The new CEO said the profits dropped because the investments by the previous CEO not yielding returns. How can she tell us this story.
Madam w'akyi gu hɔ wai
They are still making profit despite the drop anyway. So its also not bad just that the margin dropped so they should step up their game to avoid further decline in future
I had no idea MIIF undertook so many initiatives and investments under the Koranteng guy. So what is happening.
Equity Investments are long term and sovereign funds invest at 11 year horizons. It will be silly to expect returns within a year or 2 of investments. She does not know what she is talking about.
That Edward nana yaw koranteng, the former CEO is a seasoned investment banker and lawyer and knew what he was doing.
Sovereign wealth funds like miif should not be politicized.
A drop of GHS 800 million is almost a 50% drop in profit. This is steep, very steep and must be looked into.
Why didn't MIIF invest in damang and have it listed on the GSE.
If the previous investment strategy was flawed, why has the current management retained many of those investments instead of divesting them?
Are taxpayers being given sufficient transparency on how MIIF's investment portfolio is currently performing?
Is the decline primarily the result of external market conditions, or does it reflect internal execution and management challenges?
If almost GHS 800 million in profit has disappeared within a year, what specific operational or strategic decisions contributed to that decline?
What governance changes have been introduced to ensure this level of profit decline does not continue?
800m cedis drop in profit is sacking matter. This is very serious. Ghana akyi gu hɔ paaaa
MIIF is being collapsed. Over 40% drop in profits in year and all the news of resignations and unconstitutional sack of old staff is definitely bad management. Let's give time some time
Why is the new ceo not building on what has already been done by the previous administration
Almost 50% drop in profits is so bad and very alarming. She should stop making excuses
A near 50% decline in profitability within a single year cannot simply be dismissed as a transition issue. Leadership is ultimately measured by results, not explanations.
The question is simple: why isn't the current leadership building on the strong foundation that was inherited? Institutions should move forward, not backwards.
An almost GH¢800 million reduction in profit is not a minor setback. Shareholders and the Ghanaian public deserve clear answers and accountability.
Blaming the transition cannot become a permanent excuse. After a year in office, performance indicators should speak louder than explanations.
Leadership comes with responsibility. A significant decline in profitability should trigger serious reflection and corrective action, not complacency.
The figures tell a troubling story. A drop of this magnitude demands transparency, accountability, and a credible recovery strategy.
Time will ultimately judge every administration. For now, the available financial results suggest that the current management has substantial work to do to restore confidence. This is too bad
Results don't lie. Nearly half of MIIF's profits have disappeared under the current leadership. That is a performance crisis, not a communication problem
If a CEO inherits a profitable institution, the expectation is to improve it—not preside over one of its sharpest profit declines.
A GH¢800 million drop in profit should trigger serious boardroom questions. Accountability starts at the top.
The numbers are unforgiving. Excuses cannot replace performance, and public institutions cannot be managed on promises alone.
Leadership is not about press releases. It is about protecting value, growing returns, and strengthening institutions. Where is the evidence?
Leadership is not about press releases. It is about protecting value, growing returns, and strengthening institutions. Where is the evidence?
Leadership is not about press releases. It is about protecting value, growing returns, and strengthening institutions. Where is the evidence?
The conversation should not be about defending management. It should be about defending the institution.
Boards have a fiduciary duty to act when performance deteriorates. The questions being asked today are both legitimate and necessary.
The public deserves a detailed explanation of how such a significant decline occurred within a year of new leadership taking over.
This isn't about personalities or politics. It is about stewardship of a strategic national asset and the results being delivered.
Good leaders inherit institutions and leave them stronger. The current financial performance raises doubts about whether that is happening.
The benchmark was already set by the previous administration. The challenge was to outperform it, not underperform it.
When you witch hunt and sack top staff this is what happens.
The new CEO gave an excuse that the amendment gives her only 2% of royalties for operations and investments but this is entirely untrue. She still has access to the royalties even if it's small, she should be able to turn it ...
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We cant blame the new management much because rates have fallen etc.
At least she should show us initiatives and investments or at least pipeline. Rather all we hear are accusations of previous management and sackings.
I think with such strategic institutions, the transition should not be politicized with witch hunting at all
When experienced professionals are removed through political witch-hunts instead of orderly transitions, institutional performance inevitably suffers. Strong institutions are built on continuity, not vendettas
The explanation that the amendment leaves management with only 2% of royalties for operations and investments does not fully reflect the legal and operational framework. The Fund still has access to mineral royalties and shou ...
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External market conditions may have affected performance, but leadership is ultimately judged by strategy and execution. The focus should be on what management is doing to create value despite those challenges
Exactly. If market conditions are difficult, then this is the time to demonstrate leadership through new initiatives, strategic investments, and a credible pipeline of opportunities. Instead, the public conversation has been ...
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Strategic state institutions should never become casualties of political transitions. Leadership changes should preserve institutional knowledge, protect talent, and ensure continuity. Politicizing transitions through perceiv ...
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