As the festive season approaches, Exim Bank Uganda Ltd has launched E-ssanyu, a campaign designed to offer customers greater convenience by removing charges on online transactions, while providing cashback on every transaction and the chance to win a trip to Lemala Wild Waters Lodge.

Through E-ssanyu, customers can transact at ZERO CHARGES using the bank’s digital channels, including USSD, the Exim Bank website, Exim Mobile App and bank cards. Customers will additionally receive cashback on each transaction, making everyday digital banking more rewarding. Every participating customer also stands a chance to win a trip to Lemala Wild Waters Lodge.

The campaign comes as customers prepare for the festive season, a period often characterised by increased shopping, travel and other financial commitments. By removing charges on online transactions, Exim Bank aims to make banking more convenient and accessible, allowing customers to carry out their transactions digitally without the additional cost of transaction fees, while enjoying cashback benefits and an exciting holiday reward.

Francis Mulero Kamya, Head of Personal and Business Banking at Exim Bank Uganda Ltd, said: “We recognise that convenience is an important part of the banking experience. E-ssanyu is designed to make it easier for our customers to transact digitally by removing charges on online transactions, while giving them additional value through cashback and the opportunity to win a trip to Lemala Wild Waters Lodge. As we approach the festive season, we want our customers to enjoy a banking experience that is convenient, rewarding and suited to their everyday needs.”

Beyond the festive season, E-ssanyu reflects the bank’s commitment to enhancing the customer experience through convenient digital banking solutions. By encouraging customers to use its digital channels, Exim Bank continues to promote flexible ways to access banking services while rewarding customers for their transactions.

The campaign invites customers to take advantage of ZERO-CHARGE online transactions throughout the festive period, enjoy cashback on every transaction and participate in the draw for a trip to Lemala Wild Waters Lodge.

Through E-ssanyu, Exim Bank Uganda is making digital banking more convenient and rewarding, giving customers another reason to embrace its online banking channels this festive season.

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By Prisca Wanyenya

The Ministry of Education and Sports has said the training of Pharmacy students at Mbarara University of Science and Technology (MUST) is lawful, contrary to a public notice by the Pharmaceutical Society of Uganda (PSU) that withheld recognition of the programme over staffing gaps.

The clarification was made by the Minister of State for Sports, Peter Ogwang, while issuing a statement on leadership and staffing in the Department of Pharmacy at MUST during plenary on October 28, 2026.

“The programme remains accredited by the National Council for Higher Education (NCHE). Pharmacy students at MUST and the general public are assured that the pharmacy programme at MUST is proceeding lawfully. There should be no alarm that present and future students may not practise their profession,” Ogwang said.

The Ministry argued that where two laws cover the same subject and conflict, the later law prevails where they are of equal rank.

“The Society cannot therefore override the decision of the National Council for Higher Education which is mandated to streamline the establishment, administration and standards of universities and to accredit academic and professional programmes,” Ogwang said.

“I wish to emphasise that the professional programme of pharmacy is not regulated in isolation of other programmes. The National Council for Higher Education regulates all academic and professional programmes.”

According to the Ministry, the Pharmacy and Drugs Act was enacted on June 15, 1971, while the Universities and Other Tertiary Institutions Act (UOTIA) commenced on April 6, 2001.

“Since the Universities and Other Tertiary Institutions Act is a specific law on regulation and accreditation of universities and was enacted in 2001, it takes precedence over the Pharmacy and Drugs Act in relation to pharmacy education and training,” Ogwang said.

MPs: Don’t Punish Students, Fix the Law

Dr. Samuel Opio (Kole North), a pharmacist, said Uganda’s pharmacy degree is globally respected, noting that many Ugandan-trained pharmacists practise in Europe and the US and that the head of WHO’s Drug Inspection Unit is a Ugandan pharmacist.

He warned, however, that the profession’s pride is threatened by a staffing crisis.

“Since 1986, the pharmacy profession has had only one professor, known as Professor Odoi, who retired 10 years ago. The next person to be elevated to that level was Dr. Patrick Ogwang, who invented COVIDEX, and he headed the Pharmacy Department at Mbarara University, but he resigned because he has been frustrated for many years,” Opio said.

He said the Minister’s report indicates 15 of 18 lecturers have PhDs, but many remain teaching assistants for years without promotion.

Dr. Opio called for urgent amendment of the NCHE Act to give the Council powers to enforce compliance, citing universities that admit three times their capacity, and for amendment of the Pharmacy and Drugs Act to empower PSU to monitor training.

Bruce Kabaasa (Rubanda West) said it is not the first time professional bodies have threatened to withdraw recognition, citing similar threats by the Uganda Veterinary Board and the Uganda Medical and Dental Practitioners Council to Makerere University over staff and facilities.

He called for harmonisation of the NCHE Act and Acts governing professional bodies.

Deputy Speaker Thomas Tayebwa asked whether the Attorney General could issue clear guidance on the overlaps. He said NCHE already includes professional bodies in accreditation teams, but they later conduct separate assessments.

Chief Opposition Whip Paul Mwiru proposed that the Law Reform Commission lead a review of all overlapping mandates, saying the Attorney General’s legal opinion to the Ministry had loopholes.

