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Tidal Rave, Absa Bank introduce exciting new offer for Ravers

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Tidal Rave Festival and Absa Bank are collaborating to give Ravers a wildcard experience at this year’s festival, set to be held at La Palm Royal Beach Hotel.

The year’s festival is set to be a two-day festival, starting with an invite-only event on November 14, open to VIP/Wild Card ticket holders only and that of the 15th, which is open to all ticket holders.

Absa Bank is making a return to Tidal Rave Festival for another amazing year, bringing a fresh set of innovation, opportunity, and lifestyle experiences tailored for Ravers.

Over the years, Absa Bank has championed the “Ignition Market”, a first-of-its-kind cashless marketplace on the festival grounds. In the past two years, more than 150 Raver-entrepreneurs have showcased their products and services to an audience of over 40,000 festival goers, creating visibility, growth, and revenue opportunities in real time.

Complementing this was the Tidal Rave Festival’s Fireside Chats, a community conversation session with industry leaders, powered by Absa. It was designed to provide aspiring business leaders and Raver-entrepreneurs with the opportunity to engage directly with seasoned entrepreneurs, sparking meaningful conversations on resilience, innovation, and business growth. This Tidal Rave Festival and Absa Bank collaboration turned the festival into a hub for learning, connection, and empowerment, all powered by Absa.

“Absa Bank is back for the third time with more exciting deals for Ravers,” Charles Addo, Director of Retail Banking at Absa Bank, said in a statement, adding “One is supporting young entrepreneurs again with the vendor market, and providing Ravers with affordable, digital-first banking that fits seamlessly into their everyday lives, then we also have the exciting deal of the Red Ticket, which is a special early-bird discount code for our new users of the Spark app by Absa Bank.”

“When users download the Spark App by Absa from either the App Store or Play Store, the will receive a discount when they complete the application process,” he further stated.

Once the discount code is received, the user can then purchase Tidal Rave tickets at discounted rates on the Tidal Rave Festival website: www.tidalravefestival.com.

By weaving together financial empowerment, entrepreneurial opportunity, and immersive festival experiences, Absa Bank once again proves that banking goes beyond transactions. At Tidal Rave Festival, that means ensuring Ravers not only enjoy the music, energy, and lifestyle, but also walk away with opportunities to learn, connect, and grow.

With exclusive offers, empowering initiatives, and unforgettable experiences, Absa Bank is set to make this year’s Tidal Rave Festival another iconic time at the beach. With bold experiences, fresh opportunities, and a commitment to igniting dreams, Absa’s partnership with Tidal Rave Festival continues to go beyond sponsorship; it is a true catalyst for change, brand experience, connectivity and celebration.

What do you know about green finance and the future?

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By Desmond Isaac ADDO

In August, the Bank of Ghana launched its Sustainable Banking Principles, urging banks to support projects that protect the environment while growing the economy. Around the same time, the world’s largest climate fund, the Green Climate Fund (GCF), reported that more than $12 billion had been committed to green projects worldwide. These are reminders that the money to build a cleaner, more resilient Ghana already exists. The real question is: will we tap into it?

Green finance is basically money that is used in ways that protect the environment and fight climate change. It’s about putting money into projects that help nature instead of harming it; like planting trees, using solar power, recycling, or building clean transport. In other words, green finance is money with a mission: profit, yes, but also protection.

Why does Green Finance matter for Ghana?

Ghana is already feeling the heat, literally. From coastal erosion to droughts in the north, climate risks are not distant problems; they are here. Add in rising energy costs, food insecurity, and unemployment, and the case becomes clear: Ghana needs new, smarter ways to finance its growth.

Globally, the pool is large. Each year, over $1.3 trillion flows into sustainable finance and climate-related investments. Institutions like the World Bank, African Development Bank (AfDB), and Green Climate Fund (GCF) are actively looking for strong proposals from countries like Ghana. Government, businesses, and even individuals can all position themselves to benefit.

Where Ghana can use Green Finance

Here are some practical areas where green finance could transform our economy:

Energy – Expanding solar and wind power can lower electricity costs, reduce reliance on imported fuel, and create jobs in renewable industries.

Agriculture – Green loans for irrigation, climate-smart seeds, and mechanization can help farmers secure reliable harvests despite changing rainfall.

Transport – Financing electric buses or trains can reduce traffic pollution and dependence on imported fuel.

Waste management – Green funding can support recycling plants, composting facilities, and biogas, turning waste into wealth.

Forestry & land use – Carbon credit programs can incentivize communities to protect forests while earning income from international buyers.

For ordinary Ghanaians, this isn’t abstract. Imagine your local school powered by solar panels, your bank offering green bonds you can invest in, or your business cutting electricity costs because of a renewable energy loan.

Mechanisms of Green Finance: How the money flows

Green finance comes alive through practical tools and partnerships; here’s how the money actually moves:

Green Bonds – These are special bonds issued by governments, banks, or companies to raise funds for environmentally friendly projects. The money is strictly used for green initiatives like renewable energy, waste management, or sustainable transport. Nigeria issued Africa’s first sovereign green bond in 2017, using it to finance solar power and afforestation projects. Ghana can follow this model by issuing green bonds to fund solar mini-grids in rural areas, electric bus systems in cities, and large-scale reforestation along degraded forest belts.

