The Students’ Representative Council (SRC) of the University of Media, Arts and Communication (UniMAC) has officially appointed Hafiz Larry Alhassan, the well-known media entrepreneur and owner of Hafiz TV, as the Public Relations Officer (PRO) for the newly constituted SRC Agyenkwa Endowment Fund Committee.
The appointment was announced in an official release dated March 23, 2026, signed by the SRC General Secretary, Thomas Amankwah Fosuhene. The decision, made by SRC President His Excellency Moses Desire Kouyo, marks a strategic move to leverage established media expertise to manage the fund’s communication and public image.
A Strategic Media Voice
Hafiz Larry, who has built a reputation through his digital broadcasting platform Hafiz TV, is expected to bring his professional experience in communication and community engagement to the committee. His role will be pivotal in ensuring transparency and maintaining a steady flow of information between the SRC and the student body regarding the endowment’s activities.
The Agyenkwa Endowment Fund is mandated to provide sustainable financial support and welfare for students. By bringing a practicing media owner into the fold, the SRC appears to be prioritizing high-level visibility and professional outreach for the initiative.
The Committee Structure
Hafiz Larry joins a team of diverse professionals and student leaders tasked with overseeing the fund’s management. The committee is headed by Pamela Selasi Fiador as Chairperson, with Dorothy Nkansah Agyapomaa serving as Secretary.
Other key members of the committee include:
Financial Secretary/Treasurer: Anthony Agboli
Parliamentary Council Representative: Bless Victor Agbotse
Fundraising & Partnerships Lead: Azindow Ibrahim
Institute Representatives: Segbefia Emmanuel (IFT), Margaret Ahenkan (IJ), and Comfort Arthur (IL).
Mandate and Expectations
In the official statement, the SRC noted that the committee is “mandated to oversee the effective management, transparency, and sustainability of the Endowment Fund in alignment with SRC policies and the broader interest of the student body.”
The Council expressed absolute confidence in Hafiz Larry and his colleagues, urging them to serve with “diligence, integrity, and accountability.”
With Hafiz Larry’s background in media production and digital influence, students are looking forward to a new era of proactive communication regarding their welfare funds.
In a significant move to decentralize its operations and enhance service delivery, the Driver and Vehicle Licensing Authority (DVLA) has announced the upcoming commissioning of five new facilities, including several “Ultra Centres” and a specialized Private Vehicle Test Station (PVTS).
The series of events, scheduled for mid-April 2026, aims to bring essential licensing and vehicle testing services closer to residents in rapidly growing industrial and residential hubs across the Greater Accra and Central Regions.
A Busy Week for Road Safety and Licensing
The Authority will inaugurate these centres across two major dates, led by the Chief Executive, Mr. Julius Neequaye Kotey, along with Deputy Chief Executives Foster Akwasi Asante Esq. (Services) and Mr. Iddissah Yeboah Seidu (Operations).
Monday, April 13, 2026
The commissioning tour begins on Monday with three major launches:
Anyaa Ultra Centre: The day kicks off at 10:00 am in Anyaa, providing a high-tech hub for motorists in the Ga Central area.
Buduburam PVTS: At 12:00 pm, focus shifts to Buduburam for the opening of a Private Vehicle Test Station, specifically designed to streamline vehicle roadworthiness inspections.
Kasoa Ultra Centre: The afternoon session concludes at 2:00 pm at the Tipper Junction in Kasoa. This event will be joined by Phillis Naa Koryoo Okunor, Member of Parliament for Awutu Senya East, highlighting the importance of the facility to the local constituency.
Wednesday, April 15, 2026
Expansion continues later in the week with two additional centres:
Ashaiman Ultra Centre: Operations will be officially launched at 10:00 am to serve the densely populated industrial enclave of Ashaiman.
Teshie-Nungua Ultra Centre: The week’s activities wrap up at 1:00 pm with the opening of the Teshie-Nungua facility, expected to alleviate the pressure on the DVLA’s regional headquarters.
