As the 2026 World Cup approaches and national attention shifts toward major events, the Health Ministry’s commitment to this case serves as a reminder of the ongoing fallout from the November tragedy.
The Millennium Development Authority (MiDA) has begun a major push to transform Ghana’s Volta Basin into a network of agro-industrial hubs aimed at driving agricultural productivity and supporting the 24-hour economy agenda of former President John Dramani Mahama.
A high-level delegation led by MiDA Board Chairman Charles Abugre and Chief Executive Officer Alexander Kofi-Mensah Mould recently toured key farming corridors along the White and Black Volta rivers to assess sites for the establishment of Agro-Ecological Parks (AEPs).
The tour took the team across several agricultural zones in the Oti and Northern regions, where officials observed what they described as significant untapped potential for large-scale farming, irrigation and agro-processing.
Building Integrated Agro-Industrial Zones
According to MiDA, the proposed Agro-Ecological Parks will serve as integrated production zones designed to support year-round farming, food processing, storage, logistics and export.
Speaking after the visit, Mr. Mould said the initiative is intended to move Ghana beyond subsistence agriculture to a more industrialised system that creates jobs and strengthens the country’s food security .
“We are not looking at farming alone,” he said. “The vision is to develop complete agro-industrial ecosystems where production, processing, storage and logistics work together to boost productivity and expand export opportunities.”
He explained that the initiative aligns with broader efforts to strengthen value chains in crops such as rice, vegetables, fruits and other high-value commodities.
Transport Challenges at Dambai
During a stop at Dambai in the Oti Region, the delegation identified transportation challenges that could affect economic activity along the proposed agricultural corridor.
Officials noted that the current ferry system serving the area is slow and unreliable, with commuters sometimes waiting more than three hours to cross the river.
Mr. Mould said improving transport connectivity in the area is essential if the corridor is to attract investment and support large-scale agricultural production.
“A modern agricultural corridor requires efficient transport infrastructure,” he said, stressing the importance of improving river crossing facilities to enhance market access and mobility.
Infrastructure Gaps in Northern Ghana
The delegation also visited parts of the Northern Region, including the Katanga Valley, where officials identified three potential sites suitable for irrigation dam development.
Plans are also being considered for the establishment of an agro-industrial processing zone around the Salaga area to support agricultural value addition.
However, the team observed that some facilities built under the One Village One Dam initiative in communities such as Zoggu and Tamaligu were incomplete or not functioning as expected.
Mr. Mould stressed the need for infrastructure projects to meet proper engineering standards to ensure long-term agricultural development.
Mr. Mould said the long-term goal is to transform agricultural corridors across Northern Ghana into engines of growth capable of supporting jobs, exports and food security.
“With the right infrastructure, irrigation systems and partnerships, these regions can become major agricultural production centres for Ghana,” he said.
In a historic boost to Ghana’s emergency healthcare system, renowned businessman and philanthropist Ibrahim Mahama has donated a private jet to the state to serve as the nation’s first dedicated air ambulance.
The move, which has been widely lauded by healthcare professionals and the general public, marks a significant milestone in the country’s efforts to modernize its medical response capabilities, particularly for critical care and inter-country medical transfers.
A Lifeline in the Skies
The aircraft, a sophisticated jet from Mr. Mahama’s private fleet, is expected to be retrofitted with state-of-the-art Advanced Life Support (ALS) equipment. Once fully operational, it will provide a rapid response mechanism for transporting patients in critical condition from remote areas to specialized tertiary facilities in Accra and Kumasi, or for emergency evacuations abroad.
Until now, Ghana has largely relied on commercial flights or ad-hoc arrangements with the Ghana Air Force for medical airlifts processes that are often subject to delays in life-or-death situations.
Philanthropy with Purpose
Ibrahim Mahama, the CEO of Engineers & Planners and Dzata Cement, is well-known for his large-scale philanthropic gestures. This latest donation follows a long history of health-related interventions, including his recent sponsorship of a $110,000 emergency medical flight to South Africa for a young leukemia patient and covering the full medical bills of several surgery victims.
Speaking on the donation, sources close to the businessman noted that the gesture was born out of a desire to ensure that “no Ghanaian life is lost due to the lack of swift transportation for specialized medical care.”
