The East African Community’s push to harmonise pest inspection procedures for major agricultural commodities may appear highly technical, but behind the scientific terminology lies a potentially significant shift in how agricultural trade is conducted across the region.

From May 26–29, a multidisciplinary Technical Working Group convened in Kampala for an intensive technical write-shop to finalize new Pest Risk Analysis (PRA) frameworks and Standard Operating Procedures (SOPs) for soybeans, groundnuts, pineapples and avocados. If adopted later this month, the measures could help eliminate inconsistent phytosanitary inspections at border points—one of the most persistent barriers to intra-East African trade.

The initiative comes at a time when East African governments are seeking to deepen regional integration while simultaneously protecting their agricultural sectors from destructive pests and diseases that can spread through cross-border trade.

According to David Wafula, the East African Community’s Comprehensive Africa Agriculture Development Programme (CAADP) Coordinator, the challenge is finding the right balance between facilitating commerce and safeguarding agricultural production.

“Sixty-five percent of all trade in the EAC comprises agricultural commodities that are highly consumed and traded within the region,” Wafula said on the sidelines of the write-shop.

“The goal is to come up with harmonised Pest Risk Analysis procedures that can be used for inspections at borders, particularly at one-stop border posts, so that plant inspectors can apply the same tools when clearing consignments from one country to another.”

His remarks highlight a fundamental problem that has long frustrated traders. While the EAC operates as a common market, plant health inspections often vary from one country to another, resulting in delays, repeated inspections and uncertainty for exporters. The consequences can be particularly severe for perishable products.

At major border crossings such as Namanga between Kenya and Tanzania, trucks carrying agricultural products can spend hours, and sometimes an entire day, awaiting clearance.

Wafula believes harmonisation could dramatically reduce those delays.

“At the Namanga border between Tanzania and Kenya, about 350 trucks cross daily. Because there are currently no harmonised inspection procedures, a truck can remain at the border for an entire day. With harmonised procedures, we expect this to come down to around two hours,” he said.

For exporters of avocados and pineapples, such improvements could mean lower transport costs, reduced spoilage and greater competitiveness in regional markets.

The EAC’s phytosanitary framework is rooted in the recognition that increased movement of agricultural commodities also creates opportunities for pests and diseases to spread across borders.

“As much as we want to facilitate free trade, we do not want situations where harmful pests are moved from one country to another,” Wafula explained. “We want trade that is safe and that protects our agricultural economies and environments.”

That emphasis on science-based regulation has shaped the work of the EAC Technical Working Group on Pest Risk Analysis, which brings together specialists from multiple disciplines.

Ephrance Tumuboine, Uganda’s Assistant Commissioner for Phytosanitary and Quarantine Services and chairperson of the regional technical working group, says the exercise has required expertise far beyond routine border inspections.

“This Technical Working Group is looking at different pests and diseases. Some are viruses, some are insects and others are fungi,” she said.

“We have experts in entomology, plant pathology and virology working together. When we validate the information, we bring together these specialists as well as policy experts because after the technical work is completed, it must be translated into policy that can be implemented.”

The significance of that scientific approach extends beyond border posts. Tumuboine argues that farmers themselves stand to benefit from clearer guidance on pest prevention and management.

“When we analyse risks and identify what can be done to prevent them, farmers benefit because they know they need to plant clean, pest-free materials. That helps maximise production,” she said.

The harmonisation effort is also expected to improve transparency in agricultural trade by reducing discretionary decision-making at border points.

“Once requirements are harmonised and made available online, exporters will know exactly what is expected before the consignment reaches the border,” Tumuboine noted.

“This reduces unnecessary interaction with inspectors and eliminates opportunities for exploitation. You have smoother trade flows, improved food security and better livelihoods.”

The initiative is closely aligned with international trade rules governing plant health measures.

Dr Joab Tugume, a Senior Agricultural Inspector in Uganda’s National Plant Protection Organisation and a member of the EAC technical working group, says the objective is not to create new barriers but to ensure that restrictions are scientifically justified.

“This is about safe trade within the EAC,” Tugume said. “According to the World Trade Organisation and the International Plant Protection Convention, you cannot regulate a pest that already exists in your country because that would become a technical barrier to trade.”

That principle has important implications for intra-regional commerce. Countries participating in the exercise were required to identify which pests already exist within their territories and which constitute genuine quarantine threats.

“Once this initiative is implemented, we can safely trade within the East African region because there will be less unnecessary regulation,” Tugume explained.

“You may find that after the analysis, a country that was regulating three or five pests is left regulating only one or none. That means trade becomes much smoother among partner states.”

The process  of developing the harmonised PRA and SOPs has benefited from support by the Association for Strengthening Agricultural Research in Eastern and Central Africa (ASARECA), which helped provide scientific evidence and facilitate regional consensus.

