A group of 40 former public sector employees has sued the government over what they describe as wrongful and politically motivated dismissals.
The affected workers, employed in 2024, argue that their terminations violated their constitutional rights and due process. Their dismissal followed a directive from Chief of Staff Julius Debrah on February 10, 2025, instructing public institutions to revoke appointments made after December 7, 2024—the date of Ghana’s presidential and parliamentary elections.
According to the government, the decision was necessary to uphold good governance, insisting that last-minute appointments under the previous NPP administration were improper.
The plaintiffs, represented by Dame and Partners—a law firm linked to former Attorney General Godfred Yeboah Dame—have taken legal action against the Attorney General and six state agencies: the Ghana Revenue Authority, National Lottery Authority, Driver and Vehicle Licensing Authority, Ghana Ports and Harbours Authority, Ghana Shippers Council, and National Health Insurance Authority.
They contend that neither the President nor the Chief of Staff has the constitutional authority to dismiss public servants outside the conditions outlined in Article 191(b). The lawsuit demands a court declaration deeming the dismissals unlawful, the reversal of the Chief of Staff’s directive, reinstatement of the affected workers, and financial compensation for the hardship they have endured.
Furthermore, they are calling for an injunction to prevent future politically influenced terminations within the civil service.
Several of the dismissed employees claim they went through rigorous recruitment processes, including interviews and tests, before securing their positions. Some insist they were employed before December 7 but were still removed under the directive.
A union representing thousands of workers at Samsung Electronics has announced the first strike in the South Korean technology giant’s 55-year history.
The National Samsung Electronics Union plans a one-day protest on June 7, urging all its members to use their paid leave, and has not ruled out a future full-scale strike.
The union, with approximately 28,000 members, represents over a fifth of Samsung’s total workforce.
Samsung Electronics has stated it will continue negotiations with the union.
“We can’t stand persecution against labour unions anymore. We are declaring a strike in the face of the company’s neglect of labourers,” a union representative said during a live-streamed news conference.
Samsung Electronics’ management has been in talks with the union since the start of this year over wages, but the two sides have so far failed to strike a deal.
The union has demanded a 6.5% pay rise and a bonus pegged to the company’s earnings.
Samsung Electronics is the world’s largest maker of memory chips, smartphones and televisions.
Analysts have warned that a full-scale strike could affect the firm’s computer chip manufacturing and impact the global supply chains of electronics.
Samsung Electronics is the flagship unit of South Korean conglomerate Samsung Group. It is the biggest of the country’s family-controlled businesses that dominate Asia’s fourth-largest economy.
Samsung Group was known for not allowing unions to represent its workers until 2020 when the company came under intense public scrutiny after its chairman was prosecuted for market manipulation and bribery.
Samsung Electronics’ shares were trading about 2% lower in Seoul after the announcement.
A recent report from JoyNews has revealed that the Bank of Ghana (BoG), allocated a substantial 6 billion Ghanaian Cedis toward employee costs spanning from 2017 to 2022.
The report dived into the workforce statistics of the Bank of Ghana, noting that the total staff count, including directors, stands at 2,215 individuals.
Analysis of the data unveiled a steady increase in BoG’s expenditure on staff salaries and benefits over the years. In 2017, the bank allocated 596.2 million Ghanaian Cedis for employee costs, witnessing a notable surge from the previous year.
By 2018, this figure climbed to 697.3 million Ghanaian Cedis and further escalated to 809.8 million Ghanaian Cedis in 2019.
The onset of the Covid-19 pandemic brought about unprecedented financial challenges, evident in the bank’s expenditure.
During this period, BoG’s spending on personnel costs exceeded the billion-mark, totaling more than 1 billion Ghanaian Cedis.
“The research team, we have been looking at the Bank of Ghana’s (BoG) financial statement, their audited statement right from 2017 to 2022 and we have found out that some interesting revelation in there and just like you captured in your intro. If you look as of 2022 Bank of Ghana’s staff number in terms of their staff plus their directors we are talking about 2, 215 workers.
