Ghana’s renewed push toward a 24-hour economy is gaining policy attention, but a critical question remains largely unanswered: does the country’s labour market have the structure, protections, and capacity to sustain round-the-clock production?
While the concept promises increased productivity, job creation, and industrial growth, analysts warn that without significant labour reforms and cost adjustments, the model could place unsustainable pressure on businesses, especially small and medium-sized enterprises (SMEs).
Dr. Daniel Anim-Prempeh, Chief Economist at the Public Initiative for Economic Development (PIED), says the success of a 24-hour production model will depend less on ambition and more on how Ghana addresses structural weaknesses within its labour ecosystem.
Productivity Vs Working Hours
At the core of the debate is a fundamental economic question: can simply extending working hours translate into higher productivity?
Dr. Anim-Prempeh argues that productivity is not merely a function of time spent on the job, but efficiency per worker.
“If productivity per worker remains low, increasing working hours may only raise operational costs without corresponding output gains,” he explained.
Ghana’s labour productivity has historically lagged behind that of more industrialised economies, due to factors such as limited automation, inconsistent power supply, and skills mismatches.
Without addressing these constraints, a shift to 24-hour production risks becoming a cost-heavy experiment rather than a growth driver.
Shift Systems And Wage Pressures
Implementing a 24-hour model requires structured shift systems typically involving day, evening, and night rotations. Each shift carries different wage implications, particularly for night work, which often attracts premium pay.
For businesses, this introduces a new layer of cost complexity.
Overtime payments, shift allowances, and additional staffing requirements could significantly increase wage bills, particularly in labour-intensive sectors such as manufacturing, agro-processing, and logistics.
SMEs, which already operate on thin margins, may find it difficult to absorb these costs.
“Large corporations may adapt, but SMEs could struggle to survive under a 24-hour wage structure,” Dr. Anim-Prempeh noted.
Union Negotiations And Worker Protections
Labour unions are expected to play a central role in shaping how a 24-hour economy unfolds.
Negotiations around working hours, compensation, and conditions will be critical to ensuring that workers are not exploited in the transition.
Ghana’s existing labour laws provide a framework for working hours and overtime, but experts argue that they may need to be updated to reflect the realities of continuous production systems.
Issues such as mandatory rest periods, night shift safety, and health implications of extended work cycles will need to be carefully regulated.
“There must be a balance between productivity and worker welfare,” Dr. Anim-Prempeh stressed. “Otherwise, the model could create more social problems than economic benefits.”
Skills Gap: A Silent Constraint
Another major hurdle is the skills gap within Ghana’s workforce.
A 24-hour production system requires not just more workers, but a workforce capable of operating machinery, managing digital systems, and maintaining consistent quality across shifts.
Currently, many sectors face shortages of technically skilled labour, which could limit the effectiveness of round-the-clock operations.
Without targeted investment in technical and vocational education, the labour supply may not meet the demands of a 24-hour economy.
The Informal Sector Factor
Ghana’s informal sector estimated to employ over 70 percent of the workforce adds another layer of complexity.
Unlike formal businesses, informal enterprises often operate outside regulated labour frameworks, making it difficult to enforce shift systems, wage standards, or worker protections.
Yet, this sector is already highly flexible, with many businesses effectively operating extended hours out of necessity.
“The informal sector may already reflect elements of a 24-hour economy, but without structure or protections,” Dr. Anim-Prempeh observed.
Integrating this segment into a formalised 24-hour model will require policy innovation and incentives, rather than enforcement alone.
The Cost Question For SMEs
For SMEs, the transition to a 24-hour model is as much a financial challenge as it is an operational one.
Beyond wages, businesses would face higher utility costs, increased maintenance expenses, and the need for additional security and supervision.
Access to affordable financing will be critical if SMEs are to invest in the infrastructure needed for continuous production.
Without targeted support, many may opt out of the model entirely limiting its overall impact on the economy.
A Reform Agenda Emerges
Dr. Anim-Prempeh believes that for Ghana’s 24-hour ambition to succeed, a comprehensive reform agenda is needed.
This includes reviewing labour laws, investing in skills development, improving infrastructure, and creating incentives for businesses to adopt shift-based operations.
“It is not just about working longer hours,” he said. “It is about building a system that supports productivity, protects workers, and remains economically viable.”
Balancing Ambition With Reality
As Ghana explores the potential of a 24-hour economy, the labour market will be a defining factor in its success or failure.
The promise of increased output and job creation is real but so are the risks of higher costs, worker fatigue, and uneven participation.
For now, the vision remains compelling. But turning it into a sustainable reality will require more than policy announcements it will demand careful planning, broad stakeholder engagement, and a labour system ready for the demands of time without pause.
