Ghanaian and United States registered company Goldstar Air, a private international airline with an issued Air Carrier Licence (ACL/N-SCH No. 0239) from the Ghana Civil Aviation Authority (GCAA) and no liabilities as of today, has secured incentives from major airports worldwide. The airline, authorized by its licence to operate passenger and cargo flights across West Africa and intercontinental routes, inflight cocoa policy emerges as a brand identity and bold corporate intervention into the cocoa-crisis narrative. This policy is not simply an airline catering decision; it is an economic philosophy, a value-chain strategy, and a symbolic act of reclamation. Goldstar Air’s inflight policy strategy is that cocoa produced in Ghana should increasingly be processed, packaged, branded, and celebrated within Ghana before reaching global consumers. The integration of locally processed cocoa products into the airline’s inflight service across domestic and international routes, positions Goldstar Air as both a transport carrier and a value-chain catalyst. Every flight will become a platform for economic transformation; every cocoa-based product served onboard will become an ambassador of Ghanaian processing capability; every passenger will become a participant in a restructured trade narrative; and this forms part of the airline’s Project $1 Trillion foreign-reserves goal.
Ghana’s inability to produce billionaires, despite being a leading exporter of gold and cocoa for over 100 years, is long overdue. It is therefore unfortunate that this level of resource export has not translated into widespread wealth creation. To address this, Goldstar Air will proudly support Ghana’s cocoa farmers by providing simple equipment to process cocoa beans into powder, thereby boosting local processing, adding value to their produce, and increasing their earnings to protect farmers amid declining global cocoa prices. This initiative will boost cocoa-powder production for the airline’s signature Golden Tree Chocolate Bar, which will be offered to every passenger on board, along with a complimentary cup of hot chocolate to enhance the inflight experience and transition Ghana from a raw-material exporter to a producer of value-added goods that command higher prices internationally. This approach seeks to tap into global manufacturing income streams valued at $16.182 Trillion. Targeting just 1.8571 percent of this amount would be sufficient to significantly improve the livelihoods of cocoa farmers. This initiative will create Ghanaian billionaires who can reinvest in the local economy, creating a positive ripple effect and generating employment opportunities for the youth. The Ghanaian cocoa industry must also strategically diversify into tourism, with a $10.9 Trillion global income stream, because raw beans’ historical role in shaping Ghana’s growth and identity can no longer carry the nation’s economic ambitions alone.
Goldstar Air has sought for international intervention to look into the issuance of its wide-body aircraft Safety Certificate (AOC) and waiting for the outcome, as the process is above halfway and it has been over eight years that the Ghana Civil Aviation Authority is not willing to authorize a qualified third party to examine and complete the remaining phases of the certification process. Completion of this certification will enable the change of the wide-body aircraft’s nationality, allowing it to be registered under the Ghana Registry (State of Registry) and for Goldstar Air to commence operations. The change of aircraft nationality or registration from one state to another is known as a cross-border transfer of aircraft. Once the nationality mark is selected, the State notifies the International Civil Aviation Organization (ICAO). The registration mark, assigned by the State of Registry, consists of letters, numbers, or a combination of both. Typically, aircraft are registered in the jurisdiction where the carrier is resident or based and may enjoy preferential rights or privileges as a flag carrier for international operations.
Ghana’s cocoa story is one of brilliance and paradox. The story of fertile soil, a premium world product, disciplined farmers, and global admiration and yet structural imbalance for generations. Ghanaian cocoa has been celebrated as among the finest in the world, forming the backbone of international chocolate brands, shaping consumer taste profiles across continents, and sustaining millions of livelihoods at the farm level. Yet the paradox remains that, while Ghana produces premium cocoa beans, much of the transformative value, processing, branding, manufacturing, and global retail profit, has historically occurred outside its borders. Raw beans depart Ghana’s ports in bulk, only to return in refined form at significantly higher economic value. This cycle has long represented a structural challenge of export of potential and the import of opportunity. Goldstar Air’s commitment to prioritizing locally processed cocoa products, such as chocolate bars, cocoa beverages, confectionery, pastries, cocoa-infused snacks, and specialty items, represents a deliberate shift away from the traditional export model. It shows that if Ghana is to escape the volatility and limited margins of raw-commodity dependence, it must stop exporting raw beans entirely and anchor the cocoa value chain within its borders, which the airline is ready to support. Therefore, there is no need to delay the issuance of Goldstar Air’s Safety Certificate, which will help kick-start the 24-hour economy, create over two million direct and indirect job opportunities for Ghanaians, and raise the value of cocoa products. Ghanaian youth cannot wait any longer in the ghettos; they need the airline’s universal pay structure and biweekly well-paying jobs now.