“Now what has become the bone of contention has been the amount the bank spent on their personnel. So we have been looking at how much BoG spent on their staff plus their directors. We looked at the data from 2017 BoG spent GH592.200,000.00 Ghana cedis on their personnel cost. In 2016 this number rose to 697.300,000.00 Ghana Cedis then crossed to 809.800,000.00. Then we have our first billion during the Covid season where BoG spent more than 1 billion Ghana Cedis on personnel costs,” a member of Joy News’ research team disclosed.
The significant allocation of funds toward employee expenses has sparked discussions regarding fiscal prudence and resource management within the Bank of Ghana.
Critics have raised concerns over the sustainability of such expenditure patterns, especially considering evolving economic dynamics and the imperative for efficient resource allocation.
Meanwhile, Togbe Afede XIV, the Agbogbomefia of the Asogli State, has alleged that the Bank of Ghana allocated a substantial amount of GH₵1.62 billion (£147.27 million at the 2022 average cedi-pound exchange rate) for the salaries of its 2,203 employees.
Drawing comparisons between the Bank of Ghana and the Bank of England (BOE), Togbe Afede XIV highlighted a significant disparity. While the BoG pays an average of £66,851 per employee, the BOE pays substantially higher at £95,829 per employee.
Furthermore, Togbe Afede XIV pointed out a distinct difference in the financial circumstances of the staff. Unlike the staff of the Bank of England, who do not owe loans to their employer, BoG staff carry an average debt of GH₵566,046 (£51,459) per employee as of the end of 2022.
Expressing concern over the considerable sum of staff loans, totaling GH₵1.247 billion, with an average indebtedness of GH₵566,046 per employee, Togbe Afede XIV argued that such a financial burden should not be overlooked, especially amidst the current economic challenges faced by the country.
In light of these revelations, Togbe Afede XIV urged a reassessment of the remuneration structure within the Bank of Ghana, emphasizing the necessity for equitable compensation practices aligned with prevailing economic realities and aimed at promoting financial stability for both the institution and its employees.
“It is difficult to believe how some BoG’s operating incomes and expenses compare with those of the Bank of England (BOE). For example, BOG spent GH₵1.62 billion (£147.27 million at the 2022 average cedi-pound exchange rate) on its 2,203 employees, that is, £66,851 per employee, about 38x Ghana’s GDP per capita.
“BOE on the other hand, with an average labour force of 4,675 per their 2021-22 financial report, spent £448 million, that is, £95,829 per employee, about 2.6x UK’s GDP per capita. Unlike BOE staff who do not receive loans from their employer, BOG staff owe the bank GH₵566,046 (£51,459) on average or per employee as at the end of 2022.”
“The Bank’s personnel costs amounted to GH₵1.62 billion. With a total of 2,203 employees, this equals an average remuneration of a colossal GH₵735,361 per employee in 2022 or GH₵61,280 monthly per employee, including several allowances. These employees also had staff loans amounting to GH₵1.247 billion, an average of GH₵566,046 per head,” an excerpt of his piece said.
Whether labeled ‘dumsor’ or ‘dum sie sie’, as preferred by Energy Minister, Matthew Opoku Prempeh, the current irregular power supply situation is undeniably wreaking havoc on numerous households and businesses.
Nestled within this complex are several printing shops. Once bustling hubs of activity, these establishments churned out a variety of materials, from receipts and brochures to calendars.
However, their operations have ground to a halt.
During a recent visit by Joy News, it was evident that one of these shops, typically staffed by four workers, now struggles to retain even two employees due to the erratic power supply.
This disruption has effectively paralyzed the shop’s operations.
Expressing dismay, one worker lamented, “Since Monday till now (Tuesday), we don’t have light here, so all the work that people brought here [within that period], they’ve had to take it away,” said one of the distraught workers.
Like many Ghanaians, these workers are clamoring for the implementation of a load-shedding timetable. Such a schedule would enable them to better plan their work schedules, ensuring they meet client deadlines and avoid losing contracts due to unforeseen power cuts.
A few stalls down, another shop faces similar challenges. Though smaller in scale, it plays an equally crucial role in the printing process. Here, employees find themselves resorting to manual stitching of books and other materials due to the frequent power outages.
The impact of ‘dumsor’ on these businesses has been severe. Some employees have been instructed to stay home temporarily, while those who remain on-site often find themselves idle, passing the time with sleep, reading, or engaging in other activities as they await a resolution to the power supply issues.