Green Loans & Credit Lines – These are loans offered on favorable terms to businesses or households that meet sustainability goals. For instance, Consolidated Bank Ghana’s SME loan schemes could be adapted to support energy-efficient equipment, solar installations, or recycling machinery, while the Development Bank Ghana (DBG) can open a dedicated green credit window for renewable energy startups and climate-smart agribusinesses. This would help local entrepreneurs access capital to grow green enterprises that create jobs and reduce environmental harm.

Carbon markets & credits – These are systems that allow countries, companies, or communities to earn money by reducing or removing carbon emissions. For example, if a community plants trees or protects forests, the amount of carbon those trees absorb can be measured and sold as “carbon credits” to countries or businesses that want to offset their emissions. Ghana is already pioneering this.

In 2023, Ghana signed the first Article 6 carbon trading deal with Switzerland, creating a framework for selling verified emission reductions. This can bring in millions of dollars in foreign exchange while rewarding climate-smart projects like renewable energy, reforestation, and clean cooking initiatives. For local communities, this means jobs and direct income from protecting nature.

Climate Funds & Grants – Global institutions like the Green Climate Fund (GCF), Global Environment Facility (GEF), and Adaptation Fund provide concessional financing for climate projects. These funds are accessible not only to government ministries but also to private companies, NGOs, and development partners. Ghana recently secured $120 million in GCF support to strengthen agriculture and water resilience in the northern regions; proof that well-prepared proposals can attract significant global funding.

Public–Private Partnerships (PPPs) – Government can use guarantees, incentives, or risk-sharing arrangements to attract private investment into clean energy and sustainable infrastructure. For example, mini-grid projects in the Volta and Northern regions could be jointly financed by the Energy Commission, Electricity Company of Ghana (ECG), and private renewable energy developers. These partnerships can expand access to electricity while reducing the fiscal burden on government.

Insurance & risk-sharing mechanisms – These are financial tools that help people, businesses, or governments share or transfer the risk of losses caused by climate-related events such as floods, droughts, or storms. In simple terms, they make sure that when disasters strike, no one bears the full cost alone.

Green finance can make such products more affordable and widespread. For example, expanding the Ghana Agricultural Insurance Pool (GAIP) with climate-linked insurance can protect farmers against failed harvests, helping them bounce back faster from droughts or floods. It ensures financial stability for farming communities and strengthens Ghana’s food systems against climate shocks.

Lessons from elsewhere

Malaysia in the 1970s was not too different from Ghana today; a developing country dependent on commodities like rubber and tin, seeking to industrialize and attract investment. But it made smart financing choices: channeling funds into infrastructure, renewable energy, and export-oriented industries.

Today, Malaysia is a manufacturing and green technology hub. Ghana, too, can rise if we use tools like green finance to turn today’s vulnerabilities into tomorrow’s strengths.

The road ahead

Green finance is more than a global trend; it is a survival strategy. For Ghana, it offers a chance to:

  • Lower debt pressures by using concessional green funding.
  • Create new industries and jobs in renewable energy, transport, agriculture and waste management.
  • Build resilience against climate shocks while raising living standards.

The opportunity is on the table. Billions of dollars are waiting to be accessed. The only question is whether Ghana, government, businesses, and citizens alike, will step forward to claim it.

So, dear reader, what do you know about green finance today?

Desmond Isaac ADDO

Email: [email protected]

Contact: 0249445513

Sextortion: Rising threats, hidden victims, urgent action

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By Bright Peter Kwaku BOATENG

A young university student receives a message on her phone. The sender threatens to release her intimate images unless she pays. Fear sets in fast. This is sextortion. It is a growing cybercrime that uses blackmail to exploit victims.

Criminals rely on fear, fake profiles, stolen images, and deception. Many use deepfake technology to create convincing fake content. This is no longer rare in Ghana.

Rising threat in Ghana

Ghana is recording a sharp rise in sextortion cases.Between January and April 2024, the Cyber Security Authority (CSA) recorded 155 cases. Victims lost a total of GH¢103,663. Many were young people aged 18 to 24. Most were university students with limited digital literacy.

In the same period in 2025, the number of cases remained 155, but financial losses climbed to GH¢499,044. This represents a fivefold increase in one year.

On 31 July 2024, the CSA announced that 226 sextortion and online blackmail cases were recorded between January and July 2024. Criminals often use fake female accounts to lure their targets. Victims were pressured into sharing intimate content, which was later used to demand money.

A teenage victim said, “I thought he was real. We talked for weeks before he asked for a photo. That one photo is what they used against me.”

In July 2024, 68 Ghanaians were among 260 suspects arrested in a pan-African sextortion and romance scam operation. Ghana is both a target and a base for organized digital scams.

Ghana’s population is about 35 million. With 155 reported cases in four months, the projected annual figure is about 465 cases, or 1.4 cases per 100,000 people. These figures reflect only what is reported. Many victims stay silent because of fear, shame, or stigma.

Global Picture

Sextortion is rising worldwide.

In 2022, the U.S. National Centre for Missing and Exploited Children received 10,731 reports of financial sextortion involving minors. In 2023, this number jumped to 26,718. The Internet Watch Foundation recorded six actionable cases in 2021 and 176 in 2023.

Teenage boys are frequent targets. Criminal networks operate from West Africa and Southeast Asia. They use fake accounts, deepfake content, and encrypted apps to trap victims. Payments flow through mobile money, fintech platforms, and cryptocurrency.

