The Western Regional Police Command has arrested five suspects in connection with the robbery and murder of a 40-year-old gold buyer, Seth Kobina, at Agona Fie near Agona Nkwanta in Ghana’s Western Region.
Police arrest five suspects over robbery, murder of gold buyer at Agona Nkwanta 3
The incident occurred on Thursday, August 20, 2026, when armed men reportedly attacked the gold-buying shop at about 8:00 p.m. and shot Kobina in the chest. He was rushed to the Agona Nkwanta Hospital but was pronounced dead on arrival.
Police identify alleged gang leader
According to the police, preliminary investigations and a review of CCTV footage led investigators to identify 29-year-old Emmanuel Amponsah, alias “Vandam,” as the alleged leader of the robbery gang.
Amponsah was arrested on August 21 at a guest house in Agona Nkwanta. Police said a search conducted on him resulted in the recovery of a locally manufactured pistol and two live BB cartridges.
Police arrest five suspects over robbery, murder of gold buyer at Agona Nkwanta 4
The suspect subsequently fell ill and was taken to the Effia Nkwanta Regional Hospital for medical attention, where he was pronounced dead on arrival. Police have not publicly stated the cause of his death.
Four other suspects arrested
Further investigations led to the arrest of four additional suspects.
They have been identified as Christopher Seyiri, alias “Cross and Die,” 47; Bashiru Ibrahim, 20; Thomas Odoom, alias “Wale,” 30; and Isaac Quayeson, alias “Last Burial”.
Seyiri, Ibrahim and Odoom were arrested within the Agona Nkwanta area, while Quayeson was arrested at Denkyira Kwaboso in the Western North Region.
Police said a search of Quayeson’s residence led to the recovery of another locally manufactured pistol, three live BB cartridges, a metal bar and two cutlasses.
Suspect allegedly identifies shooter
During investigations, police said Quayeson identified the deceased Amponsah as the person who allegedly shot and killed Kobina.
He also reportedly identified Thomas Odoom as one of the suspects captured in CCTV footage during the robbery.
The four surviving suspects are currently assisting the police with investigations as efforts continue to identify and arrest other persons believed to have been involved in the robbery and murder.
The development has renewed attention on security concerns surrounding gold-buying businesses and other commercial activities in parts of Ghana’s Western Region.
GhanaMedia.net will continue to follow developments in the case as the police investigation progresses.
Accra, Ghana — Organisations seeking to remain competitive in an increasingly volatile global environment must move beyond traditional risk management and deliberately build institutions capable of adapting to uncertainty, Barbara Dede Ama Okai-Tettey, Head of Business Enablement, Business and Commercial Banking at Stanbic Bank Ghana, has said.
Barbara Dede Ama Okai-Tettey Esq., Head, Business Enablement, Business and Commercial Banking, Stanbic BankGhana
Speaking at Risk Summit 2026 on the theme “Thinking Beyond Risk: The True Foundation of Institutional Resilience,” Okai-Tettey challenged business leaders, policymakers and governance professionals to rethink what resilience means in today’s rapidly changing operating environment.
According to her, resilience should not be measured simply by how an organisation reacts when a crisis occurs, but by the quality of the decisions, systems and institutional culture established before disruption takes place.
“Institutional resilience is not built in the middle of a crisis. It is cultivated through deliberate leadership, strong governance and a culture that encourages curiosity, constructive challenge and disciplined decision-making.”
Beyond traditional risk management
The global risk environment is becoming increasingly complex, with organisations facing challenges ranging from geopolitical instability and cyber threats to artificial intelligence, climate change, financial crime and economic uncertainty.
Okai-Tettey argued that institutions that succeed in such an environment will be those capable of thinking critically, adapting quickly and making sound decisions under pressure.
She noted that many organisations continue to equate resilience primarily with stronger controls, additional policies and increased regulatory compliance.
While acknowledging the importance of those measures, she said they represent only part of what is required to build genuinely resilient institutions.
“Policies do not make decisions. Controls do not exercise judgement. People do.”
She said resilience ultimately depends on the quality of leadership, institutional culture and an organisation’s ability to navigate complexity while developing practical and sustainable solutions.
Crises expose weaknesses that already exist
According to Okai-Tettey, major crises rarely create entirely new institutional weaknesses.
Instead, they often expose vulnerabilities that have existed for some time but have not been properly addressed.
Whether the disruption involves a cyberattack, financial crime, operational failure or economic shock, she said such events can reveal weaknesses in governance, decision-making and organisational culture.