National Investment Bank (NIB) employees have outlined a series of challenges that have adversely affected the bank in recent years, leading to its current precarious state.
In an open letter, these employees have appealed to the government for assistance in recapitalizing the bank to prevent its potential collapse.
Among the issues raised, the workers mentioned various internal problems, including the impact of the Domestic Debt Exchange Programme, contributing to the bank’s current predicament.
They noted that the Bank of Ghana’s embargo on granting of loans for the past six (6) years is “practically depriving the bank of huge interest income and technically out of trade and business.”
“Secondly, a chunk of non-performing loans totaling over GHS2.1 billion granted to companies and individuals to execute government of Ghana projects. These companies and individuals have executed the projects, raised Interim Payment Certificates, and are yet to be paid by the government.
“Thirdly, the Bank’s investments in Government of Ghana bonds of GHS857,000.00 held up and affected by the Domestic Debt Exchange Program (DDEP) is also not helping matters,” parts of the statement read.
The staff further noted that despite these challenges, the Bank has performed “excellently well by increasing its deposit position from GHS3.2 billion in August 2022 to GHS5.1 billion in August 2023.”
“Deposit increases month on month and the target of a billion-year ending December 2023 is highly achievable. The goodwill from our loyal customers has been amazing as the bank opens over 2,000 new accounts every month. The bank’s nationwide customer cash collection service is second to none.
“Internal management staffing restructuring has been successful. The staff strength saw a reduction from 1700 in 2021 to a little over 900 in July 2023. There is still the edge for further downsizing to ensure efficiency and increase savings,” the statement said.
Workers are also calling with the government to reconsider its decision to transfer NIB operations to the Agricultural Development Department.
In an open letter, employees of the state-owned National Investment Bank (NIB) Limited have implored the government to refrain from liquidating the firm.
They firmly believe that the existing board, management team, and workforce possess the capabilities to rejuvenate the bank and restore it to its previous prosperous state.
Their appeal is straightforward: they urge the government to inject fresh capital into the bank and reject any notion of liquidation.
They substantiate their plea by pointing out a substantial amount of non-performing loans, exceeding GHS 2.1 billion, which were extended to both companies and individuals for the execution of government projects. These projects have been successfully completed, Interim Payment Certificates have been issued, yet payments from the government remain outstanding.
With an estimated workforce of 900, these employees express grave concerns about potential job losses in the event of a liquidation.
They emphasize that their plea is prompted by recent reports, information, and intelligence suggesting the imminent liquidation of the National Investment Bank (NIB) Limited.
THE LIQUIDATION OF NATIONAL INVESTMENT BANK LIMITED AND MATTERS ARISING
We humbly plead that you use your good office to intervene for the Government to recapitalize the bank and not to entertain any form of liquidation. Our earnest plea comes on the backdrop of recent news, information, and intelligence gathered suggesting a possible liquidation of National Investment Bank (NIB) Limited. The current board, management team, and the entire staff can turn around the bank and bring it back to previous glorious days.
National Investment Bank (NIB) was set up in 1963 by an act of Parliament (ACT163). It was incorporated as an autonomous joint state-private institution on March 22, 1963, it was established primarily to promote and strengthen rapid industrialization in all sectors of the economy.
NIB, therefore, is the first development bank in Ghana. NIB set up over 100 joint enterprises, including the defunct regional development corporations. Other existing companies, including Nestle Ghana Limited, Novotel (now Accra City Hotel), Kabel Metal (now Nexans Kabelmetal), Aluworks, etc, etc.
The Bank has undergone management, institutional, and financial restructuring, which has strengthened the organization. It now has 48 Branches and 3 Agencies nationwide and has tens of thousands of customers and continues to enjoy an increase in deposits. Its unique customer base spans from public and civil institutions, private companies, small to medium enterprises to individual customers. These customers are very loyal and in return enjoy excellent customer service from the bank.
Nevertheless, the recent global economic changes coupled with unique but solvable internal challenges have created capital gap for the bank.
The internal challenges include Bank of Ghana’s embargo on granting of loans for the past six (6) years practically depriving the bank of huge interest income and technically out of trade and business.