Using U.S. data as a reference, sextortion reports equal about 8 cases per 100,000 people annually. Ghana’s lower number reflects under-reporting, not lower risk.

Why It Matters

Sextortion is not only about money. It destroys trust, dignity, and personal security. Victims live with fear and shame. Some consider suicide. Once money is paid, the demands often increase.

The sharp rise in financial losses shows that these criminal networks are becoming more organized and more aggressive. If this is not addressed quickly, the impact will grow.

Preventing Sextortion

Government and Regulators

  • Build stronger and confidential victim reporting systems.
    • Enforce laws on sexual exploitation and extortion.
    • Strengthen specialized cybercrime units.
    • Ensure platforms remove reported content within 24 hours.

Technology Platforms

  • Strengthen privacy controls for young users.
    • Detect and block suspicious accounts early.
    • Work closely with law enforcement to remove blackmail content fast.

Financial Sector

  • Monitor and flag suspicious transfers linked to sextortion.
    • Block payments to known scam networks.
    • Train staff to identify sextortion-related transactions.

Schools, Parents, and Youth

  • Teach online safety early and consistently.
    • Warn students about risks of sharing intimate content.
    • Encourage fast reporting when threats happen.
    • Build trusted support systems to reduce fear and silence.

Victims

  • Do not pay.
    • Save all chats, screenshots, and payment records.
    • Report to the CSA or the police immediately.
    • Seek professional mental health support.

Ghana vs Global Rates

Ghana reports fewer cases than the U.S. but loses more per victim. The U.S. saw its numbers double in one year. Ghana saw financial losses grow fivefold. Criminals are becoming bolder and more strategic. Ghana must act before the situation reaches global levels.

Call to Action

Sextortion is here. It affects young people, families, schools, and national security. Ghana has the laws, but more vigorous enforcement and faster response are needed. Awareness must increase. Victims need support without stigma.

Everyone has a role. Report incidents. Protect your data. Guide young people online. Technology companies must act with responsibility. Sextortion grows in silence. Ghana must act.

Bright is a Cybercrime and Digital Forensic Investigator
Founder, Young Cyber Knights Foundation
Email: [email protected]
Website: www.youngcyberknightsfoundation.org
LinkedIn: linkedin.com/company/young-cyber-knights-foundation
Phone: +233553141199

Motoring with Bob Roco ROMEO: Hyundai reinforces commitment to quality with HARP

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Hyundai Automotive South Africa continues to reaffirm its commitment to safety, quality and customer satisfaction through its Hyundai Approved Repairer Programme (HARP).

With growing concerns about the use of off-market vehicle parts, HARP aims to combat the trend of corner-cutting by some vehicle owners and non-certified repair shops.  These practices not only compromise the performance and safety of Hyundai vehicles but can also void warranties and lead to higher long-term repair costs.

Sam Matlhola, Parts Director at Hyundai Automotive South Africa, stressed the critical importance of adhering to the HARP standards.  “Through HARP, Hyundai Automotive South Africa’s customers gain access to a national network of approved repairers, each vetted for compliance with our strict repair protocols.”

In addition to using 100% genuine parts, these facilities follow the manufacturer’s repair processes, ensuring vehicles maintain their performance, safety ratings and resale value.
“By insisting on approved repair centres and genuine parts, we are protecting our customers from risks associated with off-market components and non-compliant repairs.”

Every genuine Hyundai part is specifically designed and tested to match the exact specifications of each vehicle model.  Any substandard part introduced into the vehicle’s system risks compromising not only performance but also critical safety features, durability and long-term reliability.

“As part of our commitment to customer satisfaction and operational excellence, as well as our excellent parts supply rate, 90% of all major structural vehicle repairs are completed within 30 days.  This can also be attributed to Hyundai’s stringent Research and Development (R&D) quality protocols, which leave no room for error therefore, reaffirming why only genuine parts should be used,” emphasized Stanley Anderson, CEO of Hyundai Automotive South Africa.

The main agent for Hyundai in Ghana is Hyundai Motors and Investment Ltd, which operates under the brand Hyundai Ghana. This authorized dealer has headquarters in Accra and showrooms in Tema, Kumasi, Tamale, and Takoradi, and also has an assembly plant in Tema.

GNPC reaffirms commitment to operatorship at second annual general meeting

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The Ghana National Petroleum Corporation (GNPC) has restated its commitment to achieving full operatorship as it continues to strengthen technical competence, institutional resilience, and financial sustainability.

This assurance was given at the Corporation’s Second Annual General Meeting (AGM) held at the Marriott Hotel in Accra under the theme ‘Consolidating Our March Towards Operatorship’.

The meeting brought together representatives from the Ministry of Finance, the State Interests and Governance Authority (SIGA), members of the GNPC Board, management, and other key stakeholders.

Members received and considered GNPC’s 2024 Annual Report, which outlined the Corporation’s operational and financial performance for the year under review. The report reflected steady performance, including stable oil production, increased gas exports, and significant progress on strategic projects.

Delivering the keynote address, the Minister for Energy and Green Transition, John Abdulai Jinapor, commended GNPC for its continued role in safeguarding Ghana’s petroleum interests. He urged the Corporation to accelerate capacity-building efforts towards operatorship. “The Corporation serves as the state’s eye in upstream partnerships. The energy transition makes capacity building a necessity, and GNPC must continue to develop the expertise needed to operate blocks independently and sustainably,” the Minister stated.