Addressing the 57th Club Anniversary Annual Peace Talk of the Rotary Club on February 20, 2026, in Accra, former Chief Justice Sophia Akufo warned that the country’s peace and security are being undermined by the widening gap between improving macroeconomic indicators and the lived realities of ordinary citizens. She stated that despite significant improvement in macroeconomic indicators, Ghanaians are predominantly average people and have yet to feel the impact of these numbers on their lives, emphasizing that something is wrong. She further noted that economic dissonance continues to threaten Ghana’s peace and security more than external factors. Justice Akufo therefore advised that unless words and reality become related to each other, the macroeconomic gains will remain ephemeral as far as the average Ghanaian is concerned. She admonished that more should be done to bridge this ever-widening gap between economic data and on-the-ground reality, lift many people out of poverty, and improve the lives of ordinary Ghanaians. She also pointed to the alarming disparity between the city and countryside, citing the irony of a farmer in the village whose produce rots at the farm gate while the city dweller complains about high food prices.
The Majority in Ghana’s Parliament has sounded the alarm over the precarious finances of the Ghana Cocoa Board (COCOBOD), cautioning that the state agency needs a significant injection of working capital to sustain operations. Member of Parliament for Bolgatanga Central, Hon. Isaac Adongo, indicated that a sizeable shortfall has been identified in the Board’s books, raising questions about its liquidity position. According to the report, the Board requires a GH₵30 Billion lifeline to remain solvent. This crisis shows that government has no business doing business.
Ghana’s President, His Excellency John Dramani Mahama, speaking at the Private-Public Business Dialogue during TICAD-9 in Yokohama, Japan, on Thursday, August 21, 2025, urged African governments to change their approach towards business growth by treating the private sector as partners instead of obstacles. He stressed that governments must create the right policies and frameworks that allow private businesses to thrive and contribute to national development. He further noted that while the private sector is described as the engine of growth, governments have the responsibility of providing the fuel through stable policies, infrastructure, and an enabling environment for investment and the public sector must see the private sector as partners, and not an irritant.
The current crisis in the cocoa sector stems from poor financial decisions, over reliance on the export of raw cocoa beans, and the effects of the Domestic Debt Exchange Programme (DDEP), which has eroded foreign investors’ trust in Ghana’s financial system and led them to halt investments. This has contributed to the collapse of bonds raised by COCOBOD after thirty-three (33) years of relying on offshore borrowing to fund cocoa purchases through its syndication programme. In a related development, COCOBOD announced internal cost-cutting measures expected to reduce expenditure by about GH₵5 Million each month. These austerity measures include a 20 percent reduction in executive-management remuneration and a 10 percent reduction for senior staff for the remainder of the 2025/26 cocoa season. The Board of Directors has also resolved not to receive sitting allowances for the remainder of the season. The Board emphasized that these decisions reflect commitment to prudent financial management and responsible leadership as they implement key reforms to address recent operational and financial challenges. It reaffirmed its resolve to improve efficiency in the cocoa sector, promote transparency and accountability, and protect the livelihoods of cocoa farmers whose incomes depend heavily on a stable and well-managed industry. COCOBOD must shift its financing strategy by moving away from its long-standing reliance on external syndicated loans and instead finance operations from locally generated value-addition proceeds. For more than three decades, COCOBOD has depended on annual syndicated loans from international banks, which have become costly. Shifting to self-financing, initially through local sources and later through profits from Goldstar Air’s initiative, would eliminate interest and associated costs, potentially saving Ghana over $150 Million every year.