The implication for businesses is clear: resilience cannot begin when the crisis arrives.
Institutions need to identify vulnerabilities early and address them before they develop into points of failure.
Risk management must enable opportunity
Okai-Tettey also called for a broader understanding of the role of risk professionals.
Rather than focusing exclusively on identifying threats or preventing failure, she said risk, compliance and assurance professionals should help organisations navigate uncertainty while balancing opportunity with accountability.
“Effective governance should create confidence for innovation, not barriers to progress.”
That approach becomes particularly important as businesses increasingly adopt artificial intelligence, digital platforms and new business models.
Rather than treating innovation and risk as opposing forces, organisations need governance frameworks that allow innovation to happen responsibly.
Constructive challenge can strengthen institutions
The Stanbic Bank executive further emphasised the importance of organisational culture.
She encouraged leaders to create workplaces where employees feel empowered to question assumptions, challenge established thinking and contribute ideas.
According to her, disagreement should not automatically be viewed as resistance.
Constructive challenge can help organisations identify weaknesses before they become costly problems.
“The strongest institutions are not those where everyone agrees. They are those where constructive challenge is welcomed, diverse perspectives are valued and difficult conversations take place before difficult decisions become unavoidable.”
Such an environment can strengthen decision-making by ensuring that leaders are exposed to different perspectives before committing to major strategic decisions.
Governance must evolve with the operating environment
Okai-Tettey also stressed that governance frameworks cannot remain static.
As technology advances, stakeholder expectations change and global risks become increasingly interconnected, organisations must continually reassess their systems, capabilities and leadership structures.
For businesses, this means treating resilience as an ongoing strategic responsibility rather than a project that can simply be completed.
It also requires organisations to invest in people and capabilities capable of responding to new forms of risk.
Resilience as a long-term investment
Concluding her address, Okai-Tettey urged organisations to view resilience as an investment in institutional capability rather than simply an exercise in risk reduction.
“Success is not measured by the absence of challenges. It is measured by the quality of the solutions we create.”
She added that every decision, conversation and constructive challenge contributes to the development of stronger institutions.
Her central message was that organisations cannot build resilience without improving the quality of their thinking.
“Ultimately, the quality of our institutional resilience will never exceed the quality of our thinking,” she said.
Risk Summit 2026
Risk Summit 2026 brought together regulators, policymakers, business leaders, governance professionals and risk practitioners to examine emerging global risks and explore practical approaches to strengthening institutions.
The discussions highlighted the growing need for organisations to combine strong governance with adaptability, innovation and sound decision-making as businesses navigate an increasingly uncertain global environment.
For institutions seeking to remain competitive, the message from the summit is increasingly clear: managing risk is no longer enough. Organisations must learn to think beyond it.
In a workplace increasingly obsessed with youth, speed and “energy,” experienced professionals are often unfairly pushed to the margins. Yet the very qualities that come with years of work — judgement, institutional memory, resilience and the ability to recognise problems before they become crises — can be among an organisation’s most valuable assets.
The familiar hiring request sounds innocent enough: “We need someone agile who can hit the ground running. We want energy.”
But too often, that language becomes a quiet preference for younger candidates.
The assumption is that older professionals cannot adapt quickly enough, embrace new technology or keep pace with modern workplaces.
That assumption deserves to be challenged.
Experience does not suddenly become obsolete because someone reaches a particular age.
In fact, organisations that deliberately exclude experienced professionals risk throwing away knowledge that may have taken decades to build.
They often bring technological confidence, fresh ideas, curiosity and a willingness to challenge established ways of doing things. In an era of artificial intelligence, digital transformation and rapidly changing business models, that energy can be invaluable.
Cheryl Priscilla R. Opoku, Manager, Talent Acquisition, People and Culture, Stanbic Bank Ghana Classified as Internal use only
But experience provides something different.
A seasoned professional has usually encountered multiple versions of the problems an organisation is trying to solve today.
They have seen economic downturns, difficult clients, failed projects, leadership changes, regulatory shifts and ambitious technology initiatives that promised to transform everything — only to disappear a few years later.
That experience creates judgement.
It helps someone distinguish between an exciting opportunity and an expensive distraction.
And sometimes, knowing what not to do can be just as valuable as knowing what to do.
Two generations can make one stronger team
Consider a 28-year-old data analyst working alongside a 53-year-old project manager.
The younger employee may introduce an artificial-intelligence tool capable of cutting reporting time dramatically.