Improving Service Delivery
The “Ultra Centre” model represents the DVLA’s latest standard in service excellence, featuring modernized digital systems intended to reduce waiting times and eliminate the influence of unauthorized intermediaries, commonly known as “goro boys.”
A spokesperson for the Authority emphasized that these new centres are part of a broader “Your Safety, Our Concern” initiative. By increasing the number of points of sale and testing stations, the DVLA expects to see a higher rate of vehicle compliance and more efficient processing of driver licenses.
As the global cocoa market grapples with plummeting supply from traditional powerhouses, all eyes have turned to Ghana.
With West African neighbors facing significant production declines, a critical question looms: Can Ghana step in to fill the gap? Under the strategic stewardship of Dr. Randy Abbey, the Chief Executive of the Ghana Cocoa Board (COCOBOD), the answer is a resounding and ambitious “Yes.”
The Global Supply Crisis: A Window of Opportunity
The international cocoa landscape is currently defined by a “bullish” squeeze. Recent projections highlight a precarious situation for Ghana’s competitors:
Ivory Coast: Production is expected to fall by 10.8% to 1.65 MMT in the 2025/26 season.
Nigeria: The Cocoa Association projects an 11% drop to 305,000 MT for 2025/26.
Surplus Volatility: While the ICCO recently noted a slight surplus for 2024/25, major firms like Rabobank and StoneX have consistently adjusted global surplus estimates downward, signaling that the market remains on a knife-edge.
The “Abbey Era”: Stabilizing a Giant
When Dr. Randy Abbey took the helm in early 2025, he inherited a COCOBOD burdened by over GH¢32 billion in legacy debt and a historic negative equity position. Rather than retreating, Dr. Abbey launched a “Rescue and Reform” mission that is already yielding dividends.
Under his leadership, COCOBOD has moved aggressively to:
Rationalize Debt: In just one year, the current management has successfully paid off over GH¢10 billion in loans and reduced “Cocoa Road” contract exposure from GH¢21.7 billion to a manageable GH¢4.35 billion.
Incentivize Farmers: To combat smuggling and reward hard work, the administration implemented a competitive pricing policy. The farmgate price was recently adjusted to GH¢41,392 per tonne for the remainder of the 2025/26 season—outperforming neighboring markets and ensuring Ghanaian farmers remain the best-paid in the sub-region.
Boost Production: While others falter, Ghana is rebounding. Current forecasts suggest production will hit 750,000 metric tons in the 2025/26 market year—a staggering 25% increase from the previous year.
Innovation and Sustainability: Beyond the Bean
Dr. Abbey’s vision extends beyond mere export. A groundbreaking new Financing Model utilizing domestic Cocoa Bonds is being introduced to end the cycle of high-interest external borrowing. Furthermore, a bold new policy mandates that 50% of all cocoa beans be processed locally starting in the 2026/27 season, ensuring that “Ghanaian Gold” creates Ghanaian jobs.
”Randy Abbey is the man for the job… the reforms he has implemented in just one year are securing the future of our cocoa,” noted Isaac Adongo, Chairman of Parliament’s Finance Committee, during a recent briefing.
Ghana’s Resurgence
As global supply plummets, Ghana is not just “stepping in”—it is leading the way. Through a combination of fiscal discipline, farmer-centric pricing, and aggressive disease control (tackling the Swollen Shoot virus), Dr. Randy Abbey has positioned Ghana to be the reliable backbone of the world’s chocolate industry.
For the Ghanaian farmer, the message is clear: the dark clouds are parting, and under this new management, the future of cocoa is brighter than ever.
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.
By Adnan Adams Mohammed, Financial and Economic Journalist and Human Right Advocate
Watch video:
The Kotoka International Airport was charged with a palpable sense of national pride last night as a high-powered delegation, led by the Chief of Staff Julius Debrah, gathered to welcome His Excellency John Dramani Mahama following his historic mission to the United Nations General Assembly.
The atmosphere was one of celebration and solemnity, marking the successful adoption of a landmark UN resolution on Transatlantic Slavery and reparations, a diplomatic victory largely attributed to the “brave and wise leadership” of the President.