He also highlighted government interventions to address industry challenges including declining oil production, low investment inflows, and gas infrastructure gaps. The Minister assured that the Ministry of Finance and Energy are collaborating to resolve GNPC’s gas debt exposure and ensure long-term financial stability.

GNPC Board Chairman, Prof. Joseph Oteng-Adjei, said the Corporation’s performance demonstrated resilience and focus in advancing its operatorship agenda. “Our focus remains building technical competence, institutional strength, and financial prudence to sustain GNPC’s long-term value,” he stated.

Acting Chief Executive Officer, Mr Kwame Ntow Amoah, presented the operational performance highlights, noting that whilst oil production saw a marginal decline of 0.3 per cent, gas exports rose by 10 per cent. He cited steady progress on the Research and Technology Centre, commissioning of GNPC’s Energy House (Operational Head Office) in Takoradi, revitalisation of EXPLORCO, and progress on the Voltaian Basin Project as major milestones. “We are building a GNPC that is technically competent, commercially agile, and strategically positioned to secure Ghana’s energy future,” Mr Amoah emphasised.

The AGM also highlighted GNPC’s commitment to environmental sustainability through the integration of Environmental, Social, and Governance (ESG) principles and alignment with Ghana’s Updated Nationally Determined Contributions (NDCs) under the Paris Agreement.

Concluding the meeting, the Deputy Minister for Energy and Green Transition, Richard Gyan, reiterated the government’s confidence in GNPC’s leadership and pledged continued support from the Ministry to ensure the Corporation’s operational and financial success. The meeting was brought to a close with members considering and voting on significant resolutions.

The Ghana National Petroleum Corporation (GNPC) is the state-owned oil company mandated to explore, develop, and manage Ghana’s petroleum resources. GNPC continues to play a pivotal role in ensuring energy security, promoting sustainable development, and positioning Ghana as a competitive player in the global energy industry.

Africa’s digital transformation dilemma: Why we keep failing and the framework that can fix it

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By Joseph ATTA-WOODE

Across the continent, governments and corporations are rushing to digitize from e-governance platforms to online banking, from smart agriculture to digital classrooms. Yet behind the optimism lies a sobering truth: up to 70percent of digital transformation (DT) projects fail (Tabrizi et al., 2019; Gartner, 2018).

The reason? Not a lack of technology but a failure of leadership, culture, and engagement. Africa’s digital revolution is not failing because of bandwidth or budgets, but because of people.

Digital transformation is not a one-time software installation. It is a complete rethinking of how organizations create value in a digital world (Matt et al., 2015). Unfortunately, many African institutions still treat it as a procurement exercise, rather than a cultural and strategic evolution, similar to the preference of Metaverse sport the world over (Atta-Woode & Gangai, 2025).

According to Buvat et al. (2018), 65% of global firms lack digital leadership capacity, a challenge even more acute in Africa. In many organizations, decision-making is top-heavy, change-averse, and disconnected from the workforce. The result is a wave of failed projects and wasted investment.

From Accra to Nairobi, digital platforms have been launched with fanfare only to fall silent months later. Employees resist because they see digitalization as replacement rather than empowerment (Sherin, 2023).When people are left out of digital change, technology becomes a threat instead of a tool. A rigid corporate culture, combined with poor communication, has made digital transformation in Africa more of a slogan than a success story.

My recent study, ‘Innovative Digital Transformation Strategy: A Conceptual Framework of Leadership, Culture, and Engagement’, suggested a model grounded in Dynamic Capabilities Theory (DCT). Introduced by Teece, Pisano, and Shuen (1997), this model argues that an organization’s survival in rapidly changing environments depends on its ability to sense, seize, and reconfigure resources to maintain competitiveness. In African context, our organizational leadership must cultivate these three critical abilities:

  1. Sensing – Detecting emerging digital opportunities and threats.
  2. Seizing – Acting decisively through visionary leadership and resource alignment.
  3. Reconfiguring – Adapting internal processes and culture to sustain competitiveness.

This makes DCT not only relevant but also essential for African organizations facing volatile economic, social, and technological conditions. Africa’s digital transformation journey differs fundamentally from that of Western economies. The continent’s challenges includes limited infrastructure, institutional fragility, fluctuating policies, and workforce skill gaps. Africa needs flexible strategies for digital transformation and not static solutions. Dynamic Capabilities Theory provides exactly that: a model for continuous adaptation and renewal rather than one-off reform for Africa’s organizations in turbulent markets where yesterday’s solutions rarely solve tomorrow’s problems.

In Ghana, for example, the government’s digital ID initiative, e-levy systems, and paperless port reforms show how policy and technology evolve amid uncertainty. Only institutions that can reconfigure quickly survive such disruption. DCT provides a framework to guide this adaptation by focusing on learning, leadership agility, and resource alignment all critical for sustainability (Teece, 2018; Eisenhardt & Martin, 2000).

Furthermore, African firms are not just adopting technology; they are leapfrogging entire stages of development moving from analog to mobile or AI-driven systems in one leap (Ndemo & Weiss, 2017). Such rapid, non-linear growth requires what DCT calls dynamic reconfiguration, the ability to redesign structures, retrain workers, and reallocate resources in real time (Ambrosini & Bowman, 2009).

