The recent revelations surrounding the Electricity Company of Ghana (ECG) and its massive procurement blunders highlight a series of concerning missteps that have cost the country millions. It is time for a serious look at what went wrong and the consequences of poor management and negligence.
The ECG has accumulated an avoidable debt of over ₵909 million simply because containers were left sitting at the port. While claims of lacking funds to clear these containers were made, the evidence shows a different story. It wasn’t a shortage of resources that led to this debacle, but rather poor decision-making and mismanagement. The Director in charge, who oversaw this mess, has admitted that most of the containers were bought during his tenure. He also claimed that the excessive buying was driven by “pressure from above.” But is that any excuse for such a monumental failure in managing the country’s resources?
Adding fuel to the fire, the former Managing Director allegedly bypassed fair procurement processes, awarding contracts to selected suppliers without allowing for competitive bidding. This is a classic case of poor governance and a clear breach of procurement laws. In fact, some containers were allegedly kept at the port for the sole purpose of providing ₵159 million worth of clearing contracts to private companies, despite ECG having its own clearing unit. This raises the question—were the containers deliberately held up to benefit certain private interests?
In another shocking revelation, ECG could not account for 1,346 containers worth nearly USD 489 million, many of which contained expensive equipment like transformers. This failure to properly track the company’s assets is not just an administrative lapse—it is a glaring example of neglect and incompetence. Meanwhile, despite claiming to have no funds to clear containers, ECG paid ₵30 million upfront to a clearing agent.
Furthermore, the issue of fraud has reared its ugly head. The company Dawards Bond cleared 47 containers, but only delivered 46, yet is demanding ₵5.29 million from ECG. Even worse, this company avoided paying about ₵4.8 million in taxes by not following the proper process.
But the procurement violations don’t end there. As a state-owned entity, ECG is bound by public financial and procurement laws, yet it repeatedly ignored these rules. Even after being denied an exemption, the company continued to award contracts without proper approvals. The ECG’s claim that procurement laws don’t apply when using their own income is not only misleading but legally incorrect. Furthermore, there is no evidence to support the claim that ECG follows procurement laws, especially when they are funded by the government.
The company also disregarded advice from the Attorney General and failed to apply to the official Procurement Authority Board for any exemptions, which is the only body authorized to approve such actions. Instead, it continued awarding non-competitive contracts, circumventing fair bidding processes and allowing suppliers to avoid competition. The result was procurement expenditures that far exceeded the planned budgets—by 790% in 2023 and 487% in 2024—indicating clear financial mismanagement.
ECG’s failure to stick to its approved procurement plan has been equally troubling. In 2022, ECG planned for ₵225 million in procurement, but the actual amount spent was ₵1.1 billion. This over-procurement, paired with an alarming lack of contract administration, has led to a breakdown in management and a disregard for fiscal responsibility.
Given these serious breaches of procurement laws and gross financial mismanagement, it is time to ask: Should those responsible for these actions be held accountable? Or should we continue to let those in power evade responsibility for their actions, and in the process, rob the country of its resources? It is clear that the consequences of these mismanagements must be addressed, and those responsible must face the appropriate consequences.
The truth is, the continued culture of ignoring procurement regulations, mismanaging state resources, and failing to be transparent in operations cannot be allowed to persist. It is high time for accountability to be demanded, and for those in charge to be held to the highest standards of governance. Let us hope that this is a wake-up call for those at the helm of public institutions to rethink their practices and take necessary corrective actions. The time for change is now.