Secondly, a chunk of non-performing loans totaling over GHS2.1 billion granted to companies and individuals to execute government of Ghana projects. These companies and individuals have executed the projects, raised Interim Payment Certificates, and are yet to be paid by the government.
Thirdly, the Bank’s investments in Government of Ghana bonds of GHS857,000.00 held up and affected by the Domestic Debt Exchange Program (DDEP) is also not helping matters.
Amid all these challenges, the Bank has performed excellently well by increasing its deposit position from GHS3.2 billion in August 2022 to GHS5.1 billion in August 2023. Deposit increases month on month and the target of a billion year ending December 2023 is highly achievable.
The goodwill from our loyal customers has been amazing as the bank opens over 2,000 new accounts every month. The bank’s nationwide customer cash collection service is second to none.
Internal management staffing restructuring has been successful. The staff strength saw reduction from 1700 in 2021 to a little over 900 in July 2023. There is still the edge for further downsizing to ensure efficiency and increase savings.
Also, the management workable structures put in place by the current management team have been very effective and responsible for the sustenance and continued existence of the bank despite BoG embargo on granting of loans and other delimitating factors. Notable among the structures are a strong Risk Department, independent Internal Audit, solid Compliance team, effective Operations Division, Executive Committee (EXCOM), Management Committee (MANCOM), solid Business Development, and robust ICT divisions.
The bank currently requires a capital injection of GHS2.2 billion to operate efficiently. Though the amount is significant it is possible to be secured by the majority shareholder or other minority shareholders if pursued.
It is our fervent plea that the majority shareholder (Government):
· Should recapitalize the bank by injecting GHS2,2billion being the capital deficit.
· Should implore the Bank of Ghana (BOG) to lift the embargo on granting of loans immediately to enable the bank trade.
· Should honour its obligation regarding Interim Payment Certificate raised by customers of the bank in connection with work done for the state.
· Should explore other prudent alternatives other than liquidation.
· Should have faith and allow the current Board and Management team to turn the bank around.
It is our humble plea and desired will that you use your esteemed office to intervene and save the National Investment Bank and all stakeholders especially the staff whose livelihood greatly depends on the very existence of the Bank.
Employees increasingly expect autonomy with how they work. But as they thrive in hybrid and remote set-ups, many of their bosses are struggling.
lada Randjelovic says his life at a Belgrade-based IT company became much harder when the firm introduced hybrid working. Randjelovic managed a sales team of 10 employees, half of whom chose to work in the office, while the other half worked from home. “I ended up having two worlds: one that existed in the office, the other remote,” he explains, “and they would only ever connect over Zoom meetings. I had to suddenly manage two separate teams doing the same work.”
As he implemented the day-to-day running of the new working model, Randjelovic had to address issues as they arose, both from those above him and those reporting to him. “The hardest aspect of middle management is that everything has to go through you,” he says. “Top management would bring issues to middle management in coming up with a flexible solution. Hybrid was chosen, but it was much easier to say than to do; it came down to middle managers to solve challenges on a daily basis.”
Part of the problem, he says, was that employee expectations became radically different. “People fundamentally changed following the pandemic. Employees wanted more in terms of salary, flexibility and freedom to work how they want. They became more stressed and sensitive to company changes.”
Plus, he says, leading hybrid teams through a fundamental shift in how, when and where employees did their jobs proved to be a tremendous challenge. “You had a style of communication that needed to change overnight as people worked flexibly,” he says. “You had to re-think recruiting processes: hiring a worker that you might never meet in person. You had to accept that a fully remote team would naturally build its own workplace culture. Alongside that, everything sped up and intensified: you had less time to learn or make mistakes. It became a recipe for stress, overwork and burnout.”
Many managers are indeed struggling in the new work world. In an October 2022 survey of 10,766 knowledge workers by US think-tank Future Forum, executives reported 40% more work-related stress and anxiety, 20% worse work-life balance and 15% less job satisfaction in the past year. This trend was particularly pronounced among middle managers, with those at large organisations showing the lowest scores for work-life balance, alongside the highest levels of stress and anxiety.
These figures suggest that many bosses are having a hard time dealing with shifting employee expectations and working patterns. While employees have overwhelmingly relished greater autonomy over workdays and working models, managers have struggled to adapt as they lead teams through an unprecedented workplace transition.