The theory also resonates with African cultural contexts, where informal networks, social trust, and adaptive leadership play crucial roles in business success. Unlike rigid Western frameworks, DCT accommodates contextual learning and improvisation traits deeply embedded in African entrepreneurship and governance systems (Loonam et al., 2018; Okpo, Ikediashi & Afolabi, 2023).

Why African organizations need this model

  • Builds leadership agility – Leaders gain the foresight to anticipate digital trends and align them with strategic goals (Kotter, 2000).
  • Promotes cultural adaptability – Organizational culture shifts from rigid hierarchies to collaborative, learning-driven environments (Mergel et al., 2019).
  • Drives employee engagement – Workers become contributors to innovation rather than victims of automation (Kane et al., 2018; Gallup, 2021).
  • Sustains competitiveness – Continuous learning and flexibility become built-in, ensuring survival in volatile digital markets (Teece, 2018).

Deloitte (2020) found that companies emphasizing engagement during transformation recorded faster adoption rates and higher morale, while adaptive cultures (Kocak & Pawlowski, 2022) increased success rates across industries.

The leadership imperative

Africa’s digital future depends not on coding, but on leadership courage and competence. Digital transformation must be led by leaders who can communicate, connect, and collaborate.

They must:

  • Understand technology as a business strategy, not a gadget.
  • Build inclusive cultures where every employee understands their role in change.
  • Invest in re-skilling and knowledge sharing.
  • Encourage open dialogue and cross-functional innovation.

Leadership agility means the ability to pivot quickly and learn continuously-the hallmark of successful digital leaders.

Governments should create national digital leadership programs to build capacity within ministries, state enterprises, and academia. Universities must integrate digital leadership and transformation frameworks into their business and public administration curricula. The time is now more especially, where Artificial Intelligence (AI) is revolutionizing our way of work and the technological space across the world. Africa is already behind the adaptation of AI and automations. African success stories such as Rwanda’s e-governance, Kenya’s fintech ecosystem, and Ghana’s digital ID system show it is possible when leadership, culture, and engagement align, as technology alone does not transform institutions, people do.

The way forward

Africa is at a digital crossroads. With its youthful population and growing internet access, the continent holds immense potential. Nevertheless, potential without transformation is inertia. The proposed framework offers a roadmap to convert digital ambition into sustainable success through leadership that senses change, cultures that adapt, and employees who engage. Africa does not need another app, it needs adaptive leaders and digital cultures that can reconfigure and rise.

The truth is uncomfortable: Africa’s digital revolution is not failing because of bandwidth or budgets, but because of people and our inability to acknowledge and appreciate our circumstances and adopt a digital transformation tailored towards our leadership style, inherent cultural traits, and the resources needed for such technological advancement. Not every process need to be digitalized, and not every organization or entity needs digital transformation.

>>>the writer is a PhD Scholar in Management, Sharda University India and Facilitator of AI Certificate Programme at Ghana Christian University College, Accra. Ghana. His specialties include Leadership, Digital Transformation-AI, Strategic Innovation and Organizational Behaviors.

Short-term comfort must not come at cost of long-term resilience – Veep, says stability is not a gift

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By Juliet ETEFE ([email protected]) 

The Vice President, Professor Jane Naana Opoku-Agyemang has cautioned that the country’s recent economic recovery will not be sustained unless the country resists short-term fixes and instead consolidates its gains through discipline, productivity, and long-term value creation.

According to her, economic stability is not accidental and cannot be treated as a momentary relief, but must be intentionally built through strong institutions, consistent policy choices, and local value addition.

Speaking at the 14th Ghana Economic Forum (GEF) organised by the Business and Financial Time in Accra, she said the lessons of recent history must guide current decision-making.

“Short-term comfort should never come at the cost of long-term stability,” she stated. “Stability is not a gift. It is earned. It comes from discipline and the choices we make as a people.”

She observed that, for decades, Ghana’s overdependence on raw commodity exports and excessive import reliance had weakened the fundamentals of the cedi and exposed the economy to shocks.

“When we depend too heavily on raw exports and excessively on imports, and when we fail to discipline our fiscal habits, the cedi pays the price,” she said.

Prof. Opoku-Agyemang said ongoing fiscal consolidation and financial sector reforms are gradually restoring confidence in the economy, noting that macroeconomic indicators are improving.

“The cedi has strengthened significantly, recovering from the turbulence of a few years ago when it was named one of the worst performing currencies globally. Inflation is now at 9.4 percent,” she said, adding that the country’s gold reserves have increased and creditor agreements have eased pressure on public finances.

“These are not miracles, they are the outcomes of deliberate, disciplined choices,” she added.

However, she cautioned that the current momentum must not lead to complacency. “This is not a time for comfort but for consolidation. If we want a stable currency, then we must add value to what we produce. Cocoa must not leave our shores as beans, bauxite must not leave as ore, and gold must not leave as dust,” she said.

She emphasised that every stage of processing that takes place in Ghana strengthens the cedi, creates jobs, expands industrial capacity and preserves national dignity.

“Our farmers, artisans and professionals deserve to see the full reward of their labour at home,” she said.

The Vice President also highlighted the centrality of youth participation and small business empowerment to economic transformation, describing the youth as “the lifeblood of our economy.”

Through training, targeted financing and innovation support, she said, Ghana can build a more productive and competitive domestic market.