This will help the Cocoa Processing Company, which has continued to face significant financial difficulties affecting the viability of the state-owned enterprise. In the first half of 2024, the company recorded a loss of $9,568,898, up from $9,155,700 in the same period of 2023, a 4.5 percent increase. Mounting losses at the company have been attributed to escalating operational costs, particularly in selling, distribution, and financial expenses. Production capacity also declined during the period, with cocoa beans processed falling to 2,886 metric tons from 6,614 metric tons in 2023.
Goldstar Air, the wings of Ghana and belly of America’s inflight cocoa policy is rooted in a profound understanding of leverage. Goldstar Air aviation will connect markets; inflight catering will influence global taste; brand association will shape perception. By aligning these forces, the airline will transform cocoa from a raw commodity into a strategic instrument of national advancement. The policy is pro-transformation and does not reject international markets but seeks to engage them from a position of strength. It does not deny farmers access to global demand but seeks to enhance their returns through domestic value addition. By positioning inflight cocoa consumption as a cornerstone of Goldstar Air’s brand identity, the airline will elevate cocoa from farm produce to national symbol. The aircraft cabin will become a mobile showroom of Ghanaian excellence. The aroma of hot cocoa drinks and the taste of Golden Tree chocolate bar at 35,000 feet will become a reminder that transformation is not abstract, it is tangible, edible, and exportable.
The saying “Cocoa is Ghana; Ghana is cocoa” portrays the crop’s importance to the Ghanaian economy. Ghana is one of the largest cocoa-producing countries, supplying around 20 percent of the world’s cocoa. Cocoa is vital to the national economy, accounting for about 15 percent of GDP and employing approximately 800,000 farm families across six of Ghana’s sixteen regions. The airline’s policy begins with a simple but powerful premise: control the narrative by controlling the point of service. In aviation, inflight meals and refreshments are not peripheral; they are integral to passenger satisfaction and brand memory. A thoughtfully served beverage or snack often lingers in a traveler’s recollection long after touchdown. Serving cocoa products on board Goldstar Air from Ghanaian processors will raise the value. Each cup of cocoa becomes a declaration that Ghana is not merely a supplier of raw materials but a producer of finished excellence. The airline’s 24/7 service support for local cocoa-bean processing will positively impact the economy and create a win-win situation for all stakeholders in reducing raw-bean exports.
The official export of raw cocoa beans from Ghana began in 1893 with just two bags. Ghana once produced nearly half of the world’s cocoa output and, between 1910 and 1980, was the world’s largest exporter. This position was later ceded due to bushfires, illegal mining, and smuggling to neighboring countries. Nevertheless, Ghana’s cocoa remains among the highest quality globally, and the nation continues to earn hundreds of millions of dollars annually from cocoa exports. The global chocolate industry is worth over $150 Billion and is expected to exceed $180 Billion by the end of 2026, yet Ghana capture less than 1 percent of this value. In 2024, Ghana exported approximately $20.8 Million in chocolate, ranking 66th worldwide, while annual revenue from raw cocoa exports typically fluctuates between $1.7 Billion and $3.8 Billion in recent years, which is highly inadequate. This shows that the cocoa industry is in serious structural crisis and must stop exporting raw cocoa beans now. Goldstar Air aims to foster collaboration with cocoa industry experts and processors to expand chocolate manufacturing for export. The airline’s policy to serve on board the finest premium tasted Ghanaian Golden Tree chocolate will automatically place market and value on the product and be on high demand in all duty-free shops worldwide. This will allow the Ghanaian product to tap more into the over $150 Million global chocolate market.
