The Chief of Staff, Hon. Julius Debrah, has called for a new era of technologically driven public administration to enhance transparency and good governance across the West African sub-region.
Serving as the Special Guest of Honour at the 65th anniversary celebrations of the Ghana Institute of Management and Public Administration (GIMPA), the Chief of Staff underscored the government’s commitment to modernization by officially unveiling the new offices of the Center of West African Studies (CWAS) for Digital Public Governance on the Greenhill campus.
A Strategic Alliance for Modern Governance
The newly inaugurated center is a collaborative initiative between GIMPA and the University of Electronic Science and Technology of China (UESTC). It is strategically positioned to serve as a vital springboard for training and equipping public administrators with contemporary communication technologies tailored to enhance transparency, efficiency, and good governance.
Speaking at the ceremony, state officials and academic leaders emphasized that integrating digital tools into public service is no longer a luxury, but a necessity for sustainable national development.
Sealing the Partnership
Moments before the official unveiling of the facility by Hon. Julius Debrah, the leadership of both institutions solidified their commitment to the project. The Rector of GIMPA, Prof. Samuel Kwaku Bonsu, and Prof. Zhao Shurong, Director of the Center for West African Studies (CWAS) at UESTC, signed a Memorandum of Understanding (MoU).
The agreement establishes a formal framework to strengthen academic ties, promote cross-border research, and facilitate faculty and student exchanges between Ghana and China.
65 Years of Academic Excellence
The dual event underscores GIMPA’s enduring legacy over the past six decades as Ghana’s premier institution for public service training. From its inception in 1961, the Institute has consistently evolved to meet changing global trends.
With the launch of the CWAS for Digital Public Governance, Greenhill reaffirms its position at the forefront of shaping the next generation of digitally-compliant public policy leaders in West Africa.
The anniversary celebration brought together members of the diplomatic corps, traditional rulers, government officials, and the academic community.
As political parties gear up for crucial internal reorganizations, the spotlight in the Central Region has firmly landed on Comrade Joseph Mensah Abakah, popularly known in political circles as “COMMANDER 1.”
With a track record defined by strategic execution and unwavering loyalty to the party base, Cde Abakah’s credentials have positioned him as the frontline choice for the pivotal role of Regional Organiser.
The Grassroots Champion Beyond Rhetoric
In modern politics, many champion the “grassroots” only in speech, but Commander 1 has consistently proven that his commitment is backed by action. Party insiders and foot soldiers describe him as a leader who understands that a political party is only as strong as its foundation.
Rather than operating from the comfort of high offices, Cde Abakah has been on the tarmac, facilitating vital support directly to constituency structures. His interventions have cut across essential electoral needs, including:
● Direct funding and logistics for campaign activities.
● Mass production of party T-shirts and promotional materials.
● Operational support and rapid-response mobilization efforts across all corners of the Region.
Through an accessible leadership style and an extensive network of resource mobilization, he has successfully bridged the gap between leadership and the party faithful, breathing new life into the local electoral machinery.
The Proof is in the Numbers: The 2024 Electoral Miracle
Political pundits often look for tangible data to validate leadership credentials, and Commander 1’s record speaks volumes. The historic performance of the party in the Central Region during the 2024 general elections bears his distinct architectural imprint.
A comparative look at the region’s electoral map before and after his strategic mobilization shows a monumental shift:
This unprecedented sweep solidified the Central Region as a decisive kingmaker in the national elections. Insiders widely recognize Commander 1 as one of the indispensable strategists who engineered this historic triumph, proving definitively that electoral victory is built from the ground up.
“A leader who understands that a strong party is built on an empowered base.”
“Commander 1 represents the future of regional mobilization. He doesn’t just manage campaigns; he empowers the people who run them. His integrity and credibility make him the obvious choice to lead the organizational wing into the next political dispensation.” — Senior Party Stakeholder, Central Region.