Julian Barungi, ASARECA’s Programme Officer for Policy, sees the exercise as laying the foundation for more predictable agricultural trade.

“The harmonisation of the PRA frameworks and SOPs will create an enabling environment for managing pests while guiding the enforcement of phytosanitary standards in cross-border trade,” Barungi said.

“These procedures will become the reference tools used by inspectors at border points to ensure trade is safe while preventing economic losses and environmental damage caused by harmful pests.”

Beyond the EAC, the reforms could also strengthen the region’s readiness for wider continental trade under the African Continental Free Trade Area.

“We want to encourage intra-EAC trade without the risk of phytosanitary issues,” Barungi added. “If our commodities can move smoothly within the region, they will also be better positioned to access wider continental markets.”

For ASARECA Executive Director Sylvester Dickson Baguma, the completion of the harmonised frameworks represents a milestone in the evolution of regional agricultural trade policy.

“By establishing unified and practical inspection guidelines, we are helping reduce phytosanitary trade barriers, prevent the spread of transboundary pests and diseases, and facilitate seamless cross-border trade,” Baguma said.

His assessment captures the broader significance of the initiative.

At one level, the exercise is about pests, inspections and border procedures. At another, it reflects a deeper effort to build trust among EAC partner states through common standards grounded in science rather than administrative discretion.

For a region where agriculture remains the backbone of livelihoods and intra-regional commerce, that could prove just as important as the faster border crossings the new rules promise to deliver.

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Africa’s airlines are expected to carry more passengers than ever before in 2026, but many carriers may find themselves earning less from the boom as soaring fuel prices and geopolitical disruptions squeeze already thin profit margins.

A new financial outlook released by the International Air Transport Association (IATA) at the start of its Annual General Meeting and World Air Transport Summit in Rio de Janeiro today paints a picture of an African aviation sector caught between opportunity and vulnerability.

The region is projected to record one of the world’s fastest passenger traffic growth rates at 10 percent in 2026, outpacing global demand growth and building on the 9.8 percent expansion recorded in 2025.

Yet despite the strong demand, African airlines are expected to collectively earn just USD100 million in net profit this year, down sharply from USD300 million last year. Net profit margins are forecast to collapse from 1.6 percent to just 0.2 percent, leaving airlines with an average profit of only 40 cents per passenger.

The deterioration reflects a broader crisis facing the global airline industry, where profitability is expected to be cut in half despite continued growth in passenger demand.

“War-related disruptions in the Middle East and rising fuel costs have shifted the outlook for airlines for the worse,” said Willie Walsh, IATA’s Director General. “Globally, airlines are expected to see profitability halve compared to 2025. Profits will shrink from USD45 billion in 2025 to USD23 billion this year. And margins will shrink from 4.2pc to 2.0pc.”

Walsh said airlines worldwide are struggling to absorb a rapid 70 percent increase in jet fuel prices, with smaller carriers particularly exposed.

“All airline bottom lines are suffering from the rapid 70pc rise in jet fuel prices. Some of the additional cost is being recuperated by adjusting prices and improving efficiency, but it will not be sufficient to maintain profitability at the previous year’s level. Smaller carriers that started the year with weak balance sheets are certainly struggling,” he said.

For Africa’s airlines, many of which entered the year with limited financial buffers and constrained access to capital, the warning is especially significant. While the region’s hub carriers are benefiting from shifting traffic flows caused by disruptions in the Middle East, rising costs are eroding much of the financial upside.

The figures highlight a growing paradox confronting African aviation; traffic is growing rapidly, but profitability remains elusive.

According to IATA, part of the growth is being driven by the conflict in the Middle East, which has disrupted traditional global traffic flows and prompted airlines and passengers to seek alternative routings.

Africa’s major hub carriers are among the beneficiaries. Airlines operating through strategic hubs in cities such as Addis Ababa, Nairobi and Casablanca are attracting additional traffic connecting Europe, Asia and Africa as some travellers avoid the Middle East.

However, the gains are unlikely to be distributed evenly across the continent.

“Any gains are likely to be concentrated among the limited number of hub carriers with established connectivity linking Africa to Europe and Asia,” IATA noted in its outlook.

For many smaller African airlines, the global aviation crisis is exposing long-standing structural weaknesses rather than creating new opportunities.

The most immediate challenge is fuel. Globally, airlines are grappling with a nearly 70 percent increase in jet fuel prices, driven by war-related disruptions and tighter supply conditions. Fuel is expected to account for more than 31 percent of airline operating costs this year, up from 25 percent in 2025.

Unlike larger airlines in Europe and North America that often hedge fuel purchases or benefit from stronger balance sheets, many African operators have limited financial buffers. Several also face higher fuel procurement costs due to fragmented supply chains and smaller purchasing volumes.

