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Regional Maritime University students tour Karpowership

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Final year electrical Engineering students from the Regional Maritime University (RMU) have toured Karpowership Ghana’s Powership stationed at the Sekondi Naval Base to gain practical insights into power generation operations.

The educational visit which took place on Wednesday October 29 formed part of the university’s hands-on training initiative designed to expose students to the real-world application of energy and marine engineering principles. The tour aligns with Karpowership Ghana’s commitment to supporting science, technology, and engineering education in Ghana through learning and industry engagement.

Welcoming the students aboard, Ms. Sandra Amarquaye, Communications Manager of Karpowership Ghana, expressed the company’s excitement at hosting the future generation of engineers.

“We are always delighted to welcome young engineers aboard our Powership. At Karpowership Ghana, we believe that exposure to real-life energy systems strengthens classroom learning and inspires students to think innovatively about Ghana’s power future,” she said.

The students were taken through the vessel’s operations by Karpowership’s technical team, where they observed the conversion of natural gas into reliable electricity for the national grid.

Plant Manager, Mr. Acaralp Atahan İçli, highlighted the company’s safety and efficiency protocols during the tour. “Our operations combine advanced technology with strict safety standards. It’s always a pleasure to share our processes with students eager to understand how power generation meets Ghana’s growing energy demand,” he noted.

Lecturer Mr. Morrison Vehe, who led the University’s team, commended Karpowership Ghana for opening its facilities to students and for its contribution to practical education. “This visit gives our students the opportunity to appreciate the complexities of power generation and maritime systems firsthand. It’s an invaluable addition to their academic experience,” he stated.

Sharing their impressions after the tour, Ms. Marcellina Akpakli, a final-year student, said, “Seeing the systems in action made everything we’ve been taught in class come alive. It’s inspiring to know such technology exists right here in Ghana.” Another student, Mr. Alebiosu Al Amin, added, “The experience has broadened my understanding of how electrical engineering applies in large-scale energy production. It’s truly motivating.”

The visit underscores the importance of industry-academic collaboration in nurturing the next generation of skilled professionals who will drive Ghana’s energy sector.

 Gold revival: How E&P’s US$100m takeover of Azumah could transform communities and the economy

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By Daniel Teye BOTCHWAY

In early October 2025, Ghana witnessed one of its most significant homegrown investment deals in the mining sector. Engineers & Planners (E&P), the Ghanaian industrial giant led by Ibrahim Mahama completed the long-awaited US $100 million acquisition of Azumah Resources Ghana Ltd, owners of the Black Volta and Sankofa gold projects in the Upper West Region.

The transaction, financed through the ECOWAS Bank for Investment and Development (EBID), involved two international SWIFT transfers — US $91.92 million to IGIC PTE Ltd (Singapore) and US $8.07 million to CANGOL PTE Ltd (London), finalized between 6 and 7 October 2025.

Beyond the financial headlines, this deal represents a watershed moment for Ghana: a test of how local ownership, sound corporate governance, and community-centered development can work together to turn natural wealth into lasting prosperity.

The Deal and Its Significance

The E&P–Azumah agreement concluded after nearly two years of negotiations, legal clearances, and regulatory scrutiny. By acquiring all shares and settling Azumah’s outstanding loan obligations, E&P became the sole owner and operator of the Black Volta and Sankofa concessions.

The acquisition came after a High Court decision in June 2025 that cleared legal hurdles around ownership and financing. The involvement of EBID provided a transparent regional financing mechanism, subject to banking oversight and anti–money-laundering checks. The transaction has been registered with the Registrar-General’s Department and endorsed by the Minerals Commission, indicating that due process and corporate governance principles were largely observed.

Corporate Governance in Action

Sound governance was a central pillar in completing this high-profile takeover. Several features stand out:

Regulatory and Legal Compliance:

The registration of share transfers, court clearance, and the Minerals Commission’s oversight ensured the transaction met national legal standards.

Transparent Financing:

Public disclosure of payment details and EBID’s participation created a clear financial trail and accountability structure.

Board Reconstitution:

Post-acquisition, Azumah’s board was restructured to align with Ghanaian ownership and operational control, a key step in ensuring decision-making authority rests locally.

Stakeholder Engagement:

The new owners have begun consultations with community leaders, the Ghana Revenue Authority (GRA), and district assemblies to regularize obligations, including social investment and environmental impact assessments.

These measures strengthen investor confidence and set a precedent for how domestic firms can execute large-scale mergers responsibly within Ghana’s regulatory framework.

Economic Impact — From Boardroom to Grassroots

Ghana’s mining sector contributes nearly 40 percent of total export revenues and about 6 percent of GDP. According to the Ghana Chamber of Mines, the country produced approximately 4.8 million ounces of gold in 2024, positioning it as Africa’s leading gold producer. The E&P-Azumah project, once operational, could further expand this output and inject new capital into the economy.

At the national level, the deal strengthens the cedi through foreign-exchange inflows, increases corporate tax and royalty payments, and stimulates the engineering and logistics sectors. By financing through a regional development bank, the project keeps value within the ECOWAS financial ecosystem.

At the community level, the potential impact is transformative. During mine construction, hundreds of local jobs are expected, with additional indirect employment in catering, haulage, and supply chains. Stable wages improve household incomes, boost local markets, and can lead to better access to education and healthcare.

Infrastructure development is another major dividend. Mining companies are mandated to invest in road networks, water systems, and community facilities — projects that directly raise living standards. With proper oversight, these benefits can convert once-marginalized rural areas into vibrant economic zones.

Broader Implications for Ghanaian Ownership

The successful completion of the E&P–Azumah takeover marks a symbolic and strategic victory for Ghanaian enterprise. For decades, large-scale gold mining has been dominated by foreign companies such as Newmont, AngloGold Ashanti, and Gold Fields. E&P’s entry into mine ownership signals a new phase of indigenous participation where local firms are not only service contractors but equity owners in the value chain.

