Ghana’s economy is undergoing a bold reimagination with the rollout of the Ghana 24H+ Programme. This policy proposal seeks to restructure economic productivity by extending working hours and services across critical sectors.
As a timely response to high unemployment, underutilised infrastructure, and the pressures of global competition, the initiative holds strong potential. However, success depends heavily on institutional coordination, robust implementation frameworks, clearly defined Key Performance Indicators (KPIs), and realistic timelines.
For the Ghana 24H+ Programme to succeed, strong institutional support and leadership are crucial. Key institutions such as the Ministry of Employment and Labour Relations, the Ministry of Trade and Industry, the Ministry of Energy, and local government authorities must coordinate to define sector-specific operational models.
Additionally, the Ghana Investment Promotion Centre (GIPC), Ghana Standards Authority, and Ghana Revenue Authority will play vital roles in developing incentives, safety standards, and monitoring systems for businesses transitioning to round-the-clock operations.
Beyond the public sector, private sector associations, including the Ghana Employers’ Association, Association of Ghana Industries (AGI), and SME networks, must be involved early in the policy process. Their participation ensures practical business alignment, labour safety, and buy-in for voluntary shift systems.
Educational institutions, training centres, and labour unions will also be critical. They must prepare workers through reskilling and advocate for protections that ensure health, safety, and fair wages, particularly for night shifts and vulnerable workers.
While the programme is commendable, its success will ultimately depend on the chosen implementation strategy, which will determine whether the vision is realised or ends up as yet another unfulfilled initiative in the country’s history.
Policy success hinges on implementation, and Ghana must avoid the common trap of high-ambition, low-action programmes. A phased implementation strategy is necessary, starting with pilot zones in major cities such as Accra, Kumasi, Tema, and Takoradi. These regions already host key industrial and service hubs where infrastructure, energy access, and urban density make 24-hour operations more feasible.
Again, the government should also adopt a sector-prioritised approach, beginning with areas naturally suited to night operations or already operating extended hours. These include Healthcare and emergency services, Manufacturing and agro-processing, Hospitality and tourism, Digital services and call centres, and Transport and logistics.
Incentives such as tax breaks, subsidised electricity tariffs for night-time use, or extended credit for SMEs could encourage participation. Additionally, national campaigns must educate the public on the socio-economic benefits and help shift mindsets around working hours.
Monitoring progress will require measurable outcomes. The government, in collaboration with development partners, must define clear Key Performance Indicators (KPIs) to evaluate both the pace and impact of implementation.
These KPIs should track progress in areas such as job creation through shift-based work, business adoption of 24-hour operations, energy reliability during night hours, and improved access to essential services. Indicators must also address worker safety, productivity gains, and inclusivity across genders and regions.
Regular monitoring and public reporting will promote transparency, guide adjustments, and ensure the programme stays aligned with its goals of economic transformation and inclusive growth across the country. These indicators should be disaggregated by gender, age, and region to track inclusiveness and equity. The Ghana Statistical Service (GSS) and National Development Planning Commission (NDPC) must be empowered to collect and publish periodic performance data.
A credible programme must be time-bound with short, medium, and long-term milestones. For the 24H+ Programme to succeed, a phased and realistic timeline is essential. In the short term (0–12 months), the government should focus on stakeholder consultations, developing legal frameworks, and identifying pilot zones.
The medium term (1–3 years) should see operational rollouts in key sectors like manufacturing, healthcare, and ICT, supported by incentives and workforce training. In the long term (3–5+ years), nationwide expansion can follow, guided by data, impact assessments, and policy refinements. Clear timelines will ensure structured implementation, accountability, and public confidence in this transformative national development initiative.
Finally, Maham’s 24H+ Programme offers an ambitious, transformative model for modernising the economy and reducing unemployment. Yet, it is not a simple switch to flip; it requires institutional synergy, data-driven policy design, grassroots support, and continuous feedback.
If government institutions act with urgency and clarity, and if implementation is smart and inclusive, the 24H+ Programme could be a historic turning point in Ghana’s development. It would mark a shift not just in timekeeping, but in mindset, one where productivity, opportunity, and service are no longer bound by the clock.
The writer, Professor Evans Akwasi Gyasi, is an Associate Professor of International Trade at the School of Economics, Finance and Law, Anglia Ruskin University (UK) and Co-founder of Trade Growth Network
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