Boosting the National Ambulance Service
The donation comes at a time when the government is seeking to integrate more technology and specialized vehicles into the National Ambulance Service (NAS). Health experts believe that a dedicated air ambulance will significantly reduce the mortality rate associated with delays in treating cardiovascular emergencies, trauma from accidents, and complications requiring immediate surgical intervention.
“This is a game-changer for our emergency services,” a senior official at the Ministry of Health stated. “Having a dedicated plane means we are no longer at the mercy of flight schedules when a life is on the line. This is a patriotic act that sets a new standard for corporate and individual social responsibility in Ghana.”
Reactions from the Public
News of the donation has dominated social media discussions, with many Ghanaians praising Ibrahim Mahama for prioritizing the health sector.
“This isn’t just a donation; it’s a gift of time and hope to families in their darkest hours,” posted one citizen on X (formerly Twitter).
The aircraft is currently undergoing the necessary administrative and technical handover processes to the Ghana Health Service and the National Ambulance Service. It is expected to be officially commissioned and enter service in the coming weeks, signaling a new era of “healthcare in the skies” for the Ghanaian people.
Employee advocacy is a strategic approach where employees promote an organization’s content, brand, and values by sharing them organically through structured digital programs. It represents a unique intersection where marketing and people management meet. While some organizations use staff as “actors” in content production, the core of advocacy is leveraging personal voices to break through corporate advertising clutter.
Despite being a proven strategy, advocacy is often left to the discretion and “goodwill” of individual employees without a system to measure impact. However, the statistical benefits of a well-structured program are significant:
Reach: Content shared by employees reaches 561% further than content shared through brand channels alone.
Engagement: Employee-shared content generates 8x more engagement.
Conversions: Leads generated through employee advocacy convert up to 7x more frequently, according to expert estimates.
The Power of Trust and Algorithms
The success of this strategy is rooted in human psychology and the technical design of digital platforms:
Human Authenticity: Audiences are drawn to the authenticity of personal voices and generally trust individuals more than brands.
Overcoming Resistance: Many consumers believe corporate marketing is always trying to “sell something,” leading them to selectively ignore organizational content. Employee storytelling helps reduce this mistrust.
Algorithmic Favor: Digital platforms prioritize individual voices and content with genuine social relevance over purely commercial material.
Humanizing the Brand: When employees interact with company content, they signal to the algorithm that the organization is human and social, which boosts overall visibility.
Impact on Talent Attraction and Retention
Employee advocacy is not just a marketing tool; it is a powerful way to manage a workforce and attract top talent.
Influencer Status: Participation in company content can turn employees into “celebrities” or influencers in their own right.
Increased Loyalty: When an employee’s personal identity becomes tied to the organization they represent, it strengthens loyalty and reduces turnover rates.
Prospective Talent: Organizations that showcase authentic employee stories become highly attractive to talent seeking meaningful opportunities.
Scaling for the Future
Regardless of size, organizations are constantly seeking ways to build “top-of-mind” visibility. Companies currently invest billions annually in advertising, yet metrics like impressions, engagement, and traffic remain core KPIs that are difficult to move through traditional channels alone. Implementing a structured program is the most effective way to scale this impact and move beyond inconsistent, unmonitored requests for staff to share content.
Samuel Boateng Osarfo, Communications Manager, HR Focus Africa
The Customs Division of the Ghana Revenue Authority (GRA) has intercepted a massive consignment of undeclared Tramadol at the Tema Port, valued at a staggering street price of up to GH₵3.67 billion.
The operation has led to the arrest of nine public officers, including five Customs officials, as investigations into the breach of border security intensify.
The seizure, which occurred following intelligence received by the Preventive wing of the Customs Division, involved container number TGHU6228715. While the shipment—originating from the United Arab Emirates—was officially declared as containing household items like water kettles, blenders, and energy-saving bulbs, a physical examination revealed a much darker reality.
The Scale of the Seizure
Upon a joint re-examination on March 1, 2026, officers discovered the container was loaded with 299 cartons of Tramadol Hydrochloride. The sheer volume of the haul includes:
Total Tablets: 146,932,000
Dosages: 250mg and 225mg (well above the legal pharmaceutical limit)
Total Weight: 34,847.2 kilogrammes
The Monetary Value: A Multi-Billion Cedi Blow to Illicit Trade
The financial implications of this interception are monumental. Based on current market data for 2026, the street value of high-dosage “underground” Tramadol in West Africa ranges between GH₵10 and GH₵25 per tablet.