This shift aligns with the government’s broader local content policy and the “Ghanaian Ownership for Shared Prosperity” agenda under the Ministry of Lands and Natural Resources. It reinforces national ambitions to retain more value domestically and promote inclusive growth through local entrepreneurship.

Conclusion

The US $100 million E&P takeover of Azumah Resources is more than a business transaction; it is a litmus test for Ghana’s capacity to manage its own mineral wealth responsibly. Through strong governance, transparent financing, and meaningful community engagement, this deal could redefine how resource projects contribute to national development.

If executed with integrity, the Black Volta and Sankofa projects can become catalysts for rural transformation, providing decent jobs, better infrastructure, and new opportunities for families across the Upper West Region. In an era where citizens demand accountability and shared prosperity, E&P’s stewardship of Azumah Resources may well determine whether Ghana’s gold truly glitters for all.

The writer is a Human Rights, Cultural and Governance Consultant

[email protected]

On Cue with Kafui Dey: The art of starting over: How failure becomes the fuel for great comebacks

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– Every African success story has a chapter called “Almost Gave Up.”

Let’s be honest — nobody posts their failures on LinkedIn. You’ll never see, “Got rejected for the 12th time this month! Feeling humbled and hungry (mostly for jollof).” Yet, behind every “success story” headline in Africa, there’s always a quieter backstory filled with near misses, dry bank accounts, and late-night prayers that sound like “Lord, just one more chance!”

The truth is, failure isn’t the end of the road — it’s often the dusty detour that leads you to your true path. The entrepreneurs, leaders, and changemakers we admire didn’t avoid failure; they learned to dance with it (sometimes off-beat, but still dancing).

Take Africa’s big dreamers. Before Flutterwave became a billion-dollar fintech, there were failed pitches, frozen bank accounts, and plenty of skeptical investors who thought “Africa” and “innovation” didn’t belong in the same sentence. Before Burna Boy filled stadiums, he faced industry rejections that could’ve made anyone pack it in. Even the late, great Nelson Mandela had 27 years of “career interruption” — yet his comeback was one for the ages.

So why does failure break some and build others? The difference lies in interpretation.

When you fail, you have two choices: see it as a dead end, or as data. The best comebacks start with curiosity, not self-pity. Ask, “What is this failure trying to teach me?” instead of, “Why is this happening to me?” In Africa’s fast-changing business landscape — where yesterday’s trend becomes today’s cautionary tale — agility is gold. Those who learn quickly, pivot smartly, and stay humble rise again, stronger and wiser.

Lesson 1: Failure is feedback, not a final verdict

Many professionals treat failure like a criminal record — something to hide. But every entrepreneur who has built something remarkable knows the value of failing fast and learning faster. The Ugandan coffee farmer whose first export shipment was rejected didn’t quit. She improved her packaging, changed her drying methods, and now supplies cafés in Europe. Her “failure” was just a harshly worded mentor.

Lesson 2: Resilience is a muscle

You don’t build resilience by reading motivational quotes; you build it by getting up — again and again. African markets are unpredictable. Power might go off mid-presentation, your supplier might ghost you, or your “trusted cousin” might run away with your inventory. It’s not personal — it’s preparation. Each challenge stretches your capacity. One day, what used to terrify you will barely ruffle your shirt.

Lesson 3: Reinvention is survival

The world is changing too fast for anyone to remain who they were five years ago. The pandemic showed us that titles, offices, and business models can vanish overnight. The people who bounced back were those who rebranded their skills — the event MC who became a virtual host, the tailor who began sewing branded masks, the teacher who turned her lessons into an online academy. Reinvention isn’t optional anymore; it’s strategy.

Lesson 4: Share your scars, not just your stars

In a world obsessed with perfection, authenticity stands out. When you tell your failure stories with humility and humor, you make others feel seen — and inspired. Leaders who pretend to be invincible disconnect from reality. But the ones who say, “Yes, I fell — but here’s how I got up,” build loyalty and trust. Your honesty becomes someone else’s survival guide.

Lesson 5: Rest, don’t rust

Burnout is not a badge of honor. Taking a break after a setback doesn’t mean you’re weak — it means you’re recharging for the next round. Think of it like a football match: even the best players take a halftime break to strategize. So, sleep. Laugh. Reconnect. Then return to the field with fresh legs and fiercer focus.

Africa’s next generation of leaders and innovators won’t be defined by how perfectly they plan, but by how powerfully they recover. Failure, in the African context, isn’t fatal — it’s formative. It’s the secret ingredient in every comeback stew.

So, the next time life knocks you down, remember: your “almost gave up” moment might just be the prologue to your greatest chapter. Dust yourself off, adjust your mic, and say, “Ladies and gentlemen, I’m just getting started.”

>>> Need training? Email [email protected]

GPRTU lauds GOIL for consistent delivery of quality fuel

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The Ghana Private Road Transport Union (GPRTU) has commended GOIL PLC for its unwavering commitment to delivering high-quality fuels, excellent service, and maintaining a strong partnership with the transport industry spanning more than six decades.
The commendation was made when a delegation from GOIL paid a courtesy call on the leadership of the GPRTU at the Trades Union Congress (TUC) headquarters in Accra. The visit formed part of GOIL’s continuous engagement with key stakeholders within the transport sector.
The GOIL team was led by the Chief Operating Officer, Dr. Marcus Deo Dake, and included the Head of Fuels Marketing, Mr. Emmanuel Agyiri; Head of Technical and Special Products Marketing (TSPM), Ing. Joshua Duodu; Head of Corporate Affairs, Mr. Robert Kyere; and Public Relations Manager, Mr. Desmond Asati.
Welcoming the delegation, the National Chairman of the GPRTU, Nana Nimako Bresiamah, praised GOIL for upholding the highest standards in fuel quality and service delivery. He attested to the superior performance of GOIL’s products and urged the company to extend its footprint by establishing a service station at Agona in the Ashanti Region and other underserved areas.
He further assured GOIL of the Union’s continued collaboration, noting that the relationship between the two institutions “is one of mutual benefit, built on trust and shared national interest.”
Earlier, Head of Communications at GPRTU, Alhaji Abass Moro, welcomed the GOIL delegation and introduced members of his team. In response, Mr. Robert Kyere, Head of Corporate Affairs, presented the GOIL team and reaffirmed the company’s appreciation for the longstanding partnership.
Responding to the GPRTU’s commendation, Dr. Dake conveyed warm greetings from the Group Chief Executive Officer and Managing Director, Mr. Edward Abambire Bawa, and expressed gratitude to the GPRTU for its unwavering loyalty over the years.

