YFM Ghana

AI in Lending: Progress, Risks, and the Governance Imperative

Kobina Baidoo Badu — Mon, 11 May 2026 19:53:47 +0000

Artificial intelligence (AI) is no longer experimental in lending. Financial institutions globally now use machine learning to assess creditworthiness, speed up approvals, and expand access to finance. What was once ambition has become operational reality, with AI embedded in core lending processes. Adoption levels reflect this shift. A 2023 McKinsey survey found that over 60% of financial institutions have implemented AI in at least one key function, particularly in credit decisioning. Real-world applications reinforce this momentum. In the United States, fintech firms like Upstart report higher approval rates than traditional systems while maintaining similar loss levels. In China, Ant Group has scaled AI-driven lending to millions of small businesses, often delivering decisions within minutes. The appeal is clear: faster decisions, improved predictive accuracy, and the potential to extend credit to underserved populations. Governance Struggling to Keep Pace Despite these gains, governance has not kept up. Traditional credit models, such as scorecards, are transparent and easily understood. Their logic can be explained to regulators, boards, and customers, aligning well with established oversight frameworks. AI models, however, are more complex and often lack interpretability. Many operate as “black boxes,” making it difficult to understand how decisions are reached. This creates a fundamental challenge: institutions are expected to govern systems they cannot fully explain. As a result, existing governance frameworks designed for simpler models are being stretched beyond their limits. This mismatch can create a false sense of control, where risks are underestimated rather than properly managed. Regulatory Responses and Emerging Challenges Regulators are beginning to respond. The EU AI Act classifies credit scoring systems as high-risk, requiring greater transparency and oversight. The UK’s Financial Conduct Authority has highlighted concerns around algorithmic bias and consumer outcomes. Meanwhile, global bodies like the Basel Committee continue to emphasise model risk management, though much of their guidance predates modern AI. In practice, many institutions still rely on legacy governance structures. Dynamic, data-driven models are assessed using outdated tools, limiting effective oversight. This gap between innovation and regulation remains a central issue. Visible Risks and Real-World Examples The risks are no longer theoretical. In 2019, the Apple Card faced scrutiny over alleged gender bias in credit decisions, highlighting how opaque models can lead to reputational and regulatory consequences. Beyond fairness, model stability is a major concern. Research from the Bank for International Settlements shows that machine learning models are highly sensitive to changes in data patterns. The COVID-19 pandemic demonstrated this clearly, as sudden shifts in borrower behaviour reduced the reliability of many models. Unlike traditional scorecards, which degrade gradually, AI systems can fail abruptly and without clear warning. This makes risk detection more difficult and delays corrective action. Challenges in Developing Economies These issues are amplified in developing markets, where AI adoption is accelerating alongside digital financial growth. Ghana illustrates this trend. The expansion of mobile money driven largely by MTN Ghana has brought millions into the financial system, generating new data for credit assessment. AI models now analyse transaction behaviour rather than relying solely on formal credit histories. However, regulation is still evolving. The Bank of Ghana has introduced important measures around licensing and consumer protection, but AI introduces new challenges related to data governance, transparency, and fairness. Structural constraints persist, including fragmented data systems, limited credit bureau integration, and gaps in technical expertise. Without strong governance, there is a risk that AI will be deployed without full understanding of its limitations. Finding Balance, The Path Forward For banks in Ghana and similar markets, balance is essential. AI can improve financial inclusion and decision-making, but only if supported by robust governance, better data infrastructure, and close regulatory engagement. In some cases, simpler and more interpretable models may be more appropriate, particularly where oversight capacity is still developing. More broadly, institutions must recognise that AI does not remove risk it transforms it. Poorly governed systems can undermine trust, attract regulatory scrutiny, and introduce new systemic vulnerabilities. Transparency is no longer optional; it is a requirement. Conclusion: The Governance Imperative The question is no longer whether AI should be used in lending, but how it should be governed. Addressing this requires more than minor adjustments. Institutions must strengthen model monitoring, improve validation processes, and embed accountability throughout decision-making. There is also a human dimension. Credit professionals must be equipped to challenge complex models, while technology teams must prioritise transparency alongside performance. Ultimately, the future of lending will depend less on how advanced AI becomes and more on how well it is governed. Innovation without effective oversight is not progress it is risk. Writer, Daniel Arhin is a lending professional with over 15 years of experience focused on responsible credit, data-driven decision-making, and strong governance.