“Stability is not achieved by hope. It is built on habits paying taxes honestly, producing more than we consume, and investing in our own capacity to add value,” she stated.

She expressed optimism that 2025 presents a chance to move from emergency recovery to sustained transformation.

“True sovereignty is not isolation; it is the courage to make difficult choices for prosperity,” she said.

“If we consolidate these gains, Ghana can build resilience that outlives this moment and secures the future of our people.

“What we earn as a nation will depend on the values we uphold. That is how stability is protected not as a gift, but as a legacy we choose to build,” she noted.

Insight Forge with Terry Mante: Confidence is not arrogance

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“A society that discourages confidence will eventually reward timidity and resent success.” – Terry Mante

The meeting had barely begun when everyone noticed Ama. She walked into the boardroom with calm energy, greeted the team with a firm smile, and took her seat without fuss. When it was her turn to present, she spoke clearly, answered questions without defensiveness, and admitted what she didn’t know without flinching.

After the meeting, one colleague leaned over to another and whispered, “She’s really full of herself, isn’t she?”

No, she wasn’t. Ama was simply confident. But in a world where self-assurance is often mistaken for pride, confidence sometimes looks suspiciously like arrogance.

The Confidence Confusion

I have seen this confusion play out many times in professional spaces. The person who speaks with conviction is labelled as “too sure.” The one who takes initiative is seen as “trying to outshine others.” The leader who makes decisions without hesitation is called “bossy.”

Somewhere along the way, we began to treat modesty and mediocrity as twins. We decided that people who are comfortable in their own skin must be conceited. And so, many capable men and women shrink their presence, silence their opinions, and dilute their strengths just to avoid being misunderstood.

Confidence and arrogance may look alike from a distance, but up close they are completely different species.

What Confidence Really Is

Confidence is a healthy awareness of your value. It is the quiet conviction that you have something to offer, even while knowing you still have a lot to learn. It doesn’t shout. It doesn’t trample. It simply stands tall.

Arrogance, on the other hand, is the illusion that you are the only one who matters. It is not about self-belief; it is about superiority. The confident person says, “I can do this.” The arrogant person says, “Only I can do this.” Confidence creates room for others; arrogance consumes it.

Lessons from Experience

Over the years as a management consultant and trainer, I have met both kinds of people. The arrogant ones usually walk into a room with a need to prove something. They interrupt, dominate, and pretend to know everything. Ironically, their need for validation often comes from deep insecurity.

The confident ones enter quietly, listen carefully, and speak thoughtfully. They don’t need to dominate because they are comfortable in their competence. Their presence says, “I belong here, and so do you.” The difference is subtle but powerful: arrogance competes, confidence contributes.

How to Build Confidence Without Crossing the Line

If you’ve ever worried that being confident might make you appear arrogant, here are a few ideas to help you stay grounded while still standing tall.

  1. Know your worth, but remember everyone else has worth too. Confidence is not about placing yourself above others. It is about recognizing value – yours and theirs – and acting from mutual respect.
  2. Let results speak louder than ego. True confidence doesn’t rely on constant self-promotion. It shows up in competence, consistency, and character. When you do the work well, you won’t need to convince anyone.
  3. Be teachable. Confident people are open to feedback because they know that learning is not a sign of weakness. Arrogant people resist feedback because they fear it will expose them. The difference is humility.
  4. Celebrate others genuinely. Insecure people feel threatened by other people’s success. Confident people applaud it because they understand that someone else’s light doesn’t dim theirs.
  5. Speak with assurance, not aggression. You can express opinions firmly without dismissing others. Confidence is assertive; arrogance is dismissive. Your tone, not just your words, makes the difference.

Why Confidence Matters

Confidence is not just a personal trait; it is a leadership necessity. Teams draw energy from leaders who are secure enough to make decisions, admit mistakes, and empower others. Communities thrive when people are unafraid to use their gifts. A society that discourages confidence will eventually reward timidity and resent success.

The truth is, false humility helps no one. Playing small doesn’t make you noble; it only limits your impact. Confidence allows you to occupy your space with grace, not guilt.

So, the next time you see someone like Ama – calm, competent, and composed – don’t be too quick to label them as arrogant. They might simply be someone who has learned to stand tall without stepping on anyone.

And if that someone happens to be you, stand tall anyway. The world needs your confidence, not your apology.

——Bottom of Form

About the author

Terry Mante is a thought leader whose expression as an author, corporate trainer, management consultant, and speaker provides challenge and inspiration to add value to organizations and position individuals to function effectively. He is the Principal Consultant of Terry Mante Exchange (TMX). Connect with him on LinkedIn, Facebook, X, Instagram, Threads and TikTok @terrymante and www.terrymante.org.

The economy’s golden moment: A year of gold gains

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By David Nii ARMAAH

Gold is having a moment, and so is Ghana. Global prices for Gold have soared past US$4,000 per ounce this year, giving Ghana, Africa’s top gold producer, its biggest export opportunity in years.

This year, Ghana’s gold sector has frequently been in the headlines, thanks to key policy reforms and record-breaking export revenues. These developments have strengthened the gold industry, making it a vital force behind the country’s growing economic resilience.

Ghana’s year in gold so far

Ghana is experiencing a record-breaking year in gold export revenues. Between January and mid-October 2025, Ghana earned over US$8 billion from small-scale mining gold exports alone – nearly doubling the entire US$4.61 billion earned in 2024.

