Mahama Credits Coordination for Strengthening Ghanaian Construction Promotion

Source: Life Pulse Daily | Date: January 25, 2026

Introduction

Former President John Dramani Mahama has highlighted the critical role of strategic coordination in bolstering Ghana’s local construction capabilities. Speaking at the 23rd anniversary and thanksgiving service of First Sky Construction Company, Mahama asserted that significant strides were made in developing indigenous construction firms during his tenure. This article explores his claims regarding the transformation of the Ghanaian construction sector, the specific policies implemented, and the broader implications for national infrastructure development.

Key Points

Background

Understanding the context of Ghana’s construction sector requires a look back at the state of infrastructure development prior to 2009. Historically, major road construction projects, particularly those involving asphalt production and laying, were dominated by multinational corporations. Local Ghanaian construction companies were largely marginalized, often relegated to subcontracting roles or limited to earthworks and double surface dressing—a less durable alternative to asphalt.

The “construction promotion” referred to in Mahama’s speech signifies a shift toward industrialization within the sector. By 2009, the capacity of indigenous firms was considered insufficient to meet the rigorous technical specifications required for international-standard highway construction. This gap necessitated a heavy reliance on foreign expertise, which often came with higher costs and reduced local economic retention.

Analysis

Former President Mahama’s statement focuses on the concept of indigenous capability development. This is a pedagogical concept in economic development that emphasizes building internal capacity rather than relying on external aid or foreign direct investment for infrastructure.

The Shift in Industrial Capacity

Mahama noted that when he assumed office, “only six foreign corporations had asphalt plants.” This indicates a monopoly held by international firms over the essential machinery required for modern road surfacing. The absence of local asphalt plants meant that Ghanaian firms could not independently execute end-to-end road projects.

By the time he left office in 2016, Mahama claimed there were 22 Ghanaian construction companies equipped with the necessary machinery to compete globally. This represents a 266% increase in the operational capacity of local firms regarding asphalt production. The transition from “double surface dressing” to asphalt works is significant because asphalt roads generally offer better durability, smoother rides, and lower long-term maintenance costs compared to surface dressing.

Strategic Coordination vs. Market Forces

Mahama attributes this transformation to “planned executive policies” and “coordination.” In development economics, this suggests a state-led interventionist approach rather than a purely laissez-faire market mechanism. The strategy likely involved:

1. Financial Access: Facilitating credit or government-backed financing for local firms to purchase heavy machinery like asphalt plants.
2. Contract Allocation: Prioritizing local content in government procurement processes for road infrastructure.
3. Technical Training: Enhancing the skills base within local companies to meet international engineering standards.

Case Study: First Sky Construction Company

The event where these remarks were made—the 23rd anniversary of First Sky Construction Company—serves as a tangible example of this policy in action. First Sky Construction Company is a prominent indigenous firm that has executed major government infrastructure projects. Mahama’s reference to the company as “one of them” underscores the success of the policy in creating viable, competitive local enterprises.

Practical Advice

For stakeholders in the construction and development sector, the principles behind Mahama’s coordination strategy offer actionable insights:

For Local Contractors

Invest in Technology: The shift from manual or semi-mechanized processes (like double surface dressing) to full mechanization (asphalt plants) is essential. Contractors should seek partnerships or financing to acquire modern plant machinery.

Standardization: Adhering to international standards is not just a regulatory requirement but a competitive advantage. Local firms must invest in quality assurance systems to compete with foreign entities.

For Policy Makers

Local Content Legislation: Implementing and enforcing local content laws in infrastructure projects ensures that foreign contracts include provisions for transferring technology and skills to local partners.

Capacity Building Programs: Government support should extend beyond contract awards to include technical training and financial subsidies for acquiring heavy equipment.

For Investors

Opportunity in Growth: The expansion of the local construction sector presents opportunities for equipment suppliers, financial institutions, and material manufacturers. The growing number of asphalt plants indicates a rising demand for bitumen, aggregates, and maintenance services.

FAQ

Conclusion

Former President Mahama’s comments underscore a pivotal period in Ghana’s construction history where the focus shifted toward building indigenous industrial capacity. By leveraging strategic coordination and policy support, the administration aimed to transition local firms from peripheral roles to central players in asphalt road construction. While the claims highlight a period of significant growth, the sustainability of such gains depends on continuous investment, technological adoption, and stable policy environments. The evolution of companies like First Sky Construction Company serves as a testament to the potential of local content development in Ghana’s infrastructure sector.