ghananlpcommunity/ghana-gov-speeches-sentences huggingface dataset:
In my own journey, I never set out with the dream of becoming a Deputy Governor at the Central Bank.
But I did nurture the desire to grow, to stretch beyond the familiar, and to embrace new challenges, even when they came in unexpected forms.
For me, it wa s truly about going “Beyond Journalism, Media Management, Communications, and Business Development ’’.
“Elevating Women to Lead Culture, Strategy, and Innovation” .That phrase captures my path: moving from one world where I was already visible and successful, into another where I had to start over, learn afresh, and ultimately discover new dimensions of leadership.
Fifteen years ago, I took what many thought was an unthinkable step: leaving behind a celebrated media career to join a little-known bank.
At the time, I was a Radio and TV anchor and Managing Editor for one of Ghana’s most respected news and current affairs platforms.
Walking away from national visibility into the role of Head of Branding and Communications at Access Bank—which then had only three branches, looked, to many, like a step backwards.
My family and colleagues asked, “Why trade the spotlight for this?”
But deep inside, I longed for more than recognition.
I wanted growth, I wanted reinvention, I wanted to test myself in uncharted waters.
That decision came at a price.
I had to start over, strip away the comfort of being an expert, and embrace vulnerability.
The journalist who had built a reputation for asking the tough questions now had to learn how to answer them.
I immersed myself in banking policies, studied financial systems, and retooled with courses in risk management, product development, and financial analysis.
And yes, there were moments when I had to humble myself and learn from colleagues far younger or less experienced than me.
In time, new doors opened.
I was asked to lead the Women’s Banking Initiative, then Private Banking, and eventually retail banking.
Each role stretched me further , teaching me how to craft long -term strategy, how to juggle the demands of work, school, and family while pursuing my MBA, and the Chartered Banker Course and above all, how to seize opportunities even when the path ahead seemed daunting.
The lesson is clear: real growth never happens in the comfort zone.
It comes when we dare to take risks, when we embrace the unknown, and when we commit ourselves again and again to the discipline of continuous learning.
Why “Beyond HR” Matters That journey of leaving my comfort for growth brings me directly to today’s theme, why “Beyond HR” truly matters.
For far too long, society has celebrated women leaders mainly in Human Resources, Corporate Social Responsibility, and Communications.
These are noble and essential functions, but they are not the only places where leadership should be seen.
My own story proves that stepping outside traditional boxes can unlock new possibilities.
The real challenge is that the boardrooms, where culture is shaped, where long-term strategy is crafted, and where innovation is ignited remain heavily male-dominated.
And when women are absent from these critical spaces, organizations are deprived of fresh perspectives, collaborative approaches, and the inclusive decision -making that drives resilience.
So here is the message I want to stress today: women are not just nurturers of people, we are architects of vision, of strategy, and of transformation.
The evidence is undeniable.
Research shows that women often adopt transformational and participative leadership styles.
These styles prioritize vision, collaboration, and empowerment.
They are the very traits that strengthen organizational culture, spark meaningful innovation, and sustain change over the long term.
Three Pillars of Women’s Leadership A. Women as Culture Architects Let us begin with culture.
What is culture?
It is not the posters on the wall or the glossy mission statements framed in the reception area.
Culture is what happens when no one is looking, it is the invisible current that guides how people think, act, and perform.
When I first joined Access Bank, my role was technically Communications, but very quickly I realized my work touched something deeper.
I had a chance to influence the spirit of the organization.
I remember insisting on an open -door approach, encouraging colleagues to speak up, and promoting fairness in performance measurement.
There were days when junior staff would walk into my office simply because they trusted that they would be heard.
That trust became part of our DNA.
The results spoke louder than any campaign.
Between 2010 and 2015 while I was head of Communications, Access Bank won multiple local and international awards for CSR, Sustainability and the Most Influential Bank on social media.
The Women Banking initiative I took won many accolades , Best Bank for Women Entrepreneurs - 2023 World Economic Magazine Awards , Best Financier for Women Entrepreneurs, the Banker Magazine Award for Best Bank for Women , to mention a few.
