It was a sobering sight on Thursday, April 23, 2026.
At the entrance of the Jubilee House, ride-hailing drivers of all ages gathered in visible frustration—some nearing retirement, others in their prime—united by a common grievance. Their message was clear: the current ride-hailing model is no longer working for those behind the wheel.
Operators on platforms such as Uber, Bolt and Yango had petitioned President John Dramani Mahama over what they described as persistently high commission charges and restrictive working conditions that continue to erode their earnings.
Over the years, commission rates have climbed from about 10 per cent to as high as 30 per cent, placing considerable strain on drivers. But beyond the percentages lies a deeper structural challenge—one that shapes their daily experience on the road.
“Sometimes requests come from as far as a 17-minute drive. You and I know that when you ask somebody to drive 17 minutes, then that person is driving almost 16 to 20 kilometres, depending on the car the person is using,” said Augustin Mensah, Executive Chairman of the Association of Online Drivers.
He explained that drivers who decline such long-distance pickups risk penalties on their performance ratings.
“When a driver refuses to embark on such a long-distance pickup, the score—the mark that the driver has built over the years—will be reduced. And when it persists… the driver is sometimes blocked for a week,” he added.
For many drivers, the system has evolved into one defined by high deductions, rigid algorithms and limited autonomy.
That frustration is now intersecting with a new alternative.
Enter Mijo—an indigenous ride-hailing platform set to launch on May 1, designed to directly address the concerns raised by drivers.
At the centre of Mijo’s offering is a model that departs sharply from the commission-based structure that dominates the industry. Instead of taking a percentage from each trip, the platform operates on a subscription basis—no commissions, no hidden fees.
Drivers pay a flat GH₵24 daily fee for 24-hour access, with additional options of GH₵150 weekly and GH₵600 monthly plans. Once subscribed, drivers retain their full earnings.
“Everything else goes into your pocket,” said Arko-Brew, describing the model as one that benefits both drivers and riders by lowering operating costs and potentially reducing fares.
This structure fundamentally redefines the economics of ride-hailing—shifting control back to drivers and eliminating the uncertainty tied to fluctuating commissions.
Beyond pricing, Mijo is built on Ghana’s GhanaPost GPS digital addressing system, improving location accuracy and reducing inefficiencies in trip matching. The platform also introduces a strong safety architecture, with mandatory identity verification for both drivers and passengers using Ghana Card details.
Drivers are additionally required to submit licence information, vehicle documentation, insurance and roadworthiness certification, ensuring compliance and accountability.
Chief Innovations and Marketing Officer at Afrifanom, Ferdinand Lokko, said the system is designed with safety at its core.
“We are looking at the safety of the drivers as well as the riders,” he said, adding that verified data can be shared with security agencies when necessary.
Developed in partnership with Afrifanom Limited, which led the platform’s software and systems architecture, Mijo represents a coordinated effort to build a national digital transport solution tailored to local realities.
Ahead of its official rollout, pilot programmes were conducted across Accra, including test rides involving students, to assess demand and refine operations. The results, according to the developers, indicate strong readiness among both drivers and users.
The initial launch will focus on Accra, with plans to expand to Kumasi and Takoradi in phases, linking key commercial centres across the country.
Mijo also goes beyond passenger transport. By integrating parcel delivery services, the platform extends into logistics, positioning itself as a broader last-mile solution and strengthening Ghana Post’s footprint in digital commerce.
Set against the backdrop of mounting discontent within the ride-hailing sector, the contrast is clear.
Where drivers have raised concerns about high commissions, Mijo removes them.
Where they have complained about limited control, the platform offers independence.
Where uncertainty has defined earnings, it introduces predictability.
For the drivers who gathered in protest, the shift is no longer abstract.
It is imminent.
From May 1, the narrative begins to change—from frustration to possibility—as a homegrown platform steps in to reshape the future of ride-hailing in Ghana.
Mijo is not just entering the market.
It is setting a new standard.
