SITA has launched a new electronic flight bag (EFB) application that integrates real-time weather intelligence with flight trajectory, airspace and airport information, giving pilots a more comprehensive picture of operating conditions throughout a flight.

The application, branded SITA eWAS+, builds on the Geneva-based aviation technology company’s existing eWAS platform, which has been used by more than 40,000 pilots across 60 airlines for more than 12 years.

The new application is designed to improve cockpit decision-making by consolidating information previously accessed through separate systems, helping flight crews assess changing conditions and make operational decisions more quickly.

One of its applications is helping pilots identify and respond to clear-air turbulence, which cannot be detected by conventional onboard weather radar. By combining weather intelligence with flight trajectory information, eWAS+ enables pilots to assess conditions along their route and consider adjustments before encountering them.

According to SITA, the application aggregates information from more than 10 certified weather providers and over 40 weather products covering turbulence, wind, icing and lightning. It presents the information through map-based and vertical flight profiles, providing what the company describes as four-dimensional operational awareness of how conditions are expected to develop along a flight path.

“Pilots have access to more data than ever before, but the time they have to make decisions in the cockpit hasn’t changed,” said Albert Dominguez, Head of Apps & Data at SITA for Aircraft.

“Pilots will always make the call, but technology needs to keep evolving to support them with the most crucial information. SITA eWAS+ is shaped by feedback from the airlines and pilots we work alongside, and we will keep developing it around the way they fly.”

The application also integrates with SITA OptiFlight, the company’s flight optimisation solution, allowing airlines using both platforms to assess fuel-saving recommendations against prevailing weather and operational conditions.

OptiFlight recommends adjustments to flight profiles to reduce fuel consumption and emissions. With these recommendations displayed alongside relevant weather and operational information, pilots can evaluate potential adjustments during climb, cruise and descent.

The integration addresses an operational consideration for airlines seeking to balance fuel efficiency with safety and changing flight conditions, particularly where adjustments to altitude, speed or flight profiles may affect fuel consumption.

SITA eWAS+ offers the same functionality and support across Apple’s iPadOS and Microsoft’s Windows platforms. Airlines can access it through private enterprise app stores or the public App Store.

Established more than 70 years ago, SITA works with more than 3,800 airports and airlines worldwide, providing technology solutions across air transport operations.

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United Airlines has opened a new concourse at Washington Dulles International Airport, adding 14 gates and upgraded passenger facilities as the carrier expands its international operations from its largest hub in the US capital region.

The 435,000-square-foot Concourse E, unveiled on November 9 in partnership with the Metropolitan Washington Airports Authority, is the first new concourse at Dulles in two decades.

The facility includes 14 gates, new dining and retail outlets, direct access to the airport’s AeroTrain transport system and a nearly 40,000-square-foot United Club lounge, among the largest airline club facilities in the Western Hemisphere.

The opening is part of a multi-year USD20 billion transformation of Dulles, covering new and modernised concourses, additional gates, improvements to the main terminal, expanded AeroTrain services and a new US Customs facility.

The investment comes as United increases capacity and adds international destinations from Dulles, where departures have grown by 30pc since 2022.

The airline has added six international destinations this year and announced two more long-haul routes for 2027, linking Washington with Toulouse in France and Milan in Italy.

United also plans to introduce its Airbus A321XLR aircraft on international services from Dulles to Amsterdam and Dublin in December, extending the aircraft’s deployment on transatlantic routes.

The developments are significant for the airline’s African network, which includes direct transatlantic services from Dulles to Cape Town, Accra and Lagos.

Although United has not announced any new African destinations or additional frequencies as part of the concourse opening, the additional gates and improved passenger facilities provide scope for the airport to accommodate growing international traffic.

Dulles is an important gateway for United’s long-haul network, connecting Washington with destinations across Europe, Africa and other international markets.

The latest investment also reflects the growing importance of airport infrastructure in supporting airline network expansion, particularly as carriers seek to increase capacity while improving passenger connections and the overall airport experience.