As a result, rising revenues from higher passenger numbers are being offset by escalating operating expenses.

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Nile Breweries Limited (NBL) has launched a nationwide initiative to equip more than 1,500 retailers with business, financial and digital skills, in a move aimed at strengthening Uganda’s retail sector and expanding financial inclusion among small business owners.

The programme, dubbed Growing Retailers Innovatively Together (GRIT), will provide training to bar owners, managers and stockists across the country, focusing on financial management, stock control, sales and marketing, responsible retailing, digital adoption and long-term business planning.

The first training session, held in Kampala’s Makindye Division, attracted more than 300 retailers, marking the start of a nationwide rollout that NBL says is designed to help small businesses become more resilient and sustainable.

Speaking at the launch, NBL Managing Director, Nkanyiso Mncwabe, said retailers remain a critical link in both the company’s value chain and Uganda’s broader economy.

“Retailers are a critical part of our business and of Uganda’s wider economy. Our goal is to ensure that the retailers we work with are not only selling more, but building stronger, more sustainable businesses,” Mncwabe said.

“Through GRIT, we are empowering them with practical skills that help them manage money better, control stock, improve sales, trade responsibly and plan for growth to run their business successfully.”

The 2026 programme builds on earlier editions that trained more than 1,560 retailers in 2024 and 2025. This year’s initiative introduces a stronger financial inclusion component through a partnership with the National Social Security Fund (NSSF), integrating the Fund’s SmartLife Flexi voluntary savings product into the training.

The arrangement will expose retailers to social security and long-term savings opportunities while providing support to register and begin contributing to the flexible savings scheme.

NSSF Managing Director Patrick Ayota said the partnership represents an important opportunity to extend social protection to workers and entrepreneurs operating outside formal employment structures.

“Many small business owners and entrepreneurs contribute significantly to Uganda’s economy, yet they often operate without structured social security or long-term savings support,” Ayota said.

“NSSF SmartLife Flexi was created to give such individuals a flexible way to save for the future. By integrating this solution into the GRIT programme, we are making social security more accessible to retailers and helping them build financial resilience beyond day-to-day business income.”

Ayota revealed that in the 13 months since SmartLife Flexi was launched, more than 81,000 Ugandans have enrolled in the scheme and accumulated savings exceeding Shs126 billion.

He also urged business owners to embrace consistent saving habits, noting that small contributions made regularly can grow significantly over time through compound interest.

The programme has also partnered with MTN MoMo to encourage digital adoption and cashless transactions among retailers, enabling them to access mobile money solutions that improve efficiency and reduce risks associated with handling cash.

According to John Isabirye, Corporate Sales Manager at MTN MoMo, digital financial services are increasingly becoming essential tools for small business growth.

“Through MTN MoMo, retailers can receive payments, make transactions, reduce cash-handling risks and improve visibility in their business operations,” Isabirye said.

“We are proud to support the GRIT programme because it gives retailers not only the knowledge to grow, but also the tools to participate more confidently in Uganda’s digital economy.”

The initiative comes at a time when small and medium-sized enterprises (SMEs) continue to play a dominant role in Uganda’s economy. According to the Uganda Bureau of Statistics, SMEs account for approximately 90 percent of businesses in the country, employ more than 2.5 million people and contribute about 20 percent of Uganda’s Gross Domestic Product.

For many participants, the programme offers practical solutions to everyday business challenges such as managing cash flow, keeping proper records, tracking inventory and separating business finances from personal expenditure.

One retailer who attended a previous GRIT training said the programme transformed how they manage their business.

“The training helped me understand how to separate business money from personal money, track my stock and plan better for my business. These are things we deal with every day, but many of us had never received formal training on how to manage them properly,” the retailer said.

Mncwabe said the initiative reflects NBL’s long-term commitment to retailer development rather than a one-off training exercise.

“We want our retailers to grow with us, to become more resilient, more digitally enabled and more financially secure,” he said.

“As we scale the programme in 2026, we are also strengthening partnerships that bring real value to retailers beyond training, including access to digital payment solutions and social security through NSSF SmartLife Flexi.”

He added that responsible retailing goes beyond sales and includes fostering a culture of saving, investing and reinvesting in businesses to improve long-term sustainability.

Through GRIT, NBL is positioning retailer empowerment as a central pillar of its sustainability agenda while demonstrating how private-sector partnerships can advance entrepreneurship, financial inclusion and business resilience across Uganda.

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Excerpts

256BN: Many describe recent disruptions in the Middle East as highly destabilising for business. From your perspective, what is really happening?

