In the high-stakes world of maritime governance, a year can pass like a quiet tide or hit like a powerful wave of reform.
For the Ghana Maritime Authority (GMA), the past twelve months under new management have been less about settling in and more about optimising the Authority’s structural framework to accelerate Ghana’s maritime growth.
This “Reset Agenda” was launched not merely to maintain course, but to modernise the Authority’s identity and align it with the evolving demands of the global blue economy.
While twelve months is a brief moment in the life of a state institution, it has been a period of profound structural realignment and strategic expansion with clear results, according to the Director General, Dr. Kamal-Deen Ali (Naval Capt Rtd).
Reflecting on his first year, Dr Ali described the period as both fulfilling and eye-opening, noting that the role revealed far more complexity than is visible from the outside.
Realignment
The reset began from within, where upon the assumption of office, the DG identified that the Authority’s most critical engine, its human resource, needed a complete overhaul.
The organisation faced a challenge with some divisions being overstaffed, while others, like the human resource unit itself, lacked the manpower to fulfill the majority of their mandate.
A comprehensive staff reorganisation process was launched, involving a database review to ensure every employee was in the right role, aligning skills with competence.
This restructuring extended to various divisions such as the Technical Services Division, which saw over 100 percent of its staff realigned, while the Public Relations department was bolstered with new sub-units to meet modern communication needs.
Coastline
Beyond internal realignment, a major theme of the past year has been visibility and accessibility. Recognising that maritime safety is not just a coastal concern, the Authority has aggressively expanded its presence into Ghana’s inland waterways.
This strategic shift saw the establishment of a dedicated office in Akosombo, where staff have been deployed to provide safety oversight and regulatory enforcement.
This new arrangement serves as a hub for infrastructure development and the formalization of water transport, facilitating the government’s agenda for a national multimodal transport network.
The expansion continued with the identification of Kpando-Torkor and Kete Krachi as new strategic hubs for office space and accommodation.
The deployment of the search and rescue boat, Martey Korley, at Kpando-Torkor has turned the area into an important center for the GMA’s monitoring and rescue activities.
To manage costs and improve local synergy, the Authority also launched a district integration program, negotiating with District Assemblies in areas like Ellembelle, Jomoro, and Shama to embed maritime staff within local structures.
Meanwhile, plans are in motion for a coordinating office in Wa to oversee safety on the White and Black Volta crossings, vital links between Ghana and its neighboring countries.
The GMA is also working closely with the Ministry of Transport to revive the Volta Lake Transport Company (VLTC), ensuring that inland water transport becomes a reliable driver of economic connectivity.
Safety as a Community Based Approach
Safety on inland waterways remains the GMA’s primary mandate. In 2025, the Authority procured 7,000 life jackets, but the true innovation lies in the delivery model, according to Dr Ali.
Recognising that boat owners often lack storage, the GMA, Dr Ali said is rolling out a subsidised rental model, making safety affordable and practical.
Additionally, the Authority is launching a community-based Safety Guard Program where young people are recruited and trained from communities where there are water crossings.
The GMA is using this approach to simultaneously create jobs and ensure that those who know the waters best are the ones protecting them.
Seafarer Export
Historically, Ghana produced some of the world’s finest seafarers, but the country had recently lost ground to regional competitors such as Ethiopia, South Africa and Nigeria. Dr Ali is determined to change that trajectory by shifting the GMA from a passive regulator to a strategic job creator.
Through high-level dialogues with international giants like the Kuwait Oil Tanker Company (KOTC), Hafnia, and the International Maritime Employers Council (IMEC), Ghanaian cadets and ratings are now securing international sea-time and employment.
A landmark partnership with Hafnia alone has seen a commitment to employ about 600 Ratings over three years, with training periods at the Regional Maritime University being extended to meet global standards.
This effort is underpinned by the new National Seafarer Development and Promotion Policy (NSDPP), which aims to transform Ghana into a competitive source of global maritime labor.
Hydrography
A fundamental pillar of the “Reset Agenda” is the Authority’s renewed focus on hydrography, the science of mapping the seas.
Recognising that the Blue Economy is hinged on knowing exactly what lies beneath the surface, the GMA is treating the mapping and charting of Ghana’s waters as a top priority.
“You cannot manage what you cannot see,” Dr Ali noted, emphasising that accurate hydrographic data is the key to ensuring vessel safety and opening new maritime routes.
To this end, the Authority is committed to the significant investments required to modernise its charting capabilities, providing the precision necessary to navigate Ghana’s waters safely.
Technology, Security, and Trade
Beyond physical safety, the GMA is driving the government’s goal to promote robust coastal and inland transportation.
Under the direction of the President, the Authority has engaged in high-level discussions with marine cargo handling companies to support the feasibility of coastal shipping operations.
This collaborative spirit extends to the Ghana Ports and Harbours Authority (GPHA), where talks are well-advanced to synchronise efforts and streamline the movement of goods and people.
However, for transportation to thrive, security must remain a priority. The year 2025 marked a technological leap with the procurement of a state-of-the-art Vessel Traffic Management and Information System (VTMIS) to replace the outmoded system from 2012.
Once installed at the new head office, this technology is set to power the Maritime Fusion Centre being established.
This center will serve as a coordination point to collect, analyze, and share real-time maritime data, acting as a frontline defense against threats like piracy, illegal fishing, and smuggling.
This new “situation room” will allow the GMA to monitor Ghana’s Exclusive Economic Zone (EEZ) in real-time, ensuring safe waters for economic growth.
The journey hasn’t been without turbulence, as Dr Ali candidly points to the burden of restructuring, addressing years of unfulfilled promotions and high workforce costs.
Similarly, economic fluctuations have also posed a unique challenge; with GMA charges indexed in USD but collected in a strengthening Ghanaian Cedi, revenue inflows have been impacted. “Our budget was indexed at GHC15 to the dollar, so the Cedi’s appreciation actually creates a dwindling inflow for our projects,” the DG explained.
2026 & Beyond:
As the new management enters into the second year, the momentum is set. The election of the Director General as the Vice President of the International Seabed Authority in July 2025 has further enhanced Ghana’s reputation on the global stage.
Looking ahead, Dr Ali remains optimistic, aiming to complete the internal restructuring while continuing to build a conveyor belt of skills that will serve the global maritime industry and keep Ghana’s waters safer than ever before.
From the Public Relations Unit, GMA