The Obvious Choice for Regional Organiser
As the region looks toward the future, the demand for tested, credible, and results-oriented leadership has never been higher. The grassroots are not just asking for an organizer; they are asking for a commander who has been in the trenches with them.
With unassailable integrity, proven mobilization capacity, and the monumental 2024 victory on his resume, Cde Joseph Mensah Abakah (Commander 1) stands out as the ultimate choice to organize, unite, and lead the Central Region to its next chapter of political dominance.
Julius Debrah, Chief of Staff addressing South Africa returnees at Accra International Airport
By Adnan Adams Mohammed
The government has issued a firm assurance to Ghanaian nationals fleeing recent unrest in South Africa that the state will employ all necessary resources to ensure their safe reintegration and long-term wellbeing back home.
The pledge was delivered by the Chief of Staff, Dr Julius Debrah, who led a high-powered state delegation to the Kotoka International Airport to receive the first batch of evacuees.
High-level government delegation led by Julius Debrah to receive South Africa returnees
The returnees, numbering close to 300 citizens, were flown back home via a coordinated state-backed evacuation exercise managed alongside the National Disaster Management Organisation (Nadmo) and the Ministry of Foreign Affairs.
A Dignified Return, Not A Setback
Addressing the visibly shaken but relieved evacuees shortly after their arrival, the Chief of Staff emphasized that returning home under difficult circumstances should not be viewed as a personal failure or a permanent end to their aspirations.
”Do not view your return home as a setback. See this moment as an opportunity for a fresh start, a clean slate, and a chance to rebuild your lives with absolute dignity and hope. Your country has not forgotten you, and we will not abandon our citizens abroad or those who have returned,” Dr Julius Debrah assured the gathering.
The state delegation, which also included the Member of Parliament for North Tongu, Samuel Okudzeto Ablakwa, spent time interacting with the returnees, many of whom had lost livelihoods and personal assets during the targeted violence in South Africa.
Comprehensive Reintegration Strategies Underway
To ease the immediate transition, Nadmo officials set up emergency stations at the airport to distribute relief packages, food, and medical assessments. The government has signaled that its intervention will extend far beyond immediate arrival assistance, mapping out medium to long-term economic support frameworks.
”Our immediate priority is comfort and stability, but our ultimate goal is sustainable reintegration. We are collaborating across multiple sectors to look at livelihood support schemes, skills alignment, and micro-enterprise setups so that our brothers and sisters can stand firmly on their feet right here at home,” noted an official attached to the repatriation task force.
Tears And Relief At Kotoka
For many of the evacuees, touchdown on Ghanaian soil brought a profound sense of psychological relief after weeks of living in heightened anxiety. Families gathered outside the arrival hall, sharing emotional reunions as relatives walked off the tarmac.
”We lived in constant fear every single day, not knowing what would happen next to our families or our businesses,” shared one of the returnees, holding back tears. “Hearing the assurance from the government today makes us feel like we actually have a home that cares. It won’t be easy to start over from nothing, but being alive and safe in Ghana is everything.”
The government has confirmed that monitoring and evacuation channels remain open in South Africa, with successive flights being structured to bring back remaining registered citizens who wish to be repatriated.
In a major step toward strengthening regional security and advancing West African integration, the ECOWAS Commission is convening a high-level Media Sensitization Workshop today, Tuesday, May 26, 2026, at the Tang Palace Hotel in Accra.
The workshop aims to equip journalists and media practitioners with the necessary knowledge and tools to report accurately on the implementation of the ECOWAS National Biometric Identity Card (ENBIC). By building a strategic network of media partners, regional authorities hope to foster public trust, raise widespread awareness, and combat misinformation surrounding the initiative.
Fostering Free Movement and Regional Security
The introduction of the ENBIC stands as a core priority originally agreed upon by the Authority of Heads of State and Government during the 46th ECOWAS Ordinary Summit. Designed as an official travel document, the biometric card is engineered to promote regional integration and facilitate the Protocol on the Free Movement of Persons.