Dr. Dianah Kyomugabi: What we are seeing is not always visible, but it is deeply impactful. It is an economic shift that is quietly changing how businesses operate and how customers make decisions. For brands like Desert & Nile Artistry, the pressure is constant, requiring us to be more intentional, more aware, and more strategic in everything we do.

Some argue success in this period depends on resilience, others on financial buffers. What is your view?

It is not one or the other—it is both. Resilience keeps you moving, while financial reserves allow you to sustain that movement. The real advantage, however, comes when both are guided by clear strategy.

How has this environment shaped your journey as a co-founder?

It has pushed us into a phase of refinement. Together with my co-founder and Brand Director Nkwanga Rogers, we have rethought how we operate, present our brand, and engage our audience. We are now more focused on efficiency, clarity, and building something that lasts beyond short-term trends.

What separates brands that survive from those that fail in such conditions?

Adaptability—the ability to respond to change without losing identity. Many businesses struggle because they either panic or become too rigid. Those that survive observe, adjust, and keep moving with purpose.

What does strategy look like for Desert & Nile Artistry today?

Strategy is about clarity and alignment. It means understanding who we are as a brand and making decisions that reflect that consistently. We focus on cultural storytelling, quality, and meaningful connection rather than chasing every trend.

What mindset should founders adopt in this environment?

Founders need to be realistic and patient. This is not an easy season, but it is a defining one. It is about building with intention, staying grounded, and prioritising long-term sustainability over quick wins.

What would you say to entrepreneurs feeling overwhelmed?

Focus on what you can control. Every business is facing pressure, but your response defines your outcome. Small, consistent actions and staying connected to your audience make a significant difference over time.

Do you see this as a temporary disruption or a structural shift?

It is a shift. Markets evolve, and this is part of that evolution. Businesses that adapt now will emerge stronger, more refined, and better positioned for long-term growth.

Can you share your distribution channels?

Yes. Our distribution is built around accessibility and digital reach. Desert & Nile Artistry operates through our official website, Desert & Nile Artistry, which serves as our brand home.

We also retail through selected online marketplaces including Noon Noon and Trendyol Trendyol. These platforms help us reach customers across the UAE and beyond while maintaining a consistent brand experience rooted in quality and cultural storytelling.

Final thought—how would you define this season?

It is not just a test of strength, but a test of clarity, patience, and the ability to adapt while continuing to build something meaningful.

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The COMESA Competition and Consumer Commission has dismissed as false and misleading a viral social media post claiming that it had imposed a KES 7.8 billion fine on Airtel Kenya over alleged misleading mobile money transaction charges.

In a statement issued on May 29, 2026, the regional competition regulator said the publication circulating online did not originate from the Commission and warned the public against relying on unverified information.

“The Commission categorically disassociates itself from the said post and urges members of the public to disregard it in its entirety,” the statement said.

The Commission clarified that its current engagement involving Airtel Group is limited to an ongoing investigation into possible violations of Articles 27 and 28 of the COMESA Competition Regulations.

According to the regulator, the investigation, which was publicly announced in January 2025, relates specifically to Airtel Group’s international money transfer services in Uganda, Malawi, and Kenya.

The Commission stressed that it has not issued any decision, findings, or financial penalties against Airtel Kenya in connection with either the alleged mobile money charges or the ongoing investigation.

“The Commission will communicate the outcome of the investigation upon conclusion of all necessary investigative and procedural processes,” it added.

The statement comes amid growing concern across the region over the spread of misinformation through social media platforms, particularly regarding regulatory actions involving major telecom and financial services firms.

COMESA further warned against the illegal use of its name, forged documents, and the circulation of false publications purporting to represent official Commission decisions.

The regulator said it is reviewing the source and circulation of the false publication and may pursue legal action against individuals responsible for creating or spreading the misinformation.

The clarification is significant for Airtel Group’s operations across East and Southern Africa, where mobile money services remain a major pillar of financial inclusion and cross-border digital payments.

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About 36 pc of banks cited limited foreign exchange liquidity as the primary constraint to their trade finance growth between 2020 and 2024, compared with 18 pc during the interlude between 2015 and 2019.

Forex shortages, usually US dollars, severely restrict trade finance for African businesses by reducing bank liquidity, increasing import costs, and delaying international payments. This gap cripples small and medium-sized enterprises (SMEs) that rely on foreign currency to import raw materials and inventory.

Political instability is a primary driver of limited foreign exchange access in Africa, as it directly damages investor confidence, disrupts export-generating industries, and limits central banks’ ability to maintain currency reserves.

Nevertheless, the fifth edition of the Trade Finance Report, published by the African Development Bank AfDB), paints a picture of resilient African financial institutions in the post Covid-19 years, despite a challenging global environment.

