ADDRESS BY THE CHIEF EXECUTIVE OFFICER OF THE GHANA SHIPPERS’ AUTHORITY AT THE 32NDMANAGEMENT WORKSHOP HELD AT THE HEPHZIBAH CHRISTIAN LIMITED, PEDUASE ON 10-12 DECEMBER 2025

Deputy CEOs

Heads of Departments & Zonal Managers,
Representatives of the Local Union of GSA,

Ladies and Gentlemen

Good morning.

As we gather at this important annual workshop, my heart is filled with profound gratitude—first to God, for His unfailing grace that has carried us through the first year of my stewardship here, and second to every member of this remarkable team whose dedication, creativity, and resilience have been the true engine of our progress. As John C. Maxwell reminds us, “Everything rises and falls on leadership”, but leadership itself rises on the strength of its people.

Upon assuming office, the year under review became a profound journey of learning and discovery for me—and today, I stand confidently, because I stand with you.

Each of you has demonstrated what is possible when vision meets teamwork, when discipline meets dedication, and when passion meets purpose. Our experience this past year has proven that alone we can do so little, but together we can do so much. Whether in our policy engagements, operational activities, stakeholder partnerships, digital transformation efforts, or in the implementation of tough austerity measures, your commitment has consistently pushed the Authority forward.

This Workshop constitutes a vital platform for dialogue, reflection, and strategic alignment. It offers us the opportunity to take stock of our progress, interrogate our performance with candour, and chart a decisive course for the year ahead in line with our statutory mandate under the Ghana Shippers’ Authority Act, 2024 (Act 1122), and the broader national development agenda.

The passage of Act 1122 in 2024 ushered in a new regulatory architecture for the Authority. It expanded our mandate significantly, transforming the Authority from a largely facilitative institution into a modern regulator responsible for the commercial activities of shippers and shipping service providers across sea, air and land transport.

This transformation requires a heightened level of institutional discipline, coordination, and professionalism. It is in moments like these, that we must draw strength from the core values—integrity, excellence, teamwork, resilience, passion and commitment, and continuous personal development—that have long shaped the culture and character of this organization.

I wish, at this point, to highlight some of the notable achievements we chalked in the year under review:

• We secured a Bank of Ghana directive to address inconsistencies in the application of foreign exchange rates by shipping service providers
• We approved a new charge for the Ghana Ports and Harbours Authority (GPHA) for the handling of heavy-duty equipment
• We secured the deferment of the Minerals Commission’s proposed charge of USD 250 on each imported earth-moving equipment
• We disapproved a proposed increment in the cargo handling charges by Ground Handlers at KIA
• We have proposed a significant reduction in the Container Administrative Fees charged by shipping lines—an intervention projected to save shippers over USD 100 million annually. This proposal would be discussed with relevant stakeholders including the shipping lines themselves and fully implemented shortly.
• We have made some proposals, following extensive investigations on the implementation of some disinfection and fumigation charges at the ports, that will phase out the blanket fumigation of all cargo by exempting specific cargoes and also inserting a sunset clause that limits the exercise to identified risk. These proposals would also be extensively with all stakeholders for their buy-in and fully implemented in a manner that would help inch closer to President Mahama’s vision of reducing the cost of doing business in Ghana.
• We successfully developed and submitted a draft L.I. to the Ministry of Transport to initiate the required processes for its passage. This accomplishment represents a major step toward the full implementation of the Act.

During the year, work on key infrastructure projects—each critical to strengthening national and regional trade logistics—continued in earnest. Notably:

• The Boankra Integrated Logistics Terminal (BILT) attained 85% completion of phase 1, by August 2025;
• We have secured the requisite approval to maintain the BILT Contractor and the Consultants at the project site through the payment of some agreed sums, whiles efforts to secure a private partner continue in earnest
• Construction commenced on the Akatekyiwa Freight Park;
• Preparatory works advanced for new Shipper Complaints and Support Centres at Tatale, Tumu, Kulungugu, and Gonokrom;
• Planning continued for the development of the Tema Shippers Centre.

These achievements have been recognized by reputable institutions, culminating in eight distinguished awards received during the period.

This certainly would not have been possible without your invaluable support, and I wish to take this opportunity to thank you all.

Notwithstanding the progress recorded, we continue to face critical operational challenges. Key among them are:

• Inadequate funding for project execution and regulatory activities;
• Escalating costs of doing business at the ports due to inefficiencies
• Fragmented inter-agency coordination across the transport and trade ecosystem.

These challenges require structured, systemic responses, complemented by more efficient internal processes and sustained regulatory engagement.

In line with the government’s policy direction—reflected in the 2024 NDC Manifesto, the 2025 State of the Nation Address, and the 2026 Budget—the following key issues have become central and deserve our full attention. They are:

• The rationalisation of port fees and charges;
• The 24-Hour Economy Initiative;
• Trade facilitation and export promotion;
• Transport infrastructure development under the “Big Push” agenda;
• Enhanced port technology and digitisation;
• Stable exchange rate policies through GoldBod;
• Promotion of intra-African trade under AfCFTA;

In the light of the foregoing, I envision the following as six strategic priorities for the Authority in 2026 and beyond:

1. Institutional Excellence and Human Capital Development — We will strengthen performance management, enforce accountability, and invest in capacity building for our staff.
2. Reduction of Shipping-Related Costs — We will deepen regulatory interventions to ensure fairness, compliance, and the elimination of arbitrary charges.
3. Logistics Infrastructure Development — We will continue to advance flagship projects such as BILT, the Akatekyiwa Freight Park, and other strategically located freight parks. We will also expand our representation at identified Entry/Exit points along our borders to initiate the implementation of service charge at land borders as well as the Airport.

• Regional and International Partnerships — We will enhance collaboration with the Union of African Shippers Councils (UASC) the African Continental Free Trade Area (AfCFTA), the Global Shippers Forum, ECOWAS, UN Trade and Development (UNCTAD), United Nations Commission on International Trade Law (UNCITRAL) and the International Maritime Organization (IMO) and other recognized trade and logistics organisations to strengthen Ghana’s competitiveness.
• Digital Transformation and Trade Facilitation — operationalising digital platforms, integrating systems, and expanding data-driven decision-making.
• Passage and Implementation of the GSA Legislative Instrument to give full effect to Act 1122.

As managers, your role remains pivotal to the Authority’s success, and it is within this leadership space that the tone for discipline, excellence, and accountability must be set. Accordingly, renewed emphasis will be placed on performance monitoring, rigorous internal audits, and strengthened accountability mechanisms to ensure that our collective efforts translate into measurable, sustained results. We will also adopt pragmatic measures to ensure that all GSA assets are properly secured and legally protected, with a clear roadmap for their commercialization. This approach forms a key strategy for diversifying our revenue streams and safeguarding the long-term sustainability of the organization.

There will be zero tolerance for laxity in all its forms—be it laziness, lateness to the office or official engagements, gossip, or the circulation of unfounded rumours. These behaviours are corrosive; they undermine discipline, erode trust, and sabotage every genuine effort to build a focused, goal-driven organization.