The Ghana Cocoa Board (COCOBOD) must establish cocoa-processing factories in every cocoa-producing region to enable value addition and access to the global manufacturing market. Cocoa processing involves roasting machines, peeling and grinding machines, hydraulic presses, and powder-making machines. Beans are first roasted to develop flavor; the outer shell is removed; and the nibs are ground into paste. Hydraulic presses extract cocoa butter, leaving a press cake that is further milled into cocoa powder. Processing also yields valuable by-products: cocoa pod husks, cocoa pulp, and cocoa bean shells. These can be repurposed as animal feed, organic fertilizer, and sources of bioactive compounds. Cocoa pod husks can be converted into potash, compost, and feed; cocoa pulp into beverages, wine, or vinegar; and cocoa bean shells, though often discarded, it contains nutrients and bioactive elements suitable for multiple applications.
According to the Chairman and Chief Executive Officer of Goldstar Air, Eric Bannerman, the airline’s policy stimulates demand for domestically processed cocoa products at scale. The international airline will operate regular long-haul and regional routes to serve thousands of passengers daily. Even conservative projections will translate into substantial annual consumption volumes. When these volumes are contracted directly from Ghanaian processing companies, a reliable market will be created. Reliability is transformative. It will allow processors to invest confidently in equipment, quality-control systems, workforce training, and packaging innovation. Predictable demand will reduce exposure to volatile global price swings and strengthen the domestic processing ecosystem. This ecosystem development is central to stopping the excessive sale of raw cocoa beans. Historically, farmers have often depended on the export market because domestic processing capacity and consistent demand were insufficient to absorb production. By expanding internal demand through the airline’s inflight policy, Goldstar Air will contribute to a structural shift. Cocoa beans that might have been shipped abroad in unprocessed form will instead be retained within the country for grinding, pressing, refining, and transformation into consumer-ready products. This retention will increase local industrial activity, employment, and tax revenue. Therefore, the export of raw cocoa beans must stop now to make way for products with more than four times the price value of raw beans.
The airline’s inflight cocoa policy will enhance perception beyond volume. When international passengers taste high-quality Ghanaian chocolate or sip premium Ghanaian cocoa drinks mid-flight, they will encounter a narrative of sophistication. Packaging will reflect Ghanaian creativity. Branding will emphasize origin and craftsmanship. Informational inserts will tell stories of farming communities, sustainable practices, and processing excellence. The aircraft cabin will become an airborne exhibition of Ghana’s industrial evolution. Passengers will not merely consume; they will learn. They will associate Ghana not only with raw cocoa but also with refined chocolate artistry and beverage mastery.
The multiplier effects ripple outward. Exposure on international routes will spark curiosity and demand beyond the aircraft. Travelers will seek Ghanaian cocoa brands in retail outlets abroad. Importers and distributors will recognize market potential. Diaspora communities will amplify awareness through word-of-mouth and digital platforms. What begins as the airline’s inflight catering policy will evolve into a global marketing campaign, funded not by billboards but by innovation and experience. Goldstar Air will leverage its route network as a distribution channel for taste and story, effectively turning its fleet into flying ambassadors of Ghanaian value addition.
Farmers will stand to benefit from this transformation in profound ways. When domestic processing expands, competition for beans will increase. Greater competition will stabilize and improve farmgate prices, reducing farmers’ vulnerability to international commodity fluctuations. Moreover, processors engaged in premium chocolate production will require high-quality, traceable beans. This incentive will improve farming practices, quality control, and sustainable cultivation. Farmers will transition from anonymous suppliers to recognized partners in a quality-driven chain. Their work will be linked directly to a finished product that will be served to global travelers.
The policy also intersects with sustainability. Global consumers increasingly demand ethically sourced and environmentally responsible cocoa. Ghanaian processors serving Goldstar Air will meet stringent standards in traceability, fair compensation, and environmental stewardship. By embedding these requirements into procurement contracts, the airline will reinforce responsible practices throughout the supply chain. Compliance will become not only a moral imperative but a commercial necessity. This alignment will strengthen Ghana’s reputation as a source of ethically produced cocoa products, enhancing competitiveness in premium markets.