The Epicenter
Chief of Staff Julius Debrah
At the center of the welcoming ceremony was Julius Debrah, the man long regarded as the administrative engine of the Mahama machinery. Dressed in a modest olive-green shirt, Debrah’s presence was a reminder of the strategic administrative support that has bolstered Mahama’s international standing.
Addressing the media and a throng of enthusiastic supporters, Mr. Debrah emphasized that the success at the UN was not merely a personal win for Mahama, but a monumental shift for the African continent. He noted that the administrative groundwork and the relentless pursuit of justice for the historical wrongs of the slave trade have finally found a global resonance.
“We are here to welcome a leader who does not just speak for Ghana, but for the conscience of the world,” Debrah stated, his voice steady with conviction. “The adoption of this resolution on reparations is a testament to what vision and meticulous planning can achieve on the global stage.”
A Historic Resolution
The resolution, which seeks to address the lingering legacies of the Transatlantic Slave Trade and paves the way for formal discussions on reparations, was a key highlight of this year’s UN session. Observers note that Mahama’s vocal advocacy and high-level lobbying were instrumental in building the consensus needed for the resolution’s adoption.
For Julius Debrah, whose tenure as Chief of Staff has been defined by a focus on efficient governance and results-oriented diplomacy, this triumph is the fruit of years of consistent policy positioning. His role in coordinating the administrative logistics and political strategy behind Mahama’s international engagements has been cited as a crucial factor in the former President’s continued relevance and influence.
National Pride
As H.E. John Mahama emerged to the cheers of the crowd, the synergy between the leader and his top administrative lieutenant was evident. The “Mahama-Debrah” partnership continues to demonstrate a formidable blend of charismatic leadership and backroom strategic depth.
The adoption of the UN resolution is being hailed by pan-Africanists and human rights advocates as a turning point in the quest for global racial justice. For Ghana, it reinforces its position as a moral leader on the continent.
As the convoy departed the airport, the message was clear: Ghana has returned to the forefront of global diplomacy, fueled by the bravery of a statesman and the unwavering administrative support of a dedicated team.
The Minister for Roads and Highways, Hon. Kwame Governs Agbodza, took a metaphorical sledgehammer to critics in Parliament on Tuesday, dismissing allegations of procurement irregularities within the government’s flagship Big Push Infrastructure Programme.
Addressing the House with a blend of data and defiance, the Minister described claims that the programme is driven by sole sourcing as “mischievous” and a total departure from the facts.
The Data Behind the Deals
In a bid to set the record straight, Hon. Agbodza provided a rare deep dive into the Ministry’s procurement books. He revealed that while critics have painted a picture of closed-door deals, the reality is far more competitive:
Open Tendering: Over 400 contracts have been awarded through open competitive bidding.
Sole Sourcing: Only 44% of major contracts were awarded via sole sourcing—a method the Minister defended as a legal necessity for speed.
Transparency: All contractual details are currently live on the Ministry’s official website for public scrutiny.
“It is misleading for any right-thinking person to conclude that the Ministry only relies on sole sourcing,” Agbodza told a hushed Parliament. “There is no abuse of the law. It is the exception, not the norm.”
Reviving the ‘Ghost’ Projects
A significant portion of the Minister’s update focused on the GH¢14.88 billion rescue mission for abandoned infrastructure. According to the Minister, 23 major projects—including the Suame Interchange, Ofankor-Nsawam Road, and the Adenta-Dodowa Road—were inherited from the previous administration in a state of financial cardiac arrest.
By incorporating these into the “Big Push” and securing new financing, the government argues it prevented these critical arteries from remaining permanent construction ruins.
Speed vs. Red Tape
The Minister was candid about the government’s decision to bypass lengthy procurement hurdles for certain projects. He argued that strict adherence to standard timelines would have led to “cost escalations” and deepened the economic hardship of citizens living with deteriorated roads.
The Big Push currently spans 12 economic corridors divided into 54 lots, with over 2,000 kilometres of roadwork active across all 16 regions.
Guardians of the Purse
To counter “value for money” concerns, the Minister outlined a multi-layered defense system:
In-house Costing: Initial designs and costing are done by state agencies to save billions.