The USD20 billion Dulles transformation programme is expected to extend beyond Concourse E, with further terminal and airfield improvements intended to accommodate the airport’s longer-term growth.

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ICEA LION Insurance Uganda has committed UGX15 million towards the third Annual Human Resource Conference, using the platform to call for stronger employee protection as changing labour laws, workplace risks and evolving employment arrangements reshape employer obligations.

The two-day conference, organised by the Human Resource Managers Association of Uganda (HRMAU), takes place on November 11 and 12 at Serena Hotel in Kampala under the theme, “Law, Labour and the Future: A Policy Conversation on the Changing Workplace.”

ICEA LION is participating as a Gold Sponsor, with the UGX15 million contribution announced during a cheque handover at its head office at Rwenzori Courts on November 9.

The insurer’s participation comes amid growing scrutiny of how employers balance commercial objectives with their obligations to safeguard employee rights, wellbeing and financial security.

Ambrose Kibuuka, Chief Executive Officer of ICEA LION General Insurance, will participate in a CEO roundtable on November 11 examining whether purpose and profitability can coexist.

He argues that sustainable business performance depends on recognising employees as central to organisational success and positioning human resource management as a strategic function rather than an administrative department.

“Purpose and profitability should not be treated as competing priorities. A business cannot achieve sustainable growth by overlooking the people who deliver its results. Caring for employees must go hand in hand with sound business decisions, responsible leadership and a clear understanding of organisational performance,” he says.

Kibuuka says HR professionals have an increasingly important role in workforce planning, talent development, workplace risk management and building organisational cultures that support business performance.

Emmanuel Mwaka, Chief Executive Officer of ICEA LION Life Assurance, will participate in a fireside discussion on November 12 focusing on the implications of employment laws, data protection and changing work arrangements.

Mwaka says the Employment (Amendment) Act, 2026 reinforces the need for employers to treat employee protection as a legal obligation rather than a discretionary benefit.

“The Employment (Amendment) Act, 2026 is an important reminder that certain protections must not be treated as privileges that an employer may choose to extend or withdraw. They are rights and obligations that must be respected,” he says.

He argues that employee welfare should also extend beyond statutory workplace protections to include financial security against risks such as death, disability, critical illness and retirement.

Appropriate life assurance and other protection arrangements, he says, can help protect employees and their families against financial disruption, complementing rather than replacing statutory employment rights.

The conference also comes as businesses contend with technological change and shifting workforce expectations, increasing pressure on employers to attract and retain skilled employees.

Concepta Nambejja, Vice President of HRMAU, says human resource management is particularly important in the insurance industry, where technical expertise, integrity and customer relationships influence service delivery.

“Insurance is fundamentally a people-driven business. Behind every policy, claim and customer interaction are professionals whose knowledge, integrity and commitment determine the quality of service delivered,” she says.

She adds that investment in professional skills and adaptable teams will be critical as the industry adopts new technologies and responds to changing customer expectations.

The annual conference builds on two previous editions that examined employee experience, leadership, workforce transformation and the strategic contribution of human resource management to organisational growth.

The 2024 inaugural edition focused on employee experience and productivity, while the 2025 conference examined the role of HR in leading change, unlocking potential and sustaining growth.

This year’s discussions shift greater attention to the policy and regulatory environment governing employment, including the responsibilities of employers and the changing role of HR professionals.

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Stanbic Bank Uganda has alerted customers to a further tightening of over-the-counter (OTC) banking transactions from January 1, 2027, as the Bank of Uganda advances measures to reduce reliance on physical cash and paper-based payments.

In a customer notice, the bank outlines revised limits on interbank cheque transactions as well as daily and weekly ceilings on cash withdrawals at banking counters, giving customers just under two months to adjust their payment arrangements ahead of implementation.

Under the revised thresholds, individual customers will be allowed to withdraw a maximum of UGX50 million daily and UGX250 million weekly over the counter. Corporate and business accounts will have a daily ceiling of UGX500 million and a weekly limit of UGX2.5 billion.