Emmanuel Ongiertho (Jinja Municipality) faulted MUST for failing to respond to PSU’s initial letter, while Harriet Obol (Obongi Woman MP) said students should not be casualties of inter-agency fights, noting that while NCHE accredits courses, it does not issue student numbers, recognise internships or conduct pre-registration exams – roles performed by PSU.

Ntungamo Municipality MP Gerald Karuhanga noted MUST’s reputation for producing top pharmacists, but expressed shock that the Department was headed in acting capacity by a non-pharmacist – a nurse by profession who later pursued Pharmacology and is a visiting lecturer at Harvard, Yale and other universities.

Background of the Row

The debate followed a matter raised by Deputy Speaker Tayebwa on October 20, 2026, on the status of the Bachelor of Pharmacy programme at MUST after PSU issued a public notice on its recognition.

PSU said it recalled recognition because the Department was headed in acting capacity by a non-pharmacist, contrary to the Pharmacy and Drugs Act, had inadequate staff, and had not advertised vacancies. The Society issued a 30-day show-cause notice, to which MUST did not respond within the period.

PSU also suspended issuance of student numbers, recognition of internship placements and eligibility to sit pre-internship and pre-registration exams for new graduates until compliance is restored.

Minister Ogwang said government is reviewing the Pharmacy and Drugs Act and that staffing concerns are being addressed. The university secured a wage bill from the Ministry of Finance and clearance from the Ministry of Public Service on October 14, 2026, to recruit and promote staff.

“Positions of Associate Professor and Senior Lecturers are going to be advertised in the coming weeks and a qualified person from among those appointed will take on the leadership of the department,” Ogwang said, adding that recruitment should be complete by December 2026.

In the interim, the university has appointed Dr. Jonas Tumusimire, a pharmacist, Senior Lecturer, Deputy Dean of the Faculty of Medicine and President of PSU, as Acting Head of Department for three months effective October 19, 2026.

“The department is therefore led once again by pharmacists whose expertise will be central to decisions on the design and delivery of the programme,” Ogwang said.

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MTN Uganda and the World Wide Fund for Nature (WWF) Uganda have announced the winners of the 2026 PachiPanda Innovation Challenge, the second edition of the youth-focused programme in Uganda.

The challenge supports young innovators, entrepreneurs and youth-led small and medium-sized enterprises to turn environmental challenges into practical, scalable and commercially viable solutions that create environmental, social and economic value.

Held under the theme “Nature Meets Innovation: Unlocking Africa’s Green Economy,” this year’s competition attracted more than 300 applications. Fifteen innovators and youth-led enterprises were shortlisted for the national finals and attended a bootcamp from 21 to 23 October, where they received business training and mentorship to strengthen their solutions and sharpen their pitches.

The overall winner, Garvin Billy Ssemyalo’s Agrosap, whose innovation focuses on water retention and ensuring that soil retains enough moisture to support crop growth throughout the planting period, will receive Shs 15 million.

The first runner-up, Arther Lule and Sharma Kemigisha’s Lutre Plastics, recognised for producing boards from recycled plastics, will receive Shs 10 million.

The second runner-up, Rhona Janet Atugonza’s Reyre Blocks Ltd, whose solution focuses on turning waste tyres into sustainable construction materials, addressing tyre burning and heavy reliance on sand, will receive Shs 5 million.

All three winners will represent Uganda at the Africa PachiPanda Challenge finale in South Africa in February 2027.

MTN Uganda Chief Executive Officer Sylvia Mulinge said the competition was intended to help young innovators turn environmental challenges into business opportunities.

“PachiPanda demonstrates what is possible when we bring together technology, sustainability and entrepreneurship. Environmental challenges can also be opportunities to build businesses, create jobs and improve livelihoods,” Mulinge said.

WWF Uganda Executive Director Ivan Tumuhimbise said the next step was to help the innovations move beyond the competition and deliver measurable benefits.

“Through PachiPanda, we are seeing innovators approach environmental challenges with creativity and an understanding of the opportunities that exist in the green economy. The next step is to help these solutions grow beyond the competition and deliver measurable benefits for communities and nature.’’ Tumuhimbise said.

The 2026 challenge is the second edition to be held in Uganda. The inaugural cohort, comprising FarmGate Digital, Kampala Buzzline and Bottle for Cash Eco-Drop, represented the country at the continental competition in South Africa earlier this year.

FarmGate Digital focuses on reducing post-harvest food losses through improved market information and coordination. Kampala Buzzline works to restore pollinator habitats through community conservation and digital mapping, while Bottle for Cash Eco-Drop uses smart collection bins and mobile-enabled rewards to encourage plastic collection and recycling.

One of Uganda’s previous finalists, Bottle for Cash Eco-Drop, also received the Bayobab Innovator’s Award at MTN Group level.

This year’s challenge focused on nature-based climate resilience, sustainable livelihoods and green enterprises, biodiversity and natural-resource conservation, and digital solutions for Africa’s green economy.

The initiative is part of MTN Uganda’s sustainability ambitions under Ambition 2030. The company says its partnership with WWF Uganda aims to support innovation that protects natural resources, strengthens communities and creates economic opportunities.

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Service Cops Limited is providing the technology backbone for Kwaata Sente, a digital lending solution launched in Kampala to expand access to short-term credit for eligible Airtel Money customers in Uganda.

The solution brings together Centenary Bank, Airtel Money, gnuGrid Technologies and Service Cops, combining banking, mobile money, digital credit assessment and loan management capabilities to deliver credit through mobile wallets.