“For more than sixty years, GOIL has worked hand-in-hand with the GPRTU and its members. GOIL cannot thrive without you,” Dr. Dake said.

He underscored that GOIL’s operations transcend profit-making, emphasizing its national service mandate.

“We operate in every corner of Ghana because we are a national asset with a duty to connect Ghanaians everywhere,” he added.

Dr. Dake highlighted the superior quality of GOIL’s fuels, explaining that they are additivated to provide longer mileage, better engine protection, and improved performance at competitive prices.

“This is what we call Good Energy the perfect blend of quality, performance, and value,” he noted.

He also emphasised GOIL’s unique ownership structure, which allows local companies and individual Ghanaians to own shares.

“When you buy from GOIL, you are not enriching an individual; you are building Ghana. Every purchase is a direct investment in the nation’s growth,” he stated.

Dr. Dake described the meeting as “the beginning of better days ahead,” assuring GPRTU of GOIL’s continuous collaboration in fueling Ghana’s growth, connecting communities, and empowering lives.
On his part, Mr. Emmanuel Kwame Agyiri, Head of Fuels Marketing, reaffirmed GOIL’s commitment to expanding its retail network to bring quality fuels and lubricants closer to consumers. Ing. Joshua Duodu, Head of TSPM, added that GOIL lubricants meet world-class standards and are endorsed by leading Original Equipment Manufacturers (OEMs) for their superior viscosity and performance.
Also in attendance were Emmanuel Nii Ankrah, National Vice Chairman; Jacob Odae, First National Trustee; Alhaji Abass Moro, Head of Communications; Sly Tetteh, Greater Accra Regional Vice President; and Robert Darko, Industrial Relations Officer.
The meeting was also graced by Mr. Duncan Amoah, Executive Director of the Chamber of Petroleum Consumers (COPEC).

StanChart Zambia signs agreement to sell Wealth & Retail Banking business to First National Bank Zambia   

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Standard Chartered and First National Bank (FNB) Zambia have entered into an agreement for the sale of Standard Chartered Zambia’s Wealth and Retail Banking (WRB) business portfolio in Zambia.

This follows Standard Chartered’s 27 November 2024 announcement of its intention to explore a potential sale, in line with the Bank’s global strategy to concentrate resources where it offers the most distinctive client proposition. Standard Chartered’s Corporate and Investment Banking (CIB) business within Zambia is unaffected.

Under the agreement, all Standard Chartered Zambia WRB clients will transfer to FNB Zambia and all WRB employees will be offered employment with FNB Zambia. The two banks will work closely together in the coming months to ensure a seamless transition for all stakeholders. Rand Merchant Bank (RMB) served as the sole transaction advisor to FNB Zambia – a subsidiary of FirstRand Limited.

The announcement was made at Standard Chartered’s Head Office in Zambia where Acting Board Chairperson of Standard Chartered Zambia, Madam Irene Lombe Chibesakunda and Mr. Richard Mazombwe, Board Chair, FNB Zambia led the event.

The signing ceremony was attended by Bongiwe Gangeni, Head, Wealth & Retail Banking, Europe Middle East & Africa, Standard Chartered and Bydon Longwe, FirstRand CEO of Broader Africa. Sonny Zulu, CEO and Managing Director, Standard Chartered Zambia, signed the agreement alongside Kapumpe Chola, CEO, FNB Zambia.

The signatories later had a meeting with staff of Standard Chartered in Zambia, including Standard Chartered Zambia’s Acting Board Chairperson, Madam Lombe Chibesakunda.

Kariuki Ngari, Managing Director & CEO, Standard Chartered Kenya & Africa said: “In November last year, we set out how the Bank is doubling down on our affluent and cross-border strategy. The sale of our Wealth and Retail banking business to FNB Zambia marks an important milestone as we continue to accelerate income growth and returns. We look forward to working closely with FNB’s team over the coming months to ensure a smooth transition while safeguarding the interests of our valued clients and prioritising our employees.”

Commenting on the agreement, Kapumpe Chola, CEO of FNB Zambia stated, “Today represents a significant milestone as FNB Zambia and Standard Chartered formalise an agreement for the transfer of the Wealth and Retail Banking business.

This moment underscores the strength, credibility, and evolution of Zambia’s financial landscape. This strategic move also signals a new chapter of growth, unlocking greater opportunities to expand services and deepen customer value in Zambia and across the region.”

FNB Zambia is part of the FirstRand Group, a leading pan-African financial services provider operating in 10 African markets, with international operations in India, China, the UK, the USA, and Guernsey—serving a diverse global client base across retail, business, and wealth segments.

Sonny Zulu, Managing Director of Standard Chartered Zambia, noted: “This agreement marks a pivotal moment in executing our global strategy – focusing on areas where we are most differentiated and can create the greatest impact.

We remain fully committed to Zambia, and our Corporate and Investment Banking clients will continue to receive the high-quality service, trusted partnership and innovative solutions they expect from Standard Chartered. We are confident that our WRB clients and colleagues will be in excellent hands with FNB Zambia.”

The transaction is subject to regulatory approvals.