Presenting the report at the AfDB Annual Meetings in Brazzaville on Thursday, Anthony Simpasa, Director of the Macroeconomic Policy, Forecasting and Research, said unmet demand for trade finance declined by nearly 10 pc between 2019 and 2024. This was a result of strong interventions from multilateral development banks, governments, export credit agencies, and global banks.

Forex shortages in Africa are also driven by a structural imbalance between foreign currency inflows and outflows. Primary causes include heavy reliance on imported goods, fluctuating global commodity prices, high external debt servicing, capital flight, and volatile foreign direct investment (FDI).

Recently, several African countries, including Nigeria, Egypt, Ethiopia, Ghana, Malawi, Mozambique, and Tanzania, have faced significant forex shortages, but Uganda has mostly been unscathed.

AfDB and other development financial institutions (DFIs) facilitated about $32 billion in trade finance annually between 2020 and 2024, accounting for about three percent of Africa’s total merchandise trade on average over the same period.

According to the report, these interventions were critical in sustaining trade flows, with estimates suggesting that, in the absence of DFI support, the annual trade finance gap could have exceeded $100 billion during the four years ending 2024.

However, Simpasa said “Renewed geopolitical tensions and disruptions to global supply chains and trade flows could reverse post-pandemic progress in narrowing the trade finance gap. For instance, tighter correspondent risk appetite could widen the trade finance gap to $86.6 to $102.6 billion by 2027 under a moderate to severe scenario. This is at least 17.7 pc above the 2024 level, potentially erasing a decade of gains.”

African trade remains underserved by commercial banks. Over the five years covered by the report, commercial banks intermediated an average of 23 pc of Africa’s total trade, down from 40 pc during the period between 2011 and 2019.

Furthermore, the adoption of digital trade finance solutions by banks remains low, primarily due to high implementation costs and inadequate technological infrastructure.

Only 28 pc of the banks responded to having adopted digital tools or platforms for their trade finance operations. Yet, exciting innovations are gaining ground, such as digitization, guarantees and asset management initiatives to expand the trade finance asset class and related offerings to the market.

Discussing the report, Mehdi Tanani, the Proparco Regional Director for Central Africa, said, “Africa will not close its trade finance gap by adding constraints, but by building a more resilient, more digital, and more sustainable trade finance ecosystem — one that protects SMEs against global shocks while accelerating the continent’s economic integration.”

Proparco is a development finance institution partly owned by the French Development Agency and private shareholders from the developed countries.

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Uganda has exported its first consignment of chilled cut meat to the Kingdom of Saudi Arabia, marking a new step in the country’s efforts to expand value-added agricultural exports to Middle Eastern markets.

The 2,500-kilogram shipment departed Entebbe International Airport aboard a direct Flynas flight in the early hours of May 26 and arrived in Riyadh ahead of this year’s Eid al-Adha celebrations, a peak consumption period for meat products across the Gulf region.

The export was facilitated by Jet Fresh Cargo in partnership with Nakasongola-based Pearl Meat Industries.

Industry players say the shipment is significant because it moves Uganda beyond exporting full animal carcasses toward higher-value processed meat products packaged to international retail standards.

Unlike previous exports, the latest consignment consisted of portioned chilled meat packed in cartons.

“This is the first time we are exporting Ugandan meat packed in cartons,” said Wail Dagash, Managing Director of Jet Fresh Cargo.

“It may appear like a small adjustment, but it is a significant step in the right direction for value addition and demonstrates the adaptability of Pearl Meat Industries in responding to the requirements of the Middle Eastern market,” he added.

The development comes slightly over a year since Flynas launched direct passenger flights between Entebbe and Saudi Arabia, creating faster cargo connections for Ugandan exporters targeting Gulf markets. Each flight can offer up to 3.5 tons of cargo capacity, which translates into 10.5 tons of freight to Saudi Arabia weekly.

According to Jet Fresh Cargo, the direct Entebbe-Riyadh route has significantly reduced transit times for perishable exports.

Previously, shipments to Saudi Arabia often passed through multiple transit airports, extending delivery times to as much as 15 hours. The direct route now cuts the journey to roughly four hours.

Dagash said the shorter transit period is particularly important for chilled meat exports, which typically have a shelf life of about 14 days.

“Every hour counts because reduced transit time means extended shelf life and better product quality upon arrival,” he said.

Uganda’s livestock sector has increasingly been seeking access to higher-value export markets as the country attempts to diversify export earnings beyond traditional commodities.

The Middle East remains one of the largest importers of halal meat globally, creating opportunities for East African suppliers with certified processing facilities and efficient cold chain logistics. Pearl Meat Industries has secured all relevant Halal certifications and  indemnities for its for meat exports into Saudi Arabia.

Jet Fresh Cargo says it has already handled more than 500,000 kilograms of Ugandan fresh produce exports to Saudi Arabia since the launch of the direct Flynas route.