Launched on Tuesday – September 27, Kwaata Sente allows eligible customers to apply for loans starting at Shs10,000, with approved funds deposited directly into their Airtel Money wallets. Access to credit is subject to eligibility checks, loan approval and individual borrowing limits.

Service Cops supports the solution through its Vantage Loan Management System (LMS), which facilitates loan processing, disbursement, repayment tracking and portfolio monitoring. The system provides the operational infrastructure needed to coordinate lending activities among the participating partners.

Under the arrangement, Centenary Bank provides the credit, Airtel Money serves as the distribution channel, and gnuGrid Technologies supports credit assessment through digital credit-scoring capabilities. Service Cops’ role is to provide the technology that manages the lending process from loan administration to repayment monitoring.

The partnership illustrates how financial institutions and technology companies are combining their capabilities to develop digital lending models that reach customers through established mobile money platforms. By reducing reliance on physical banking channels and conventional collateral, Kwaata Sente is designed to make short-term credit more accessible, subject to the product’s terms and approval requirements.

Speaking at the launch, Centenary Bank Managing Director Godfrey Byekwaso said the service would extend the bank’s reach beyond its existing customer base.

“You don’t have to be a Centenary Bank customer to access these services,” Byekwaso said.

His remarks highlighted the potential of partnerships between banks and mobile money operators to reach customers who may not have an established banking relationship but can access financial services through their mobile phones.

For Service Cops, the launch represents another application of its technology in the delivery of digital financial services. The company’s Vantage LMS supports different lending products, including personal and business loans, school fees financing, education loans and other embedded credit solutions.

Loan management technology is a key component of digital lending, enabling providers to coordinate loan applications, manage disbursements, track repayments and monitor portfolio performance. As more financial services move to digital channels, such systems help institutions administer credit products across multiple platforms and service providers.

Service Cops has pledged to continue investing in innovation to support the evolution of digital lending and financial services in Uganda. Through its role in Kwaata Sente, the company is positioning its loan management technology as part of the infrastructure connecting financial institutions with customers through digital distribution channels.

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Finance Minister Henry Musasizi has clarified that government’s borrowing, including the proposed €31.98 million loan for the Mbarara Regional Diagnostic and Oncology Centre, is part of the programmed borrowing for FY2026/27 and is already incorporated into the country’s debt projections.

Musasizi made the clarification while appearing before Parliament’s Committee on National Economy, which is scrutinising the proposed financing, including its implications for public debt, procurement conditions and project costs.

“All these loans we acquire within the year are already in our programmed borrowing. So, when we tell you the debt-to-GDP ratio is now at 54%, that projection includes the borrowings within the year,” said Musasizi, adding that the loan will have no additional impact on the numbers already given.

€33.5M Project, 0.347% Interest

The proposed project will cost €33.58 million, comprising a €31.98 million concessional loan from the Government of France and €1.6 million in counterpart funding from the Government of Uganda.

According to the financing brief presented to the committee, the loan has a maturity period of 25 years, including a 10-year grace period, at an annual interest rate of 0.347%.

The Minister said the financing is highly concessional, with the Ministry of Finance’s technical team putting the grant element at 52%, above the Ministry’s minimum requirement of 35%.

The project will involve constructing wards, clinical rooms, CT scanning rooms and supporting facilities, alongside procuring MRI and CT scanners and other specialised medical equipment and furniture. The proposed site is at the Kihumuro Campus of Mbarara University of Science and Technology, within five kilometres of Mbarara Regional Referral Hospital.

Government is expanding regional cancer services to bring specialised treatment closer to communities and ease pressure on the Uganda Cancer Institute (UCI) in Mulago.

In 2025, UCI received 8,764 new cancer patients, up from 4,194 in 2015, more than doubling over the decade. The institute recorded over 67,043 outpatient days and 90,732 inpatient days, with bed occupancy exceeding 200%. Its outpatient clinics attended to almost 278 patients daily.

The existing UCI service in Mbarara received 1,306 new cancer patients in 2025, serving patients from more than 18 districts in Western Uganda. The Mbarara centre is part of government’s wider expansion of regional oncology services, alongside centres in Gulu, Arua and Mbale, where construction commenced on June 1, 2026.

The post No Extra Debt Burden: Finance Minister Says €32M Mbarara Cancer Loan Already in Debt Plan appeared first on Business Focus.

Uganda could take a major step towards reducing its dependence on imported fertilisers following promising research by the National Agricultural Research Organisation (NARO) into a locally produced nitrogen fertilizer.

The innovation, known as Nano-Plasma Nitrogen fertiliser (NPN), has already recorded significantly higher maize yields than imported urea in early trials. The impressive performance also earned the innovation space in the globally-acclaimed scientific journal: Frontiers in Plant Science on September 10, 2026.

Dr. Swidiq Mugerwa, the NARO Deputy Director General in charge Research, revealed that the innovation uses solar energy, air, water and plant waste to produce a slow-release mineral fertiliser that could provide farmers with a more accessible and efficient source of crop nutrients.

The development comes at a time when low soil fertility, high agricultural input costs and declining crop productivity continue to constrain Uganda’s agricultural transformation and efforts to achieve food security.