The Retail Banking franchise grew its profit contribution from just 25 million cedis to over 145 million.
Yes, we developed new products and campaigns tailored to the lifestyles of customers, but the real driver was a culture where people felt accountable to one another and proud of what they were building together.
Globally, we see similar examples.
Mary Barra, CEO of General Motors, inherited the company during the 2014 ignition -switch crisis.
Instead of hiding behind legal walls, she launched the “Speak Up for Safety” initiative, apologized publicly, and rebuilt GM’s culture on accountability and psychological safety.
That cultural reset is now taught worldwide, and it was led by a woman.
The data only confirms what we know.
Studies by Deloitte and McKinsey show that companies with more women in leadership are more trusted, more collaborative, and more inclusive.
Culture is not “soft.”
It is the backbone of performance and profitability.
B. Women as Strategic Leaders The second pillar is strategy.
Strategy is not simply reacting to pressures of the day, it is long-term, transformational thinking.
And here too, women excel.
As I narrated earlier, in my own career, I was asked to lead the Women’s Banking Initiative and later Private Banking.
We designed a five-year plan to grow women’s market share from barely one percent to five percent.
At the same time, we expanded Private Banking’s clientele base.
By the second year, that unit was contributing 30% of retail deposits and 15% of profits.
That was not luck.
It was deliberate strategy: understanding our market, identifying opportunities, and executing with discipline.
Globally, look at Ngozi Okonjo-Iweala, now Director -General of the World Trade Organization.
She has consistently shown that strategy at the highest level is about balancing national interests with global priorities, long -term thinking, not short -term fixes.
Or consider Indra Nooyi , who led PepsiCo with her mantra “Performance with Purpose.”
Long before sustainability became a business buzzword, she repositioned Pepsi’s strategy toward healthier products and embedded purpose into every portfolio shift.
She proved that profitability and responsibility are not opposites, they are partners.
The lesson is clear: women do not separate strategy from purpose.
We bring a holistic lens, ensuring that strategy serves not just profits, but people, sustainability, and long- term resilience.
C. Women as Innovators The third pillar is innovation.
Too often, innovation is narrowly defined as technology.
But real innovation is cultural, social, and human -cantered.
It is about reimagining solutions for real human needs.
In my own journey, I led a project to digitize village savings groups.
At first, it seemed straightforward: put these groups on digital platforms.
But then reality struck.
Many people could not afford the devices required to participate.
Instead of giving up, we asked a different question: “What if we could make access itself affordable?”
That insight led to the creation of device financing loans, simple products that allowed customers to spread payments and gain access to digital tools.
That was innovation , not because it was flashy, but because it solved a real problem inclusively.
Here at home, Patricia Obo -Nai, CEO of Telecel Ghana, has championed digital access and built initiatives that expand opportunities for young people.
Her leadership demonstrates that innovation led by women often focuses on inclusion, ensuring technology bridges gaps rather than deepening divides.
The numbers validate this.
A Boston Consulting Group study of 1,700 firms found that companies with above-average leadership diversity generated 19 percentage points more innovation revenue and had higher margins.
McKinsey’s work echoes this: gender-diverse executive teams are far more likely to financially outperform.
The truth is this: when women innovate, organizations do not just evolve, they leapfrog.
Why This Matters (The Business Case) Ladies and gentlemen, let me pause here to emphasize why all of this truly matters.
Elevating women beyond HR is not about charity.
It is not about tokenism.
It is about competitiveness and survival in a fast-changing world.
McKinsey’s research is clear: companies in the top quartile for gender diversity are 25% more likely to outperform their peers on profitability.
The Harvard Business Review also finds that women score higher than men in key leadership competencies such as resilience, integrity, and taking initiative, the very qualities organizations need in turbulent times.
But the case is not just corporate, it is also social.
Across Africa, women reinvest up to 70% of their income back into families and communities, compared to about 40% for men.
This means that when women rise, entire households rise, communities are strengthened, and economies become more resilient.
The truth is simple: when women thrive, economies thrive.