The experienced manager may ask a question that initially appears less exciting:
Who has access to the data, and what happens if it leaks?
Neither person is necessarily more capable than the other.
They simply see different parts of the problem.
That is the real strength of a multigenerational workplace.
One brings innovation.
The other brings context.
One challenges established assumptions.
The other understands why some of those assumptions exist.
When combined effectively, they can create a team that moves quickly without moving recklessly.
Building a genuinely multigenerational workplace
This kind of collaboration does not happen automatically.
Organisations have to create structures that encourage knowledge exchange between generations.
Reverse mentoring is one obvious starting point.
Younger employees can help experienced colleagues understand emerging technologies, artificial intelligence and new digital platforms, while experienced professionals can share lessons in leadership, negotiation, client management and organisational politics.
Cross-generational project teams can achieve something similar.
Instead of allowing departments or teams to become divided by age, organisations can deliberately combine different generations around common objectives.
Knowledge-sharing sessions can also help.
A younger employee might demonstrate a new AI platform in the morning, while a senior colleague explains how to manage a difficult client relationship in the afternoon.
Both lessons have value.
Neither should be dismissed because of the age of the person delivering it.
The cost of losing institutional memory
The argument for experienced talent is not simply about being kind to older workers.
It is an economic argument.
When an organisation loses an experienced employee, it can lose much more than one person’s labour.
It may lose the person who remembers why a particular policy exists.
The person who negotiated through the last major client crisis.
The person who understands the history behind a difficult relationship.
The person who can recognise that today’s “revolutionary” proposal resembles an initiative that failed several years earlier.
Much of that knowledge never appears on a CV.
Yet its absence can become painfully obvious once the person leaves.
Younger employees who never receive access to that institutional memory may end up repeating the same mistakes — sometimes at considerable cost to the organisation.
In that sense, every company eventually pays for the knowledge it loses.
The question is whether it pays through mentorship and knowledge transfer today, or through mistakes tomorrow.
Age should never become a shortcut for judging capability
There is an equally important warning here.
The solution is not to replace age discrimination against older professionals with discrimination against younger ones.
Experience should not automatically equal competence.
Youth should not automatically equal innovation.
A 25-year-old can be extraordinarily capable.
A 55-year-old can be resistant to change.
The reverse can also be true.
The better question is therefore not:
“How old is this person?”
It is:
“What can this person contribute?”
That shift allows organisations to recruit and develop people based on capability rather than assumptions.
The workplace of the future needs both
The strongest organisations will increasingly recognise that different generations can solve different parts of the same problem.
Young professionals can bring speed, technology and fresh thinking.
Experienced professionals can bring perspective, resilience, institutional knowledge and judgement.
Neither is optional.
A workplace that successfully combines the two does more than create demographic diversity.
It creates intellectual diversity.
It creates an environment where ideas are challenged, mistakes are remembered, innovation is tested and decisions are informed by both possibility and experience.
That is how organisations become more resilient.
Experience never retires
The next time a job description asks only for “energy” and “agility,” employers should pause and consider what might be quietly excluded by that language.
Because experience does not stop being valuable at 40, 50 or 60.
The professional who has spent decades navigating difficult markets, customers, employees and crises may possess something no short course can provide overnight:
perspective.
The smartest workplace is therefore not one where youth defeats experience.
It is one where youth learns from experience, experience learns from youth, and both work together toward the same goal.
The backup generator in the storeroom is still fully charged.
Sometimes, the smartest thing an organisation can do is remember that it is there.
Ghana’s 2026 Mid-Year Fiscal Policy Review could mark a significant turning point for the country’s financial landscape, creating new opportunities for banks, businesses, investors and households as inflation, interest rates and public debt continue to ease.
Presented to Parliament on 23 July 2026 under the theme “Resetting for Growth, Jobs and Economic Transformation,” the review did not introduce a supplementary budget. Instead, government chose to operate within its approved spending ceiling while redirecting existing resources towards infrastructure, transport, flood control, energy security and debt management.
Nabil Abubakar Hussayn, Head, Employee Value Banking, Private and Personal Banking, Stanbic Bank Ghana Limited
On the surface, the approach may appear to be routine fiscal housekeeping.
But beneath the numbers lies a potentially important shift in Ghana’s economic environment.
The changing fiscal and monetary conditions could affect how banks deploy deposits, how investors allocate capital, how businesses finance expansion and how households transform income into long-term assets.
The numbers behind Ghana’s economic reset
Government has maintained its 2026 economic targets, including economic growth of at least 4.8 percent, inflation of 8 percent and a primary surplus of 1.5 percent of GDP.