Measurable Pay: A strict “no work, no pay” policy is in place, supported by the Ghana Institution of Surveyors.
Clearing the Arrears
In a final jab at the opposition, Agbodza highlighted that the current administration is still cleaning up a GH¢40 billion debt pile inherited in 2024. He disclosed that the government has recently paid out GH¢11 billion to contractors—the largest arrears settlement in Ghana’s history.
“The Big Push is delivering the infrastructure Ghanaians demanded,” he concluded. “We must not allow misinformation to derail it.”
The Managing Director of the Agricultural Development Bank (ADB PLC), Edward Ato Sarpong, has stated that the National Chief Imam, Osman Nuhu Sharubutu, embodies peace, compassion, and love as he (ADB MD) hosted Muslim staff and partners to the end of Ramadan Iftar at the Bank’s Head Office on Wednesday, March 18, 2026.
Ato Sarpong also used the platform to wish Muslims across the globe Eid-ul-Fitr, an Islamic festival that marks the end of the holy month of Ramadan.
“On behalf of the Board of Directors, Management, and Staff of ADB PLC, I extend our warmest Eid-ul-Fitr greetings to our valued customers, partners, and the general public,” the ADB MD stated.
Ato Sarpong noted that Eid-ul-Fitr marks the end of a period of reflection, discipline, sacrifice, and spiritual renewal. It is a time that calls for gratitude, compassion, and unity, which are values that remain central to our identity and operations as a bank.
“As we celebrate this important occasion, we draw inspiration from the exemplary leadership of the National Chief Imam, Sheikh Osman Nuhu Sharubutu, whose life continues to embody peace, compassion, and love,” Ato Sarpong said.
“His unwavering commitment to unity and coexistence serves as a powerful reminder of the strength found in harmony and mutual respect,” the MD added.
At ADB, we remain committed to delivering innovative financial solutions, strengthening relationships with our customers, partners, and contributing meaningfully to the growth and development of our economy and Ghana as a whole.
We sincerely appreciate your continued trust and partnership and remain committed to supporting your journey every step of the way.
May this blessed occasion bring peace to your hearts, joy to your homes, and abundant blessings to your lives. May Allah accept your prayers and reward your sacrifices.
Whilst extending the message of felicitation to the Muslim community, the MD reiterated the Bank’s unwavering commitment to redefining banking, empowering businesses, building futures, driving prosperity, and nurturing communities.
The Ghana Gold Board (GoldBod) has emerged as the overall winner at the prestigious Public Enterprises League Table (PELT) Awards, securing the coveted title of State-Owned Enterprise of the Year.
In addition to the top honour, GoldBod also won the Most Profitable State-Owned Enterprise award and was named the Overall Best Specified Entity, marking a significant achievement for the institution.
The annual awards, organised by the State Interests and Governance Authority (SIGA), recognise the performance and excellence of state-owned enterprises and specified entities across the country.
Receiving the awards on behalf of the institution, the Deputy Chief Executive Officer of GoldBod, Richard Nunekpeku, Esq., expressed appreciation to SIGA for acknowledging the Board’s performance.
“We are excited to receive this award and the third award of the night. On behalf of the Board, management and staff of the Ghana Gold Board, we wish to use the opportunity to thank SIGA for recognizing our performance over the years,” he said.
He reaffirmed GoldBod’s commitment to sustained excellence and continuous improvement, noting that the recognition would further inspire the institution to deliver on its mandate.
“We also want to remind all other companies, state agencies and enterprises that in as much as we have won this year’s award, we are not backing down; we are committed to growing and making sure that we achieve all the targets we set for ourselves in our performance contract with SIGA,” he added.
Mr. Nunekpeku further assured that the Board remains focused on maintaining its strong performance trajectory.
The recognition highlights GoldBod’s growing impact as a key state institution driving reforms in Ghana’s gold sector, with a focus on transparency, value retention, and sustainable resource management.
The Public Enterprises League Table Awards serve as a benchmark for assessing the performance of state institutions, promoting accountability, efficiency, and good corporate governance across the public sector.