And when women are allowed to lead not just in HR but in culture, strategy, and innovation, the impact multiplies for everyone.
What Must Change So, what must we do practically and courageously to make this vision a reality?
For women: We must begin by owning our leadership stories unapologetically.
Too often, we wait for validation before claiming our place.
But leadership is not given, it is taken.
We must walk into spaces of power with confidence, not shrinking ourselves to fit in.
And when the table is too small or the seats too few, we must have the audacity to build a bigger table and pull others alongside us.
For Boards: Appointments must be intentional, not symbolic.
Women cannot be confined to the so-called “soft committees.”
The future of organizations is shaped in audit, risk, finance, and innovation committees.
If women are absent there, then half of society’s wisdom is absent where it matters most.
True progress requires that women are not tokens in the room but equal voices at the decision-making table.
For Organizations: We must move beyond mentorship into sponsorship.
Advice is helpful, but advocacy is transformative.
Women need leaders, both men and women who will say, “She is ready, give her the chance,” and then stand beside her when the challenge comes.
Mentors give guidance; sponsors give access.
And without access, talent remains unseen.
And for society as a whole: We must understand that inclusivity is not about pushing men aside, it is about partnership.
Men remain anchors in families and organizations, and policies that exclude them miss the point.
But imagine this: if every woman in a man’s life, his wife, his mother, his sister, his daughter earned equally and led equally, how different would our homes be?
Families would be more secure, communities would be more resilient, and our economies would grow stronger.
When women rise, men do not fall.
Instead, everyone rises together.
That is the change we must commit to, not tomorrow, but today.
Closing Reflections As I conclude, let us remind ourselves of this: leadership is not male or female , it is human.
It is about balance, vision, courage, and empathy.
Women bring a unique blend of purpose and innovation to leadership.
We build strategy with empathy, and we innovate with inclusivity.
We do not just drive profits, we drive change.
And that difference is our strength.
The future of leadership requires women at the tables of power , where culture is shaped, strategy is designed, and innovation is ignited.
Ghana's Affirmative Action (Gender Equity) Act, 2024 sets a clear, phased pathway toward achieving gender parity in leadership and decision-making roles.
30% by 2026, 35% by 2028, and 50% by 2030, aligning with the Sustainable Development Goal 5 targets.
But this future will not arrive by accident.
It requires deliberate effort from women to claim their space, from boards to open doors, and from society to embrace inclusion as an imperative, not an option.
The question is, woman, are you preparing to take advantage of this opportunity?
Let us leave here today committed to going beyond HR , to elevate our sister s, daughters, mothers and friends boldly, purposefully, and unapologetically into the spaces where the future is written.
Thank you and may we all continue to lead with courage and conviction.
3RD FIDELITY BANK SUSTANABILITY CONFERENCE WELCOME REMARKS BY DR.
ISMAIL ADAM DIRECTOR, BANKING SUPERVISION DEPARTMENT BANK OF GHANA 27 AUGUST 2025 ACCRA The Board and Management of Fidelity Bank Ghana, Staff of Fidelity Bank Ghana, Valued Customers of Fidelity Bank Ghana, Distinguished Guests, Ladies and Gentlemen.
I extend warm greetings from the Governor of the Bank of Ghana, Dr.
Johnson Asiama and his two able deputies, Dr.
Zakari Mumuni and Mrs.
Matilda Asante- Asiedu.
The Governor would have wished to be here himself but due to other conflicting schedules he asked me to attend and deliver these remarks on his behalf.
It is also my pleasure to welcome such a distinguished audience to today's even t. Your presence today highlights our shared commitment to advancing sustainable development and responsible banking practices in Ghana.
Ladies and gentlemen, today’s theme touches on a subject that not only resonates deeply within contemporary discourse but is also rapidly gaining momentum and visibility within the ever -evolving financial sector.
I wish to congratulate Fidelity Bank Ghana for being intentional about their sustainability efforts.
We must acknowledge that the financial instruments of yesterday are no longer sufficient for the challenges of tomorrow.
It is crucial that we move beyond legacy systems and adapt forward -thinking approaches that align with the dynamic and evolving global financial landscape.