Public Officers Under Fire
In a swift crackdown on potential internal collusion, nine individuals have been arrested and placed under Police inquiry bail. The group includes:
Five (5) Customs officers
One (1) Narcotics Control Commission (NACOC) officer
One (1) Port Security officer
One (1) Energy Commission officer
One (1) Standards Authority officer
The importer and the declarant have also been handed over to the Police to assist with ongoing investigations.
Safeguarding National Health
The GRA emphasized that this seizure is a major victory for public health and national security. High-dosage Tramadol (225mg+) is frequently abused and linked to significant health crises across the sub-region.
”GRA remains unwavering in its commitment to safeguarding national security, protecting public health, and preserving the integrity of Ghana’s border management systems,” the Authority stated in an official release.
The seized consignment remains under Customs control as the multi-agency investigation continues.
Although it takes many different forms, fasting is strongly encouraged and supported in religious settings. Accordingly, fasting was a common practice among all messengers and prophets of God as a spiritual devotion to their Creator.
King David (AS) said, “…I humbled myself with fasting…” (Psalm 35:13, New King James Version; see Ezra 8:21). Elijah (AS) fasted while escaping Jezebel (1 Kings 19:4-8). Moses (AS) fasted before receiving the Commandments (Deuteronomy 9:9-18), Jesus/Isa (AS) fasted before temptation by Satan (Matthew 4:1-2), and Lent, 40 days of fasting, is currently being observed among the Christian faith across the globe.
In Islam, fasting during the month of Ramadan is the Fourth of the Five Pillars of the Muslim faith. Qur’an chapter 2:183 states, “O believers! Fasting is prescribed for you, as it was for those before you, so perhaps you will become mindful of Allah.”
Ramadan arrives not as a burden, but as a whisper to the soul, a gentle call to return, to rise, to remember who we truly are beneath the noise of the world. It comes like a sacred pause, slowing time so hearts can breathe again and spirits can find their way back home.
It is not hunger that defines Ramadan, but awakening. The empty stomach becomes a vessel filled with awareness; every hunger and pain a reminder that we are more than flesh and desire. As the body weakens, the soul strengthens. As the world quiets, the heart begins to speak.
The dawn carries intention, the sunset carries gratitude, and between them lies a journey of unseen transformation. In the stillness of fasting, distractions fall away like leaves in autumn, revealing the raw sincerity of worship. Tears fall more easily, prayers linger longer, and hope feels closer than ever before.
“The month of Ramadhan is that month in which was revealed the Qur’an, a guidance for the people and clear proofs of guidance and criterion…” (Surah Al-Baqarah 2:185). As such, the nights of Ramadan are alive with longing, whispered duas (supplications) rising like stars into the sky, Qur’anic verses flowing like rivers through weary hearts.
In the silence before dawn, believers stand alone yet never alone, in sujuud alone, yet never alone, and on their knees, searching for forgiveness, reaching for mercy, yearning for closeness to the One who knows every hidden struggle.
Ramadan teaches us to see differently. To feel the hunger of the forgotten. To hear the silent cries of the needy. To give not from abundance but from love. It reminds us that true wealth lies not in what we hold but in what we release.
And within this sacred month, something extraordinary happens: hearts soften, egos bend, and souls begin to heal. Anger loses its grip. Pride melts away. The weight we have carried quietly begins to lift. Ramadan becomes a mirror reflecting who we are, and who we are capable of becoming.
It is a ladder of light placed before us, inviting us to climb higher than yesterday’s self. Every fast, every prayer, every act of kindness becomes a step upward, toward mercy, toward peace, toward Allah.
When Ramadan ends, it leaves behind more than memories. It leaves a changed heart, a softened spirit, a believer who has tasted elevation. Because Ramadan was never only about abstaining, it was about ascending.
May this fasting increase our sense of humility and duty to the poor and to our Creator. May we succeed both in this world and the hereafter. Ramadan Mubarak! Happy Lent!