Uganda imported 34,779 tonnes of nitrogen fertiliser annually, while spending US$34.8 million on nitrogen fertiliser imports in 2024, according to figures cited in the research. The country’s current fertiliser use also falls significantly short of the African Union’s Abuja Declaration target of at least 50 kilogrammes of fertiliser per hectare.

The cost of closing this gap through imports alone could be substantial, increasing pressure on foreign exchange and making fertilisers less affordable for farmers.

NARO’s research offers a potential alternative: harnessing locally available resources to manufacture nitrogen fertiliser within the country.

According to research findings as peer-reviewed and published in Frontiers in Plant Science, maize treated with NPN during trials achieved yields approximately 34 per cent and 85 per cent higher than those obtained using imported urea in the reported comparisons.

The researchers also estimated that plants absorbed about 83 per cent of the nitrogen supplied by the new fertiliser in a screenhouse experiment, suggesting the potential to improve nutrient-use efficiency and reduce fertiliser losses.

However, the results are preliminary. The research was conducted at one location, and additional trials across different farming environments are needed to establish the fertiliser’s performance under ordinary farm conditions.

The study was led by Stewart Kyebogola, with researchers from NARO, the University of Nairobi and other institutions contributing to the work.

“Our task now is to move from promising trial results to a fertiliser that farmers can use and afford,” said Dr Mugerwa, adding; “That means testing it on farmers’ fields while assessing production at a larger scale.”

Nitrogen is essential for plant growth, but crops cannot directly use atmospheric nitrogen in its natural form. Conventional fertiliser manufacturing converts nitrogen into compounds that plants can absorb, often through industrial processes that require substantial energy and natural gas.

NARO’s technology uses non-thermal plasma, an energised gas that helps transform nitrogen from the air into a plant-available fertiliser compound.

Solar energy powers the process, while water stabilises the resulting compound. Plant waste is used as a carrier material to regulate the release of nutrients. In the published study, banana peels provided the plant-based material, and the finished fertiliser was formed into pellets for application at planting.

The technology is designed to release nitrogen gradually as crops grow, potentially allowing plants to absorb more of the nutrients supplied.

Conventional fertilisers can lose a substantial proportion of their nutrients through leaching, volatilisation and other processes before crops absorb them. These losses reduce the economic returns farmers receive from their investment and can contribute to environmental pollution.

A slow-release fertiliser could help address this challenge by making nutrients available over a longer period. If competitively priced and validated under farm conditions, it could also reduce the need for repeated applications, lowering labour and transport costs for farmers.

The reported experiments used the same nitrogen application rate across fertiliser treatments, with a single application at planting. Further research will be necessary to establish the best application rates and schedules under different field conditions.

Beyond improving crop performance, the innovation could contribute to Uganda’s efforts to develop a domestic fertiliser manufacturing industry and reduce exposure to fluctuations in international markets.

The Nairobi Declaration on African Fertilizer and Soil Health, adopted in 2024, emphasises the importance of strengthening domestic fertiliser production and making better use of Africa’s resources to improve access to agricultural inputs.

NARO’s approach aligns with this ambition by exploring a production model based on locally available raw materials rather than exclusive reliance on imported inputs and conventional manufacturing processes.

The organisation is designing and evaluating an industrial-scale production plant to determine whether the technology can be scaled up to manufacture fertiliser reliably and in commercially viable quantities.

However, the availability of air, water and plant waste does not automatically guarantee a cheaper product. Equipment, energy requirements, processing, packaging and distribution will all influence the final cost to farmers.

A comprehensive assessment of production costs, commercial viability and long-term environmental performance will therefore be critical before large-scale deployment.

Dr Nassib Mugwanya, NARO’s Head of Partnerships, said the research could create opportunities for collaboration with private-sector manufacturers.

“This research presents an opportunity for NARO to partner with other industry players involved in fertilizer production to boost the fertilizer sector,” he said.

Such partnerships could support commercial production, technology transfer and the development of compound fertilisers combining nitrogen with other essential nutrients, including phosphorus.

A locally manufactured fertiliser that performs reliably, remains affordable and reduces nutrient losses could improve returns on investment, particularly for smallholder farmers who often struggle to access quality agricultural inputs.

Uganda’s dependence on imported agricultural inputs remains a challenge for agricultural productivity, household incomes and national food security.

Developing a viable local source of nitrogen fertiliser could help reduce that dependence while creating opportunities for investment in agricultural technology and manufacturing.

The research also demonstrates the potential of applying scientific innovation to locally available resources to address practical challenges facing farmers.

For NARO, the immediate priority is to move from promising experimental results to a product whose performance, affordability and safety have been established under real farming conditions.

If further trials confirm the initial findings and industrial production proves commercially viable, nano-plasma nitrogen fertiliser could become an important addition to Uganda’s agricultural input options.

For farmers, policymakers and potential investors, the key question is no longer simply whether nitrogen fertiliser can be produced locally, but whether it can be manufactured at scale, sold at an affordable price and consistently deliver better results in the field.

The answer could help shape Uganda’s future approach to fertiliser security, sustainable crop production and agricultural transformation.

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Serena Kigo, overlooking the tranquil waters of Lake Victoria, offered a fitting setting for dfcu Bank’s inaugural Report to Society 2025, unveiled on October 27. The surroundings reflected the environmental responsibility at the heart of the gathering, with glass water bottles used instead of plastic, reinforcing the importance of practical choices in protecting the environment.