This surge in revenue is driven by the export of more than 81,700 kilograms of gold, marking a significant increase in both volume and value compared to previous years.

Total gold production is projected to exceed 5 million ounces by the end of 2025 – a rise of more than 6percent year-on-year. Several key factors are driving this remarkable performance:

  • The creation of the Ghana Gold Board (GoldBod), which centralizes and regulates artisanal gold trading.
  • Continued high global gold prices; rising global gold prices mean Ghana earns more dollars from its exports, which boosts reserves, stabilizes the cedi, and strengthens the economy.
  • Introduction of policy reforms has brought tighter government oversight, which has improved gold traceability and curbed smuggling across the supply chain.

These elements combined have brought greater transparency, boosted investor confidence, and ensured that more of the gold’s value is retained within Ghana’s economy.

The price surge in gold and what it means

The recent rise in global gold prices has been a major boost for Ghana. Higher prices mean the government is earning more from gold exports, and investors are seeing renewed confidence in the mining sector.

Analysts expect a revenue surge that could help ease Ghana’s debt pressures and strengthen its foreign exchange reserves. Remember, as of October 2025, Ghana has earned over US$8 billion from small-scale gold exports alone, almost doubling last year’s total. This reflects not just higher prices but also improved regulation and oversight in the sector.

While Ghana continues to export much of its gold in raw form, these strong revenues provide an important foundation for future economic growth and stability.

The Galamsey problem that won’t go away

Despite these gains, illegal gold mining, widely known as galamsey, remains a challenge. It continues to scar lands, pollute rivers, and drain potential revenue. Per multiple reports this year, communities across Ghana’s mining regions have been caught between survival and destruction, with little progress on enforcement. It’s a paradox: at a time when gold is more valuable than ever, Ghana is still bleeding value from illegal and unregulated operations

The Ghanaian government has demonstrated commitment to combating illegal mining in 2025. The Illegal Mining Enforcement Task Force was reactivated this year, leading to the shutdown of over 150 illegal mining sites and the arrest of more than 300 offenders. Hopefully, these efforts and others will move beyond short-term fixes and lead to lasting progress in creating a safer, more transparent mining sector.

So what’s next for Ghana?

Ghana’s gold boom is something to be proud of, but what really matters is what comes next. The real test will be how well the country manages this momentum: continue keeping things transparent? putting the money to good use? investing in ways that create lasting opportunities? These are the questions to guide us.

Building more value at home, through refining and manufacturing, could turn gold from just an export into a real engine for growth. And as the fight against illegal mining continues, the hope is that these efforts don’t just fix today’s problems, but help shape a fairer, safer mining future for everyone.

>>>the writer is a top-tech Researcher and an Industry voice. He possesses the analytical skills of an applied researcher and expertise in data, technology, innovation, and digital entrepreneurship. Connect via LinkedIn: David Nii Armaah

National development planning (2): Beneath-ground vs Above-ground resources

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By Dela EVANS

Ghana’s development strategy hinges on a dual resource framework: finite extractive assets below ground, and renewable human and ecological assets above.

Beneath-ground resources—minerals like gold, bauxite, lithium, oil, and rare earths—fuel industrial growth but require transparent governance, local value addition, and strategic reinvestment to avoid volatility and depletion.

Above-ground resources—human capital, agriculture, renewables, and cultural heritage—offer long-term, regenerative potential. These must be cultivated through education, climate-smart farming, green energy, and global cultural engagement.

The development sweet spot lies in integration: using extractive wealth to empower human and ecological assets. When mining revenues fund schools, solar farms, and tech hubs, Ghana shifts from dependency to sustainable dynamism

The path to self-sustaining prosperity – Autonomous growth and the Rule of 70

As Ghana charts its long-term development course, the goal is to cultivate an economy whose momentum is driven from within—where growth is powered not by external aid or intervention, but by the country’s own population, innovation, and productive capacity.

This vision is anchored in the principle of autonomous growth—the natural expansion of the economy through internal forces such as demographic vitality, technological progress, capital accumulation, and entrepreneurial activity. Autonomous growth reflects the economy’s “default momentum”—the kind of progress that continues even in the absence of foreign aid, government stimulus, or global shocks.

For policymakers, this concept offers critical strategic value:

  • Sustainability – Autonomous growth signals the underlying health and resilience of the economy. A country that can grow on its own is better equipped to weather global volatility.
  • Policy Benchmarking – It allows leaders to distinguish between growth driven by reforms and growth that would have occurred regardless—enabling more accurate evaluation of policy impact.
  • Long-Term Planning – Understanding autonomous growth helps governments forecast future needs—such as infrastructure, education, and employment—with greater precision.

This is where the Rule of 70 becomes a vital planning tool. It states that dividing 70 by the annual growth rate gives the number of years it takes for an economy to double. For example, with a 7% growth rate, Ghana’s economy would double in just 10 years. This simple yet powerful formula helps planners set realistic targets, measure progress, and anticipate resource demands.

By aligning extractive revenues with regenerative investments, and by fostering conditions for autonomous growth, Ghana can reach its development sweet spot—a point where internal momentum sustains national progress, and strategic foresight ensures that growth is inclusive, resilient, and enduring.