Beyond enhancing economic and social mobility for citizens, the ENBIC framework aims to:
Strengthen the regional security architecture.
Mitigate irregular migration.
Tackle trans-border crimes.
Enhance the overall integrity, reliability, and interoperability of identity management systems across Member States.
The Strategic Role of the Media
Recognizing that public acceptance hinges on accurate information, the ECOWAS Commission has mandated targeted advocacy initiatives. Media professionals from print, broadcast, and online platforms are joining border management experts and ministry officials for the interactive sessions.
The workshop will specifically address critical implementation processes, timelines, and institutional roles, while providing a dedicated platform to discuss sensitive issues such as privacy, data protection, and security safeguards.
Workshop Agenda & Program Highlights
The day’s program features technical presentations, interactive question-and-answer segments, and strategic strategy sessions:
Morning Session: Following registration and opening statements from the ECOWAS Directorate of Free Movement of Persons, Migration and Tourism alongside the Ghana Immigration Service (GIS), ECOWAS technical experts will deliver a comprehensive overview of the ENBIC’s features, objectives, and implementation roadmap.
Afternoon Session: The Ghana Immigration Service will present a detailed look at internal processes, focusing on the issuance, control, and application procedures within Ghana.
Plenary & Strategy: The Media Foundation for West Africa will lead a session exploring the critical role of journalists in driving public awareness. The afternoon will close with an open plenary allowing journalists to voice anticipated challenges and gaps in information dissemination, culminating in a joint list of strategic recommendations.
Through this collaborative forum, implementing agencies and West African media houses aim to forge a lasting partnership that ensures the smooth, secure, and well-understood rollout of the ENBIC across the sub-region.
By Adnan Adams Mohammed; Mining Health and Safety Professional, Finance and Economic Journalist
The debate over the renewal of Gold Fields’ mining lease for the Tarkwa Mine has reached a fever pitch.
On one side, the Institute of Economic Affairs (IEA), led by the former Chief Justice Sophia Akufo, is demanding that the government “reclaim” the mine when the lease expires in 2027. They argue for a shift toward 100% state ownership and service contracts, claiming the current royalty-based model is “colonial” and “inimical” to national interests.
However, while the call for “economic sovereignty” is emotionally resonant, it overlooks the brutal realities of the global mining industry. Rebuffing a proven investor like GoldFields in favor of state-run operations isn’t just risky, it’s a recipe for economic instability.
1. The “Resource Nationalism” Trap
The IEA’s proposal suggests that because Ghanaian service providers currently do much of the heavy lifting at Tarkwa, the state can simply step in and take over.
👉 This is a fundamental misunderstanding of the difference between contracting and capital risk.
Mining is an incredibly capital-intensive industry. Gold Fields recently invested hundreds of millions of dollars into the Tarkwa and Damang operations to extend their life. When a state takes over a mine, it inherits not just the gold, but the massive liability of equipment maintenance, environmental reclamation, and exploration costs. In an era where Ghana is already struggling with debt and fiscal space, where would the billions of dollars in “stay-in-business” capital come from?
2. Technical Capacity vs. Institutional Integrity
Justice Akuffo argues that Ghana has the expertise.
👉 She is right; Ghanaian engineers and geologists are world-class. But the problem isn’t technical; it’s institutional.
History is littered with state-owned enterprises (SOEs) in Ghana that have struggled with political interference, lack of reinvestment, and opaque governance. Moving from a regulated private lease to a state-managed operation often results in a “politicization of the pit,” where short-term political needs override long-term mining plans. A private multinational is accountable to shareholders and international regulators; an SOE is often accountable only to the government of the day.
3. Investor Confidence and the “Signaling” Effect
👉 The mining sector is Ghana’s largest source of foreign direct investment (FDI). If the government arbitrarily refuses to renew a lease for a company that has complied with all legal and environmental standards, it sends a chilling message to the global market.