Financially, retaining more cocoa within Ghana for processing will generate substantial economic uplift. Raw bean exports capture only a fraction of potential value. Processing into cocoa liquor, butter, powder, and finished chocolate multiplies revenue per ton significantly. Taxes collected from processing firms, wages paid to factory workers, profits reinvested locally, and ancillary services will all expand national income. Goldstar Air’s consistent demand will contribute to the viability of these processing enterprises, supporting a cycle of reinvestment and growth and part of the airline’s over two million direct and indirect job opportunities for Ghanaians.
Strategically, the inflight cocoa policy aligns with broader industrialization agendas. Governments often articulate visions of moving up the value chain, yet implementation falters without anchor demand. Goldstar Air will act as an anchor client. Its procurement commitments will provide tangible proof that local industry has reliable markets. This proof will unlock financing from banks, attract foreign partnerships for technology transfer, and encourage entrepreneurs to enter the cocoa processing space. The airline’s policy thus becomes a catalyst for industrial confidence.
The cultural symbolism embedded in the policy is equally potent. Cocoa is woven into Ghana’s identity. It represents resilience, labor, and international recognition. Serving Ghanaian-processed cocoa on Goldstar Air aircraft will reinforce pride. Cabin crew presenting locally crafted chocolate to passengers will embody a narrative of self-sufficiency. Announcements highlighting the origin and processing journey of the cocoa transform service into storytelling. Pride travels with every passenger, reinforcing national identity in subtle but powerful ways.
Goldstar Air’s inflight cocoa policy also demonstrates corporate leadership beyond profit. It recognizes that the airline, as a Ghanaian and United States symbol, has responsibilities that extend beyond ticket sales. By consciously aligning procurement with economic objectives, Goldstar Air models a new form of corporate citizenship. It will prove that business strategy and patriotism are not contradictory but complementary. Profitability and national development can reinforce each other when guided by vision.
The export dimension remains integral. While the airline’s policy aims to reduce the excessive export of raw beans, it does not seek isolation. Rather, it advocates exporting finished and semi-finished cocoa products. As domestic processing capacity strengthens through reliable demand, Ghana will expand exports of branded chocolate, cocoa beverages, and confectionery. These exports will command higher margins and build brand equity. Goldstar Air’s global route network will facilitate this expansion, transporting processed cocoa goods alongside passengers and cargo to international markets.
The psychological impact of this shift must not be underestimated. For decades, narratives around African commodities have centered on extraction and dependency. By visibly prioritizing processed cocoa, Goldstar Air challenges this narrative. It will signal that Africa can define its participation in global trade on its own terms. It will foster a mindset shift among youth and entrepreneurs, encouraging them to see opportunities in manufacturing, branding, and innovation rather than raw export alone. This cultural transformation is as significant as the economic oGoldstar Air, the wings of Ghana and belly of America, will further strengthen the policy through technological integration. Digital traceability systems will track cocoa from farm to factory to aircraft. Data analytics will optimize procurement volumes and quality standards. Feedback from passengers will inform product refinement. Continuous improvement will ensure that Ghanaian cocoa products meet or exceed global benchmarks. Excellence will become habitual, not occasional. The airline’s insistence on high standards will elevate the entire cocoa industry.
The airline’s inflight cocoa policy will also enhance resilience against global shocks. Commodity price crashes can devastate economies dependent on raw exports. By anchoring a portion of cocoa demand domestically and expanding into value-added exports, Ghana will diversify revenue streams. Processing industries will provide employment even when raw prices fluctuate. Stability will strengthen national planning and reduce vulnerability.
Implementation will require coordination across farmers, processors, regulators, quality inspectors, and logistics providers. In practical terms, Goldstar Air’s leadership will convene these stakeholders around shared objectives. Contracts will specify volume, quality, and sustainability criteria. Payment terms will ensure fairness. Long-term partnerships will replace transactional relationships. This coordination will build trust across the value chain. As passengers savor Ghanaian chocolate in-flight, they participate in the value chain. This act will be simple, but the implications are expansive. Behind this moment lies a farmer who will receive improved compensation, a processor who will expand capacity, a worker who will be employed in a factory, a logistics team who will ensure timely delivery, and a national economy that will retain greater value. The airline’s cocoa policy will transform consumption into contribution.