‘Stuck in the middle’
Within an organisation, middle managers typically sit between an organisation’s executives and its employees. Even before the pandemic, this could be a difficult position to be in: they historically rank among the least happy in the workforce.
“The name gives it away: middle managers are caught in the middle, they have to deal with issues up and down an organisation,” says Denise Rousseau, professor of organisational behaviour and public policy at Carnegie Mellon University’s Tepper School of Business, based in Pittsburgh, US. “It’s traditionally been a hard role – they have to act upon conflicting feedback that comes from employees and senior leaders.”
When the pandemic hit, middle managers’ jobs became harder: they not only had to deal with the emotional impact on their teams – they also had to find ways of enabling remote work virtually overnight. “The processes in which people had communicated, coordinated and shared information in the workplace for decades were suddenly overhauled, and left for managers to figure out,” says Rousseau.
As the pandemic has waned, middle managers have faced ongoing pressures as workplaces pivot their operations. It’s these leaders who executives ask to implement unpopular return-to-office mandates or hybrid-working policies. In many cases, managers are caught between two sides pulling in opposite directions: while many workers want to hold on to their autonomous set-ups, some bosses have pushed for an office return. “They can end up caught in the middle, having to balance the uncertainty of what executives say about their working models against the clamour among employees for flexible working,” says Helen Kupp, senior director at Future Forum, based in California.
Middle managers can also find they struggle to lead flexible teams, says Rousseau; the methods they used before are no longer available to them. “Flexible working requires a shift in the behaviours, processes and systems that enable managers to build connections, assess work and monitor the circumstances of staff,” she adds. “But the ways in which managers have been trained to offer support and evaluate work require them to have eyes on the person and the information being right in front of them.”
Compared to in-office settings, engaging and leading teams through a screen can be much harder, says Rousseau. “Managing often requires thinking about how the other person is thinking – it’s predicated on assumptions made of that person having worked with them before. But that needs updating amid flexible working, and a culture of trust. And trust takes longer to build among distributed teams in which colleagues never meet in person.”
All this means that much more is being demanded of middle managers now than before the pandemic. “A manager before Covid-19 compared to today is completely different,” says Randjelovic.
Middle managers may not always have the training and skills to handle the challenges they are facing, experts say (Credit: Getty)
Why they’re struggling to cope
Many middle managers may be unprepared for the new challenges they’re facing. Although managers are in theory promoted based on their leadership strengths, many are actually thrust into senior positions as a reward for perceived company loyalty or day-to-day job skills.
“In reality, managers are often in their role because of hard skills,” says Kupp. “But to be a good manager, especially with flexible working, requires a focus on softer skills: building connections, culture and belonging among distributed teams.”
Right now, some managers are experiencing a crash course in soft skills, while also having to tackle their daily workloads. “Hybrid working challenges you on a personal level as a worker, and then also on a managerial level,” says Randjelovic. “You need to update your company culture, have online routines set up for your team, and place your trust in them on a completely new level.”
Plus, while executives continue to fine-tune their hybrid set-ups, middle managers may find themselves without much-needed organisational support in place. “Managers were often under-supported in their role even before the pandemic,” says Kupp. “Flexible working has deepened the issues that make the transition to management difficult: it requires more help, training and the redefining of what it means to be a successful manager.”
Forced to deal with evolving policies and norms, often without organisational help, it’s no wonder many managers are feeling stressed and unhappy. “They should be the lynchpins in making flexible work successful, but they’re instead stuck in a tug-of-war between what executives and employees want from flexible working,” says Kupp.
Being a middle manager means being the middleman: everyone’s problems become yours – Vlada Randjelovic
Teuila Hanson, chief people officer at LinkedIn, based in San Francisco, says that managers who find themselves in firms still clinging on to presenteeism are more likely to struggle leading hybrid teams. “When the job is more about monitoring who’s going into the office or not, rather than conversations around trust, that becomes harder for managers.”
The longer-term picture
While difficulties managing distributed and remote teams remain, remote and hybrid working aren’t going away. This means companies will need to find a way to help miserable or stressed middle managers.
Hanson believes that managers will need fresh training if they’re to thrive leading flexible teams. “There previously weren’t many courses on managing hybrid teams: knowing which conversations to have in terms of working in person, or knowing how to manage someone you’ll never meet in real life. It’s not easy: if you’re a manager today compared to 2019, absolutely your job is more challenging.”