Against this backdrop, dfcu Bank presented an account of its contribution to Uganda’s economic and social development, detailing how its financial services, enterprise development programmes and community partnerships have supported businesses, women entrepreneurs, healthcare and environmental conservation.

The report, launched at Serena Hotel Kigo in Kampala, is more than a record of activities. It is an attempt by the financial institution to measure its performance against a broader responsibility: how effectively it translates banking into opportunities for people, businesses and communities.

For an institution that has operated in Uganda since 1964, the publication also signals a shift towards making societal contribution more visible, measurable and open to public scrutiny.

Accountability Matters

Dr. Winifred Mary Tarinyeba Kiryabwire, Chairperson of the Board of Directors of dfcu Bank Limited, said the report was an important step towards strengthening accountability.

“For more than six decades, dfcu has been part of Uganda’s economic transformation, supporting businesses, expanding financial inclusion and creating opportunities for individuals and communities. We recognise that our responsibility extends beyond financial performance to the contribution we make to the society that sustains our business. Our inaugural Report to Society brings that responsibility into focus. It documents the impact of our work while reinforcing the importance of sound governance, transparent reporting and responsible decision-making,” she said.

Financing Businesses: 6,527 SMEs

One of the report’s key indicators is dfcu Bank’s financing of 6,527 small and medium-sized enterprises (SMEs) in 2025. The figure highlights the bank’s role in supporting businesses where access to appropriate financing can determine whether enterprises expand, employ more people or remain constrained.

However, access to finance alone may not be sufficient. Businesses also require technical skills, market connections and partnerships.

That is where dfcu Foundation comes in. Its transition from a Business Development Centre to dfcu Foundation in 2024 strengthened its focus on enterprise development, financial inclusion and sustainable economic growth.

Dr. James Ssemwanga, Chairperson of dfcu Foundation, said the Foundation concentrated on businesses in the “missing middle” – enterprises that had progressed beyond survival but still required support to scale.

“Uganda’s economic growth depends not only on helping businesses start, but also on enabling promising enterprises to become stronger, more productive and more resilient. Many businesses have the potential to grow, create jobs and support wider value chains, yet they need more than capital alone,” he said.

“Since 2018, dfcu Foundation has supported more than 4,000 enterprises and reached over 80,000 beneficiaries, the majority of whom are women and young people. In 2025, we facilitated approximately UGX38 billion in credit. Our ambition for 2025-2030 is to support more than 100,000 additional beneficiaries,” he explained.

The report cited UGX38.08 billion in financing facilitated through dfcu Foundation.

Women in Business: 80,000 Entrepreneurs

Women’s entrepreneurship is another prominent component. The Bank’s Women in Business programme has supported more than 80,000 women entrepreneurs, reflecting its efforts to widen women’s participation in economic activity.

The programme aligns with the Sustainable Development Goals (SDGs), particularly SDG 5 on gender equality, SDG 8 on decent work and economic growth, and SDG 10 on reduced inequalities.

Healthcare Access: 25,000 Ugandans

The report also records community health interventions that reached more than 25,000 Ugandans.

Through a three-year partnership with Rotary Uganda, dfcu Bank committed UGX1 billion to expand access to preventive healthcare through community medical camps.

The camps provide free outpatient consultations, diagnostic tests, medicines, dental and eye care, health education and referrals. They also screen for hypertension, diabetes, HIV, cancer and sickle cell disease.

Recent outreaches have included Jinja, Mbuya, Mutungo, Kasenyi Landing Site and Kamwokya.

Protecting the Environment: 62,000 Trees

Environmental stewardship formed another part of the report, with 62,000 trees planted or distributed in 2025.

Jimmy D. Mugerwa, Chairman of the Board of Directors of dfcu Limited, the holding company of dfcu Bank, framed sustainability as an obligation to future generations rather than a compliance exercise.

“Are the decisions being made today leaving a future for our children? If not, then these reports won’t matter. Sustainability is not a compliance exercise; it is more about the future we’re building for our children. We want to plant 5,000 trees, medical camps and more,” Mugerwa said.

The initiative aligns with SDG 13 on climate action and SDG 15 on life on land.

Beyond Financial Results

Mugerwa said the report represented an important milestone in the Group’s ambition to combine financial performance with responsible corporate citizenship.

“As the holding company, dfcu Limited provides strategic direction and oversight to the Group, with a responsibility to create sustainable value for our shareholders while contributing meaningfully to Uganda’s development. This report demonstrates how the work of dfcu Bank and dfcu Foundation has translated that responsibility into practical initiatives,” he said.

Helena Mayanja, Head of Corporate Affairs and Sustainability at dfcu Bank Limited, said the report brought the different dimensions of the Bank’s contribution together.

“The purpose of this report is to show what happens when finance opens doors, enables businesses to grow and creates opportunities that extend beyond the immediate customer relationship. Behind every figure are people, enterprises and communities whose progress matters,” she said.

The report provides a foundation for tracking these commitments more systematically. Its credibility will depend not only on the number of enterprises financed, beneficiaries reached or trees planted, but also on the clarity of its measurement methods and evidence of sustained outcomes.

The post Beyond Profits: Inside dfcu’s Impact Scorecard – 6,527 SMEs Financed, 80,000 Women Empowered, 62,000 Trees Planted appeared first on Business Focus.

