The Ashanti Sub-Transmission Division of the Electricity Company of Ghana (ECG) has earned growing recognition within Ghana’s energy sector after successfully transforming its public image and stakeholder engagement through a carefully structured strategic communication initiative that has repositioned the division as a model of transparency, effective service delivery, and public trust.
For many years, the operations of ECG’s sub-transmission units remained largely unnoticed by the general public, despite their critical role in Ghana’s electricity supply chain. The division is responsible for managing bulk supply points, high-voltage transmission interfaces, and power transformers that ensure electricity is transmitted reliably from generation sources to distribution networks serving homes, businesses, hospitals, schools, and other essential institutions across the country.
Although the division’s work has long been vital to national development and economic productivity, its highly technical nature meant that much of its contribution remained outside public awareness. Engineers and technical professionals within the unit typically communicated using specialized engineering terminology that was often difficult for the general public and even some stakeholders to fully understand.
Recognizing the need to bridge this communication gap, the Ashanti Sub-Transmission Division undertook a strategic review of its stakeholder engagement approach. The review revealed a key disconnect: while engineers focused on explaining infrastructure installations and network upgrades in technical terms, customers and stakeholders were more interested in the practical outcomes of those improvements, particularly in relation to stable electricity supply, reduced outages, and improved reliability.
In response, the division introduced a comprehensive three-year strategic communication framework designed to enhance operational visibility, strengthen stakeholder relationships, and build sustained public confidence in its work. The initiative sought to reposition sub-transmission activities not merely as complex engineering functions but as an essential pillar of ECG’s overall service delivery to the Ghanaian public.
A central component of the strategy was the adoption of human-centred storytelling that explained infrastructure investments in terms of their real-life impact on communities and institutions. Rather than focusing exclusively on transformer installations, network expansions, and equipment upgrades, communication efforts highlighted how these improvements translate into reliable electricity for households, uninterrupted power for businesses, and stable supply for critical services such as healthcare and education.
According to Collins Manu, Communications Officer for the Ashanti Sub-Transmission Division, the initiative was guided by a simple but strategic objective.
“The goal was simple but strategic — to connect infrastructure improvements directly to lived experience,” he explained, adding that the approach allowed stakeholders to clearly understand how technical investments directly benefit their daily lives.
By the second year of implementation, the impact of the communication strategy had become increasingly evident. Positive media coverage of the Ashanti Sub-Transmission Division rose significantly, with several reports highlighting the unit’s role in strengthening power reliability across the Ashanti Region. The division also recorded a notable increase in favourable media mentions, while negative reports related to its operations were largely absent during the same period.
The initiative has also received commendation at the corporate level within ECG. William Boateng (APR), Director of Communications at the Electricity Company of Ghana, described the transformation as a significant milestone in how technical operations are communicated within the organisation.
Speaking during a communications retreat, he noted that the initiative had successfully repositioned a highly technical operational unit into a compelling narrative of public service and value creation.
“What was achieved was the repositioning of a highly technical function into a story of service delivery and public value,” he said. “This approach enhanced ECG’s visibility and helped stakeholders better understand how infrastructure investments translate into reliability and customer confidence.”
Regulatory authorities have also acknowledged the positive impact of the initiative. Edward Kingston Boduah, Ashanti Regional Manager of the Public Utilities Regulatory Commission (PURC), indicated that the improved communication approach has helped stakeholders gain a clearer understanding of ongoing investments within the electricity network.
According to him, the strategy has strengthened public confidence by clearly highlighting the connection between infrastructure development and improved service reliability.
“The communication from Ashanti Sub-Transmission helped stakeholders appreciate the link between infrastructure upgrades and service reliability,” he stated. “It has strengthened confidence and engagement.”
Beyond its external impact, the communication strategy has also contributed to an internal shift in organisational culture within the division. Communication is now increasingly viewed not as a secondary support function but as an essential component of operational performance and stakeholder relations.
Ing. Peter Kofi Fletcher, General Manager of the Ashanti Sub-Transmission Division, observed that translating complex technical operations into clear and relatable outcomes has strengthened public trust while also raising the region’s profile within ECG’s operational framework.
“Communication became part of how we deliver service,” he remarked.
Today, the Ashanti Sub-Transmission Division is widely regarded within the Electricity Company of Ghana as one of the organisation’s most visible operational units and a reference point for effective stakeholder engagement in Ghana’s utility sector.
At a time when public service institutions face increasing expectations for transparency, accountability, and responsiveness, the Ashanti Sub-Transmission experience demonstrates how strategic communication can transform technical infrastructure operations into compelling narratives of public value, reliability, and national development.