The changes will also halve the existing interbank cheque limits across five currencies. The Uganda shilling ceiling will fall from UGX10 million to UGX5 million, while the US dollar limit drops from USD2,750 to USD1,375. The euro threshold will decline from €2,250 to €1,125, sterling from £2,200 to £1,100 and the Kenyan shilling limit from KSh300,000 to KSh150,000.

The revised thresholds form part of the Bank of Uganda’s broader effort to shift financial transactions away from physical cash and traditional cheque clearing towards electronic payment channels.

The policy places pressure on individuals and businesses accustomed to making large payments through bank counters or using interbank cheques, requiring them to increasingly rely on electronic alternatives.

Stanbic is advising customers holding existing cheques affected by the new limits to present them for payment before January 1, 2027. For higher-value payments and transfers, it recommends the use of the Real Time Gross Settlement (RTGS) system, its mobile application, internet banking, Business Online, Enterprise Online and FlexiPay.

The transition reflects a broader change in Uganda’s payments landscape, where mobile money and electronic bank transfers are increasingly displacing cash and paper-based instruments. For the central bank, reducing the cost, risks and inefficiencies associated with handling physical money is an important part of modernising the country’s financial infrastructure.

The notice makes it clear, the pace of transition is no longer optional and businesses and individuals, particularly those whose transactions remain heavily cash-dependent or whose trading partners have limited access to digital payment facilities must adapt early or suffer inconveniences.

The January 2027 changes represent another step in the progressive tightening of traditional counter-based transactions, with banks expected to guide customers towards alternative payment channels as the cash-lite agenda gathers momentum.

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The Nissan Patrol, one of the automotive industry’s longest-running nameplates, is marking 75 years, having evolved from a rugged utility vehicle into a premium sport utility vehicle (SUV) with a global following.

The company is producing a limited 75th Anniversary edition exclusively for the Middle East. Initially planned for 1,951 units, in reference to the year the model was introduced, the special edition is based on the flagship Platinum V6TT and features Copper Gold exterior accents, a Bordeaux interior and dedicated anniversary detailing.

The anniversary comes as Nissan looks to extend the model’s appeal with new editions for different markets. In the United States, the 2027 Nissan Armada will introduce an Armada Patrol PRO-4X trim, bringing the Patrol name back to American roads for the first time since 1969.

First introduced in Japan in 1951 as Nissan’s first four-wheel-drive vehicle, the Patrol has gone through seven generations, with more than two million units sold worldwide. It is currently available in 42 markets, including the Middle East, Australia, the United States and the Philippines.

The Patrol’s history is closely tied to its ability to handle demanding terrain. In its debut year, the original 4W60 climbed Japan’s Mount Fuji, while the second-generation 60 Series, introduced in 1960, helped take the nameplate into international markets. Its first major export shipment went to Colombia, followed by Australia and the United States in 1961.

The 4W-series utility vehicle is first to climb Mount Fuji, on a 91-hp engine

In Australia, the Patrol established an early reputation for endurance when it became the first motorised vehicle to cross the Simpson Desert, negotiating more than 1,100 sand dunes between the Northern Territory and Queensland in 12 days.

Its expansion also reached Africa. The third-generation Patrol 160, introduced in 1980, was offered in pickup and long-wheelbase wagon configurations in South Africa. In 1983, the model also became the first Nissan vehicle manufactured in Europe, rolling off the production line at the company’s Barcelona plant.

Over the decades, the Patrol moved beyond its original utility role. The third generation introduced five-door and seven-seat configurations, broadening its appeal to families, while subsequent models brought improvements in suspension, steering, comfort and onboard technology.

Its motorsport record helped reinforce its reputation. From 1983, the Patrol won the unmodified division of the Australian Off-Road Championship for 15 consecutive years. In 1987, a diesel-powered Patrol 160, popularly known as the Fanta Limon, finished in the overall top 10 of the Paris-Dakar Rally, becoming the first diesel-powered vehicle to achieve that distinction.