Kupp predicts, however, that the tug-of-war between employers and employees over flexibility will gradually ease, potentially lightening the load on middle managers. Market demand means flexible working will be here to stay, she says, so employers will ultimately have to cede ground. “We know that employees want flexibility and that they’re willing to walk if their current job doesn’t provide it. So, what we’re currently seeing are likely short-term growth pains.”
Randjelovic, meanwhile, believes that managing flexible teams will become more enjoyable once formal systems are more widely adopted. “When the pandemic first hit, and everything turned online, managers believed that company culture and processes didn’t need to change – we just needed online alternatives for everything. I think it’s only now that businesses have accepted they need to adapt, rather than find quick fixes.”
He now works as a business consultant for an HR firm, after leaving management for a fresh challenge. He hasn’t ruled out managing again in the future, however; for all its challenges, leading a hybrid team through the pandemic gave him skills he’s been able to take forward. “Being a middle manager means being the middleman: everyone’s problems become yours,” he says. “But it’s not a challenge to run away from – I’ve personally made big improvements in my online and in-person communication.”
The Secretary General of the Trades Union Congress (TUC) Dr Yaw Baah has said that net freeze on employment into the public sector is better than total embargo.
He explained that net freeze is when retirees are replaced when they exit. This, he said, allows productivity and efficiency to go on.
Total freeze on the other hand, he added, is when the retirees are not replaced neither are new employees recruited. That will be detrimental to productivity hence, they do not want that to happen.
Speaking in an interview with TV3’s Daniel Opoku on the sidelines of a post budget analyses forum held by the TUC in Accra on Monday November 28, Dr Yaw Baah said “we still don’t have the details of the IMF conditionality but you will not be wrong if you think this is part of IMF conditions. Since 1965 when Ghana Government started going to IMF, employment freeze has always been part, in the last one that ended, employment freeze was one but in that case it was net.
“Net meant that if somebody retires you can replace the person. So the net freeze is what we need. But this one, we don’t know the details, whether it is the net freeze or total freeze.
“If it is a net freeze then it is like the previous one but if it is a total freeze it is another ball game all together. There are 644,000 people on the single spine. Let us assume without admitting that about 5 per cent of them retire yearly.
“If only five percent retire every year, we are talking now about over 30,000 people retiring and if the 30,000 people retire and they don’t replace them it will affect service delivery. If you reduce numbers by over 30,000 and they are not replaced then your effectiveness in service delivery will be affected.”
The Minister of Finance Ken Ofori-Atta announced in the 2023 budget a freeze on employment into the civil and public service.
He also said there shall be no new government agencies established in 2023. He said these while presenting the budget in Parliament on Thursday November 23.
Mr Ofori-Atta said as a first step toward expenditure rationalisation, government has approved a number of directives which takes effect from January, 2023.
These are “All Ministries, Departments and Agencies (MDAs), Metropolitan, Municipal and District Assemblies (MMDAs) and State-Owned-Enterprises (SOEs) are directed to reduce fuel allocations to Political Appointees and heads of MDAs, MMDAs and SOEs by 50%. This directive applies to all methods of fuel allocation including coupons, electronic cards, chit system, and fuel depots. Accordingly, 50% of the previous years (2022) budget allocation for fuel shall be earmarked for official business pertaining to MDAs, MMDAs and SOEs;
“A ban on the use of V8s/V6s or its equivalent except for cross country travel. All
government vehicles would be registered with GV green number plates from
January 2023; Limited budgetary allocation for the purchase of vehicles. For the avoidance of doubt, purchase of new vehicles shall be restricted to locally assembled vehicles;
“Only essential official foreign travel across government including SOEs shall be
allowed. No official foreign travel shall be allowed for board members.”