Faith meets health: Fighting Breast Cancer through awareness of the risks including environmental factors

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Assisted by another member of the Run for a Cure, Ghana Team, Madam Odonkor demonstrates the process of self-examination of the breast.

By Ama Kudom-Agyemang

Every October, the world goes pink – a symbolic reminder of the ongoing fight against breast cancer. Across countries and communities, survivors, advocates, and health institutions amplify a message of hope: “early detection saves lives.” In Ghana, where breast cancer remains the most commonly diagnosed cancer among women and the leading cause of female cancer deaths, this message is both urgent and deeply personal.

The urgency of this call, is underscored by the fact that, while the exact cause of this devastating disease remains unknown, scientists also point to hazardous chemicals in our everyday environment as important and often overlooked contributing factors

This year, that call resonated powerfully at the Resurrection Temple, Adenta Branch of Perez Chapel International.  Run for a Cure, Ghana, an NGO committed to the eradication of breast cancer in Africa collaborated with the leadership of the Church and its Women of Faith Ministry (WOF), and organized a comprehensive sensitization and free screening exercise to mark Breast Cancer Awareness Month.

The event, held on Sunday, October 26, 2025, combined education, screening, and spiritual reflection, inspiring women to take charge of their health as part of their faith journey.

A Call from the Pulpit: Health as a Ministry Priority

Before the main presentation, Associate Pastor Sammy Appiah delivered an exhortation which among other things, reminded the congregation that caring for one’s body is a divine duty. He underscored that health is central to Christian living, explaining that “our ability to serve God effectively and live purposeful lives depends, in many ways, on the state of our health.”

Pastor Appiah’s message emphasized that Christian service thrives on wellness: physical, mental, and spiritual. He urged believers to make their health one of the priorities in their daily lives. His words set the tone for a morning that intertwined faith, science, and wellness.

Demystifying Breast Cancer: Understanding the Risks

The main presentation was delivered by Madam Rita Narkie Odonkor, a member of Run for a Cure, Ghana and Head of the Nursing Department of the West End University Collage, at Ngleshie-Amanfro. Speaking on the global theme, “Catch it Early, Treat it Right, Survive it,” she simplified medical facts and made them relatable to everyday life.

Madam Odonkor explained that breast cancer develops when cells in the breast grow uncontrollably, forming lumps or masses that may invade surrounding tissues.

She admitted that while the exact cause is not known, risk factors include modifiable ones that can be controlled and managed such as stress, cosmetic implants, diet, excessive alcohol intake, smoking and exposure to radiation. The non-modifiable risks are those that are beyond human control like being a woman, history of breast cancer in once’s family and oestrogen exposure through early onset of the menstrual cycle and late menopause.

However, Madam Odonkor, emphasized that “men, too, can develop breast cancer, although at lower rates,” and advised “everyone to be alert to unusual changes in the breast area and report them early.”

The concern of her Team is that breast cancer cases are on the rise in Ghana. Last year, 4,400 new cases were diagnosed and approximately 2000 deaths occurred. Statistics from the Ministry of Health indicate that breast cancer accounts for about 18 % of all cancer related deaths among Ghanaian women.

Recognizing the Signs, Acting Early and Treatment

Using vivid pictorial slides, Madam Odonkor demonstrated how benign or harmless and malignant or dangerous lumps differ, stressing that early detection is critical to survival. Warning signs include: painless swellings in the breast, armpit or collarbone; changes in breast shape or size; thickening of the breast skin or when it becomes like an orange peel; a retracted nipple and a nipple discharge unlike that of a nursing mother.

“Pain is not the first sign,” she cautioned. “Don’t wait until it hurts before you act,” and urged women to perform monthly breast self-examinations and to have clinical screenings at least once a year.

Madam Odonkor explained that once it is established that one has breast cancer, three methods of treatment are available: Surgery to remove the lump or affected breast, radiotherapy process involving the use intense energy to kill the cancer cells, and chemotherapy, which uses powerful drugs to kill the fast-growing cells.

Following her presentation and general discussions, the other members of the group, who are also nursing professionals conducted free screenings and provided counseling to the women. The atmosphere was one of both seriousness and relief:  seriousness at the realization of risk, and relief at knowing how much could be done to stay healthy.

A Reflection on the Event

Reflecting on the significance of the day’s activities later in an interview, the President of the Church’s Women of Faith Ministry, Ms. Louisa Nelson shared her joy over the engagement. “Sunday’s breast cancer sensitization and screening was a vital step towards promoting our health and wellbeing,” she stated,” noting that “it raised our awareness on the importance of early detection and empowered our members, especially we women, to take charge of their health.”

Ms. Nelson encouraged all other branches of Perez Chapel nationwide as well as women in other congregations and religious bodies to take advantage of this month, and beyond “to engage in similar initiatives for continuous awareness on healthy lifestyles and choices.”

The Environment-Health-Cancer Nexus

Madam Odonkor’s presentation gave a hint on the relationship between environmental exposures and breast cancer risk. Research findings have established that long-term contact with certain chemicals and pollutants can disrupt hormonal balance and possibly influence cancer development.

“These are chemicals we are exposed to through the air we breathe, the food we eat, the water we drink, and the products we use. Many of them have been linked with breast cancer,” according to a publication on Breast Cancer and the Environment on the website of the USA based Silent Spring Institute, which researches into environment and women’s health.

The publication said over the years, studies have shown that chemicals can trigger breast cancer in many different ways. “They can damage DNA, causing a cancerous tumor to form; they can make breast cells grow uncontrollably; and they can change the way the breast develops, leaving it more vulnerable to carcinogens.”

It therefore called for the integration of the contribution of environmental chemicals in cancer prevention strategies, in order to reduce the burden of breast cancer. It is also recommendable that national cancer awareness raising efforts be complemented by environmental protection officers and activists advocating stricter regulation of hazardous chemicals, cleaner industrial practices and public education on safer product use.