The exports include fruits, vegetables, fish fillets and other perishable products sourced from Ugandan producers.

Industry stakeholders say improved air connectivity is gradually strengthening Uganda’s competitiveness in time-sensitive agricultural exports where freshness and delivery speed are critical.

The latest shipment also highlights growing investment in cold chain logistics and agro-processing infrastructure needed to support Uganda’s export diversification agenda.

Jet Fresh Cargo has positioned itself as a logistics provider for Uganda’s perishables export sector, handling chilled meat, fish and fresh produce shipments to regional and international markets.

The company is also the exclusive air cargo logistics provider for Pearl Meat Industries.

Exporters say expanding value-added meat exports could increase earnings for livestock farmers and processors while helping Uganda move away from dependence on low-value raw commodity exports.

However, analysts note that sustained growth in the sector will depend on Uganda’s ability to maintain international sanitary standards, improve processing capacity and strengthen refrigerated transport infrastructure.

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Twelve schools from across Uganda have advanced to the national finals of the Stanbic National Schools Championship, setting the stage for a high-stakes innovation contest that will see winners walk away with a share of a UGX 150 million kitty and a fully funded educational trip to South Africa.

The finalists were unveiled this week, following a rigorous five-day boot camp hosted at Gayaza High School, where more than 200 secondary and vocational institutions competed in entrepreneurship and innovation challenges designed to sharpen practical business skills among learners.

The schools progressing to the final lap include Lira Town College, Comboni College, and Cotn Marani Honors High School from Northern Uganda; Iganga S.S, Ngora High School, and Kakira S.S from Eastern Uganda; St. Thereza Girls S.S, Sedes Sapientiae Academiae S.S, and Kyebambe Girls S.S from Western Uganda; alongside Aga Khan High School, St. Kizito High School Namugongo, and Bishop Dunstan Nsubuga S.S Kalangala from the Central region.

The selected schools will now receive seed capital to further refine and scale their business ideas ahead of the final appraisal phase scheduled for August.

This year’s championship attracted nearly 1,000 applications from schools across Uganda, highlighting the growing interest among young people in entrepreneurship, innovation, and job creation.

Out of the applicants, 201 schools were shortlisted for the boot camp, where students and teachers underwent intensive training in psychosocial and stress management, personal financial management, sales and marketing, branding, packaging, and business pitching.

Following preliminary assessments, 52 schools advanced to present their projects before a panel of judges, with only three schools from each region eventually making it to the national finals.

Now in its 11th edition, the Stanbic Bank-sponsored competition is running under the theme “Powering Innovation for Job Creation,” with this year’s tagline, “Flex Your Genius.”

The competition showcases student-led projects across sectors including agriculture, ICT, health, and manufacturing, reflecting the expanding culture of innovation emerging from Uganda’s education sector.

Lydia Lynn Amarorwot from Mentor Secondary School Lira, who participated in the Business Fellowship category, said the boot camp had equipped her with valuable entrepreneurial and communication skills.

“I have made friends and gained valuable skills, especially in developing a business model canvas, creating a business plan, and learning how to pitch before judges. I hope to go all the way to the grand finale,” she said.

All semi-finalist schools received seed capital amounting to UGX 15 million collectively to support the growth of their projects.

Susan Nakayi Kasandakawu, Principal Education Officer at the Ministry of Education and Sports, said the championship aligns closely with Uganda’s competence-based curriculum reforms, which emphasize practical learning and problem-solving.

“The Ministry of Education and Sports is delighted to see such innovations taking place. The creativity, collaboration, and critical thinking demonstrated by the students are exactly what the new curriculum seeks to promote,” she said.

She added that initiatives such as the Stanbic National Schools Championship are helping equip learners with practical workplace and entrepreneurial skills needed in a rapidly changing economy.

“As the Ministry, we appreciate Stanbic Bank for ensuring that learners from all regions of the country have an opportunity to acquire these skills, network, and gain exposure that will positively shape their future,” she added.

Stanbic Bank Corporate Social Investment Manager Diana Ondoga encouraged participants to remain resilient regardless of the outcome of the competition.

“Regardless of today’s outcome, look back at where you started and how far you have come. You are all winners and champions,” Ondoga said.

“Even if you do not win today, keep working at it. Some of the most successful businesses are built by people who refused to give up after multiple setbacks.”

The championship has increasingly evolved into one of Uganda’s most visible school-based innovation platforms, reflecting a broader shift toward experiential learning and youth entrepreneurship as the country seeks solutions to unemployment and skills gaps among young people.

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Uganda’s drive to build a homegrown automotive industry has reached a significant milestone after the Kiira Vehicle Plant secured Integrated Management System (IMS) certification, a development being hailed as a breakthrough for African manufacturing and electric mobility.