Several indicators, however, suggest that the economy is already performing ahead of some expectations.
First-quarter GDP growth reached 6.4 percent, while international reserves had risen to approximately five months of import cover by June.
Inflation also declined sharply from 13.7 percent a year earlier to about 5.3 percent, according to the figures outlined in the fiscal review.
Public debt has similarly fallen from 61.8 percent of GDP at the end of 2024 to approximately 45 percent by mid-2026, while Ghana’s debt-distress classification has reportedly improved from high to moderate.
These developments matter because investment requires predictability.
When inflation is controlled, debt becomes more sustainable and the value of money becomes easier to anticipate, businesses and households can make longer-term financial decisions with greater confidence.
Interest rates are changing the game for banks
Perhaps the most immediate transformation is taking place in interest rates.
The Monetary Policy Rate has fallen from 27 percent in January 2025 to 14 percent, while the 91-day Treasury Bill rate has declined from 11.09 percent to 5.73 percent.
Government bonds that were trading close to 20 percent a year earlier are now reportedly in the 11 to 12.6 percent range.
For banks, pension funds and insurance companies, the development presents both a challenge and an opportunity.
The era of generating attractive, relatively low-risk returns simply by investing heavily in government securities is becoming less lucrative.
That could encourage financial institutions to look more aggressively towards the private sector.
Mortgages, SME financing, equipment finance, vehicle loans, working-capital facilities and other forms of productive credit could become increasingly important sources of revenue.
The institutions best positioned to benefit will likely be those capable of mobilising deposits efficiently, pricing credit responsibly, managing risk and controlling non-performing loans.
Government has also taken steps to strengthen parts of the financial sector, including the recapitalisation of five state and quasi-state banks and the issuance of a GH¢5 billion recapitalisation bond to the Bank of Ghana.
The real test, however, will be whether stronger capital translates into stronger and more responsible lending.
Falling Treasury yields could transform wealth management
As Treasury Bill returns decline, savers may increasingly look beyond traditional fixed-income products.
That could create greater demand for mutual funds, bond funds, equity funds, pension products, mortgage savings plans, education savings schemes and professionally managed investment portfolios.
Importantly, these products should not become investment options available only to high-net-worth individuals.
A teacher, nurse, trader, young professional or small-business owner should equally be able to access properly regulated wealth-management products with clear information about fees, risks and expected returns.
The next phase of Ghana’s investment market may therefore depend as much on financial education and trust as it does on product innovation.
Businesses could get more room to grow
Businesses, particularly SMEs, could also benefit from the changing economic environment.
Several levies, including the Electronic Transfer Levy and COVID-19 Health Recovery Levy, have been scrapped, while the effective VAT rate has reportedly fallen from 21.9 percent to 20 percent.
The VAT registration threshold has also been increased to GH¢750,000.
For businesses that use the additional room productively, the impact could be significant.
Additional working capital can support inventory purchases, recruitment, equipment upgrades, digitalisation and business expansion.
The government’s infrastructure programme could provide another channel of economic activity.
With 87 infrastructure projects reportedly underway across all 16 regions, contractors, suppliers, banks, insurers and other businesses connected to the projects could benefit from increased economic activity.
But the fiscal reset also comes with greater enforcement.
Ghana reportedly loses a significant portion of potential VAT revenue through non-compliance, while electronic invoicing and digital customs monitoring are expected to strengthen the government’s ability to track transactions.
For businesses, therefore, lower tax pressure does not mean lower compliance requirements.
Investors need to look beyond headline returns
The changing economic environment also presents a lesson for investors.
High nominal returns do not automatically translate into wealth creation.
A 10 percent return in an environment where inflation is 5 percent can preserve and increase purchasing power more effectively than a 25 percent return during a period when inflation is 30 percent.
The focus should therefore move from headline interest rates towards real returns, risk, liquidity and diversification.
Investors may need to consider an appropriate mix of cash, bonds, equities, pension products and property depending on their circumstances and investment objectives.
Due diligence will become increasingly important as more investment opportunities emerge.
The reported growth of the government’s Sinking Fund towards GH¢30 billion by year-end also points to the broader importance of strengthening Ghana’s capacity to meet its debt obligations.
What the reset means for ordinary households
For households, the biggest potential benefit could come from the combination of falling inflation and lower borrowing costs.
When prices rise more slowly, household income can stretch further.
If lending rates continue to decline, access to mortgages, education financing and business credit could also improve.