The Finance Minister added “Accordingly, all government institutions should submit a travel plan for the year 2023 by mid-December of all expected travels to the Chief of Staff; As far as possible, meetings and workshops should be done within the official environment or government facilities; Government sponsored external training and Staff Development activities at the Office of the President, Ministries and SOEs must be put on hold for the 2023 financial year; Reduction of expenditure on appointments including salary freezes together with suspension of certain allowances like housing, utilities and clothing, etc.;
“A freeze on new tax waivers for foreign companies and review of tax exemptions for free zone, mining, oil and gas companies; A hiring freeze for civil and public servants, No new government agencies shall be established in 2023; There shall be no hampers for 2022; There shall be no printing of diaries, notepads, calendars and other promotional, merchandise by MDAs, MMDAs and SOEs for 2024; All non-critical project must be suspended for 2023 Financial year.”
The Washington Post reported that , the new owner of the social media firm stated in an email to employees that if they wanted to stay, they should agree to the pledge.
Those who do not sign up by Thursday will receive three months’ severance pay, according to Mr Musk.
The BBC has reached out to Twitter for comment.
Mr Musk stated in an email to staff, which The Guardian obtained, that Twitter “will need to be extremely hardcore” in order to succeed.
“This will entail working long hours at a high level of intensity. Only outstanding performance will result in a passing grade “He stated.
Workers were told that they needed to click on a link by 17:00 EST on Thursday, if they want to be “part of the new Twitter”.
He added: “Whatever decision you make, thank you for your efforts to make Twitter successful.”
The world’s richest man has already announced half of Twitter’s staff are being let go, after he bought the company in a $44bn (£38.7bn) deal.
Mr Musk said he had “no choice” over the cuts, as the company was losing $4m (£3.51m) a day. He has blamed “activist groups pressuring advertisers” for a “massive drop in revenue”.
Last week, the entrepreneur told Twitter staff that remote working would end and “difficult times” lay ahead, according to reports.
In an email to staff, the owner of the social media firm said workers would be expected in the office for at least 40 hours a week, Bloomberg reported.
Mr Musk added that there was “no way to sugar-coat the message” that the slowing global economy was going to hit Twitter’s advertising revenues.
But tech investor Sarah Kunst said the real reason Twitter is facing difficulties is because Mr Musk’s takeover has saddled the company with debt.
His behaviour since the takeover has also led some advertisers to pause their spending, she said.
“He’s now trying to inflict that pain and uncertainty on the employees,” she said.
She added that there was a question mark over how enforceable Mr Musk’s email about hours to staff really was.
“Can you just send an email to staff who already work for you and just unilaterally change their working contract? That remains to be seen.”
Musk shows his ruthless side
Elon Musk likes to think of himself as “hardcore”.
He says he works 100+ hour weeks. He sometimes sleeps at the office.
And he wants that for his staff too.
His management philosophy is about putting together small collections of highly motivated and capable employees.
He says he’d much rather have a small number of exceptional people than many who are “pretty good and moderately motivated”.
With this email, he appears to applying that philosophy.
He wants just true believers at Twitter, people who are fully aligned with what he’s doing.
There are plenty of staff who do believe in Twitter’s mission. There are also staff working for Twitter who will relish working closely with Mr Musk.
And of course, if everyone at Twitter decided to take Elon Musk’s offer of severance at once, it’s hard to see how Twitter could function in the short term.
Mr Musk himself has been sleeping at Twitter in recent weeks, even while leading electric carmaker Tesla and rocket company SpaceX.
He described his work habits in a US court on Wednesday, where he appeared to defend the eye-popping $56bn pay package he received from electric carmaker Tesla in 2018.
“I pretty much work all the time, with rare exceptions.” he said.
In response to questioning, he later added that the “fundamental organisational restructuring” at Twitter would be complete by the end of this week.
One way Mr Musk could lighten his workload is by sharing the leadership of his other companies.
At the hearing, James Murdoch, a Tesla director and the son of media tycoon Rupert Murdoch, said that Mr Musk had identified a potential successor to head the car maker.
Asked to confirm that Mr Musk had never identified a potential new Tesla chief executive, Mr Murdoch said “he actually has”, adding that it had happened in the “last few months”. He didn’t identify who the potential successor was.
“Elon Musk is not going to be doing candlelight dinners and playing ping pong in Twitter’s cafeteria and this is a shock to the system,” he said.
“But he also needs to play nice in the sandbox because if key Twitter engineers and developers leave, this will be a major void in the Twitter ecosystem,” he warned. “There’s a careful balance ahead for him, in this tightrope act.”
