Team size: 3

What are the key projects that you have been involved in over the past twelve months?

In 2025, I led the Group’s ESG project which was undertaken to formalise and strengthen the organisation’s Environmental, Social and Governance approach, aligning it with global best practices and stakeholder expectations. The project began with a comprehensive materiality assessment, including internal document reviews and gap analysis. A series of structured stakeholder engagements were conducted to identify and prioritise key ESG risks and opportunities. Insights from these engagements informed the development of a tailored ESG framework for each of our entities, aligned with regulatory requirements and recognised standards.

Key activities included defining ESG pillars, establishing measurable objectives and KPIs, and integrating ESG considerations into enterprise risk management and strategic planning processes. Draft policies covering Product Responsibility and Customer Innovation; Investment and Procurement; Energy Consumption & E-Waste Management; Employee Retention; and Sustainable Succession Planning were developed and refined through iterative reviews with legal, compliance, risk and finance teams.

The final ESG frameworks, supporting policies and performance targets were presented to Executive Management and subsequently submitted for Board review. Following robust discussion and refinement, formal Board approval was obtained, enabling organisation-wide rollout and ongoing monitoring. A detailed implementation roadmap, governance structure and reporting framework are underway to ensure accountability and transparency.

What do you think are the most important attributes for a modern in-house counsel to possess?

I think a solid foundation in core legal areas (corporate law, contracts, regulatory compliance, employment law, data protection and dispute resolution) is essential. Given the diverse nature of our Group dynamics and the fast-moving pace of the work, it is essential that you are on the ball and able to deliver accurately and timeously when needed.

Beyond addressing legal issues, however, business acumen and strategic thinking are essential for understanding the business, its strategy, commercial drivers and financial implications. This enables legal advice to be practical, risk-aware and aligned with commercial goals.

The Ghana Investment Fund for Electronic Communications is working to bridge the digital divide, seeing increased digitalisation throughout the country. What strategies do you employ to ensure the successful digital transformation of a legal department while maintaining compliance with Ghana’s data protection laws?

Recognising the importance of safeguarding the privacy of our stakeholders, we have adopted and maintained a robust Data Protection Policy and our privacy practices are in conformity with applicable laws and international best practices. To further illustrate our commitment to ensuring the privacy and security of personal data entrusted to us, we undertook Data Protection Compliance Audits for all our entities in the course of 2024. This led to the establishment of Data Protection Programmes for each operating entity within the Group to assist in closing of identified gaps.

In 2025, we continued the implementation of our Data Protection Programmes across the Group which involved development of policies, procedures and other relevant documents, establishment of responsible units, assessments and trainings. With the foregoing, we have achieved a critical component of the Data Protection Programmes and the implementation of standards for Information Security and Privacy Information Management Systems (ISMS & PIMS) are currently underway.