The certification, attained on April 29, 2026, confirms that the Jinja-based facility complies with three internationally recognised operational standards covering quality management, environmental sustainability and occupational safety.

The certification was granted by LMS Assessments Limited and covers ISO 9001:2015 for quality management systems, ISO 14001:2015 for environmental management systems, and ISO 45001:2018 for occupational health and safety management systems.

For Uganda’s emerging automotive sector, the achievement represents more than a technical compliance exercise with analysts saying, it strengthens Kiira Motors Corporation’s credibility as a fully-fledged vehicle manufacturer rather than a simple vehicle assembler.

The certification scope authorises the corporation to “develop, make and sell sustainable mobility solutions, including vehicles, charging infrastructure and mobility services,” effectively recognising the company as an Original Equipment Manufacturer (OEM) with the capacity to engineer, manufacture and commercialise mobility technologies.

“Achieving IMS Certification marks Kiira Motors Corporation’s readiness for world class production and industrialisation,” said Kiira Motors Corporation Founding CEO, Paul Isaac Musasizi. “It affirms our commitment to value addition, technological sovereignty, and sustainable African green mobility, reflecting our resolve to build Africa’s future through collaboration, collective growth, and shared innovation powered by vision and partnership,”

The development comes as African governments increasingly seek to reduce dependence on imported second-hand internal combustion engine vehicles while accelerating the transition toward electric mobility and industrial value addition.

Located in the Jinja Industrial and Business Park, the Kiira Vehicle Plant occupies approximately 100 acres and has been positioned as Africa’s largest specialised bus manufacturing facility.

The plant currently operates more than 139 production stations covering body fabrication and assembly, paint systems, chassis integration, trim installation, quality inspection and vehicle testing.

Its initial installed production capacity stands at 2,500 vehicles annually, although Kiira Motors says the facility can scale to 10,000 units a year without major structural expansion. Long-term plans target production of as many as 150,000 vehicles annually to meet regional demand.

The company’s production strategy has focused heavily on commercial mass transit vehicles, particularly the Kayoola EVS electric city bus and the Kayoola Coach platform for long-distance transport.

Under ISO 9001:2015 certification, the company is required to maintain tightly documented quality control procedures across procurement, production, logistics and vehicle integration processes.

Industry observers say this certification is especially important within the framework of the African Continental Free Trade Area (AfCFTA), where compliance with internationally recognised manufacturing standards could determine export competitiveness.

The certification is expected to help reassure institutional buyers, municipalities and transport fleet operators across Africa that vehicles manufactured in Uganda meet internationally accepted production and safety benchmarks.

The environmental management certification under ISO 14001:2015 also places emphasis on reducing the ecological footprint of vehicle manufacturing, an increasingly sensitive issue globally as electric vehicle production expands.

Kiira Motors says the Jinja facility integrates sustainability measures directly into its infrastructure, including a 1.5-megawatt rooftop solar installation that supplies part of the plant’s operational electricity demand.

According to company data, the solar system accounted for about seven percent of the plant’s energy consumption during the second half of 2025 and helped avoid nearly 13 tonnes of carbon dioxide equivalent emissions.

The plant also operates a wastewater treatment facility capable of processing one million litres per day, aimed at ensuring compliance with environmental regulations and protecting ecosystems around Jinja and the River Nile basin.

The ISO 45001:2018 certification addresses workplace safety in an industry characterised by heavy machinery, automated systems and high-voltage battery technologies.

Kiira Motors says the certification strengthens safeguards for its workforce of more than 400 employees, many of them young Ugandan engineers and technicians.

The certification arrives at a time when Uganda is attempting to deepen domestic industrial capacity by linking automotive production with broader supply chain localisation.

Kiira Motors has previously stated ambitions to source as much as 65 percent of vehicle components locally by 2030, a strategy expected to stimulate demand in Uganda’s steel, fabrication, battery and engineering industries.

President Yoweri Museveni has repeatedly linked the country’s automotive ambitions to Uganda’s mineral and metallurgical resources, particularly iron ore deposits in western Uganda that could support domestic steel production.

The company’s broader electric mobility ambitions have also gained momentum through the rollout of E-Bus Xpress, an electric mass transit service launched in Kampala in May 2026 after earlier pilot operations in Jinja, eastern Uganda.

The service currently operates using Kayoola EVS buses on the Ntinda–City Square route and features cashless fare payments integrated through mobile platforms.

Kiira Motors says the buses are designed for African urban conditions, with passenger capacity of up to 90 people and a driving range of approximately 300 kilometres on a single charge.

The company is simultaneously expanding electric vehicle charging infrastructure, including deployment of fast-charging stations and collaboration with government plans to establish a nationwide e-mobility ecosystem.

