Nana Kwasi Boatey Esq
What was meant to be an executive decision turned out to be the perfect Val’s Day present. On February 14, 2025, the President of the Republic of Ghana, John Dramani Mahama, appointed Nana Kwasi Boatey Esq. as the Managing Director of the Ghana Publishing Company Limited (GPCL). Making him the seventh MD of the organisation since it was originally incorporated on March 9, 1965.
Two-days after his appointment, on February 16, 2025, he formally assumed office, walking into a State-owned enterprise many had long described as operationally weak and financially fragile.
However, 12 months on, that harsh narrative has shifted dramatically.
State-owned Enterprises (SOEs) in Ghana have historically been regarded as critical pillars of the national economy- tasked with delivering essential services, advancing industrialisation, and supporting socio-economic development. Yet public confidence in many of them has waned over time.
A 2022 State Ownership Report by the Ministry of Finance revealed that SOEs recorded a cumulative loss of GH¢5.3 billion alone, with major institutions including Ghana Cocoa Board and the Electricity of Ghana posting significant deficits. Others such as the Ghana Water Company Limited, have grappled with inadequate infrastructure, inefficiency, and financial mismanagement.
The perception became entrenched. SOEs were drains on national resources rather than drivers of profitability and innovation.
But history has consistently evidently shown that leadership can redefine institutions. Across sectors, some CEOs have leveraged market prospects, international reforms, and strict compliance mechanisms to reposition struggling state enterprises into profitable entities.
GPCL’s story under Nana Kwasi Boatey now joins that short but growing list.
A Sleeping Giant
Upon assuming office, Mr. Boatey profoundly described GPCL as “a sleeping giant that needs to be awakened.”
The company, albeit historically significant as the official publisher of Ghana’s gazettes and statutory documents, had been weighed down by inefficiencies, overstaffing, weak procurement systems, liquidity constraints, and what some describe as outdated operational processes.
Unlike many SOEs, the publishing company does not enjoy the benefit of receiving government subvention. As such, its survival depends solely on internally generated funds. This reality shaped the new Managing Director’s approach.
Structural Reforms and Organisational Overhaul
Driven by the desire to cause change and reformation, the legal luminary embarked on a sweeping structural reformation. He introduced new departments and stretched the operational scope of some of the existing departments. The introduction of new departments include; Legal Department, Corporate Affairs Department, Senior Administration, Commercial Sales Department, and Quality Control Department.
These reforms revised the company’s organogram and clarified reporting lines, accountability structures, and performance benchmarks.
He also established GPCL’s first-ever Entity Tender Committee (ETC) pursuant to Sections 20-20D of the Public Procurement Act, 2003 (Act 663), as amended by Act 914 (2016). The ETC now ensures compliance with procurement laws, approves procurement plans, and awards contracts within legally defined thresholds. This is to strengthen transparency and corporate governance.
Tackling Overstaffing Through the Two-Shift System
In alignment with the current administration’s 24-hour economic policy, Mr. Boatey upon assuming office was hit with the reality of overstaffing. A phenomenon that was choking the finances of the organisation and consistently heightening poor productivity. Alarmed by the situation, Mr Boatey introduced a Two-Shift System about a month after officially assuming office. This strategic restructuring sought to tackle overstaffing while enhancing operational efficiency.
Rather than resorting to mass layoffs, the policy redistributed labour across expanded production hours, optimising machine use and improving output. The single move redefined productivity culture within the company and reinforced discipline and accountability.
A new work culture anchored on performance, transparency, and service delivery was birthed.
Fighting Malpractice: The New Gazette and Cashless Transaction
The tale of the awakening giant continued with one of the most decisive reforms introduced a newly Security-Enhanced Gazette. The initiative launched in May 2025, aimed to combat the proliferation of fake gazettes and eliminate the activities of middlemen who exploited system loopholes. The new gazette featured a watermark, gold-plated Coat of Arms among other significant security upgrades, to safeguard the integrity of official government publications.
Following the launch of the new document, a series of arrests were made involving persons who procured or aided in the procurement of falsified gazettes.
Additionally, Mr. Boatey drastically reduced human interface in financial transactions by introducing Bank-Only Payment System at the business centre. This cashless policy curtailed opportunities for malfeasance and strengthen financial controls.
Financial Discipline and Liquidity Recovery
Operation without government subvention demanded fiscal prudence. The Managing Director aware of the situation instituted austerity measures, tightened expenditure, and improved liquidity management. Within a year, the company’s liquidity health improved significantly- totally deviating from the initial accessing of a banker’s overdraft to pay the salaries of the staff.
Investment capacity was strengthened, operational waste was curtailed, outstanding legacy debts were substantial covered, and revenue streams expanded through aggressive commercial strategies.
For the first time in over seven years, GPCL secured the prestigious mandate to print Ghana’s national budget, the mid-year budget review, and the 2025 State of the Nation Address delivered by President Mahama.
This achievement signaled restored confidence in the company’s technical and operational capacity. To climax this outstanding feat, the finance minister during the presentation of the 2026 Budget, announced the GPCL as country’s primary printer, with the mandate to lead the production of materials for the government’s new nationwide free textbook programme.
The Digital Leap
Under the auspices of the sector minister, Hon. Felix Kwakye Ofosu (MP) and with the Presidential guidance, GPCL established its first Digital Press Center.
The move modernised operations, expanded service capabilities, and positioned the company to compete in an increasingly digitised publishing environment.
The facelift of the company’s infrastructure- both physical and institutional- has transformed its public image. What was once perceived as an aging bureaucracy now projects the outlook of a modern, commercially driven state enterprise.
Recognition and Rising Influence
At the peak of the transformation agenda in his first year at post, Mr. Boatey’s resilience and results did not go unnoticed. In 2025, he was recognised by the Business Executive as the Most Respected CEO in the Publishing industry. A testament to his leadership and reform-driven approach.
His commitment drew commendation from the President who applauded the state-owned enterprise for the remarkable turnaround from a struggling entity to a successful, modern institution following an official work visit to the company earlier this year. Colleague appointees and the business community also commended the Managing Director.
Despite the remarkable turnaround, challenges remain. The company have had to struggle with managing technological transitions, sustaining profitability amid macroeconomic volatility, competition with giant private-sector publishing firms, and poor business agreement among SOEs.
Yet, these challenges also present opportunities to deepen digital transformation, expand commercial services, and reposition GPCL as the regional leadership in State publishing services.
Vision: Beyond Survival to Dominance
Mr Boatey’s vision is clear: transform GPCL from a sleeping giant to a printing powerhouse in the sub-region. As part of his vision, the managing director hopes to expand the company’s operations across other regions such, Tamale, Takoradi, and Kumasi. He hopes to venture into security printing, fully digitise publishing ecosystem by creating an e-book shop, expand commercial printing services, and expand regional partnerships.
His philosophy remains constant: “The Ghana Publishing Company is not a liability. It is a sleeping giant”
While the nation waits for the 2025 audited financials to serve as proof for the outstanding work done so far within twelve months after assuming office on February 16, 2025, the evidence suggests that the giant is no longer asleep.
In a landscape where many SOEs struggle to justify their relevance, GPCL’s resurgence offers a compelling counter-narrative that with strategic leadership, transparency, structural reform, and market responsiveness, a state-owned enterprise can defy expectations and thrive.
Source: Joshua Ayirah