The fourth-generation Y60, launched in 1987, introduced coil-spring suspension and power steering, reflecting the growing emphasis on ride comfort alongside off-road performance. The fifth-generation Y61 followed in 1997 with a more refined body design, satellite navigation, a reverse camera and updated interiors.

The Y61 also demonstrated its long-distance credentials in 2007 when two Patrols completed the 15,000-mile Long Way Down expedition from John O’Groats in Scotland to Cape Town, South Africa, reportedly sustaining just one puncture along the journey.

The sixth-generation Y62, launched in 2010, marked another significant shift towards a more sophisticated SUV, with greater emphasis on comfort and technology. It subsequently set three Guinness World Records, including towing a 170.9-tonne aircraft for 50 metres in 2013, recording the fastest ascent of a 100-metre sand dune by a production vehicle in 2015 and assembling 180 Patrols for the world’s largest synchronised car dance in 2018.

In 2015, Nissan introduced the first Patrol NISMO, making it the first Nissan model in the Middle East to receive the company’s performance treatment. A year later, the Patrol’s American-market counterpart returned to the United States as the 2017 Nissan Armada, based on the Y62 platform and powered by a 390-horsepower, 5.6-litre V8 engine.

As part of  celebrations to mark the 75 anniversary, the Patrol name returns to the US on the Armada Patrol PRO-4X, the first since 1969-source

The current seventh generation was unveiled in Abu Dhabi in 2024, underlining the importance of the Middle East to the model’s continued development. It combines all-terrain capability with a more spacious interior, updated technology and a 3.5-litre twin-turbo V6 engine producing 425 horsepower and 700 Nm of torque.

Production of the latest Patrol and its US-market counterpart, the Armada, began at Nissan’s Shatai Kyushu plant in Japan in 2025.

Patrol – full lineup all generations

For Nissan, the anniversary is an opportunity to recognise a model that has retained its identity through substantial changes in automotive technology and customer expectations.

“Patrol is an important part of Nissan’s history and a vehicle that truly represents the heartbeat of our brand,” said Ivan Espinosa, Nissan’s president and chief executive.

He said the model had embodied the company’s spirit of adventure and engineering capability for 75 years, while continuing to evolve to meet the needs of customers in different markets.

From its origins as a Japanese four-wheel-drive workhorse to its present position in the global SUV market, the Patrol’s journey reflects the changing expectations of off-road vehicle buyers. Its appeal has broadened from utility and expedition work to family motoring and luxury, but its reputation remains anchored in the durability and all-terrain capability on which it was built.

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Limited access to affordable finance is slowing Uganda’s transition to mercury-free artisanal gold mining, leaving thousands of miners reliant on hazardous processing methods despite the availability of safer technologies.

Stakeholders at the planetGOLD Uganda Fourth Annual Stakeholders Meeting in Kampala said the high cost of acquiring processing equipment and upgrading mining operations was preventing small-scale miners from adopting alternatives to mercury, exposing workers and surrounding communities to health and environmental risks.

Uganda’s artisanal and small-scale gold mining sector supports an estimated 70,000 miners, many of whom depend on the activity for their livelihoods. However, widespread informality, inadequate equipment and limited access to credit continue to constrain efforts to improve productivity, safety and environmental compliance.

The financing challenge is particularly significant because the transition requires more than replacing mercury with alternative processing methods. Miners also need capital to acquire equipment, improve operations, develop commercially viable enterprises and formalise their businesses.

Bob Paul Lusembo, Equity Bank’s Head of Micro Business, said financing interventions needed to address the wider mining value chain rather than rely exclusively on conventional lending.

“If we are to ensure a safe and sustainable mining industry that contributes to the development of this country, we need to finance the entire value chain,” he said.

Lusembo called for financing to be accompanied by financial literacy, support for equipment acquisition and assistance to mining enterprises seeking to formalise their operations.