Uganda Breweries Limited (UBL) has launched its Gift the Cheer of the Season festive gifting catalogue, introducing a multi-channel approach to seasonal shopping that combines curated gift options, phone ordering, delivery partnerships and its authorised distributor network.

The launch, held yesterday at CK House of Walker in Wandegeya, one of UBL’s key distributors in Kampala’s central business district, also marked the beginning of a series of customer appreciation activities as the company celebrates 80 years of business in Uganda. The event brought together the festive gifting initiative and UBL’s commitment to recognising the customers and trade partners who have contributed to its growth over the decades.

During the event, UBL recognised Christopher Kafure, owner of CK & Co. which operates House of Walker, with a certificate of appreciation presented by Felicite Nson, Managing Director UBL, in recognition of his contribution and longstanding partnership with the company.

The recognition forms part of UBL’s 80 Days of Appreciation, an initiative that will celebrate the customers, distributors and business partners who have helped shape the company’s journey. While Customer Service Week provided an opportunity to reflect on the importance of customer relationships, UBL’s appreciation activities will extend beyond the week, with the House of Walker recognition marking the start of the initiative.

“Celebrating 80 years in Uganda gives us an opportunity to reflect on the relationships that have sustained our business. Our distributors are a critical part of that journey. They help us bring our brands closer to consumers and ensure that our products are accessible across different markets,” said Felicite Nson. “House of Walker has been an important partner to UBL, and this recognition is our way of thanking him for the trust, consistency and commitment he has demonstrated over the years. We look forward to building on this partnership as we begin our next chapter.”

The Gift the Cheer of the Season catalogue is designed to make festive gifting more convenient by offering customers a curated selection of UBL’s leading brands, including Bell Lager, Johnnie Walker, Uganda Waragi, Smirnoff, Baileys and other favourites for the season. Customers can personalise eligible bottles with the name of the person they are gifting at no extra cost. Each personalised gift can also include a message card and gift bag. Customers in Greater Kampala and Entebbe can place delivery orders through UBL’s toll-free line, 0800-277-000, which is open from 8:00 a.m. to 6:00 p.m., Monday to Saturday.

Catherine Ndungu, Marketing Manager, UBL, said the initiative responds to the desire for convenient gifting options while keeping the focus on the relationships that make the festive season meaningful.

“The festive season is a time when people look for thoughtful ways to appreciate the people who matter to them. With Gift the Cheer of the Season, we are making it easier for customers to explore our gifting options and choose products for their celebrations and gifting occasions. By working through our distributor network and delivery partners, we are giving customers greater flexibility in how they shop,” said Ndungu.

By connecting its catalogue to established distribution channels, UBL is extending the shopping journey beyond the traditional point of sale. The model gives customers flexibility in how they place orders while maintaining the role of authorised distributors in bringing products closer to consumers. The catalogue will also feature seasonal offers, including selected discounts, weekly deals and gift packaging options.

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Uganda’s ambition to become a regional agricultural powerhouse extends far beyond increasing production.

The country’s long-term competitiveness depends on its ability to reduce post-harvest losses, strengthen food processing, improve logistics, connect farmers to reliable markets and build resilient agricultural businesses capable of competing across East Africa.

For nearly four decades, Aponye (U) Limited has been one of the companies at the centre of that transformation.

What began as a grain trading enterprise has evolved into one of Uganda’s largest agricultural value chain businesses, integrating grain aggregation, storage, processing, transport and distribution. Along the way, the company has created markets for thousands of smallholder farmers while supplying government institutions, humanitarian organisations and regional export markets.

Today, however, Aponye finds itself writing a new chapter.

Following the death of founder Apollo Nyegamehe and the brief uncertainty of the future of the company that followed.

Aponye is implementing a comprehensive recovery strategy centred on governance, operational excellence, market diversification and renewed stakeholder confidence.

The transformation is being driven jointly by Board of Directors chaired by Mr. Silajji Baguma Kanyesigye and a management team headed by Managing Director Annet Twebaze, who believe the company’s future will depend on creating a stronger, more resilient corporate firm.

A company with a national role

Uganda’s agricultural sector employs the majority of the country’s workforce, yet many farmers continue to face limited access to markets, inadequate storage infrastructure and significant post-harvest losses.

For years, Aponye has served as an important link between production and consumption by purchasing produce directly from farmers, transporting it to processing facilities, drying and cleaning grain, storing it safely and delivering it to major institutional buyers.

Baguma says this integrated model remains one of the company’s greatest strengths.

“We are the only entity in Uganda that has infrastructure for picking grain from the farmer, bringing it to the processing plant, processing it, storing it and delivering it to the big consumers,” he says.

That infrastructure has enabled the company to supply grains and legumes to government and UN organizations especially for their food relief operations as well as private beverage manufacturers for their raw ingredients. The company has similarly through its transport and logistics unit provided cross border transportation services to some of the country’s biggest exporters

Baguma believes this position gives Aponye a responsibility that extends beyond commercial success.

“As long as people are alive, they must eat,” he says. “The farmer cannot reach the consumer on their own. It is our duty to collect the produce, process it, preserve it and deliver it where it is needed.”

Governance as the foundation of recovery

When Baguma accepted the role of Board Chairman, Aponye was facing one of the most difficult periods in its history. Financial pressures had eroded stakeholder confidence, creditors were pursuing the company and its future appeared uncertain.