The environment-health-cancer nexus makes it imperative for everyone, especially women to be conscious of their environmental health choices. Every small effort to reduce pollution or toxic exposure contributes to a healthier life.

Catching It Early, Treating It Right, and Surviving It

As Breast Cancer Awareness Month draws to a close, the message from the Adenta Perez Chapel and Run for a Cure, Ghana, event remains clear and hopeful: early detection saves lives. While, screening, self-examination, balanced living, and environmental mindfulness can drastically reduce risk.

A cross-section of the congregation at the Resurrection Temple, Adenta Perez Chapel during the cancer awareness sensitization event conducted by the Run for a Cure, Ghana Team

With continued education and collaboration among civil society, health professionals, and faith-based organizations, Ghana can make meaningful progress in reducing breast cancer incidence and mortality.

The 2025 theme, “Catch it Early, Treat it Right, Survive it,” is far more than a slogan: it is a declaration of faith, resilience, and shared responsibility. It reminds every woman, every family, and every community that vigilance and care can turn fear into survival, and survival into testimony.

Assisted by another member of the Run for a Cure, Ghana Team, Madam Odonkor demonstrates the process of self-examination of the breast.

A cross-section of the congregation at the Resurrection Temple, Adenta Perez Chapel during the cancer awareness sensitization event conducted by the Run for a Cure, Ghana Team

Key Take Away message from the event

UAE-Africa Tourism Investment Summit 2025

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…Charts a new era of economic cooperation with a US$6bn pledge

By Seade CAESAR

At a time when global partnerships are being redefined, the UAE-Africa Tourism Investment Summit 2025, held in Dubai on 27 October 2025, marked a major milestone in the expanding relationship between the United Arab Emirates and the African continent.

Under the patronage of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President, Prime Minister and Ruler of Dubai, the event reaffirmed the UAE’s strong commitment to deepening and expanding economic ties with African nations through sustainable investment and cross-sector collaboration.

Hosted at the Museum of the Future and organized by the Ministry of Economy in collaboration with the Dubai Department of Economy and Tourism (DET), the summit attracted over 350 delegates from 53 African countries, including ministers, business leaders, and investors from both regions.

A Vision for Shared Prosperity

In his address, Sheikh Mohammed bin Rashid Al Maktoum highlighted the UAE’s determination to be a trusted partner in Africa’s development story. He underscored the UAE’s shift from traditional trade relations to strategic, long-term investment partnerships built on innovation, sustainability, and cultural exchange.

“Africa is not just a market, it is a continent of opportunity, talent, and ambition,” Sheikh Mohammed said. “Our collaboration must reflect shared progress, sustainability, and prosperity for all.”

The reaffirmation is part of the UAE’s “We the UAE 2031” vision, which aims to position the country as a global hub for trade, tourism, and sustainable development, while also contributing to inclusive economic growth across emerging markets.

Key Outcomes of the Summit

The Dubai summit concluded with several landmark outcomes that will shape UAE-Africa cooperation in the coming decade:

Launch of a US$6 billion Investment-Mapping Initiative

The UAE and more than 20 African countries agreed to jointly map and mobilize investment in key growth sectors; tourism, aviation, logistics, infrastructure, and digital services.
This initiative will provide data-driven insights into viable projects and connect investors directly with African governments and private stakeholders.

Tourism and Hospitality Development

Multiple African tourism boards signed Memoranda of Understanding (MoUs) with Emirati entities to co-develop eco-resorts, heritage tourism zones, and digital tourism platforms. These projects are expected to create jobs, enhance connectivity, and promote sustainable tourism that benefits local communities.

Financing Mechanisms for Cross-Border Projects

The summit unveiled plans for new joint financing vehicles led by UAE sovereign and private funds to de-risk tourism and hospitality investments in Africa. This includes support for green tourism, digital booking platforms, and hospitality-training programs in emerging destinations.

Innovation and Knowledge Exchange

The UAE announced the establishment of a “Tourism Innovation Hub for Africa” in Dubai an incubator designed to train African entrepreneurs in digital marketing, smart tourism, and green-resort management technologies.

Why It Matters for Africa

For many African nations, tourism is an untapped pillar of economic growth. By partnering with the UAE, a country known for world-class hospitality, infrastructure, and logistics, Africa stands to gain from new market access, technology transfer, and sustainable investment models;

Diversification

For many African nations, economic reliance on oil, mining, and agriculture limits long-term stability. Partnering with the UAE allows these countries to diversify into tourism, hospitality, and creative industries. The summit encourages African governments to channel UAE investment into new sectors, boosting foreign exchange earnings, attracting visitors, and creating a more resilient, multi-sectoral economy.

Capacity Building

The UAE’s advanced expertise in hospitality and tourism management can transform Africa’s human capital base. Through training, exchange programs, and joint ventures, Emirati institutions will support the development of skilled professionals in hotel management, marketing, and eco-tourism. This helps African nations build a competent, service-oriented workforce capable of maintaining international standards in tourism and travel.

Infrastructure Development

Africa’s tourism potential is often constrained by weak transport and accommodation infrastructure. With Emirati investment, countries can expand airports, modernize roads, and build smart resorts and digital tourism platforms. The UAE’s proven capacity in large-scale construction and logistics will accelerate Africa’s infrastructure rollout, connecting remote destinations and unlocking new regional travel corridors for economic growth.

Sustainable Practices

The summit placed strong emphasis on responsible tourism that benefits communities while protecting ecosystems. UAE collaboration introduces green building standards, renewable energy in resorts, and carbon-neutral transport systems. By adopting sustainable practices and eco-tourism models, African nations can preserve their biodiversity and cultural heritage while aligning with global climate commitments and attracting environmentally conscious travelers.

The UAE’s Strategic Interest

For the UAE, this summit strengthens its geopolitical and economic presence in one of the world’s fastest-growing regions. Africa’s young population, growing middle class, and rising travel demand make it a natural partner for the UAE’s long-term diversification goals.