The cumulative effect of this approach by the airline will reshape trade patterns over time. Reduced dependence on raw bean exports will strengthen bargaining power in international negotiations. Ghana will transition from price taker to value creator. Brands rooted in Ghanaian identity will gain global recognition. Goldstar Air’s aircraft will become vessels not only of passengers but of possibility, carrying evidence that economic transformation is achievable when corporate vision aligns with national purpose.
Mr. Bannerman emphasized that the airline envisions an economy where aviation infrastructure is not just a mode of transport but a bridge to industrial expansion, agribusiness, digital innovation, and global commerce. Through its ambitious projects and partnerships, the airline aims to align its corporate objectives with a vision of building a resilient, self-reliant 24-hour economy. Each initiative, whether focused on cargo operations, industrial cities, job creation, agribusiness, or trade promotion, feeds into a grander vision of economic empowerment that places Ghana at the heart of African growth and international relevance. The airline’s leadership understands that the sustainability of any economy depends on its ability to harness domestic potential while engaging competitively with the global market, and it is this philosophy that drives Goldstar Air’s contributions to Ghana’s economic turnaround.
The turnaround of Ghana’s economy will continue with the strengthening of foundational industries, and Goldstar Air’s entry into the aviation and logistics sector represents a critical leap in that direction. The airline is not merely a transport service; it is a strategic enabler of commerce, investment, and development. The airline’s cargo and passenger services are structured to enhance Ghana’s connectivity with the rest of the world, linking local producers, traders, and industries to global supply chains. By developing 24-hour cargo services, the airline directly addresses one of Ghana’s most pressing challenges: inefficient logistics and limited export capacity. Goldstar Air availability of consistent, reliable, and affordable cargo transportation means that local businesses, farmers, and manufacturers will reach international markets faster, reducing waste and increasing profit margins. This single intervention opens immense opportunities for industries such as agriculture, fashion, pharmaceuticals, and technology, all of which rely heavily on efficient logistics to thrive globally.
Goldstar Air’s economic vision also lies in trade facilitation and export promotion. Ghana’s trade potential remains largely untapped due to logistical bottlenecks and limited international marketing of local products. Goldstar Air’s entry into cargo services and its global partnerships will enable the creation of an efficient trade network that supports Ghanaian exporters and importers alike. The airline’s ability to connect Accra and other Ghanaian regional capitals directly to key trading destinations such as London, Dubai, Guangzhou, Washington and others will provide businesses with faster and more cost-effective shipping options. This expansion of trade routes also positions Ghana as a logistics hub for West Africa, attracting regional trade through its airports and industrial zones. With the African Continental Free Trade Area (AfCFTA) headquartered in Ghana, Goldstar Air’s trade facilitation infrastructure strengthens the country’s position as the epicenter of African commerce.
Education is fundamental to the long-term success of Ghana’s cocoa industry. Goldstar Air will implement educational programs focused on agricultural entrepreneurship, encouraging young people to view cocoa farming as a viable and profitable career path. By inspiring the next generation to adopt innovation and technology in agriculture, the airline aims to ensure that Ghana’s cocoa sector remains competitive. These educational initiatives will also stress the importance of sustainability, ethical trade, and climate resilience.
According to the Ghana Forestry Commission, a government agency, nearly 80% of Ghana’s forest resources were lost to illegal logging operations between 1990 and 2016. While this loss cannot be entirely attributed to cocoa production, the sector remains a leading cause of deforestation in Ghana. Global Forest Watch (GFW), using advanced remote sensing and satellite data, reported a 60% increase in primary rainforest loss in Ghana from 2017 to 2018, the highest rate globally during that period. Neighboring Côte d’Ivoire recorded a 28% increase, the second highest. Together, these two countries produce nearly two-thirds of the world’s cocoa, and much of the forest loss is due to illegal mining.