Visualizing the Rule of 70 The chart below illustrates how doubling time decreases as growth rates increase:

Chart Title: Rule of 70: Economic Doubling Time by Growth Rate X-axis: Annual Growth Rate (%) Y-axis: Years to Double Economy

At 1% growth, it takes 70 years to double the economy. At 10%, it takes just 7 years. The curve reveals an inverse, nonlinear relationship—highlighting how even modest increases in growth rates can dramatically accelerate national progress.

Phased implementation plan (2029–2049)

To translate Ghana’s strategic vision into tangible progress, the national development agenda will unfold through five interlinked phases. Each phase builds upon the previous, ensuring continuity, scalability, and impact across sectors—from agriculture and infrastructure to innovation and sustainability.

Phase 1: 2029–2033 — Laying the foundations

Focus: Agriculture revitalization, rural infrastructure, and technical skills development.

  • Expand irrigation and mechanization for smallholder farmers.
  • Build rural roads and storage facilities to reduce post-harvest losses.
  • Launch vocational training in agriculture, agro-processing, and digital platforms.
  • Pilot agro-processing zones in cocoa, cassava, and maize regions.

Expected Outcomes: Increased agricultural productivity, improved rural livelihoods, and a skilled workforce ready for agro-industrial expansion.

Phase 2: 2033–2037 — Agro-industrial expansion

Focus: Agro-processing scale-up, value chain development, and technical education.

  • Scale agro-processing zones into regional export hubs.
  • Strengthen linkages between farmers, processors, and urban markets.
  • Expand technical education in food tech, logistics, and agribusiness.
  • Introduce private sector incentives and begin extractive revenue transition.

Expected Outcomes: Growth in agro-based exports, enhanced food value chains, and stronger technical education systems.

Phase 3: 2037–2041 — Infrastructure and industrialization

Focus: Infrastructure development, energy transition, and light manufacturing.

  • Invest in transport corridors (rail, road, ports).
  • Expand solar and wind energy in rural and industrial zones.
  • Develop industrial parks for textiles, packaging, and electronics.
  • Digitize public services and expand broadband access.
  • Strengthen governance institutions for transparency and investment confidence.

Expected Outcomes: Improved connectivity, diversified energy mix, and emergence of competitive light manufacturing.

Phase 4: 2041–2045 — Innovation and technology

Focus: Advanced industries, digital economy, and research & development.

  • Invest in R&D centres and university-industry partnerships.
  • Promote startups in tech, biotech, and clean energy.
  • Expand STEM education and innovation hubs.
  • Deepen global value chain participation through high-tech exports.
  • Implement smart city initiatives in major urban centres.

Expected outcomes: Increased innovation capacity, growth in high-value exports, and enhanced urban sustainability.

Phase 5: 2045–2049 — Sustainability and legacy

Focus: Environmental resilience, cultural economy, and inclusive development.

  • Scale climate adaptation in agriculture and coastal zones.
  • Promote cultural industries (music, fashion, heritage tourism).
  • Strengthen social protection and inclusive policies.
  • Institutionalize long-term planning and citizen participation.
  • Evaluate and refine strategy for the next generation.

Expected Outcomes: Climate-resilient economy, vibrant cultural sector, and inclusive national development.

Conclusion – From vision to action

Ghana’s path to sustainable national development demands more than ambition—it requires disciplined execution, strategic foresight, and inclusive governance. To translate this vision into measurable outcomes, the country must adopt a coherent set of policy guidelines that anchor planning in consistency, accountability, and adaptability.

First, integrated resource planning must ensure that revenues from extractive industries are systematically reinvested into human capital, infrastructure, and innovation. This linkage transforms finite wealth into enduring progress.

Second, scenario-based forecasting must become a standard tool in policymaking—enabling Ghana to anticipate disruption, model complex interdependencies, and design resilient strategies through cross-impact assessments of both linear and non-linear variables.

Third, decentralized implementation is essential. Local governments and communities must be empowered to adapt national priorities to regional realities, ensuring that development is inclusive, context-sensitive, and locally owned.

Fourth, performance monitoring and feedback loops must be institutionalized. Real-time data systems and citizen engagement mechanisms will allow for continuous learning, course correction, and transparency.

Fifth, legal and institutional reforms must reinforce the rule of law, combat corruption, and foster civic participation—building the trust and stability needed to attract long-term investment and unlock national potential.

Finally, Ghana must uphold intergenerational equity—ensuring that today’s decisions protect the interests of future generations. This means balancing short-term gains with long-term sustainability in resource management, education, environmental stewardship, and social inclusion.

Together, these principles form the scaffolding of a resilient development architecture—one that is visionary yet grounded, ambitious yet accountable. With strategic clarity and collective commitment, Ghana can shape a future defined not only by growth, but by dignity, opportunity, and legacy.

>>>the writer is a retired C-suite consultant and certified expert in Change Management and Transformation Strategy, with a distinguished career spanning corporate transformation and national development advisory. With extensive experience consulting for multinational European banks, industrial firms, and manufacturing conglomerates, Dela has led strategic change initiatives across international contexts—bridging private sector innovation with public sector reform. As the founder of the Ghana Change Academy, Dela now channels this expertise into advancing governance, institutional capacity, and citizen-centered development. His work reflects a deep commitment to systems thinking, inclusive growth, and the strategic foresight required to shape resilient national futures. Email: [email protected]

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