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TRiBE Culture Fest embarks on a global and nationwide recce to power ‘16 BY 16’ and the Ghana Funfest experience

Kobina Baidoo Badu — Mon, 11 May 2026 14:01:20 +0000

TRiBE Culture Fest has stepped up preparations for its “16 BY 16” and “Ghana Funfest” initiatives with an extensive series of local and international reconnaissance (recce) exercises aimed at providing a completely immersive FIFA World Cup experience in Ghana and important diaspora centres. Following the official launch of the nationwide activation, the TRiBE team has been on the ground assessing strategic venues, logistics, and fan experience opportunities in multiple cities across the United States and Canada, as well as in several regions across Ghana. The recce forms a critical part of ensuring that each activation site meets the high standards required to host large-scale public viewing, cultural programming, and community engagement activities. In the United States, the team visited key diaspora-heavy cities including Philadelphia, Providence, and Newark, evaluating locations that can serve as vibrant hubs for Ghanaian fans abroad. In Canada, Toronto was identified as a major focal point for diaspora engagement, with plans to showcase Ghanaian culture alongside World Cup festivities. In Ghana, the recce spanned key regions and iconic venues across the country. In Accra, potential activation sites included the Accra Sports Stadium, Black Star Square, Premier Keep Fit Club, and Tema, all selected for their accessibility and capacity to host large fan gatherings. The team also conducted inspections in Cape Coast at the Cape Coast Sports Stadium and the Centre for National Culture, while in Kumasi, visits were made to the iconic Baba Yara Sports Stadium and Rattray Park. Additional stops included Koforidua, where Jackson’s Park was assessed, as well as exploratory visits across the Volta Region and Oti Region to ensure nationwide inclusivity. These site visits are aimed at curating unique fan zones that will not only screen the World Cup matches but also host football clinics, music performances, cultural exhibitions, and food experiences, bringing to life the full essence of Ghanaian identity. Speaking on the recce efforts, CEO of TRiBE Culture Fest, Nana Boateng Gyimah, emphasized the importance of thorough planning in delivering a world-class experience to Ghanaians in Ghana and abroad. “This recce is not just about selecting venues; it is about understanding the heartbeat of each community and designing experiences that resonate deeply with the people. Whether in Accra, Kumasi, Toronto, or Philadelphia, we are committed to creating spaces where Ghanaians and the diaspora can connect, celebrate, and feel part of the World Cup journey,” he said. The recce also aligns with TRiBE’s broader objective of positioning Ghana as a cultural and tourism destination on the global stage while strengthening ties with the diaspora through shared experiences around football. With preparations well underway, TRiBE Culture Fest’s 16 BY 16 and Ghana Funfest initiatives are set to transform the 2026 FIFA World Cup into a nationwide and global celebration, ensuring that from local communities to international cities, the spirit of Ghana is felt everywhere the Black Stars are cheered on. About TRiBE Culture Fest The TRiBE Culture Fest is a global platform that combines sports, culture, and tourism through festivals, fan experiences, youth programs, and cultural events tied to major international moments. It designs and delivers large-scale experiences at the intersection of sports diplomacy, cultural storytelling, and destination branding — connecting governments, cities, creatives, athletes, and the global African diaspora through immersive activations. As FIFA World Cup License Holder and Ghana Tourism Authority exclusive FIFA World Cup programming partner, TRiBE is the driving force behind the country’s official fan engagement strategy for the 2026 tournament, both at home and abroad. Media Enquiries: TRiBE Culture Fest Communications Office [www.tribeculturefest.com] (http://www.tribeculturefest.com)

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Youth Education, Skills Development and Mentorship are Imperative for Ghana’s Economic Future