Ladies and gentlemen, achieving this requires a unified and sustained effort from all relevant stakeholders, united by a shared purpose and working in partnership to drive meaningful and lasting progress.
Distinguished guests, please allow me to highlight some initiatives undertaken by the Bank of Ghana (BoG) to drive the sustainability agenda.
Since 2015, the BoG has undertaken a series of strategic initiatives aimed at proactively identifying, addressing and mitigating potential risks, emanating from sustainability and climate -related issues, while also positioning the financial sector to harness emerging opportunities for sustainable growth.
In 2019, BoG in collaboration with the Ghana Association of Banks (GAB) and the Environmental Protection Authority (EPA), launched the Ghana Sustainable Banking Principles (GSBPs).
This landmark initiative provides a comprehensive framework to guide banks in effectively managing environmental and social risks, promoting sustainable green investments and aligning financial sector activities with Ghana’s sustainability and development objectives.
At the launch of the GSBPs, all 23 Chief Executive Officers and Managing Directors of commercial banks operating in Ghana endorsed the GSBPs.
Compliance with the principles has been on an upward trajectory and as of March 2025, the average compliance rate of the GSBPs stood at 73.06%.
In 2024, a four-year strategic plan on Sustainability and Climate -Related risks was developed and published, covering the period from 2024 to 2028.
This plan aims to consolidate and strengthen our ongoing efforts to address sustainability and climate-related challenges within the banking sector.
Also, in 2024, BoG issued the Climate -Related Financial Risk Directive.
This directive is intended to strengthen the capacity of Regulated Financial Institutions (RFIs) in managing climate-related financial risks, while embedding these considerations into the BoG’s supervisory and regulatory frameworks.
To ensure greater coherence and alignment with other regulatory bodies within the financial sector, we have initiated a series of consultative discussions aimed at the development of a comprehensive Sustainable Finance Roadmap.
This initiative seeks to establish a unified framework that will guide the financial sector’s transition towards sustainability, foster collaboration among key stakeholders and ensure consistency in policies across the regulatory landscape.
In conclusion, today's session is a crucial step in our journey toward achieving sustainable finance in Ghana.
Let's use this platform to exchange ideas, deepen our understanding, and forge partnerships that will lead to lasting progress in our financial system.
I wish you all a productive and inspiring programme.
May we continue to be guided by the principles of sustainability, and may we achieve meaningful impact together.
POST-MONETARY POLICY COMMITTEE MEETING WITH HEADS OF BANKS THEME: TRANSLATING MACROECONOMIC GAINS INTO SUSTAINABLE BANKING SECTOR GROWTH OPENING REMARKS BY DR.
JOHNSON P. ASIAMA GOVERNOR, BANK OF GHANA WEDNESDAY, 13 AUGUST 2025 BANK OF GHANA MPC CONFERENCE ROOM, ACCRA Distinguished CEOs and Representatives, Colleagues in the banking industry, Before we begin, I would like to invite us all to pause for a minute of silence in honour of the two Cabinet Ministers and six other distinguished Ghanaians who tragically lost their lives in the recent helicopter crash.
Their service to our nation and the legacies they leave behind deserve our deepest respect.
— [Observe a minute of silence] — It is always a pleasure to engage with you , our key partners in safeguarding and shaping the future of Ghana’s financial system.
Your leadership, adaptability, and commitment have been instrumental in maintaining sector stability and fostering the trust of the public we collectively serve.
This post-MPC engagement is more than a routine touchpoint; it is a strategic platform for us to exchange perspectives, align on policy directions, and chart the next phase of our sector’s evolution.
It is here that we translate monetary policy signals into actionable banking strategies, ensuring that the macroeconomic gains we secure at the policy table are reinforced and multiplied through your balance sheets, lending decisions, and innovation agendas.
Recap of Macroeconomic and MPC Outcomes The July MPC deliberations took place against a complex and evolving global backdrop.
The IMF projects global growth to slow to 3.0% in 2025, from 3.3% in 2024, reflecting persistent trade tensions, moderated disinflation, and tighter financial conditions.
