Here’s why ECG’s ‘beauty business environment feat’ mask deep modernization and governance disasters
By Life Pulse Daily Editorial | Published: 2026-01-13
Introduction
Recently, the Honourable Minister for Finance publicly commended the Managing Director of the Electricity Company of Ghana (ECG) for what was hailed as an extraordinary improvement in the company’s business environment and revenue collection. On the surface, such praise seems justified. After all, improved revenue collection is vital for Ghana’s energy sector stability.
However, a critical examination of how these results were achieved raises serious questions regarding modernization effectiveness, operational efficiency, and the prudent use of public resources. This article analyzes the “beauty business environment feat,” arguing that it masks deep-seated governance disasters and human resource mismanagement within the power distributor.
Key Points
- Unsustainable Revenue Mobilization: Recent financial gains were achieved through coercive mass mobilization of staff, not structural reforms.
- HR Structure Contradiction: Approximately 40% of ECG staff are in the Commercial Department, yet technical and administrative staff are forced to collect debts.
- Institutional Corruption: Persistent allegations of bribery and corruption undermine the reported successes.
- Accountability Deficit: The Commercial Department has failed in its primary mandate but remains structurally intact.
- Need for True Modernization: The solution requires functional audits, integrity screening, and a shift from “beauty” metrics to sustainable governance.
Background
The Electricity Company of Ghana (ECG) is the nation’s primary power distributor, tasked with billing, revenue collection, and maintaining the distribution network. Over the years, the utility has faced criticism for inefficiencies, power losses, and financial struggles. In response, the government and management have sought ways to improve the business environment and financial health of the company.
The Reported Success
The recent commendation from the Ministry of Finance was based on a significant spike in revenue collection. This was presented as evidence of a successful turnaround strategy and improved management oversight. The narrative suggested that the ECG was finally getting a grip on its financial obligations.
The Methodology of Success
However, the source of this revenue surge was not the result of improved billing software, better customer service, or reinforced managerial oversight. Instead, reports indicate that the company resorted to compelling all workforce members—regardless of their specific roles—to engage in aggressive revenue collection exercises.
Analysis
The decision to mobilize the entire workforce for revenue collection exposes a fundamental contradiction in ECG’s human resource structure and casts doubt on the sustainability of this enterprise development.
Role Misalignment and HR Inefficiency
According to available data, approximately 40% of ECG’s staff belongs to the Commercial Department. These employees are specifically recruited, trained, and remunerated for billing, revenue mobilization, and debt recovery.
The critical question is: If accounts officials, cleaners, procurement officers, directors, and other technical workforce must perform revenue collection to reach targets, what value is the Commercial Department delivering? This situation suggests a massive allocation of resources to a department that is functionally paralyzed without external intervention.
The Corruption Factor
More troubling are the chronic perceptions and complaints of corrupt practices within the system. There have been repeated allegations of staff demanding or accepting bribes from individuals caught stealing power (illegal connections). Furthermore, reports suggest that some staff are involved in shady arrangements to enrich themselves at the expense of the firm.
While not every allegation is proven, the consistency of these complaints points to deep institutional weaknesses that modernization cannot afford to ignore. A revenue spike achieved amidst such allegations cannot be considered a true success.
Self-Inflicted Wounds
Ironically, the current revenue feat, achieved only when the entire workforce is mobilized, confirms that ECG’s problems are largely self-inflicted. If collective internal action suddenly yields results, the main hindrances were never external alone. They were internal compromise, weak controls, poor organization, and a culture that tolerated inefficiency and misconduct.
Practical Advice
To move beyond “beauty metrics” and achieve sustainable corporate governance, ECG leadership must undertake the following bold steps:
1. Conduct a Functional Audit and Integrity Screening
ECG needs a comprehensive overhaul of the Commercial Department grounded in functionality audits. This must be paired with integrity screening to identify and remove bad actors who facilitate corruption.
2. Enforce Accountability and Disciplinary Action
Leadership must confront deviant behavior decisively. Staff who can be reformed must be forced to switch; those who refuse must face the full weight of disciplinary results. Institutions do not heal through appeasement; they recover when management draws clear lines between acceptable behavior and sabotage.
3. Rethink Private Sector Participation (PSP)
The ongoing controversy surrounding the proposed Private Sector Participation (PSP) arrangement requires careful consideration. If private sector efficiency is the goal, alternative governance models should be tested. Why restrict the dialogue to external operators? Why not consider a partial public float that allows Ghanaians to own shares in ECG? The experience of GCB Bank demonstrates that a shareholder-based model combining public ownership with commercial discipline can deliver accountability and transparency.
FAQ
What is the “beauty business environment feat” mentioned in the article?
This refers to the recent revenue spike at ECG that was publicly praised. The term “beauty” suggests that the results look good on the surface but hide underlying structural flaws.
How did ECG achieve the recent revenue increase?
Instead of using specialized commercial staff, ECG reportedly compelled all employees—including technical and administrative staff—to engage in revenue collection exercises.
Why is this considered a governance disaster?
It indicates that the Commercial Department, which comprises 40% of the workforce, is failing in its primary mandate. It also highlights a lack of accountability and a culture of inefficiency that allows such practices to continue.
What is the solution for ECG?
The solution involves a “daring modernization” that includes functional audits, integrity screening, enforcing disciplinary measures, and potentially restructuring ownership models to enhance accountability.
Conclusion
The recent revenue success at ECG should not be mistaken for genuine modernization. A business environment surge achieved through extraordinary, unsustainable measures is not proof of robust governance; it confirms that routine operations have failed.
True leadership is not measured by applause from podiums or brief spikes in revenue. It is measured by the strength of systems, the integrity of processes, and the courage to confront failure, especially when it originates from within. Until ECG confronts its internal weaknesses, enforces accountability, and rebuilds functional business structures, celebrating this “beauty” feat risks mistaking noise for progress and survival tactics for authentic modernization.
Sources
- Original reporting and analysis based on content provided by Life Pulse Daily.
- Contextual data regarding ECG organizational structure and Ghanaian corporate governance standards.
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