Investors value predictability. If the rules of the game change once a project becomes profitable, future investors will take their capital to more stable jurisdictions like Côte d’Ivoire or Australia. We risk “reclaiming” one mine only to lose the investment needed for the next ten.
4. The Myth of the “Service Contract”
The IEA advocates for “service contracts” (where the state owns the gold and pays a firm to dig it up).
👉 While this works for oil in some Middle Eastern countries, gold mining is vastly different. The margins are thinner, the geological risks are higher, and the price of gold is volatile. Very few world-class mining companies are willing to take on the massive operational risks of a deep-pit mine for a flat fee. Without a share in the “upside,” top-tier companies won’t bring their best technology or most efficient practices to the table.
The Path Forward: Reform, Not Rejection
Instead of the “all-or-nothing” approach suggested by the IEA, the government should use the 2027 expiration as leverage for a better deal.
Increase Local Equity: Negotiate for a higher carried interest for the state or mandatory listing on the Ghana Stock Exchange.
Stricter Value-Addition: Tie the lease renewal to the construction of local refineries or the sourcing of 100% of inputs from Ghanaian manufacturers.
Infrastructure Bonds: Require the company to front-load infrastructure development in Tarkwa as a condition of the extension.
Sovereignty isn’t just about who owns the dirt; it’s about who benefits from the wealth it generates. We can achieve the “enduring prosperity” the IEA seeks without destroying the very industry that keeps our economy afloat.
Reclaiming the mine might feel like a victory in a press release, but if the mine collapses under the weight of state inefficiency, it will be a hollow victory for the people of Tarkwa.
MUYAD Social Services is a prominent Islamic non-governmental organization (NGO) based in Ghana that focuses on human rights, religious freedom, and social justice. Led by Executive Director Adnan Adams Mohammed, the organization has become a vocal advocate for the constitutional rights of the Muslim community, particularly regarding the intersection of faith and public/private institutions.
Core Mission and Advocacy
The organization operates with a focus on Article 21(1)(c) of the 1992 Constitution of Ghana, which guarantees the freedom to practice any religion and to manifest such beliefs.
Their work often involves:
Legal & Policy Petitions: Challenging institutional policies that they perceive as discriminatory toward Islamic practices.
Social Cohesion: Promoting dialogue between different religious bodies to maintain national unity in Ghana’s pluralistic society.
Rights Protection: Supporting individuals, especially women and students, facing restrictions on religious attire or observances.
Key Historical Milestones
1. The “Hijab Rights” Advocacy (2019)
One of the organization’s first major public interventions occurred in September 2019. MUYAD Social Services petitioned the Social Security and National Insurance Trust (SSNIT) after reports emerged that Muslim ladies performing their National Service were being asked to remove their hijabs.
Action: The group threatened court action, arguing that the hijab is an obligatory religious requirement and that banning it in the workplace violated fundamental human rights.
Impact: This case sparked a national conversation about workplace inclusivity and religious tolerance in Ghana.
2. Wesley Girls’ High School Controversy (2021–2025)
MUYAD has been a central figure in the long-standing dispute regarding religious practices at Wesley Girls’ High School.
2021: They demanded an apology from the Methodist Church of Ghana after the school prevented Muslim students from fasting during Ramadan. They characterized the school’s stance as “arrogant” and a disregard for Ghana Education Service (GES) directives.
2025: More recently, in November 2025, the organization petitioned the Attorney General and Minister of Justice. They urged a reconsideration of the government’s legal position that supported the school’s right to enforce its Methodist traditions over the religious freedoms of non-Methodist students.
3. Health Sector Advocacy
MUYAD has also focused on the Christian Health Association of Ghana (CHAG). The organization has campaigned for the right of Muslim staff and patients to wear the hijab in mission-based hospitals and clinics, viewing it as a necessary step for genuine Christian-Muslim dialogue and cooperation in healthcare.
Leadership
Executive Director: Adnan Adams Mohammed (also a noted journalist and financial analyst).
Structure: The organization is governed by an Executive Council that oversees its legal petitions and social interventions.