For emerging markets like ours, this environment demands vigilance, agility, and a clear -eyed strategy to mitigate external shocks while leveraging domestic strengths.
On the domestic front, the story is one of resilience and momentum: • Growth: Our economy expanded by 5.3% in Q1 2025 (non-oil GDP at 6.8%), powered by robust agricultural output and a buoyant services sector.
• Activity levels: The Composite Index of Economic Activity (CIEA) posted a strong 4.4% year-on-year growth in May, signalling sustained dynamism in consumption, trade, construction, and tourism.
• Confidence: Business and consumer confidence has strengthened, buoyed by easing inflationary pressures and a stable cedi.
These sentiments are critical, they shape investment decisions, credit demand, and the willingness of households and firms to take calculated risks for growth.
Inflation has maintained its decisive downward trajectory, falling further to 12.1% in July 2025, from 13.7% in June, marking the lowest level in nearly four years.
Inflation expectations remain firmly anchored across households, businesses, and the financial sector.
This is more than a statistical achievement; it reflects the tangible restoration of purchasing power for households, greater certainty for business planning and investment, and a more favourable risk environment for banks to expand credit prudently.
Fiscal consolidation has also been noteworthy.
The deficit stood at 0.7% of GDP in the first half, well below the target of 1.8%.
This discipline, coupled with reduced borrowing, has contributed to lowering the public debt-to-GDP ratio and enhancing fiscal credibility.
On the external front, Ghana’s buffers are stronger than they have been in years: • Gross International Reserves reached US$11.1 billion (4.8 months of import cover) by end-June 2025.
• The cedi has appreciated over 40% against the US dollar year-to-date, a performance unmatched in recent memory.
This stability is not just a macro headline; it underpins predictable pricing, investment planning, and the attractiveness of Ghana as a financial hub.
Considering these developments, the MPC lowered the policy rate by 300 basis points to 25.0%.
This signals a gradual shift from a purely defensive monetary stance toward one that cautiously supports growth, provided disinflation remains on track.
There is scope for further easing if macroeconomic conditions continue to improve.
For the banking se ctor, this opens a window to re-examine lending strategies, broaden access to credit, and support private sector- led growth, while still managing risks prudently.
Banking Sector Health Colleagues, the banking sector remains a cornerstone of Ghana’s economic stability.
The latest supervisory data confirms that the sector is well -capitalized, liquid, and profitable.
We have seen a steady decline in non -performing loan (NPL) ratios, reflect ing both the improving macroeconomic environment and the enhanced credit underwriting standards you have implemented in recent years.
The recapitalization journey, driven by both retained earnings and new capital injections has reinforced balance sheet resilience.
This positions the sector to absorb shocks and seize new growth opportunities.
But with this resilience comes responsibility.
Our monetary policy stance has begun to shift toward supporting growth, and it is critical that banks align by stimulating credit to the private sector, particularly to productive areas of the economy.
This mu st be done with prudent risk management, ensuring that credit expansion does not compromise the quality of your loan books.
The challenge is to grow lending while preserving the hard -earned stability that now defines our financial system.
Regulatory and Compliance Agenda The Bank of Ghana will soon implement a consolidated set of measures designed to strengthen resilience, enhance transparency, and align our banking system with the highest international standards.
This agenda addresses both the forward -looking reforms that will future -proof the sector and the immediate corrective actions needed to close existing compliance gaps.
We will begin with credit and risk governance.
All banks will be required to identify and take firm action against deliberate defaulters to ensure that credit obligations are honoured.
A new Credit Risk Management Directive, aligned with Basel principles, will set minimum standards for underwriting, monitoring, and provisioning.
Alongside this, we will introduce a Bancassurance Directive to strengthen governance in bancassurance arrangements, a Large Exposures Directive to limit concentration risk, and new guidelines on credit concentration to encourage greater diversification across loan portfolios.
On liquidity and capital resilience , the forthcoming Liquidity Risk Management Directive will mandate that banks hold sufficient High -Quality Liquid Assets to cover 30 -day stress scenarios.