Bob Paul Lusembo, Head of Micro Business at Equity bank speaking during the planetGOLD Uganda Fourth Annual Stakeholders Meeting in Kampala

The meeting also heard personal accounts illustrating the consequences of continued mercury exposure, including testimony from a miner who reported long-term health effects associated with the substance.

Mercury can cause serious neurological damage and contaminate water sources and ecosystems. Its continued use presents a challenge to Uganda’s efforts to make small-scale mining safer and more environmentally sustainable. Uganda’s mining regulatory framework also prohibits its use.

Representing the National Environment Management Authority (NEMA), Dr John Ekure urged miners and other stakeholders to place human health and environmental protection ahead of short-term economic returns.

Magara Siraje, Extractive Industries Coordinator at Oxfam Uganda, said responsible mineral exploitation could contribute to export growth, but would require better access to financial services and technical support for small-scale operators.

The discussions pointed to a structural challenge in Uganda’s gold sector where mercury-free technologies offer a pathway towards safer production, but their adoption depends on whether miners operating largely outside formal financial systems can afford the transition.

Stakeholders called for closer collaboration between government agencies, financial institutions, development partners and mining communities, identifying access to finance and the formalisation of mining groups as critical to accelerating the shift.

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Artificial intelligence could add USD899 million to Uganda’s GDP over the next decade, but the country’s ability to capture the opportunity will depend on addressing gaps in electricity, internet access and digital skills, a new Commonwealth study has found.

The Ayre Index, produced by the Ayre Think Tank, ranks Uganda 23rd among 56 Commonwealth countries for youth AI readiness, with a score of 47 out of 100, below the study’s benchmark of 53.

The research identifies Uganda’s entrepreneurial youth population as a potential driver of AI-led economic growth, while highlighting infrastructure and affordability constraints that could limit their participation in the emerging technology economy.

Using scenarios developed by the International Monetary Fund, researchers estimate that AI could increase the level of Uganda’s GDP by USD899 million after ten years under a moderate adoption scenario. The projected gain ranges from USD434 million under a conservative scenario to USD1.364 billion under an optimistic outlook.

Uganda has an estimated 13.4 million people aged 15 to 29, many of whom are already engaged in entrepreneurship. The study found that 41.9 per cent of young people aged 18 to 29 were starting or running new businesses, while 20.6 per cent owned established businesses.

AI could help these enterprises reach wider markets, reduce operating costs and improve productivity, potentially translating into higher incomes and employment.

However, the country faces significant barriers to wider adoption. Electricity access stands at 55.3 per cent of the population, fewer than half of young people report using the internet, while high mobile-data costs continue to constrain access among lower-income households.

Uganda scored 47.0 in the index, placing it just behind Kenya in 22nd position but ahead of Tanzania in 25th and Rwanda in 47th. The study drew on 1,128 research sources to assess the conditions shaping AI opportunities for approximately 732 million young people across the Commonwealth.

There are emerging efforts to bridge the skills gap. In July 2026, 83 young innovators joined a government-backed entrepreneurship programme intended to develop technology-based businesses, while another 144 graduated from an UN-supported digital skills initiative covering artificial intelligence, software development and cybersecurity.

The researchers nevertheless identify gaps in evidence on how young Ugandans are using AI and their level of competence in the technology. A 2026 survey involving 609 volunteers indicated growing adoption, but available data was insufficient to assess the country’s digital and AI skills adequately.

The study identifies affordable and reliable technology access, practical skills development, stronger links between training and employment, locally relevant AI tools and safeguards around automated decision-making as priorities for governments and development partners.

Calvin Ayre, founder of the Ayre Think Tank, said the index was intended to help governments identify gaps in their readiness for AI and determine where investment would have the greatest impact.

The findings suggest that Uganda’s potential AI dividend will depend less on the availability of the technology itself than on whether young entrepreneurs can access the infrastructure, skills and tools needed to put it to productive use.

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Equity Group Holdings invested UGX3.10 trillion (USD771 million) in social impact and sustainability initiatives across its regional markets in 2025, with sustainable finance accounting for UGX809.12 billion (USD201 million) of the total.