Note: MUYAD Social Services is often cited in academic and journalistic circles as a key player in “Islamic Social Work” in Ghana, specifically for its shift from traditional charity to active legal and constitutional advocacy.
In a candid assessment of the nation’s monetary trajectory, the Governor of the Bank of Ghana, Dr. Johnson Pandit Asiama, has underscored the complex and often costly “trade-offs” required to maintain macroeconomic stability.
Speaking on Sunday at the Governor’s Roundtable session during the 2026 Kwahu Business Forum, Dr. Asiama reflected on a year of aggressive fiscal intervention that successfully tamed inflation but left the central bank with a significant bill.
The Price of Stability
Reflecting on the economic progress made throughout 2025, the Governor noted that while the Cedi remains stable and under control, the achievement was not without its hurdles. He explained that the central bank’s primary challenge lies in the delicate equilibrium between fostering growth and curbing inflation.
”The work we do is always about trade-offs… trying to strike the right balance,” Dr. Asiama told the gathering of industrialists and policymakers.
The Governor revealed that the success of December 2025, which saw inflation plummet to 5.4%, the result of an “expensive” mopping-up exercise. To stabilize the currency and lower prices, the bank had to commit substantial financial resources to drain excess liquidity from the system.
A Leaner Outlook for 2026
Despite the high costs incurred last year, Dr. Asiama offered an optimistic forecast for the current fiscal year. He suggested that the heavy lifting of 2025 has created a more manageable environment for 2026.
”If you look at where inflation was at the end of December 2024 and where it is now, it wouldn’t involve the same level of resources to keep it low and stable going forward,” he stated, signaling that the bank expects to maintain stability with less intensive capital expenditure this year.
Strengthening the Credit Line
A central theme of the Governor’s address was the symbiotic relationship between the central bank and the private sector. Dr. Asiama assured the business community that a stable macro-environment is the precursor to a more vibrant lending market.
Market Strength: The bank aims to further strengthen financial institutions.
Credit Accessibility: “When banks are strong, they can give more credit,” the Governor emphasized, linking central bank policy directly to the ease of doing business.
High-Level Dialogue at Kwahu
The Roundtable served as the grand finale to the three-day Kwahu Business Forum, which commenced on April 3. The event has become a pivotal hub for dialogue between the government and the private sector, aimed at stimulating industrial growth.
The session saw a high-powered government delegation in attendance, including:
Mr. Julius Debrah, Chief of Staff to the President.
Mr. Seth Terkper, Economic Advisor to the President.
Ms. Marietta Agyeiwaa Brew, Legal Counsel to the President.
As the forum concluded, the consensus among attendees was clear: while the cost of stability is high, the foundation laid in 2025 provides a promising springboard for Ghanaian businesses to thrive in a low-inflation environment throughout 2026.
President John Dramani Mahama has lauded Mr. Julius Debrah, the Chief of Staff, for his visionary leadership and instrumental role in the establishment and expansion of the Kwahu Business Forum.
Addressing attendees at the 2026 edition of the forum in Mpraeso, Eastern Region, the President described Mr. Debrah as the “driving force” and his “co-conspirator” in transforming the traditional Kwahu Easter festivities into a high-level economic platform.
The President noted that the forum was born out of a shared vision to harness the massive influx of people to the Kwahu area during the Easter holidays. Instead of purely social celebrations, Mr. Debrah proposed a structured dialogue to focus on investment and national development.
“My friend and co-conspirator, Julius Debrah, conceived the idea that as we gather in Kwahu to celebrate, we must also create a business forum focused on Ghana’s economic future,” President Mahama stated.
Since its launch in 2024, the forum has rapidly evolved. Now in its third year, it has grown from a local stakeholder engagement into one of Ghana’s premier annual economic gatherings, attracting policymakers, investors, and entrepreneurs from across the country.
Infrastructure and Future Growth
In a move to institutionalize the forum’s impact, President Mahama announced ambitious infrastructure projects aimed at turning Kwahu into a permanent hub for international conferences and business tourism.
