Ghana is intensifying efforts to build a US$10 billion non-traditional export industry by 2030. This strategic shift places agriculture, manufacturing, and agro-processing at the core of reducing the economy’s dependence on gold and other primary commodities for foreign-exchange earnings.
The strategy has gained significant momentum after non-traditional export earnings crossed the US$5 billion mark for the first time in 2025. This figure represents an increase of about 30.00% from the previous year, according to the Ghana Export Promotion Authority (GEPA). Ghana is now roughly halfway towards its ambitious headline target. The more challenging task will be to double these earnings again within the next four years, while also improving the quality and complexity of the country's exports.
This distinction is vital because simply increasing the volume of raw agricultural commodities shipped abroad would do little to transform Ghana’s productive structure. The larger economic gains will come from processing more of these commodities domestically before export. This allows Ghanaian businesses and workers to capture value that currently accrues further along international supply chains. This approach creates a different economic footprint than merely exporting raw produce.
Recent performance provides clear evidence of what this shift could look like. Cocoa derivatives, including cocoa butter and cake, generated more than US$800 million. Cashew, shea products, coconut, yam, mango, and other processed agricultural products have also contributed significantly to the expansion of non-traditional exports. Rashid Raymond Kramer, Deputy Chief Executive Officer of GEPA responsible for Marketing and Promotions, has highlighted that greater processing allows exporters to earn more from each unit of agricultural production. It also helps reduce post-harvest losses, enhancing overall economic efficiency.
A tonne of agricultural output processed domestically can create demand for packaging, transport, warehousing, financial services, machinery, quality assurance, and manufacturing labour before it leaves Ghana. Each export dollar can therefore support a larger network of economic activity than one generated primarily by the shipment of unprocessed commodities. For Ghana, this is particularly important because the country’s external position remains heavily influenced by a narrow group of commodities. Gold, cocoa, and crude oil continue to dominate merchandise export receipts, leaving foreign-exchange earnings vulnerable to international commodity-price cycles.
When commodity prices are favourable, export revenues can rise rapidly, strengthening the trade balance, foreign reserves, and the Ghana cedi. However, when prices turn downwards, this concentration can expose the economy to external pressures that domestic policy has limited ability to control. A larger non-traditional export sector could provide a structural hedge against this inherent volatility. The objective is not to replace gold or cocoa, which will remain economically important. Instead, it aims to ensure that Ghana’s foreign-exchange earnings are increasingly supported by a wider range of products, firms, and destination markets.
GEPA Chief Executive Francis Kojo Kwarteng Arthur has consequently placed exporter capability and market access at the centre of this strategy. Following a recent partnership with the Netherlands’ Centre for the Promotion of Imports from developing countries, Mr. Arthur stated that Ghana is seeking to strengthen its position in one of its most important non-traditional export markets. He emphasized that the Netherlands remains Ghana’s leading destination for Non-Traditional Exports. This partnership with CBI aligns closely with Ghana's ambition to increase Non-Traditional Export earnings to US$10 billion by 2030.
Mr. Arthur added that by understanding importer requirements, strengthening exporter capacity, diversifying the export basket, and improving product quality, Ghana is positioning itself to become an even stronger supplier to the European market. This second part of the strategy may prove harder than simply increasing production. International buyers increasingly demand traceability, consistent quality, certification, reliable delivery schedules, and compliance with stringent sanitary, phytosanitary, and sustainability requirements. For small exporters, these conditions can become formidable entry barriers. Certification, laboratory testing, documentation, and compliance systems add costs before a product reaches the buyer. This means technically exportable goods may still fail to become commercially competitive. Therefore, the US$10 billion target will ultimately depend as much on Ghana’s domestic business environment as on global demand.