But improved economic conditions do not automatically create personal wealth.
Households still need financial discipline.
Building an emergency fund, reducing expensive debt, maintaining appropriate insurance, contributing consistently to a pension and investing through regulated institutions can help convert improving macroeconomic conditions into long-term financial security.
There is also a danger in interpreting cheaper credit as free money.
A loan used to expand a business, acquire productive equipment or finance education can potentially create future value.
Borrowing simply to finance consumption, however, can turn today’s economic relief into tomorrow’s financial burden.
Ghana’s new wealth window
The 2026 fiscal reset therefore presents a common challenge across the economy.
Banks must move beyond excessive reliance on government securities and responsibly finance productive economic activity.
Businesses must use tax relief and cheaper financing to expand rather than simply increase consumption.
Investors must prioritise real returns, diversification and due diligence over attractive-looking headline rates.
Households must convert improving purchasing power into savings, investments and productive assets.
And government must maintain the fiscal discipline that has helped create the current environment.
The opportunity is significant, but it will not convert itself into wealth.
Ghana’s new economic conditions can create the foundation for broader prosperity, but the ultimate outcome will depend on what financial institutions, businesses, investors and households do with that opportunity.
The game is changing. The next question is who will position themselves early enough to benefit.
Accra, Ghana — The 2026 edition of the LCB Corporate Games has officially taken full flight, bringing together companies and professionals from Ghana’s port, shipping, freight and logistics ecosystem for another season of football, networking, healthy competition and corporate engagement.
2026 LCB Corporate Games Takes Full Flight as Port and Logistics Firms Battle for GH₵35,000 Prize 9
The fifth edition of the tournament brings 16 corporate institutions together across the Accra and Tema zones, with the competition expected to run for approximately 12 to 14 weeks before the leading teams meet in a grand finale to determine the overall champion.
The initiative, organised by LCB Worldwide Ghana Limited, continues the company’s annual commitment to using sport as a platform for collaboration, employee wellness and stronger relationships among businesses operating within and around Ghana’s port and logistics sector.
The 2026 competition offers a total prize package of GH₵35,000, with the eventual champion set to receive GH₵20,000, the first runner-up GH₵10,000, and the second runner-up GH₵5,000.
A tournament built beyond football
While the LCB Corporate Games is centred around football, organisers say its significance extends far beyond what happens on the pitch.
The competition creates an informal environment where employees and representatives of companies that regularly interact professionally can meet, compete, socialise and develop stronger relationships.
According to LCB Worldwide Ghana official Philomena Ocloo, the initiative forms part of the company’s broader Corporate Social Responsibility (CSR) agenda.
“It is very necessary for us to give back to the community so as we create awareness of what we literally do.”
She explained that the games also provide an opportunity for LCB Worldwide Ghana to engage directly with the wider business community while creating awareness around the company’s work in disinfection and crisis management.
LCB Worldwide Ghana’s Operations Officer, Felix Segbaya, similarly emphasised the relationship-building objective of the tournament.
“We are not just about business. We’re looking to send a sense of good health and all that, friendliness amongst ourselves.”
He noted that the initiative has helped strengthen relationships between participating organisations and contributed to improved interaction among business partners.
GPHA among participating institutions
The Ghana Ports and Harbours Authority (GPHA) remains among the institutions participating in the 2026 competition, entering two teams from its Fire and Mechanical departments.
GPHA has been a regular presence in the LCB Corporate Games over the years, alongside organisations operating across Ghana’s ports, shipping, freight forwarding and logistics environment.
The tournament’s continued involvement of major industry stakeholders highlights the growing role of sport as a tool for professional networking and corporate engagement.
The previous editions have also featured institutions including the Ghana Institute of Freight Forwarders (GIFF), Ghana Union of Traders Association (GUTA), Wilmar Africa Ghana Limited and other organisations within Ghana’s business ecosystem. Previous reporting on the competition confirms its evolution from an initial football tournament into a broader CSR and team-building initiative.
From a small tournament to a growing corporate movement
The LCB Corporate Games was instituted in 2022, initially as a football tournament designed to promote unity and stronger working relationships among corporate institutions.
Since then, the competition has expanded considerably.
The 2025 edition, for example, featured 16 teams across Accra and Tema and continued the tournament’s focus on teamwork, networking and healthy competition.
Earlier editions have similarly attracted major institutions from Ghana’s business and port communities, demonstrating the tournament’s growing relevance as a corporate engagement platform.