Kobina Baidoo Badu — Mon, 11 May 2026 13:50:33 +0000

Ghana stands at a demographic crossroads. With more than one third of the population under the age of 15 and a youth unemployment rate of around 12.1%, the country’s long-term stability depends on how effectively it prepares its young people for the future of work. Across Africa, the challenge is even more pronounced: one in three young people is unemployed or discouraged, while another third is vulnerably employed. These figures point to a clear reality: the continent’s prosperity depends on turning its youthful population into a productive engine of growth. Education and Skills: The Foundation for Economic Transformation Ghana has expanded access to education over the years. However, the transition from school to meaningful employment remains constrained. Each year, nearly 360,000 secondary school graduates complete their studies, yet only 35% progress to tertiary education. This leaves more than 240,000 young people entering a job market that cannot absorb them. This gap reflects both a structural mismatch between academic training and market-ready skills, and the limited capacity of the economy to create jobs at the pace required. Traditional education alone is increasingly insufficient for a knowledge-driven economy, where employers prioritise digital literacy, communication, critical thinking, and problem-solving. Vocational and technical training institutions, including Ghana’s strengthened Technical and Vocational Education and Training (TVET) Service, are therefore central to national development. Their emphasis on industry-relevant skills aligns with Ghana’s industrialisation agenda and the need for a more competitive workforce. Strengthening skills development is necessary, but not sufficient. Its impact depends on parallel efforts to expand job creation, particularly in sectors capable of absorbing large numbers of young workers. Without this alignment, improvements in education risk outpacing the opportunities available. The Role of Mentorship in Bridging the Gap Formal education alone does not address the transition challenge. Mentorship plays a critical complementary role in preparing young people for the world of work. A 2024 systematic review of 73 empirical studies found that mentorship improves career clarity, professional identity, transition outcomes, and job attainment. Mentorship provides what classrooms often cannot: industry exposure, confidence, access to professional networks, and practical guidance. For young people from disadvantaged backgrounds, it can directly connect potential to opportunity. In Ghana, structured mentorship programmes across universities, corporate institutions, and community organisations should become more integrated into youth development efforts. This would make the transition into employment more deliberate and less uncertain. Entrepreneurship as an Economic Necessity The limited capacity of the formal sector to absorb job seekers makes entrepreneurship not merely an alternative, but a necessary pathway for economic participation. Across Africa, policymakers increasingly recognise entrepreneurship as a driver of job creation and inclusive growth. The African Union’s Policy Brief on Youth Entrepreneurship highlights the need to integrate entrepreneurship into education systems, strengthen support ecosystems, and deepen private sector partnerships. However, entrepreneurship outcomes are not determined by skills alone. While education and training equip young people with competencies in innovation, financial literacy, and business development, access to early-stage capital remains a critical constraint. Without it, many viable ideas do not translate into sustainable enterprises. Effective approaches therefore combine capability development with financing. In Ghana, initiatives such as the National Entrepreneurship and Innovation Programme (NEIP), the Youth Employment Agency (YEA), and targeted SME financing schemes illustrate this model. Private sector interventions, including programmes like the Absa SME Loan at 10% per annum, a partnership between Absa Bank Ghana and the Mastercard Foundation, that pair concessional lending with business development support, further demonstrate how aligning capital with capability can improve enterprise sustainability and employment outcomes. Strengthening entrepreneurship as a pathway for growth will depend on scaling such integrated models, ensuring that young people are not only equipped to start businesses but are also supported to sustain and grow them. A Shared Responsibility for Ghana’s Future Youth development is both a social and economic priority. A skilled youth population drives productivity, innovation, and stability, while failure to equip young people with relevant skills risks deepening unemployment and inequality. Progress requires coordinated action. Government must strengthen policy and systems. Educational institutions must align curricula with labour market needs. Corporate organisations must invest in skills, mentorship, and job pathways. Communities and families must provide guidance. Young people must commit to continuous learning and adaptability. Ghana’s youth are not a burden to be managed, but an asset to be developed. With sustained investment in education, skills, mentorship, and entrepreneurship, the country can unlock a demographic dividend that supports long-term economic growth.

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WGHS 2005 YG – MMV Embarks on Mother’s Day Community Outreach Ahead of 190th Speech Day Celebrations

Kobina Baidoo Badu — Mon, 11 May 2026 13:34:02 +0000

As part of activities leading to the 190th Speech Day celebrations of Wesley Girls’ High School, the 2005 Year Group – MMV- has embarked on a Mother’s Day community outreach initiative aimed at giving back meaningfully to society and supporting vulnerable mothers and families. The outreach exercise, held at Amasaman, formed part of the group’s commitment to service, compassion, and social impact — values deeply rooted in the Wesley Girls’ tradition. Through the initiative, support was extended to selected mothers and families through the settlement of medical bills, donation packages, and other welfare assistance. The outreach also received generous support from sponsors and collaborators, including a sponsorship package from PZ Cussons, whose contribution helped enhance the impact of the exercise. In addition, members of the MMV fraternity and volunteers came together in a strong show of sisterhood and community service to prepare and distribute care packages to beneficiaries. Speaking on the initiative, representatives of the group noted that the outreach reflects the spirit of gratitude and responsibility that underpins the journey toward the school’s 190th Speech Day celebrations. Beyond commemorating a milestone, the MMVs hope to use the occasion to make meaningful contributions to the wider community and positively impact lives. The group further indicated that this outreach marks only the beginning of several activities planned in the lead-up to the celebrations. Official fundraising activities in support of the 190th Speech Day celebrations are expected to be launched in the coming weeks. The MMVs expressed heartfelt appreciation to all sponsors, volunteers, contributors, and partners who supported the initiative and helped make the outreach a success.