Uganda aims to deploy approximately 1,500 electric buses across 14 urban centres by 2030, supported by hundreds of charging stations.

Kiira Motors’ growing visibility was further amplified by the “Pearl to Cape Electric Expedition 2025,” during which a Kayoola E-Coach completed a 13,784-kilometre transcontinental journey across six African countries.

The expedition was intended to demonstrate the endurance and viability of African-engineered electric mobility systems under varied climatic and infrastructural conditions.

The bus completed the route while avoiding more than six tonnes of carbon emissions compared to a conventional diesel-powered coach.

Another major institutional breakthrough came in 2023 when Uganda received the World Manufacturers’ Identifier code “BU” from the Society of Automotive Engineers International.

The designation allows Uganda-issued Vehicle Identification Numbers (VINs) to be globally recognised, an important requirement for participation in international automotive trade and regulatory systems.

For Kiira Motors, the latest certification now provides an internationally audited operational framework as it prepares to ramp-up production and position Uganda as a regional electric mobility hub.

The milestone also signals a broader shift in Africa’s perennial narrative of industrial dependence on imported automotive technology toward locally engineered manufacturing ecosystems anchored in sustainability, quality assurance and technological sovereignty.

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Uganda’s electric mobility sector attracted an additional USD 15.6 million in investment in 2025, pushing cumulative investment in the industry to more than USD 175 million since 2018, according to the newly released E-Mobility Outlook Report 2025 prepared by the Mobility Bureau under the Science, Technology and Innovation Secretariat in the Office of the President.

The report paints a picture of a sector transitioning from experimentation to industrial scale, driven by heavy public investment, expanding local manufacturing and a rapidly growing battery-swapping network.

Government investment accounted for 68.6 percent of cumulative capital injected into the sector between 2018 and 2025, underlining the state’s central role in building foundational infrastructure and de-risking the industry for private investors.

The report noted that public funding has been critical in establishing industrial capacity, supporting innovation and creating conditions for commercial participation in Uganda’s emerging electric mobility ecosystem.

One of the sector’s biggest milestones in 2025 was the commissioning of the Kiira Vehicle Plant, which significantly boosted Uganda’s electric vehicle manufacturing capability.

According to the report, Uganda’s combined EV production capacity has now risen to approximately 79,000 units annually, marking a major leap in the country’s industrial ambitions.

More than 20,000 electric vehicles were produced locally during 2025, representing roughly 25 percent utilisation of installed manufacturing capacity.

Analysts say the figures indicate substantial room for growth as demand for electric mobility solutions expands across Uganda and the wider East African region.

The report also highlighted major progress in charging and battery-swapping infrastructure, particularly for electric motorcycles, which are increasingly becoming central to Uganda’s urban transport transition.

Uganda quadrupled its battery-swapping network during the year to more than 540 stations nationwide, achieving approximately 80 percent district coverage by the end of 2025.

The rapid rollout is expected to ease range anxiety, reduce charging downtime and accelerate adoption of electric boda bodas and commercial fleets.

The report further positioned Uganda as an emerging regional exporter of electric mobility technology following the successful completion of the “Made in Uganda Trans-Africa Electric Expedition.”

The expedition tested Ugandan-built electric vehicles across multiple African countries and validated the technology for continental deployment.

According to the report, the expedition directly contributed to securing a commercial order for 450 electric buses, strengthening Uganda’s positioning as a regional supplier of e-mobility solutions.

Employment within the sector also expanded sharply during the year.

Direct jobs in Uganda’s e-mobility industry surpassed 2,100 by the end of 2025, while indirect employment linked to manufacturing, logistics, charging infrastructure and maintenance exceeded 20,000 jobs.

The report said the sector’s growth is increasingly contributing to industrial skills development, technology transfer and youth employment.

Financial performance among leading players in the ecosystem also strengthened significantly.

Combined revenues generated by key e-mobility companies increased nearly six-fold from USD 5 million in 2024 to USD 29.7 million in 2025.

Tax remittances by major industry players more than doubled over the same period, rising from UGX 11.7 billion to UGX 24.2 billion.

Officials say the figures demonstrate the growing commercial viability of Uganda’s electric mobility ecosystem and its potential contribution to domestic revenue mobilisation.

The report comes as governments across Africa intensify efforts to reduce fuel import dependence, cut urban pollution and transition toward cleaner transport systems.

Uganda has increasingly positioned electric mobility as part of a broader industrialisation and energy transition strategy anchored around local manufacturing, renewable energy and technology innovation.

Industry observers say the next phase of growth will likely depend on scaling private investment, expanding consumer financing options and strengthening regional export markets for locally manufactured electric vehicles and components.

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