The 2026 edition therefore represents another step in that progression, with organisers seeking to strengthen the relationship between sport, workplace wellness and business collaboration.
GH₵35,000 up for grabs
With the competition now underway, teams will battle through fixtures in the Accra and Tema zones for the opportunity to advance to the grand finale.
The prize structure is:
Champion — GH₵20,000
First runner-up — GH₵10,000
Second runner-up — GH₵5,000
The overall winner will also earn the distinction of being crowned champion of the fifth edition of the LCB Corporate Games.
The competition is expected to provide several weeks of football, networking and corporate interaction before the best-performing teams converge for the final showdown.
Promoting healthier workplaces
For LCB Worldwide Ghana, the long-term objective is not simply to produce a football champion.
The company believes that encouraging employees to participate in physical activity can contribute to healthier workplaces while creating opportunities for professionals to connect outside their normal business environment.
The tournament also provides companies with an avenue to encourage teamwork, leadership, discipline and communication — qualities that extend beyond football and into the workplace.
This approach has been central to the competition since its inception. Previous coverage of the LCB Corporate Games has similarly highlighted the organisers’ objective of promoting physical fitness, unity and stronger relationships among participating organisations.
LCB Corporate Games continues to grow
The continued expansion of the LCB Corporate Games reflects the increasing interest in initiatives that combine corporate responsibility with employee wellbeing and industry networking.
As the 2026 fixtures continue across Accra and Tema, participating institutions will be looking to combine sporting ability with teamwork and consistency in the race for the ultimate prize.
For LCB Worldwide Ghana, the goal remains clear: build healthier relationships, promote sporting activity and create a stronger sense of community among businesses operating within Ghana’s port and logistics ecosystem.
With the competition now entering another chapter, attention turns to the fixtures ahead — and ultimately to the grand finale where one team will emerge as the 2026 LCB Corporate Games champion.
More than 200 worshippers, gospel music lovers, ministers and creatives from across Europe gathered in Hamburg for Daniel Jeddman’s August Praise Project – The Hand of God, a powerful live album recording experience that brought together people from Germany, Apostle Heidi & Mr. Björn from the Netherlands and surrounding European communities.
DANIEL JEDDMAN’S ‘THE HAND OF GOD’ LIVE ALBUM RECORDING DRAWS OVER 300 ACROSS EUROPE
Hosted by Ghanaian-born, Germany-based gospel artist, prophet and author Daniel Jeddman, the gathering created an intense atmosphere of worship, praise and spiritual celebration as attendees joined together to glorify God through music and ministry.
From Düsseldorf, the Shekinah Choir and other worshippers travelled to Hamburg to support the project, while guests from several German cities and the Netherlands also made the journey. The strong turnout reflected the growing reach of August Praise beyond Hamburg and its growing place within the European gospel community.
The live recording featured powerful performances from Daniel Jeddman alongside a remarkable line-up of gospel ministers and musicians, including Queen Judith, Seth Boakye, Michael Owusu, Betty Paha, K Frank, Shekinah Choir, Gabby McKeown, Nana Pee, Collins Amankwah, Niz Marceline and Danny Kay, among others.
For Jeddman, the event was more than a concert. It was a deliberate expression of faith and a platform to document what he describes as the manifestation of “The Hand of God.” The charged atmosphere, collective worship and passionate participation of the congregation created a memorable experience that will now live on through the forthcoming album.
“The Hand of God” live album is expected to introduce audiences around the world to the songs and moments captured during the recording. The project is expected to be released officially on YouTube and other digital platforms, giving those who could not attend the opportunity to experience the worship and testimonies from the event.
Daniel Jeddman has spent years building a gospel music and ministry presence from Germany, connecting African gospel culture with audiences across Europe. Earlier profiles described him as an international praise and worship leader, songwriter, arranger, teacher and prophet, while his music catalogue includes projects such as Favour, Wo’ara(Album), Nyame and Confidence (Live).
His continued growth has also attracted significant industry recognition. In 2025, Jeddman was reported to have won Male Artiste of the Year – Europe at the Contemporary Gospel Music Awards. In 2026, he earned four Ghana Music Awards Europe nominations: Best Diaspora Artist of the Year, Best Diaspora Gospel Artist of the Year, Best Diaspora Gospel Song of the Year for “Nyame”, and Best Diaspora Male Vocalist of the Year.
August Praise itself has continued to develop as a major worship gathering in Hamburg. Previous coverage has described the event as a growing Christian gathering attracting believers from Germany and beyond, with Jeddman serving as host and minister.