Drawing on more than three decades of experience in governance, finance and institutional leadership, Baguma says the board’s first responsibility has been to restore confidence by strengthening governance rather than interfering with day-to-day management.

“Our duty is to set policies and guide management so that they do the right thing. One of the things we are trying to do is rebuild the trust of Aponye with its clients so that when you promise A, you deliver A. When you promise B, you deliver B,” he says

For Baguma, trust is not simply a corporate value; it is a business strategy.

“My biggest trade is trust. That is the trust I am trying to build in Aponye so that people out there trust the products, trust what we promise and know we can deliver.”

He says rebuilding that confidence has already yielded results, with improved engagement with financiers, suppliers and development partners, alongside new commercial opportunities and strengthened government support.

A strategy built on stability

While the board provides strategic oversight, Managing Director Annet Twebaze is leading the operational transformation.

Having spent 14 years at Aponye, Twebaze brings institutional knowledge that few external executives could match.

“I have lived through the company’s best years and its most difficult ones,” she says. “The challenges the company has faced have developed my skills. I have developed my resilience.”

Rather than pursuing aggressive expansion immediately, Twebaze’s says the company is prioritising stability.

“Our vision for the next three to five years is stability first, then restored brand awareness and stakeholder relationships rebuilt on a firmer footing.”

That philosophy reflects a deliberate shift towards sustainable growth.

Instead of depending heavily on a handful of institutional buyers, Aponye is expanding into commercial markets while maintaining its traditional customer base.

“We also need to compete in the same space,” Twebaze says, referring to opportunities in broader commercial markets.

Diversifying revenue streams, she believes, will make the business more resilient to changing procurement cycles.

Strengthening governance and accountability

One of the most significant changes underway is the strengthening of internal systems.

Twebaze says Aponye’s experience demonstrated the risks of relying on informal business relationships.

“APONYE’s old way of trading ran on loyalty and personal trust rather than formal systems. Going forward, APONYE will trade with formal systems and formal stakeholder management,” she said

The new approach is expected to improve transparency, accountability and risk management while enhancing relationships with financiers, customers and suppliers.

Together with the board’s governance agenda, these reforms represent a broader institutional transformation.

Investing in Uganda’s food value chain

Beyond rebuilding the company, Aponye is positioning itself as a long-term partner in Uganda’s agro-industrailiastion and Government programs of transforming peasent farmers to commercial farmers.

Baguma believes the country’s greatest agricultural challenge is no longer production but what happens after harvest.

“Our biggest challenge has been managing post-harvest losses, taking the product to market and preserving what has been produced,” he says. “You can’t have food security if you don’t have proper post-harvest management and food preservation.”

Through grain aggregation, storage, processing and logistics, the company intends to continue reducing losses while improving quality throughout the agricultural value chain.

Baguma also believes supporting farmers with modern agricultural practices will improve productivity and competitiveness.

“We are trying to teach them modern methods of agriculture,” he says. “We have been working with organisations such as the Private Sector Foundation Uganda and others to train farmers and improve the quality of the products they supply.”

Financing remains a strategic priority

Despite Uganda’s enormous agricultural potential, Baguma argues that access to affordable financing remains one of the industry’s biggest constraints.

Commercial lending models, he says, are poorly suited to agriculture because they fail to account for seasonal production cycles, weather-related risks and delayed payments from institutional buyers.

“The financing given to agriculture is the same financing given to traders, and that financing is too costly. That’s what has been killing people who go into this business.”

He believes emerging partnerships with institutions such as the National Agricultural Marketing Company (NAMCO) offer opportunities to strengthen agricultural financing while opening new export markets for Ugandan produce.

Building a culture of performance

Internally, both leaders see organisational culture as central to the company’s long-term success.

Baguma says the board is focused on empowering management, strengthening leadership capacity and ensuring the company has the right people to execute its strategy.

Twebaze believes leadership begins with personal example.

“The title does not matter, but what you put in is what motivates your workers. If you’re telling your worker to be at work at 8am, are you yourself at work at 8am?” she says.

She acknowledges that recent operational challenges affected staff morale, making employee welfare, communication and renewed corporate social responsibility key elements of the company’s recovery strategy.

Rebuilding the brand

Although Aponye experienced business setbacks, Twebaze believes the company’s reputation remains one of its strongest assets.

“I found a company shaken but not broken,” she says. “Its brand value is still a place I will rely on.”

She says the company is investing in stronger communications, technology and stakeholder engagement to demonstrate that Aponye remains active, competitive and committed to serving Uganda’s agricultural sector.

Looking to the future

For both Baguma and Twebaze, Aponye’s recovery is about more than restoring profitability.

It is about preserving a strategic institution that supports thousands of farmers, contributes to food security and strengthens Uganda’s agricultural economy.

Baguma sees the company as an enduring national asset whose role extends well beyond the family that founded it.

“It is for the whole country and the region,” he says. “We want to change the narrative that the death of Apollo Nyegamehe does not mean the death of Aponye.”

Twebaze believes the next chapter will be defined by disciplined execution, stronger governance, better systems and renewed confidence among customers, employees and partners.

Aponye: Sustained by Partnership, Growing for Generations

The Aponye brand stands today as a proud symbol of resilience and shared vision. We extend our deepest appreciation to the Government of Uganda and all stakeholders whose patience, guidance, and systemic support have kept Aponye alive and thriving to this day.

