The repercussions of the new documents on chemical weapons in Sudan are unlikely to stop at reopening the file on the use of a banned weapon, as what The Washington Post and The New York Times have revealed could widen the circle of individuals and entities exposed to pressure and sanctions if the published indicators turn into evidence adopted by American or international bodies.
The United States has already imposed sanctions on Sudan after announcing that it had concluded chemical weapons were used during the war, but a large portion of the evidence underlying the American assessment was not available to the public.
The documents now published go further than that, discussing the structure of an alleged program, hundreds of munitions, manufacturing, storage, and testing sites, officers linked to the project, and communications that one of the two newspapers says reach army commander Abdel Fattah al-Burhan himself.
The Washington Post indicates that the US Treasury Department had previously imposed sanctions on one of the officers whom sources provided to the newspaper link to the project, due to his role in military procurement and the import of explosives, although the sanctions announcement at the time was not based on an accusation related to chemical weapons.
This information theoretically opens several paths for Washington, including expanding individual sanctions to include officials or procurement networks if evidence emerges directly linking them to the program, or targeting entities that contributed to obtaining materials and equipment, in addition to tightening restrictions related to dealing with Sudanese military institutions.
However, there is no indication in the materials available so far of an American decision to launch a new round of sanctions, and so discussion of this remains within the realm of possibility reinforced by the nature of the new revelations, not within the realm of a settled political decision. The likelihood of pressure increases the more the other path demanded by Washington stalls: Sudan’s cooperation with the Organisation for the Prohibition of Chemical Weapons and allowing an independent verification.
Khartoum maintains the findings of its internal investigation and denies possessing or using chemical weapons, while Washington views independent verification as the way to settle the accusations. Here, how the army leadership deals with international demands may become a factor no less important than the documents themselves.
And if the file remains closed to verification while evidence and correspondence continue to emerge, the leaks could shift from a political reputation problem into an accountability and sanctions file targeting individuals and institutions within the Sudanese army establishment.
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If you thought the September heat was enough to keep Kampala’s young crowd indoors, Vibez Nzuri had other plans. Saturday 5th Sept 2026, Gazebo in Najjera was the place to be as music lovers, young creatives and partygoers showed up for an afternoon of music, games, drinks and weekend energy.
And with Captain Morgan bringing its signature spice to the experience, the September edition of Vibez Nzuri quickly turned into more than just another hangout.
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The vibe started early, with Captain Morgan transforming part of the Gazebo yard into an interactive playground where squads could compete, laugh and show off their competitive sides.
From heated tug-of-war battles to ring toss, card games and cup-guessing challenges, there was something to keep the crowd moving between performances.
Friends rallied behind their squads, turned simple games into moments of playful rivalry while the lounge spaces gave revellers room to relax, catch up and enjoy their drinks. Speaking about Captain Morgan’s involvement, Raymond Karama, Brand Manager, said the goal was to add an extra layer of excitement to the weekend.
While the games kept the crowd entertained, the stage belonged to Uganda’s emerging urban music talent. Mike Mungu, Tai Dai and Tungi took turns showing the crowd why they are names to watch in Uganda’s fast upcoming music scene. Each artist brought a different sound and personality to the stage, giving the audience a taste of the new wave shaping Uganda’s music. For many people in attendance, it was not simply about watching established stars. Vibez Nzuri created a platform for discovering what is next.
Vibez Nzuri experience would not be complete without the DJs. Ames, Damze and Rishad kept the energy high as they took over the decks, blending different sounds and keeping the crowd moving throughout as the sun went down, seamlessly transitioned from a chilled afternoon hangout into a lively evening experience.
For Brian Owomugisha, Vibez Nzuri Team Lead, the event represents something bigger than simply bringing people together for entertainment.
“When you look around the yard at Gazebo and see squads connecting, celebrating original music, and soaking in good energy, that’s the essence of Vibez Nzuri.”
And that connection was visible throughout the event from friends turning up in squads to young music fans discovering new artists. Vibez Nzuri brought together different sides of Kampala’s youthful entertainment culture under one roof.
The September edition highlighted the growing appetite for experiences that combine music, lifestyle, games and community with Uganda’s music scene constantly introducing fresh sounds and new artists, events such as Vibez Nzuri are becoming important spaces where young audiences can connect with the culture and the people shaping it.
The Minister of Gender, Labour and Social Development Lt. Gen. Henry Tumukunde, has assured the people of Tooro Kingdom that all administrative matters following the death of King Oyo Nyimba Kabamba Rukiidi IV will be resolved by Saturday.
He did not provide specific details about the process.
Since the king’s passing, there has been public speculation among kingdom officials and the local community regarding the succession to the throne.
President Museveni, citing the Queen mother, Best Kemigisa and Prime Minister Calvin Armstrong, stated that King Oyo left behind a son.
However, the Babiito Clan leader, Charles Kamurasi, dismissed these claims, leading to division among the public.
During a speech to mourners at the Karuzika royal palace on Monday, Tumukunde urged the Tooro community and all citizens to exercise restraint and avoid unnecessary discussions about the succession in the wake of the king’s death.
The minister announced that meetings would be held starting Tuesday to ensure that by the time of the burial, all matters of concern would be addressed, and he appealed to social media bloggers to refrain from speculating.
Tumukunde, who appeared to be cautious with his words, mentioned that he had been instructed by the president to oversee the resolution of these issues and to keep him updated.
Prior to addressing the media and mourners, he spent nearly two hours in a closed-door meeting with some members of the royal family.
He also praised the people of Tooro for their support of the kingdom during this period.