Destroying cocoa farms to make way for mining or logging must not be permitted, as cocoa plays a vital role in Ghana’s economic development. As one of the backbones of the economy, the destruction of this sector could lead to broader economic instability. Creating a thriving agricultural sector across the country will generate more crops for transportation by air and create jobs for Goldstar Air’s cargo department, contributing to the airline’s goal of creating over two million direct and indirect job opportunities for Ghanaians.
The washing and discharge of waste into rivers by illegal miners is also degrading river channels. If this environmental degradation continues over the next ten to twenty years, Ghana’s forests could turn into deserts, and access to clean water may become a critical challenge. The country may even be forced to import water.
Goldstar Air’s transformative initiatives also lie in its strategy to promote agribusiness and food security. Ghana’s agriculture sector employs a large portion of its population, yet it remains underdeveloped due to inadequate infrastructure, poor access to international markets, and post-harvest losses. Goldstar Air’s integration of aviation and agribusiness will create an efficient value chain that connects farmers to both local processing centers and international buyers. By facilitating air transport for perishable goods, the airline will reduce spoilage rates and ensure that Ghanaian agricultural products maintain their quality in transit. This capability opens new export opportunities for products such as pineapples, mangoes, cocoa derivatives, and vegetables, boosting the nation’s foreign exchange earnings. Goldstar Air’s cargo hubs will serve as aggregation points where products from across the country are processed, packaged, and exported, effectively turning Ghana into a major agro-export nation.
The airline’s Inflight Cocoa Policy is not a singular solution but a strategic lever. It will address the structural challenge of raw bean export dependency by stimulating domestic demand, enhancing processing capacity, elevating brand perception, and integrating aviation with industrialization. It will redefine cocoa from a bulk commodity to a symbol of refined Ghanaian excellence. It will position Goldstar Air as a proactive agent of economic restructuring. It will demonstrate that transformation does not always begin in ministries or boardrooms alone; it can begin in the cabin of an aircraft, with a cup of cocoa served proudly to the world.
Goldstar Air, the wings of Ghana and belly of America, is not just a means of transportation but a powerful economic tool for Ghana that will support the development of a systematic approach within the cocoa industry and enhance value-chain development by addressing the root causes of market underperformance. Through a collaborative approach in providing integrated solutions to the sector’s challenges, the airline aims to increase the industry’s contribution to socio-economic development. This strategy holds the key to boosting profitability and productivity while ensuring long-term sustainability, enabling the sector to withstand disruptions, backed by a reliable and efficient transportation solution for processed cocoa products.
The expansion of regional operations will make Ho, the capital of the Volta Region, a 24-hour industrial zone and a key economic driver for tourism and agribusiness in the region. Additionally, Hajj and charter flights to and from Saudi Arabia will further boost agricultural business opportunities in the Volta Region.
Wa, the capital of the Upper West Region, will benefit from charter flights that will help existing businesses expand and attract new enterprises to the area. The Agrarian City will also experience direct Hajj flights to and from the Kingdom of Saudi Arabia.
Tamale, the capital of the Northern Region, will serve as a key hub for the airline’s universal maintenance base, global cargo hub, specialized catering services, and aviation training school. Plans are underway to launch international flights to and from the Sahel region, along with Hajj flights to and from the Kingdom of Saudi Arabia.
Kumasi, the capital of the Ashanti Region, will initially enjoy international flights to destinations such as Rome, Madrid, Hamburg, London, Düsseldorf, and Milan, as well as Hajj flights to and from Saudi Arabia.
Ghana’s capital city, the Greater Accra Region flights will include destinations such as Washington, Dubai, Lagos, Toronto, Monrovia, Conakry, Abidjan, Guangzhou, Dakar, Banjul, Rhode Island, London, and Freetown. Additional pending destinations include Miami (Florida), Atlanta (Georgia), Chicago (Illinois), Glasgow (Scotland), Houston (Texas), and many more.
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