From the farmers who provide the raw materials, to our dedicated employees who drive daily operations, to the financiers who have stood with us, and to our shareholders who continue to believe in our mission each has played a vital role in sustaining the Aponye story.

We particularly acknowledge the Government’s enabling environment and initiatives such as the Parish Development Model (PDM), which empower communities at the grassroots level. By aligning our growth with PDM principles, we ensure that the benefits of enterprise reach households, farmers, and local communities, reinforcing Uganda’s national development goals.

Looking ahead, we pledge to grow sustainably for generations to come. Our vision is anchored in responsible business practices, innovation, and inclusivity, ensuring that every stakeholder continues to benefit from the journey. With continued collaboration, we are confident that the Aponye brand will remain a beacon of Ugandan enterprise, built on trust, sustainability, and shared prosperity.

The post Rebuilding the Brand: Aponye Charts New Growth Strategy for Uganda’s Food Value Chain appeared first on Business Focus.

By Prisca Wanyenya

The Deputy Secretary to the Treasury, Patrick Ocailap, has defended government’s decision to double allowances for public servants, saying the circular is an old communique issued to guide Accounting Officers on budgeting for revised allowances.

His remarks came in a clarification issued by the Ministry of Finance on its social media platforms on October 27, 2026, following public backlash over the timing of the increase amidst the rising cost of living fuelled by high fuel prices and depreciation of the shilling.

“It is not a new circular issued in the middle of the financial year. You couldn’t do that. It cannot happen. That means a new circular, new allowances in the middle of the financial year. So absolutely, it is an ongoing circular done by the Permanent Secretary, Ministry of Public Service, but giving clarification to those programmes which are concluded after the financial year started,” Ocailap said.

According to the Ministry of Finance, the circular announcing the increment was earlier issued by the Ministry of Public Service and the new allowances are already in effect. The communication from the Ministry of Finance was intended to alert heads of government institutions to effect similar changes in new projects like the Public Investment and Asset Management for Growth and Resilience Operation (PIM Plus), the Resource Enhancement and Accountability Programme (REAP), the Uganda Intergovernmental Fiscal Transfers Program (UgIFT), and Funds Coordination for Global Fund Grants, whose negotiations had delayed.

He explained: “Besides alignment to the public service structure, besides being in the budget, they are equally subjected to the available cash limits which are issued every quarter. In this case, I had to clarify for those entities who are implementing those programmes which were negotiated past the financial year.”

It should be recalled that last week, a September 21, 2026 circular issued by the Deputy Secretary to the Treasury announced revised rates for duty facilitation allowances, wherein he wrote: “You should, therefore, rationalise all your planned activities and fit them within the available resources in FY2026/27. Secondly, you are advised to plan and budget with this new information for FY2027/28 onwards.”

MPs Question Timing

During debate on the State of the Economy at the October 27 plenary sitting, Karim Masaba, MP for Mbale Industrial Division, castigated government over the timing of the revision, yet the same government is asking citizens to be frugal.

“On the fiscal side, the Minister didn’t really address it much because he made a statement that government has cut down on expenditure. But I saw a document circulating, which I need him to confirm, with revised duty facilitation allowances for government workers, which I believe is not right at this moment as we are looking to scale down on our expenditure as a country,” Masaba said.

“So, if we are saving money, as you have stated, that you’ve released less by Shs3 trillion, where is that money going? Why don’t we look at revising the tax rates as well?”

Masaba’s remarks were in response to a statement by the Minister of for Finance, Henry Musasizi, in which he indicated that government will rationalise non-essential expenditure, including foreign and domestic travel, workshops and meetings, while protecting critical public services.

Musasizi said: “We will also strengthen expenditure discipline and cash management to reduce unnecessary liquidity pressures and moderate domestic borrowing requirements. Households should prioritise essential expenditure, conserve fuel and energy, and make informed purchasing decisions.”

New Rates

In the revised rates, the Vice President who has been earning UGX210,000 per night will now earn UGX500,000, while the Prime Minister’s rate will increase from UGX200,000 to UGX490,000, and Deputy Prime Ministers from UGX195,000 to UGX480,000.

For Ministers, rates have been revised from UGX190,000 to UGX475,000, while State Ministers’ rates have increased to UGX470,000 from UGX185,000, while RDCs will rise from UGX165,000 to UGX250,000.

Within the Judiciary, the Chief Justice’s allowance has increased from UGX195,000 to UGX480,000, while the Deputy Chief Justice is now earning UGX475,000 from UGX190,000, while the Principal Judge will now earn UGX470,000 up from UGX185,000.

The rates for Justices of the Supreme Court have been raised to UGX400,000 from UGX180,000, while Justices of the Court of Appeal will earn UGX350,000 from UGX175,000, and High Court Judges UGX300,000 per night from UGX170,000.

Local government leaders, the Inspector General of Government, Auditor General, Inspector General of Police, Commissioner General of Prisons, medical consultants, directors and ambassadors are among those to benefit.

The revision also covers international travel, where the Vice President’s per diem has been increased from $710 to $920, while the Prime Minister’s per diem has risen from $670 to $900, and that of Ministers and State Ministers to $850 and $820 respectively, up from $620 and $580.

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