Expanding New Investment Corridors and Market Access

The UAE views Africa as the next frontier for high-growth investment. By establishing strategic corridors across East, West, and Southern Africa, the UAE aims to tap into emerging opportunities in tourism, logistics, fintech, and renewable energy. These corridors not only diversify Emirati investment beyond the Gulf but also connect African producers to global markets through UAE ports and free zones. This expansion strengthens Dubai’s position as a global hub for trade, capital, and innovation linking multiple continents.

Strengthening its Role as a Global Bridge between Africa and the World

Through initiatives like the UAE-Africa Tourism Investment Summit, the Emirates solidify their role as an intercontinental connector bridging African resources and innovation with global investors and markets. Dubai’s aviation network, logistics infrastructure, and financial centers make it a natural gateway for African exports, tourism flows, and technology partnerships. The UAE’s strategic geography between Asia, Africa, and Europe ensures that it remains a key node in global supply chains and investment ecosystems.

Enhancing Soft Power and Diplomatic Influence

Investing in Africa’s tourism and development sectors allows the UAE to project soft power rooted in partnership and mutual respect. By supporting African-led initiatives in infrastructure, hospitality, and sustainability, the UAE demonstrates a model of diplomacy that values empowerment over dependency. Cultural exchange programs, training scholarships, and sustainability collaborations further strengthen bilateral relations. This approach not only enhances the UAE’s image as a progressive global player but also builds long-term goodwill and regional influence across the continent.

Building a South-South Partnership

The UAE-Africa partnership represents a shift from traditional donor-recipient relationships toward mutual investment and shared growth. This South-South approach aligns with Africa’s Agenda 2063 and the UAE’s global cooperation strategy both emphasizing inclusivity, innovation, and environmental stewardship.

“This summit isn’t about aid,” said Abdullah bin Touq Al Marri, UAE Minister of Economy.
“It’s about co-creating the future by developing sustainable tourism ecosystems that benefit both regions.”

Policy Implications and the Road Ahead

For African Governments

African policymakers must seize this moment to strengthen investment frameworks that make tourism and infrastructure projects more bankable. Streamlining licensing, land-use rights, and cross-border regulations can unlock faster capital inflows. Governments should also focus on improving transparency, simplifying tax regimes, and prioritizing sustainability criteria in project approval. Establishing special tourism economic zones and public-private partnerships (PPPs) with Emirati investors can help attract long-term funding while ensuring local employment, technology transfer, and shared value creation across Africa’s rapidly growing destinations.

For the UAE

The UAE’s next step is to expand its economic diplomacy through new trade and investment missions in major African capitals such as Accra, Nairobi, Lagos, and Addis Ababa,etc. Beyond capital investment, the UAE should deepen institutional partnerships that strengthen capacity-building, vocational training, and tourism policy alignment. By promoting direct air connectivity, visa facilitation, and digital trade corridors, the UAE can position itself as Africa’s most trusted Gulf partner, ensuring a two-way exchange of innovation, culture, and sustainable development expertise.

For Investors

Private investors and sovereign funds now have a clear entry point into Africa’s fast-emerging tourism and infrastructure sectors. The focus should move from speculative short-term gains toward long-term, sustainable partnerships. Investment in eco-resorts, aviation networks, digital platforms, and renewable energy-powered hospitality projects can yield strong financial and social returns. Investors are encouraged to partner with local governments and communities to ensure inclusion and resilience. With strong Emirati backing, investors can bridge financing gaps and diversify revenue through joint ventures.

For Regional Development

The UAE-Africa partnership provides a model for South-South cooperation built on equality and mutual benefit. Regional blocs like ECOWAS, SADC, and the East African Community can leverage this momentum to harmonize tourism standards and coordinate infrastructure planning. The approach shifts away from dependency on Western aid to self-driven development powered by strategic partnerships. By connecting African destinations with the UAE’s global logistics and aviation networks, regional economies can scale tourism revenues, create jobs, and build sustainable, climate-conscious growth corridors.

Implications for Africa-Gulf relations

Strategic Rebalancing of Africa-Gulf Engagement

The UAE-Africa partnership reflects a shift from aid-based ties to long-term strategic collaboration. Gulf states now view Africa as an equal partner for investment, not just trade. This rebalances global alliances, reducing dependence on Western and Chinese funding, while positioning the Gulf as a key influencer in Africa’s development and future growth.

Infrastructure and Investment Diplomacy

Through a $6 billion investment-mapping initiative, Gulf nations are reinforcing Africa’s infrastructure, aviation, logistics, and tourism sectors. This “infrastructure diplomacy” allows GCC countries to expand global connectivity while offering African nations much-needed financing and expertise. However, success will depend on ensuring transparency, sustainability, and fair local participation in these Gulf-backed development projects.

Cultural and Human Exchange

The tourism-driven partnership opens doors for deeper cultural, educational, and professional exchanges between Africa and the Gulf. Shared historical and religious ties are being revitalized through travel, training, and creative industries. These people-to-people connections nurture mutual understanding, cultural diplomacy, and talent mobility, reinforcing long-term social foundations for sustainable regional cooperation.

Conclusion

The UAE-Africa Tourism Investment Summit 2025 stands as a defining moment in global economic diplomacy. It demonstrated how shared ambition, mutual respect, and forward-looking leadership can reshape South-South cooperation. For Africa, it opened a gateway to capital, expertise, and sustainable infrastructure; for the UAE, it reinforced its role as a catalyst for inclusive development beyond its borders. The summit’s outcomes move beyond pledges they establish a framework for tangible collaboration in tourism, logistics, and innovation. As both regions align visions of prosperity, this partnership signals the rise of a new economic bridge connecting the Gulf and the African continent.

Seade Caesar is the Executive Director,Africa Global Policy and Advisory Institute

[email protected]

(With strong focus on Africa-Gulf cooperation)

Telecel advocates for basic sign language in education & public services

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Telecel Ghana has called for the mainstreaming of sign language studies in education and public service delivery to promote inclusive communication and equal access for the Deaf community.