The figures are contained in the Group’s 2025 Sustainability Report released on November 5, which also details lending to small businesses, agricultural financing, climate-related investments and social protection programmes across its seven banking markets.

The Group recorded more than 47,000 climate-related financing transactions during the year, distributed 75,855 clean-energy products and planted 9.1 million trees, bringing its cumulative tree-planting total to 44.6 million.

Enterprise financing remained a major component of its interventions, with UGX12.57 trillion (USD3.11 billion) disbursed to micro, small and medium-sized enterprises (MSMEs). The Group also trained 962,924 entrepreneurs, while its local suppliers accounted for 90pc of procurement expenditure, valued at UGX1.48 trillion.

Social protection programmes reached 5.94 million people through cash transfers amounting to UGX5.40 trillion (USD1.34 billion). The report also records UGX1.80 billion in loans extended to 115 refugees, alongside business training for 772 refugees.

Agriculture was another significant area of intervention, with 622,525 small and medium-sized farmers reached through climate-smart financing, capacity building and value-chain support.

Education and skills development programmes supported 60,009 scholarship beneficiaries, including university and technical and vocational education students. The Group also facilitated 9,772 paid internships, while its technology apprenticeship programme secured employment for 415 innovators.

In healthcare, Equity Afya, the Group’s medical franchise network, operated 150 outpatient centres in Kenya and the Democratic Republic of Congo, recording more than 4.62 million cumulative patient visits.

Gift Shoko, Managing Director and Chief Executive Officer of Equity Bank Uganda, said the Group’s sustainability framework provides a platform for connecting financial performance with enterprise development and community needs in individual markets.

In Uganda, he said, the bank was focusing on supporting business growth, widening access to financial services and incorporating environmental and social considerations into financing decisions.

Group Managing Director and Chief Executive Officer James Mwangi said the investments reflected the relationship between commercial performance and sustainable development, with a stronger business providing greater capacity to finance enterprises and community initiatives.

The report also details the Group’s environmental risk management measures, including screening proposed lending for environmental and social risks, climate scenario analysis and stress testing. It is strengthening its sustainability disclosures in preparation for implementing IFRS S1 and IFRS S2 reporting standards.

Alongside the sustainability report, Equity Bank Kenya published its inaugural Sustainable Development Impact Disclosure, setting targets for the composition of its loan book by 2030. These include allocating 65pc of lending to MSMEs, 30pc to food and agriculture and 15pc to manufacturing.

The Kenyan subsidiary’s MSME lending share stood at 56.6pc in 2025, up from 50.1pc in 2023, while lending to women increased to 23.9pc from 18pc over the same period.

Equity Group operates banking subsidiaries in Kenya, Uganda, Tanzania, Rwanda, South Sudan and the Democratic Republic of Congo, with a representative office in Ethiopia.

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Uganda’s growing footprint in organic agriculture offers an opportunity to tap into expanding global demand for healthier food, but converting that potential into a competitive export industry will require investment in farmer education, standards compliance and market infrastructure, Agriculture Minister Frank Tumwebaze has said.

Speaking on November 4, at the opening of the fifth National Organic Week and the inaugural Organic and Nature Expo Africa 2026 in Kampala, Tumwebaze said Uganda had established a significant production base, with 930,000 hectares under organic production and approximately 740,000 farmers engaged in the practice.

However, he cautioned that expanding the sector would require more than legislation and regulatory enforcement, arguing that farmers and extension workers needed a deeper understanding of the principles and purpose of organic agriculture.

“The law alone will neither fix compliance nor scale up the sector. What is needed is people having an all-round understanding and appreciation of the benefits of organic farming,” Tumwebaze said.

He advocated a culture of voluntary compliance, supported by informed producers and consumers who understand the benefits of organic production and demand credible standards in the marketplace.

