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Dr. Nana Owusu Ensaw affirms ACCP research on Kwahu Business Culture
The founder and owner of The Platinum Bay Hotel, Dr. Nana Owusu Ensaw, has affirmed findings by the African Chamber of Content Producers (ACCP) that Kwahu people are systematically trained and culturally oriented toward business from an early age.
In an interview with journalists who visited his “Movie in the Park” event at Abokobi and sought his opinion on the ACCP research findings as an indigene of Kwahu, Dr. Ensaw said many people wrongly associate the wealth of Kwahu people with suspicious activities because they do not understand the community’s deep-rooted business culture.
According to him, business and trading have always been part of the upbringing of many Kwahu families long before modern concepts such as entrepreneurship and investment became popular.
“We, the people of Kwahu, were raised with a natural instinct for business. Buying and selling is part of our upbringing,” he stated.
Dr. Ensaw explained that many Kwahu children are introduced to business activities at an early age and often learn trading skills from parents, uncles and relatives during school holidays.
He noted that although he is a medical doctor by profession, he had been involved in business since secondary school, describing it as a common reality among many Kwahu people.
Reacting to public perceptions and claims that some abandoned houses in Kwahu are linked to ritual money practices, Dr. Ensaw said such assumptions are unfair and misleading.
According to him, many of the houses seen on the Kwahu mountains remain empty for most parts of the year because their owners live and work in places such as Accra, Kumasi and abroad.
He stressed that many Kwahu people spend years working tirelessly and making sacrifices to build properties and create financial security for their families.
“Sometimes it is simply years of discipline, sacrifice, resilience and hard work that nobody was paying attention to while it was happening,” he stated.
Dr. Ensaw added that many people only see the finished houses and visible wealth but fail to recognise the sleepless nights, failed attempts, debts and pressure behind such success stories.
His comments support findings contained in a recent ACCP research report titled “The Kwahu Entrepreneurial Archetype: Lessons for Local Content Sovereignty in Africa.”
The research, led by ACCP member David Adofo, concluded that the success of the Kwahu Business Forum and the wealth associated with many Kwahu indigenes are the result of decades of deliberate intergenerational training in trade, enterprise and financial discipline.
According to the report, the commercial culture of the Kwahu people dates back to the late 1800s when Kwahu traders became heavily involved in the rubber trade between the hinterlands and the coast.
The research revealed that by the 1920s, Kwahu traders had become some of the dominant shop owners in Accra, while trading and business had become one of the most respected activities within the community.
The ACCP further explained that the Kwahu entrepreneurial ecosystem is driven by a strong business culture, practical learning through observation and experience, and mentorship from successful elders.
The report also highlighted the rapid growth of Rock City Hotel, led by Bryan Acheampong, as evidence of the scale of Kwahu enterprise and investment.
According to the ACCP, the Kwahu business model offers important lessons for Africa, particularly at a time when the continent is pushing for economic self-reliance through initiatives such as the African Continental Free Trade Area.
The Chamber therefore urged African governments to study and replicate aspects of the Kwahu entrepreneurial culture, including early business training, mentorship and community support systems.
By: Jacob Aggrey
The National Identification Authority (NIA) has announced the commencement of enforcement of the National Identity Register (Amendment) Regulations, 2026 (L.I. 2523), warning institutions that fail to comply with the new requirements of possible fines of up to 2,000 penalty units.
The Authority says it will deploy a Biometric Verification Implementation Task Force to inspect institutions and ensure they comply with the regulations, following the expiration of a three-month grace period granted to businesses and public institutions.
Speaking at a press briefing in Accra on Monday, November 2, 2026, the NIA’s Corporate Affairs representative, William Ampomah Emmanuel Darlas, said the Authority had completed its public education and stakeholder engagement activities and was now moving into the enforcement and compliance monitoring phase.
He explained that the regulations require institutions that verify the identities of customers or applicants as part of their operations to use the NIA’s approved biometric verification platform instead of relying solely on visual inspection of the Ghana Card.
Under the new rules, institutions are prohibited from photocopying, scanning or keeping copies of the Ghana Card for identity verification purposes.
Mr Darlas stressed that simply collecting a customer’s Ghana Card, looking at the photograph and comparing it with the person presenting it would no longer be accepted as a valid method of identity verification.
He, however, clarified that the Ghana Card remains the country’s official national identity document and that citizens are not required to register for a new card or capture their biometrics again under the new regulations.
He said the new system is intended to reduce identity fraud, impersonation and other crimes by ensuring that the person presenting the Ghana Card is the actual owner.
According to him, the biometric verification process will rely on information already captured during Ghana Card registration, including fingerprints, iris details and facial features stored in the card’s chip.
Mr Darlas warned institutions against using third-party companies or individuals to access the NIA’s identity verification platform, insisting that the Authority does not work with intermediaries.
He said institutions seeking access to the National Identity Register must deal directly with the NIA and complete its official onboarding process.
The process requires institutions to prove that they are legally registered companies in Ghana, obtain certification from the Data Protection Commission and work with the NIA’s technical team to establish the necessary connection to its platform.
He further cautioned institutions already connected to the platform against subletting their access to other businesses, particularly small and medium-sized enterprises.
He disclosed that the Authority had received reports of some institutions providing their verification services to other businesses without the NIA’s approval and warned that those involved would face legal action.
Mr Darlas said organisations that fail to comply with L.I. 2523 could face fines ranging from 500 to 2,000 penalty units, depending on the nature of the offence.
He explained that the NIA does not have the authority to impose the fines directly but would take offenders to court for the appropriate punishment.
He indicated that Institutions found guilty could also face additional administrative measures, including being barred from accessing the NIA’s verification platform in the future.
The NIA representative further clarified that the new regulations do not prohibit all institutions from physically using the Ghana Card during transactions.
The Managing Director of the Ghana Publishing Company Limited, Nana Kwesi Boatey, has revealed how he transformed a major overstaffing challenge into a success story through the government’s 24-Hour Economy initiative.
Speaking at the Government Accountability Series on Monday, November 2, Mr. Boatey disclosed that when he assumed office in February 2025, and inherited a bloated workforce of 250 employees doing work that could be efficiently handled by 150 people, a situation that created serious liquidity challenges for the state-owned company.
Instead of resorting to downsizing, he adopted an innovative approach by instituting a 24-hour operational system.
Under the new system, staff were redistributed across three shifts: 7 a.m. – 4:30 p.m., 10 a.m. – 7 p.m., and 10 p.m. – 4:30 a.m.
This not only ensured optimal use of labour but also maximized machine utilization and improved overall output.
According to him, the single move redefined the productivity culture within the company, reinforcing discipline, accountability, and efficiency.
The Ghana Publishing Company’s turnaround is being cited as a practical example of how the 24-Hour Economy policy can drive growth without job losses.
By Edem Mensah-Tsotorme
