Awakening a Sleeping Giant: How Nana Kwasi Boatey Esq. Sparked a 12-Month Turnaround at Ghana Publishing Company Limited
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 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down by inefficiencies, overstaffing, weak procurement systems, liquidity constraints, and what some describe as outdated operational processes. Productivity was low, alarming staff. Investment capacity was strengthened, operational waste was curtailed, outstanding legacy debts were substantially 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.
Unlike many SOEs, the publishing company does not enjoy the benefit of receiving government subvention. This makes GPCL dependent solely on internally generated funds. This reality shaped the new Managing Director’s approach.
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 in Ghana
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 seen as drains on national resources rather than drivers of profitability and innovation.
Leadership Redefines Institutions
History has consistently 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. CEOs such as Sammy Gyamfi Esq. of Ghana Gold Board (Goldbod), Edmund Kombat of Tema Oil Refinery (TOR), Julius Neequaye Kotey of Driver and Vehicle Licensing Authority, among others, were recognised by FAKS as the best-performing CEOs in 2025.
GPCL’s story under Nana Kwasi Boatey now joins that short but growing list.
Structural Reforms and Organisational Overhaul
A sleeping giant upon assuming office, GPCL’s survival depends solely on internally generated funds. Driven by the desire to effect change, the legal luminary embarked on a sweeping structural reformation. He introduced new departments and expanded the operational scope of existing ones. New departments include:
- Legal Department
- Corporate Affairs Department
- Senior Administration
- Commercial Sales Department
- 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 ensures compliance with procurement laws, approves procurement plans, and awards contracts within legally defined thresholds, strengthening transparency and corporate governance.
Tackling Overstaffing Through the Two-Shift System
In alignment with the current administration’s 24-hour economic policy, Nana Kwasi Boatey confronted the reality of overstaffing—an issue that was choking finances and heightening poor productivity.
His philosophy remains constant: “The Ghana Publishing Company is not a liability.”
About a month after officially assuming office, Mr. Boatey introduced a Two-Shift System. Rather than mass layoffs, the policy redistributed labor across expanded production hours, optimising machine use and improving output. This single move redefined the productivity culture within the company and reinforced discipline and accountability. A new work culture anchored on performance, transparency, and service delivery was born.
Fighting Malpractice: The New Gazette and Cashless Transactions
The awakening giant continued with decisive reforms:
- Security-Enhanced Gazette: Launched in May 2025 to combat fake gazettes and eliminate middlemen exploiting system loopholes. The new gazette featured a watermark, gold-plated Coat of Arms, and other security upgrades to safeguard official publications. Arrests were made of those procuring or aiding in falsified gazettes.
- Bank-Only Payment System: Human interface in financial transactions was drastically reduced, curtailing opportunities for malfeasance and strengthening financial controls.
Financial Discipline and Liquidity Recovery
Operating without government subvention demanded fiscal prudence. The Managing Director instituted austerity measures, tightened expenditure, and improved liquidity management. Within a year, the company’s liquidity health improved significantly, completely deviating from the earlier reliance on bank overdrafts to pay salaries. Colleagues and the business community commended his leadership.
For the first time in over seven years, GPCL secured mandates to print Ghana’s national budget, mid-year budget review, and the 2025 State of the Nation Address. This achievement signaled restored confidence in the company’s technical and operational capacity. During the 2026 Budget presentation, the finance minister announced GPCL as the primary printer for the nationwide free textbook programme.
The Digital Leap
Under the auspices of Hon. Felix Kwakye Ofosu (MP) and presidential guidance, GPCL established its first Digital Press Centre. The move modernised operations, expanded service capabilities, and positioned the company to compete in an increasingly digitised publishing environment.
The facelift of GPCL’s infrastructure—both physical and institutional—transformed its public image. What was once perceived as an aging bureaucracy now projects as a modern, commercially driven state enterprise.
Recognition and Rising Influence
In 2025, Nana Kwasi Boatey 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, applauding GPCL’s transformation from a struggling entity to a successful modern institution.
Despite the remarkable turnaround, challenges remain, including technological transitions, sustaining profitability amid macroeconomic volatility, competition with large private-sector publishing firms, and coordination among SOEs.
Vision: Beyond Survival to Dominance
Nana Kwasi’s vision is clear: transform GPCL from a sleeping giant to a printing powerhouse in the sub-region. Plans include expanding operations to Tamale, Takoradi, and Kumasi, venturing into security printing, fully digitising the publishing ecosystem with an e-book shop, expanding commercial printing services, and fostering regional partnerships.
His philosophy remains constant: “The Ghana Publishing Company is not a liability. It is a sleeping giant.”
While the nation awaits the 2025 audited financials as proof of the outstanding work done within 12 months, the evidence suggests that the giant is no longer asleep. GPCL’s resurgence offers a compelling counter-narrative: with strategic leadership, transparency, structural reform, and market responsiveness, a state-owned enterprise can defy expectations and thrive.
The Author is the Executive Aide to the Managing Director
By Joshua Ayira
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