The minister called for deliberate efforts to increase the number of farmers participating in organic agriculture and expand the acreage under production. He also urged the sector to develop a stronger domestic supply of organic agricultural inputs, including pesticides, fertilisers and soil modifiers, to support a more self-sustaining production system.

Tumwebaze said the conversation on organic agriculture needed to move beyond policy forums and reach farmers through extension services and agricultural training institutions.

Speaking at the same event, Odrek Rwabwogo, chairman of the Presidential Advisory Committee on Exports and Industrial Development (PACEID), said Uganda was well positioned to benefit from two major forces driving the growth of organic food consumption globally: increasing health consciousness and consumers’ willingness to pay for products that offer value.

He identified health as the first major market driver, pointing to the growing burden of lifestyle-related diseases and the increasing recognition of nutrition as part of preventive healthcare.

“The market for organic food is driven by two incentives. The first is the health incentive because without healthy food, the rest of the things about the human body don’t work,” Rwabwogo said.

Citing an estimated 830 million people living with diabetes globally, he argued that the economic burden of treating the disease was strengthening the case for greater investment in healthier food systems.

He estimated that global spending on diabetes treatment had approached USD1.1 trillion in the previous year, arguing that the cost of pharmaceuticals, healthcare infrastructure and insurance made preventive nutrition an increasingly important consideration.

For organic producers, he said, this presented an opportunity to position their products within a growing market for food associated with healthier diets.

Rwabwogo cited the United States as a major market, accounting for an estimated USD440 billion in organic consumption, while annual demand for organic food in Africa was estimated at about USD10 billion.

He said Uganda and NOGAMU were therefore operating in a market with considerable growth potential, but would need to organise production and trade around identifiable consumer needs rather than simply increasing output.

The second driver, he said, was the price incentive, with consumers increasingly prepared to pay for products that deliver value for money.

“The second incentive is the price incentive. People come to you because you offer value for money. We need to stop blind trade, answer to market needs and comply with the standards of that market,” he said.

Rwabwogo urged NOGAMU to build partnerships beyond the traditional organic farming community and bring together stakeholders across the value chain, including processors, exporters, financiers and logistics providers.

He argued that Uganda’s competitiveness would depend not only on the quality of its agricultural products but also on the cost and reliability of getting them to market.

Among the priorities he identified were improved transport systems to lower export logistics costs, access to affordable credit for businesses in the sector, stronger market intelligence and investment in infrastructure connecting producers to domestic, regional and international buyers.

He cited historical spending on organic food in Europe and the United States as evidence of the commercial opportunity, noting that Europe had been spending approximately €58 billion annually and the United States between USD23 billion and USD25 billion three years earlier, while African consumption was also expanding.

For Uganda, he said, the task was to move from production potential to organised trade, with compliance and competitiveness treated as central elements of the business.

NOGAMU chief executive Chariton Namuwoza said building that competitiveness required sustained investment in the capacity of farmers and agribusinesses to meet certification requirements and international market standards.

He said NOGAMU was working to prepare producers and businesses for certification by helping them understand applicable standards and navigate the processes required to demonstrate compliance.

The emphasis is particularly relevant as export markets, notably the European Union, continue to place greater demands on agricultural suppliers regarding traceability, production records and documentation.

For smallholder farmers, who form a substantial part of Uganda’s agricultural production base, meeting these requirements is a tall order that requires systems for documenting production, maintaining records, demonstrating compliance and organising farmers into reliable supply arrangements.

Namuwoza also stressed that organic agriculture should not be viewed narrowly as a niche food market or an export opportunity, but as an investment in environmental protection, food safety and the long-term resilience of agricultural systems.

“Organic agriculture isn’t just about farming. It’s about protecting our future,” he said.

A key demand from NOGAMU during the symposium was the implementation of Uganda’s National Organic Agriculture Policy and the integration of organic agriculture into major government development programmes, particularly the Parish Development Model and the forthcoming Fourth National Development Plan.

Such integration would give organic producers a stronger institutional framework and potentially extend the reach of training, financing and agricultural extension services to more farmers.

