The newly appointed Chief Executive Officer of GIHOC Distilleries, a lawyer by profession, has outlined an ambitious plan to transform the struggling state-owned enterprise, citing a need for integrity, discipline, and results as he confronts a staggering debt of over GH₵ 427 million.

Speaking at a press conference today, the CEO stated:
“Change in management is undoubtedly beneficial, yet without integrity, discipline, and most importantly, tangible results, the resurgence of GIHOC will remain elusive.”

He pledged to lead with principled and decisive leadership, committed to realigning the company’s operations for sustainability and growth. 

While acknowledging past efforts, he cautioned against nostalgia and emphasized the need for modernization and rebranding.

One of the company’s most pressing challenges is outdated machinery, some of which dates back to 1964 and operates at less than 40% efficiency. 
This, he stressed, urgently demands upgrades. 
The CEO also pointed to the company’s severe financial burden, which includes unpaid taxes to the Ghana Revenue Authority, loans, pension arrears, and outstanding payments to suppliers like MASLOC.

He disclosed that a lack of raw materials had previously brought production to a halt, diminishing GIHOC’s visibility in the market and eroding its share.
 However, under his leadership, the company is shifting its focus from lamentation to reconstruction.

In just three months, significant strides have been made:
    •    Procurement of 2.6 million bottles
    •    Reversal of the “No Bottle Return” policy
    •    Restoration of ethanol supply, thanks to a loyal supplier
    •    Repairs of idle equipment using newly acquired machine parts
    •    Strengthened internal controls to curb waste

The revitalized GIHOC brand will aggressively re-enter major markets, particularly in Accra and Kumasi. The G Tot sachet product line now operates 24/7, aligning with President John Mahama’s 24-hour economy policy. The CEO sees GIHOC as a model for this national agenda.

A Three-Phase Roadmap for Recovery

He unveiled a structured recovery strategy with short-, medium-, and long-term goals:
    •    Short-Term: Stabilize operations through audits, cost controls, and debt renegotiation with key institutions including GRA, SSNIT, and MASLOC.
    •    Medium-Term: Drive growth with infrastructure upgrades, a brand refresh for products like Takai and Sorento Wine, regional exports, and revival of the Kumasi bottled water plant.
    •    Long-Term: Establish a modern plant in the Volta Region and revive the Aboso Glass Factory to reduce dependency on imported bottles. Plans also include building a logistics fleet and nationwide warehouse system.

This transformation, he noted, will be anchored in core values: transparency, meritocracy, constructive dialogue, gender equity, and youth inclusion — all in alignment with the RESET agenda and national industrialization goals.

“We have not reached the point of no return. Redemption is well within our grasp. 
What we truly need are bold leadership and decisive action,” the CEO declared, stressing that the turnaround of GIHOC requires the collective commitment of staff, investors, suppliers, distributors, and customers.

He invited public scrutiny, pledged openness to partnerships, and urged stakeholders to rally behind the revitalization efforts:
“This is the new GIHOC. Let the work commence. Let Ghana witness our resurgence. GIHOC stands at a critical crossroads. 

We are committed to transforming challenges into opportunities, reviving our legacy of excellence, and contributing meaningfully to Ghana’s industrial and economic growth.”

As he concluded, he humbly acknowledged that while he may not have all the answers, he is driven by a clear mission:
“To restore GIHOC’s glory, rebuild our pride, and regain leadership in the beverage industry.”


sompaonline.com/ Prince Atta-Boateng