The New Board Chair of the Electricity Company of Ghana (ECG) Alexander Afenyo-Markin has outlined measures to address the challenges facing the company.
He acknowledged that the ECG has faced significant challenges.
“Many of us have experienced, on various occasions, the frustration of unexpected outages, confusing bills and unreliable service. As a Member of Parliament, I’ve seen some of my
constituents (students) struggle to complete their homework by candlelight at different times,” he said during his swearing-in ceremony on Tuesday, July 17.
“As a citizen,” he added “I’ve witnessed how power instability has hindered our nation’s economic growth. These aren’t just statistics – they’re the daily realities that have shaped our relationship with electricity. While the situation has improved greatly under the
leadership of President Akufo-Addo, we must admit that there is still considerable room for improvement.”
The Majority Leader in Parliament idicayted that he was privileged to step into a role that has been shaped by the exemplary leadership and visionary efforts of past board chairs and sector Ministers of the ECG.
Their relentless dedication and strategic foresight, he said, had catalysed transformative changes, steering ECG towards significant milestones.
“It is upon the robust foundations laid by these pioneers that we continue to build a resilient and forward-thinking organisation. We owe a great deal to their legacy of innovation and commitment, which not only continues to inspire our path forward but also sets a standard of excellence that we strive to uphold,” he said.
He further recounted that in recent years, under the guidance of these leaders, ECG embarked on a strategic journey, as detailed in the 2021-2024 strategy document.
This strategy focused on core areas such as Revenue Growth, Operational Excellence and Customer Value. Among the key initiatives launched were value-added services including consultancy, fibre networking, Electric Vehicle charging and solar PV installations. The company committed to ambitious goals like delivering 95% of projects on time, meeting the Public Utilities Regulatory Commission’s reliability standards, reducing system losses to 20% and achieving a 10% operating margin excluding capacity charges.
“These initiatives underscored a shift towards a customer-centred approach, aimed at enhancing the customer journey and improving service delivery across the board. Specific targets were set to improve revenue collection and ensure service connections within five days of payment, all driven by a dedicated staff. These efforts were designed to
transform ECG into a financially sustainable and customer-focused organisation.
“Today, as I assume this role with a diverse background as a businessman, a practising lawyer, a lawmaker and chair of several other boards in my immediate past, I bring a wealth of experience that aligns with the challenges and opportunities at ECG. My diverse expertise equips me with unique perspectives and strategies that I intend to leverage to help my colleagues on the board of ECG propel this great institution into a new
era of growth and innovation.
“We stand on the shoulders of these efforts, learning from both their successes and their challenges. Our task now is not to start anew but to continue this trajectory of thoughtful reform and innovation. Let us celebrate and build upon the work of those who have led the way, as we chart a new course forward for ECG.
“I propose a plan built on four pillars: operational efficiency, financial sustainability, employee empowerment and regulatory compliance. But before I outline these, let me be clear: the road ahead is challenging. We face ageing infrastructure, financial constraints and a rapidly evolving global energy landscape. Yet, I believe that within these challenges lie opportunities for transformative change.”