The call came during this year’s International Week of the Deaf celebration organised by the Mfantseman chapter of the Ghana National Association of the Deaf under the global theme ‘No Human Rights Without Sign Language.’

The colourful event, held in Saltpond, started with a health walk through the principal street and brought together members of the Deaf community from five district chapters in the Central Region including Ajumako, Asikuma and Cape Coast along with officials from the Department of Social Welfare and Community Development, local assembly representatives, and corporate partners.

Speaking on behalf of Telecel Ghana, Customer Operations & Experience Centre Manager, Rita Adiase said the inability of Deaf persons to access education, healthcare, and public services due to communication barriers is a major concern that needed urgent national attention.

“We need the Ministry of Health to ensure that hospitals and clinics have interpreters or staff who can sign. We need television stations to provide consistent sign interpretation on news and public messages. And we need employers across Ghana to train and hire more Deaf professionals.”

Telecel Ghana used the opportunity to reaffirm its commitment to inclusion through its Super Care initiative, launched in 2016 to provide accessible customer service for Deaf and hard-of-hearing customers. The service allows users to dial *494# and connect with agents, many of them Deaf professionals, via video or WhatsApp calls in sign language.

The telco is partnering with universities to recruit graduates with disabilities into its workforce and continues to organise sign language training sessions for its staff as part of its annual CARE Month activities.

The Department of Social Welfare at the event also called for the employment of sign-language-trained personnel and interpreters across schools, hospitals, and public institutions. Officials said this would ensure fair access to essential services for the Deaf community and help close long-standing communication gaps.

Leaders of the Mfantseman Association of the Deaf praised Telecel Ghana for its continuous support to the Deaf community and urged other corporate bodies to emulate its example by creating job opportunities for Deaf professionals and supporting advocacy for inclusion.

Prior to the celebration in Saltpond, the General Manager of Commercial Operations, Mercy Dawn Akude, and CEO, Patricia Obo-Nai, joined the national celebration of the International Week of the Deaf in Accra, where they presented a projector and screen, laptop, and large-screen TV to the Ghana National Association of the Deaf (GNAD) to support its advocacy and public education initiatives.

Telecel Ghana also participated in a media advocacy forum, lending its voice to the call for a national policy to institutionalise sign language interpretation in the dissemination of all public information. The forum also recommended the adoption of subtitling in broadcasting television content to ensure accessibility for the Deaf community.

Throughout the month, Telecel extended its SuperCare service to social media, offering followers short tutorials in basic sign language. In addition, the telco trained its staff in basic sign language skills, reinforcing its commitment to building an inclusive workplace.

Ghana currently lacks comprehensive legislation mandating sign language interpretation across schools, government communications, and public media. This situation means millions of Deaf people in Ghana are at a disadvantage in education, employment, and civic participation.

According to the 2021 Population and Housing Census, there are over 211,000 Deaf and hard-of-hearing individuals and over 470, 000 with various degree of hearing loss across Ghana. Without sign language, this growing population of Deaf people are denied access to information, services and overall quality of life.

Managing IT Resources and Systems: Balancing security and the people factor

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By Joseph Opoku MENSAH

The operations, strategy, and innovation of any company in modern times are now built on information technology (IT). Organizations, governments, and enterprises depend on IT systems for data storage, communication, process optimisation, and service delivery.

However, the complexity of handling technology also increases with its advancement. A dual focus is necessary for effective IT resource management: maintaining robust system security while acknowledging the critical role that people play in maintaining and protecting such systems. The success of an IT framework depends on the skill, ethics, and awareness of its creators, operators, and users, as well as its infrastructure.

When it comes to managing IT resources, security is still one of the most important issues. The growing number of ransomware instances, data breaches, and cyberattacks highlights how susceptible digital infrastructures may be if they are not properly maintained or safeguarded. To implement proactive, multi-layered security measures, organisations need to go beyond reactive techniques. This entails establishing access controls that restrict unwanted access, implementing encryption techniques to safeguard private data, and applying security patches and software updates on a regular basis to address vulnerabilities.

Furthermore, to find and fix vulnerabilities before they are exploited, thorough risk assessments and penetration tests must be a regular component of IT governance procedures. Planning for disaster recovery and data backup also guarantees that vital processes can be resumed with the least amount of disturbance in the case of a system attack or failure. But technical remedies are not enough on their own. If human behaviour continues to be the weakest link, even the most sophisticated security architectures may fail.

In IT administration, the human element is frequently overlooked, although it is essential to both the issue and the solution. A large percentage of cybersecurity breaches are still caused by human mistake, whether it be through using weak passwords, handling data carelessly, or falling for phishing scams. Therefore, managing IT resources entails cultivating an organisational culture that prioritises security.

Programs for awareness and training should be ongoing rather than sporadic to make sure that staff members are aware of changing risks and their role in safeguarding company resources. To dismantle the silos that frequently separate technology teams from other departments, IT departments should interact with employees at all levels. Every worker, from entry-level personnel to upper management, needs to understand that cybersecurity is a shared duty that calls for diligence, self-control, and moral behaviour.

To strengthen the human element of IT management, leadership is just as important as awareness. Leaders establish a standard that affects the broader organisational culture when they exhibit secure behaviours, such as using robust authentication procedures, protecting data privacy, and encouraging compliance. Preventing minor problems from turning into serious threats is another benefit of promoting open communication about security issues and possible system flaws.

IT system managers are stewards of institutional continuity and trust, not only operators. Just as crucial as investing in the technology itself is investing in their potential through education, inspiration, and moral guidance.

The key to managing IT systems and resources effectively is striking a balance between human responsibility and technology competence. In addition to firewalls, antivirus programs, and encryption, secure systems also need a workforce that respects and comprehends the underlying concepts of these technologies. Although technology offers the framework, humans are what give it life and purpose.