The 2026 edition also received support from respected men and women of God, including Bishop Collins Adu-Boahene and Reverend Mrs. Gifty Adu-Boahene, as well as Pastor Desire of House of Love Ministries, Apostle William Nelson of Action Chapel, Pastor Charles of Calvary Believers Church and other ministers who stood behind the project. Special appreciation also goes to the musicians, technical team, singers, volunteers and everyone who contributed to making the recording possible.
Jeddman expressed gratitude to everyone who travelled, worshipped, supported and contributed to the success of the project. From Hamburg to Düsseldorf and other European communities, the gathering demonstrated the power of gospel music to bring people together across borders.
With the success of August Praise 2026, attention is already turning toward the future, with plans and expectations for an even bigger and brighter August Praise 2027 as God leads.
The Hand of God has indeed left its mark. What began as a live album recording became a powerful gathering of worshippers, ministers, musicians and believers united by one purpose: to give God all the glory.
A painful story about the fortunes of Ghanaian musician Barosky has surfaced online, with fresh footage showing the once-recognised artiste in difficult circumstances on the streets of Manchester in the United Kingdom.
The footage, shared by broadcaster Nana Romeo Welewele on August 23, 2026, shows Barosky seated outdoors in what appears to be a makeshift sleeping area while speaking with Nana Romeo. The post describes the situation as a fall from Ghanaian stardom to homelessness in Manchester.
FROM GHANAIAN STARDOM TO HOMELESSNESS IN MANCHESTER — BAROSKY’S HEARTBREAKING FALL
Barosky is not an unfamiliar name to followers of Ghana’s music history. He was active in the Ghanaian music scene during the 2000s and became associated with the ragga and dancehall movement. His career included collaborations with some of the country’s recognised musicians.
Among his notable musical appearances was Ofori Amponsah’s hit song Otoolege, which featured Barosky alongside K.K. Fosu and Kofi Nti. The song became one of the defining Ghanaian hits of its era and helped cement Barosky’s place in the country’s music history.
In 2007, MyJoyOnline reported on Barosky’s departure from 4Reez Entertainment after disagreements surrounding the release and promotion of his music. At the time, he was described as a raga/dancehall artiste whose songs were receiving significant airplay.
Years later, the newly circulated footage presents a starkly different picture. The contrast between Barosky’s earlier visibility in Ghana’s entertainment industry and his apparent current circumstances in Manchester has triggered concern and emotional reactions from social media users.
The circumstances that led to his current situation have not been fully established from the footage alone. GhanaMedia.net therefore cannot independently confirm every detail surrounding his personal, financial or housing circumstances.
What is clear, however, is that the images have reopened conversations about the vulnerability of entertainers after periods of fame and the importance of support systems for artists whose circumstances may change dramatically over time.
Barosky’s story is also a reminder of how quickly public visibility can fade, while the struggles behind a former star’s life may remain largely unseen.
GhanaMedia.net will continue to follow the story as more verified information becomes available.
A 25-year-old Zambian model and social media influencer, Lisa Mutalu, has died suddenly in Lusaka after reportedly becoming seriously ill following a night out with friends.
Zambian model and influencer Lisa Mutalu died suddenly in Lusaka after reportedly vomiting and losing consciousness.
According to a preliminary account released by the Zambia Police Service, Mutalu spent the evening of August 19 with two female friends at a hotel where she worked as a brand ambassador. The three later moved to another drinking establishment in Lusaka.
Police said that between about 2:30 a.m. and 3:00 a.m. on August 20, Mutalu’s boyfriend, identified as Caleb Lisa, also known as Andrea, picked up the three women. He dropped off the two friends before continuing with Mutalu to their residence in the Kalundu area.
After arriving home, Mutalu reportedly began vomiting and subsequently became unconscious. Her boyfriend contacted a friend who assisted in taking her to Victoria Hospital, where she was pronounced dead on arrival.
Police investigate circumstances surrounding death
The circumstances surrounding Mutalu’s sudden death have generated widespread speculation online, including unverified claims that she may have been assaulted.
However, police have said their preliminary examination found no physical injuries on her body. Her remains were transferred to the University Teaching Hospital Mortuary for a postmortem examination as investigations continue.
Authorities have not yet established and publicly announced the definitive cause of death.
Mutalu, whose legal name was reportedly Lisa Mutambo, was known for lifestyle and fashion-related content and had built a significant following on social media.
Her death has left followers and members of Zambia’s social media community mourning the young influencer.