He revealed that the government is partnering with private sector giants, including Metalex and Trasacco, to build a state-of-the-art convention, conference, and exhibition center at the current site.
”We want to take this whole thing a step further,” the President said. “We are working with Metalex and Trasacco to build a permanent convention, conference, and exhibition centre on this site.”
Furthermore, the President announced plans for the construction of an airstrip in the vicinity. This facility is expected to facilitate seamless travel for domestic and international participants, making Kwahu more accessible to high-profile investors and conference organizers.
The Kwahu Business Forum
The Kwahu Business Forum serves as a non-partisan platform designed to foster networking, investment matchmaking, and policy dialogue. By blending cultural heritage with industrialization goals, the forum has become a cornerstone for discussing Ghana’s private sector development and economic growth.
The event continues at the Kwahu Convention Centre in Mpraeso, bringing together business leaders to deliberate on the future of Ghana’s industrial landscape.
While thousands of revellers ascended the steep winding roads of the Kwahu ridge for the annual adrenaline-fueled Easter Paragliding Festival, a different kind of momentum was building in the valley below.
At the 2026 Kwahu Business Forum, the Government of Ghana issued a bold proclamation: the nation is no longer content with being just a gateway to West Africa; it is ready to become its industrial heartbeat.
A Vision for Industrial Sovereignty
Addressing a gathering of investors, traditional leaders, and entrepreneurs, the Chief of Staff Julius Debrah, representing the Presidency, outlined a strategic roadmap to transform Ghana into a dominant manufacturing hub within the sub-region.
The forum, held against the backdrop of the serene Kwahu landscape, served as a platform to pitch Ghana’s readiness for large-scale industrialization. The Chief of Staff emphasized that the government is prioritizing the “Made in Ghana” agenda, aiming to reduce the nation’s reliance on imports by incentivizing local production of essential goods.
”Our goal is clear,” the Hon Debrah stated. “We are leveraging our stable political climate, our strategic position within the African Continental Free Trade Area (AfCFTA), and our youthful workforce to ensure that when West Africa thinks of manufacturing, it thinks of Ghana.”
Key to this strategy is the expansion of the One District, One Factory (1D1F) initiative and the development of specialized industrial parks that offer tax breaks and reliable energy to manufacturers.
The Kwahu Advantage
The dual nature of this year’s Easter—combining the thrill of the paragliding festival with the seriousness of the Business Forum—highlights a shift in how the Kwahu region is perceived. Traditionally seen as a seasonal retreat, Kwahu is being rebranded as a year-round destination for “bleisure”—business and leisure.
Investors at the forum expressed optimism about the proposed manufacturing hub status, citing the potential for agro-processing and light manufacturing to thrive in the Eastern Region.
As the colorful parachutes dot the Kwahu sky this weekend, they represent more than just a tourist attraction; they symbolize a nation looking upward and outward, aiming to turn its cultural heritage into an industrial powerhouse for the 21st century.
Security Meets Celebration
The high-stakes economic discussions were mirrored by a robust security presence on the ground. As the Kwahu Easter Paragliding Festival officially took off at the Odweanoma Mountain, the atmosphere was one of disciplined celebration.
Following security concerns in previous years, the 2026 festivities have seen an unprecedented deployment of personnel. Drones hovered above the paragliding site, and police checkpoints were strategically positioned along the ascent to Mpraeso and Abetifi.
”Security is the bedrock of tourism and investment,” a senior police official noted. “We are here to ensure that while the paragliders soar in the skies, the people on the ground feel safe to celebrate and, more importantly, to do business.”
Key Highlights from the Kwahu Business Forum 2026:
Regional Dominance: Aiming to become the manufacturing centerpiece for the ECOWAS market.
Infrastructure: Committing to enhanced road networks and energy stability for industrial zones.
Safety First: Increased security presence to bolster investor confidence during high-profile events.
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.