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Resilience by Design: Bank Systems That Withstand Disruption and Protect Customers

Kobina Baidoo Badu — Mon, 11 May 2026 13:26:20 +0000

There is a paradox at the heart of banking technology: the better it works, the less visible it becomes. When a customer transfers money and it arrives instantly, they do not think about the systems that made it possible. When a customer checks their balance at midnight, they do not consider the infrastructure running behind the screen. When a payment clears on a Sunday, customers do not typically think of the architecture that made the banking service available on a weekend. Technology in banking is noticed almost exclusively when it fails. The rest of the time, it is invisible, and that invisibility is the goal. The measure of a bank’s technology is not whether its systems ever fail, because every complex system fails eventually. The true measure is whether the customer ever feels it. Banking amidst changing expectations A decade ago, banking in Ghana operated on the assumption that certain things took time. Transfers between banks could take a day or more. To perform most transactions, you would inevitably need to visit a bank branch. Systems had maintenance windows, and customers understood (or at least accepted) that access was not continuous. That world no longer exists; the rise of real-time payment infrastructure has fundamentally altered what customers expect. Digital banking platforms now promise access at any hour, from any location, on any device. These capabilities, introduced as innovations, have quickly become baseline expectations. A customer who sends money today does not marvel that it arrives in seconds. In fact, they would be alarmed if it did not. The window of tolerance for delay and for the phrase “the system is down” has effectively closed. This shift changes how banks must think about technology. The standard is now continuity: the ability to deliver critical services without interruption, and when interruption occurs, to resolve it before the customer is affected. To meet that standard, banks need to take a fundamentally new approach to how their systems are designed, not just how they are maintained. Designing for failure, not against it The instinct in most organisations is to try to prevent system failure, invest in better hardware, strengthen security, and eliminate vulnerabilities. These efforts matter, but they rest on an assumption that is ultimately false: that failure can be avoided entirely. It cannot. Hardware degrades, software contains flaws that only appear under conditions no one anticipated, power grids are unreliable and cyber threats often evolve faster than defences. Even third-party providers experience their own disruptions. The question, therefore, is not whether something will go wrong, but how it is contained when it does. The principle behind the shift I am describing is ‘Resilience by Design.’ Not the absence of failure, but the confinement of its effects. When this is done well, even significant disruptions do not affect the customer. Their payments still clear, balances remain accurate, and access is uninterrupted. How Resilience by Design works in practice Let us apply the concept of “Resilience by Design’ to infrastructure. A bank that runs its digital services from a single data centre has created a single point of failure, no matter how robust that facility may be. The same is true of a bank that builds entirely on one cloud provider. ‘Resilience by Design’ means distributing workloads across multiple locations and multiple providers, so that a disruption in one environment is absorbed by another. It also means retaining the ability to move between environments, rather than becoming dependent on a single vendor. The goal is not just uptime but continuity on the bank’s own terms. Now consider the digital perimeter. Every new channel a bank opens, whether a mobile application, a fintech partnership, or a payment platform connection, creates new capabilities for customers but also becomes a potential entry point for threats. ‘Resilience by Design’ here means treating every connection as potentially compromised. No user, device, or internal system should be considered trustworthy by default; every access request must be continuously verified. The Bank of Ghana has reinforced this approach at a sector level through its Cyber and Information Security Directive and the Financial Industry Command Security Operations Centre, which enables banks to share threat intelligence and coordinate responses. Within individual institutions, this discipline prevents a growing digital surface from becoming a vulnerability. Finally, consider the people who operate these systems. A bank may design its technology for failure and still find itself unable to recover if critical knowledge is concentrated in a few individuals. When the one person who knows how to restore a service is unavailable during a crisis, the architecture becomes irrelevant. ‘Resilience by Design’, when applied to people, means cross-training, documented recovery procedures, and running crisis simulations regularly, not just as a compliance exercise, but as genuine preparation for potential scenarios. What the customer should never have to think about There is a version of this article that could go deeper into the technical architecture: the specifics of active-active configurations, containerisation, microservices orchestration, immutable backups. These are the building blocks, and they matter to the professionals who design and maintain them. They should not matter to customers. The customer’s relationship with their bank’s technology should be one of quiet confidence. The money moves, systems work, access is reliable, and problems, when they occur, are resolved before they become visible. Technology teams in banking often seek recognition for the complexity they manage, and that instinct is understandable. The work is genuinely demanding, and the stakes are high. Yet the highest compliment a technology function can receive is not admiration for its sophistication. It is the customer’s complete unawareness that anything complex is happening behind the scenes.

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