The symposium also witnessed the co-launch of the Kilimohai Agroecology Blue Mark, an initiative intended to strengthen the identification, verification and market recognition of sustainable and regenerative agricultural products from Uganda.

The mark is expected to provide greater assurance of production standards and sustainability credentials, helping Ugandan products establish a stronger identity in regional and international markets.

The four-day National Organic Week and the inaugural Africa Organic and Nature Expo 2026, held under the theme Organic and Regenerative Innovations: Africa Africa’s Competitive Edge, brings together farmers, processors, exporters, investors, policymakers, academics and agricultural innovators to showcase products, exchange knowledge and explore commercial opportunities.

With an established farmer base and a sizeable area already under organic production, Uganda is the world’s second largest organic producer after India and the top African producer. According to statistics compiled by NOGAMU, the country had 744,288 certified organic farmers in 2025 while earnings from exports of organic foods reached USD225.7 million.

The figures place Uganda as Africa’s largest country by area under certified organic farmland and the world’s second largest organic agriculture producers after India, strengthening its position in a market increasingly shaped by demand for sustainably produced food and agricultural products

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The Emirates Group remained profitable through six months of regional conflict and sharply higher fuel costs, reporting a half-year profit before tax of AED4.1 billion (USD1.1 billion) for the six months ended September 30, 2026. But earnings were 66pc down on the previous year.

The Dubai-based aviation group attributed its resilience to sustained travel demand, a strong cargo contribution and its ability to draw on substantial cash reserves as airspace restrictions and operational disruptions across the Gulf affected its business.

Group revenue declined 12pc to AED66.2 billion (USD18 billion), from AED75.4 billion a year earlier, while profit after tax fell to AED3.6 billion (USD1 billion). The group ended September with cash reserves of AED54.1 billion (USD14.7 billion), providing a buffer against continued market volatility.

Emirates airline accounted for the bulk of earnings, recording a profit before tax of AED3.7 billion (USD1 billion), down 68pc, on revenue of AED56.9 billion (USD15.5 billion), which declined 13pc.

The airline’s operations were constrained by intermittent airspace restrictions and travel advisories, leaving it operating 91pc of its pre-disruption network by the end of September. Passenger numbers fell 22pc to 21.8 million, while passenger seat occupancy declined to 72pc, from 79.5pc a year earlier.

Fuel costs were a major pressure point, rising 60pc before hedging despite a 12pc reduction in fuel uplift. Gains of AED7.1 billion from fuel price risk management helped contain the net increase in fuel costs to 13pc.

Cargo provided an important counterweight with Emirates SkyCargo transporting 1.2 million tonnes, broadly unchanged from the previous year, but cargo revenue increased 52pc as reduced regional airfreight capacity and disruptions to maritime transport pushed more shippers towards air cargo.

The group’s ground handling and travel services subsidiary, dnata, recorded a 51pc decline in profit before tax to AED410 million (USD112 million), while revenue fell 7pc to AED11 billion (USD3 billion). Its international operations helped cushion weaker activity in the UAE and wider Gulf market.

Group chairman and chief executive Sheikh Ahmed bin Saeed Al Maktoum said sustained customer demand and cargo performance had helped preserve profitability despite the regional disruption and a doubling of global jet fuel prices against the comparable period.

Despite the weaker earnings, Emirates continued investing in fleet renewal and infrastructure, taking delivery of nine A350 aircraft, refurbishing 12 aircraft and expanding its Starlink-equipped fleet to 57 aircraft. It also maintained progress on a USD5.1 billion engineering and maintenance facility at Al Maktoum International Airport.

The group’s cash position, although down from AED59.6 billion at the end of March, remained substantial after meeting operational requirements, aircraft pre-delivery payments, debt obligations and a further AED2 billion dividend payment to its owner, the Investment Corporation of Dubai.

Emirates said it would enter the second half of its financial year with cautious optimism, keeping a close watch on fuel costs and geopolitical developments while continuing its investment programme.

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