GhanaMedia.net will continue to follow the investigation and update readers as verified information becomes available.
A mother and her son have tragically lost their lives in a road accident on the Sunyani–Abesim stretch in the Bono Region.
The fatal incident reportedly occurred on Tuesday, August 18, 2026, when a private vehicle attempting to overtake collided with the Aboboyaa in which the mother and her son were travelling.
A mother and her son reportedly died after a private vehicle collided with their Aboboyaa on the Sunyani–Abesim road.
According to the information available to GhanaMedia.net, the victims were returning from the farm when the collision occurred at a sharp curve along the road.
The impact reportedly resulted in the deaths of both the mother and her son, leaving their family and the surrounding community mourning the devastating loss.
Road safety remains a major concern along the Sunyani–Abesim corridor, with authorities and road users repeatedly urged to exercise caution, particularly when overtaking and navigating bends.
GhanaMedia.net will continue to follow developments and provide further updates as additional details become available.
Accra, Ghana — Ghanaian rapper Kwesi Arthur has joined a powerful cross-border lineup for the Hennessy Cypher 2026, bringing together some of the most distinctive hip-hop voices from Africa and the United Kingdom.
The 2026 edition features Cameroon’s Tenor, Côte d’Ivoire’s Suspect 95, South Africa’s Yanga Chief, Ghana’s Kwesi Arthur, Kenya’s Fena Gitu and British-Nigerian rapper Enny, with Nigerian producer Sarz overseeing the production. The project was officially released on August 7, 2026.
KWESI ARTHUR JOINS AFRICAN HIP-HOP HEAVYWEIGHTS FOR HENNESSY CYPHER 2026
The collaboration marks a major milestone for the 15-year-old Hennessy Cypher platform. For the first time, two Francophone African artists — Tenor and Suspect 95 — feature in the same edition, while Tenor becomes the first Cameroonian artist to appear in the Cypher.
For Ghana, the inclusion of Kwesi Arthur further places the country’s hip-hop movement at the centre of a continental collaboration designed to showcase different rap cultures, languages, flows and perspectives.
Produced by Sarz, the Cypher brings together artists representing Ghana, Cameroon, Côte d’Ivoire, Kenya, South Africa and the United Kingdom, creating a broad musical exchange between Anglophone and Francophone scenes.
The accompanying visual was filmed in Johannesburg, South Africa, and presents the artists in a cinematic setting while retaining the performance-driven identity traditionally associated with the Cypher.
For Kwesi Arthur, the collaboration adds another international chapter to a career that has seen him become one of Ghana’s recognised contemporary hip-hop and Afrofusion voices.
The Hennessy Cypher was first launched in Nigeria in 2011 and has developed into an international platform for African hip-hop, previously featuring artists including M.anifest, Sarkodie, Ladipoe, Octopizzo and others.
The 2026 edition continues that tradition while placing greater emphasis on the diversity and global reach of contemporary African rap.
Hennessy Cypher 2026 is now available to audiences worldwide, with Kwesi Arthur representing Ghana on one of the year’s most notable cross-border hip-hop collaborations.
About the Hennessy Cypher
First launched in Nigeria in 2011, the Hennessy Cypher has evolved into a powerful platform for musical innovation and cultural storytelling across Africa and now the world. Known for spotlighting the continent’s most disruptive voices, the Cypher celebrates lyrical mastery, bold expression and the spirit of progress.
Each year, the Hennessy Cypher brings together a curated lineup of artists shaping the future of sound, offering them a space to express, collaborate, and represent their unique identities on a global stage.
The Hennessy Cypher is a statement of Hennessy’s ongoing commitment to African excellence, cultural progression and the art of blending music, style and storytelling.
About Maison Hennessy
Founded on Richard Hennessy’s pioneering spirit and with a legacy of over 260 years, Hennessy spans more than 150 countries while remaining deeply rooted in the Charente region of France. Exceptional cognacs are crafted using grapes nurtured by the land and only the finest natural ingredients. Enjoyed across the globe, Hennessy cognac is made for all occasions and is shared to create moments of meaning, connection, and celebration.
Beyond its iconic cognacs, Hennessy embraces cultural collaborations, evidenced through its many partnerships with visionary artists from around the world. Over the years, Hennessy has worked with cultural icons in design, art, fashion and music to celebrate a diverse range of creativity to reflect the multi-faceted nature of the brand and to bring to life the Hennessy cognac’s versatility.
For further information, serves and collaboration details, please visit Hennessy.com or follow Hennessy on Instagram.