In addition to protecting their data, organisations that see IT administration as a shared commitment that combines expertise, culture, and security increase their overall resilience. The real power of any IT system will always lie in the cooperation of information-processing machines and human decision-makers who make morally sound and secure choices in a world where digital revolution is accelerating.

The writer is a Marketing and communications professional with expertise in digital marketing, consumer behavior, and AI-driven brand engagement. My research focuses on AI adoption in marketing, chatbot-driven customer relationships, and digital transformation and  an Adjunct Lecturer at UniMAC and Research Assistant at the University of Ghana,.

🔗 linkedin.com/in/joseph-opoku-mensah | 📩 [email protected]

Compliance: The most underrated form of customer service?

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By Michael OSEKU-AFFUL

Earlier this month, organisations across Ghana joined the world in celebrating Customer Service Week — a moment to pause and appreciate the people and systems that make every customer interaction meaningful. In our offices, we exchanged smiles, wore branded T-shirts, sent heartfelt thank you messages to our clients, and reflected on how we could serve better.

But as I joined the celebrations, one question lingered in my mind: what does customer service have to do with Compliance? After all, Compliance is not the first department that comes to mind when we think of service. We are more often associated with regulations, guidelines, laws, checklists, policies, and audits than with customer delight. Yet, after years in this profession, I have come to believe that there is no lasting customer service without compliance with the relevant laws and regulations that impact one’s business.

Trust is an Invisible Asset for Growth

At Standard Chartered, we believe that the highest form of service is trust. Customers may not see every process behind the scenes, but they feel it, confident that their bank, supplier, or business partner operates with integrity and transparency.

That confidence doesn’t come from advertising slogans; it comes from compliance: from systems and discipline that ensure things are done right. Whether you are a multinational, a family business, or a start-up, compliance is how you prove that your word can be trusted.

Across Ghana today, that trust has become the new currency of growth. It is the silent language that opens doors to credit, investors, and partnerships that reward accountability.

From Burden to Advantage: Rethinking Compliance

Let’s be honest: for many entrepreneurs, the word compliance triggers stress. Filing taxes, updating registrations or licences, and meeting statutory requirements can feel like chores that take time away from “real business.” But in truth, compliance is the business. It’s the foundation on which every sustainable enterprise is built.

SMEs are the lifeblood of Ghana’s economy, contributing over 90% of businesses and around 80% of jobs. Yet many remain locked out of the formal system, unable to access financing or large-scale contracts. The missing ingredient is often not ambition, but documentation and transparency.

When a small business registers formally, keeps clear records, and complies with labour, tax, and data-protection laws among others, it sends a powerful message: we are credible; we are here to stay. Lenders see reduced risk. Bigger corporates see partnership readiness. Regulators see good citizenship. In other words, compliance transforms invisibility into opportunity.

Compliance Is Customer Service

As we round up the celebration of Customer Service Month, it’s time to broaden our understanding of what service really means.

Good service isn’t only about smiles and speed. It’s also obviously about safety, reliability, and respect. It’s about protecting your customer’s data, honouring your obligations, and ensuring every transaction is ethical and transparent.

A logistics company that follows road-safety regulations is serving its clients well. A fintech that safeguards customer data is showing service through respect. A manufacturer that meets product-safety standards is protecting the public.

In today’s digital economy, we may not know it, but compliance has become frontline customer service: the quiet assurance behind every promise and every brand.

A Call to Compliance Professionals: From Policing to Partnering

For those of us in the Compliance profession, this is also a moment for reflection. We must evolve beyond being corporate police to becoming partners in progress: enablers of growth who guide, simplify, and empower. We must become custodians of service excellence.

When we help entrepreneurs to understand KYC or AML requirements, when we demystify regulation for colleagues, we are delivering customer service through clarity and confidence. The most impactful Compliance professional is not the one who only enforces the rules, but the one who helps others understand why they matter.

Public Institutions as Service Providers

The same principle applies to our public-sector regulators. Agencies that enforce compliance are also service institutions. Their role is not only to ensure compliance, but to enable business.

When regulators simplify forms, digitalise processes, and engage businesses with empathy, they turn compliance into a customer-delight experience rather than a dreaded ordeal. Every hour saved at a permit office, every form moved online, every officer who explains a rule with patience rather than penalty – these are acts of service that strengthen the nation’s culture of trust. Of course, penalties are also tool for ensuring compliance and must be applied against entities who repeatedly and flagrantly engage in acts of non-compliance to serve as a deterrent.

Compliance and Ghana’s Global Reputation

In an interconnected world, a nation’s compliance culture is part of its investment appeal. Investors and tourists alike assess not only our natural beauty or market size, but also the integrity of our systems: how easy it is to register a business, obtain permits, move capital, protect data, or enforce contracts.

When we all comply with laws and regulations, Ghana signals to the world: we are trustworthy, we are transparent, and we are ready for business. That confidence draws investors, reassures partners, and even enhances our reputation as a safe and ethical destination for tourism and trade.

Building a Culture of Trust

Ultimately, compliance is not only about penalties; it’s about principles. Trust is the bedrock of all relationships, between banks and clients, between businesses and consumers, between governments and citizens. Without it, no economy can thrive for long.

For Ghana to achieve its next chapter of inclusive growth, we need enterprises and institutions, both private and public, that are transparent, accountable, and trusted.

At Standard Chartered, we see compliance not as a checklist, but as a promise – to our clients, our regulators, and our country. As we bring the celebration of customer service month to a closure, I’m reminded of a small business owner I once met who said, “When the rules are clear and the processes are fair, I don’t mind following them.”

That simple statement captures the heart of what compliance should be: not a maze to survive, but a pathway that inspires confidence — for businesses, for citizens, and for Ghana’s future.

Michael  is the Chief Compliance Officer at Standard Chartered Bank Ghana Plc

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