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MBARARA — Questions have been raised over the future of the Pharmbiotechnology and Traditional Medicine Centre (PHARMBIOTRAC) at Mbarara University of Science and Technology (MUST) after the Auditor General found that the university had not put in place adequate measures to sustain the benefits achieved under the project.
The audit warned that failure to consolidate and maintain the gains made during the project lifetime could result in public funds invested in the initiative being put to waste.
The finding comes after millions of dollars were invested in the project to strengthen human capital development, research and innovation in pharm-biotechnology and traditional medicine.
The Auditor General noted that the university had not put in place adequate sustainability measures to consolidate and maintain the benefits achieved during the project lifetime and avoid putting to waste all funds invested in the project.
The finding is significant because PHARMBIOTRAC was established as a regional platform for innovative drug development, including research into traditional medicine, and was designed to build specialised human resource capacity in the sector.
The project is based at MUST, a public university in Western Uganda, about 286 kilometres from Kampala.
The audit shows that the project had received substantial funding, although the full amount expected had not been disbursed.
Out of expected cumulative disbursements of US$8.174 million, equivalent to approximately Shs29.22 billion, the project had received US$7.878 million, equivalent to about Shs28.17 billion.
This represented 96 per cent performance against the expected cumulative disbursement.
The Auditor General also examined implementation of activities under the project and found that significant progress had been made, although a number of activities were not fully completed.
Out of 214 activities worth US$6.967 million, equivalent to about Shs24.91 billion, that were sampled, 185 activities worth US$6.301 million, or approximately Shs22.53 billion, had been fully achieved.
However, 29 activities worth US$666,140, equivalent to about Shs2.38 billion, had only been partially implemented.
The figures indicate that while the project had delivered a substantial number of planned activities, gaps remained in completing all the interventions that had been funded.
The audit also examined the financial position of the project during the financial year 2024/25.
The project had US$502,298, equivalent to approximately Shs1.80 billion, available for spending against an approved budget of US$486,943, equivalent to about Shs1.74 billion.
This represented 103 per cent performance and resulted in an over-performance of US$15,355, equivalent to about Shs54.9 million.
The audit attributed the over-performance to some donors sending money in advance to cover more than one financial year.
However, despite having more money available than the approved annual budget, the project did not spend all the funds.
Of the total available US$502,298, equivalent to approximately Shs1.80 billion, only US$329,811, about Shs1.18 billion, was spent.
This left an unspent balance of US$172,488, equivalent to approximately Shs616.7 million.
The financial figures therefore show that the project had substantial resources available during the financial year but did not utilise all of them.
The most significant concern raised by the Auditor General, however, was not simply the amount spent or left unspent.
It was what would happen to the gains already achieved once the project period comes to an end.
The audit specifically noted that the university had not established adequate sustainability measures to consolidate and maintain the benefits achieved during the project’s lifetime.
The Auditor General warned that without such measures, the investment made in the project could ultimately be put to waste.
The concern places the sustainability of the infrastructure, human resource capacity, research activities and other benefits generated through PHARMBIOTRAC under scrutiny.
PHARMBIOTRAC was established to provide a regional platform for innovative drug development and to explore the potential of traditional medicine.
The centre’s work includes specialised training, research and development in areas linked to pharm-biotechnology and traditional medicine.
It offers Master’s and PhD programmes in areas including pharmacognosy, clinical pharmacy and pharmaceutical biotechnology, alongside other training and innovation activities.
The centre also operates a business incubation component aimed at translating research prototypes into marketable products.
The project was established in 2017 with support from the World Bank and the Government of Uganda.
Its broader objective has been to build specialised human resource capacity and advance traditional medicine and pharm-biotechnology through training, research and value addition.
The audit findings therefore raise concerns about whether the institutional arrangements at MUST are strong enough to preserve those achievements after the project period.
The issue is particularly important because the project has already attracted more than Shs28 billion in cumulative disbursements, while the total expected funding was more than Shs29 billion.
The Auditor General’s warning is that without adequate sustainability measures, the benefits generated from that investment may not be maintained.
The concern comes despite the project having recorded considerable progress in implementation.
Of the 214 sampled activities, 185 were fully achieved, while 29 were partially implemented.
The audit therefore recognised significant implementation, but drew attention to the need to ensure that the gains are not lost after the project lifetime.
For MUST, the challenge is now not only completing outstanding activities but also ensuring that the systems, facilities, skills and other benefits created through PHARMBIOTRAC remain functional and productive.
The unspent balance of about Shs616.7 million also remains part of the financial picture highlighted by the audit.
The project had received more funds than its approved annual budget during 2024/25 because some donors released money in advance for more than one financial year.
However, only about Shs1.18 billion of the approximately Shs1.80 billion available was spent.
The audit’s sustainability finding gives the project another important test: whether the investment made during its lifetime can continue generating the intended benefits after external project funding ends.
PHARMBIOTRAC was designed to strengthen Uganda’s capacity in pharm-biotechnology and traditional medicine and to provide a regional platform for research, training and innovative drug development.
The Auditor General’s concern is that without deliberate measures by MUST to consolidate and maintain these achievements, the benefits could diminish and the substantial resources invested in the project could ultimately fail to deliver lasting value.
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KAMPALA — The Local Government Finance Commission (LGFC), the government body charged with advising on the financing and revenue of local governments, has come under scrutiny after the Auditor General uncovered a series of weaknesses in asset management, planning, revenue mobilisation, monitoring and implementation of its strategic plan.
The findings raise questions about how effectively the Commission has been executing its mandate, particularly at a time when local governments continue to face pressure to deliver essential public services amidst corruption crackdown led by Minister Balam Barugahara.
The Auditor General’s 2025 assessment found that several activities under the Commission’s strategic plan were either only partially achieved or not implemented, while some assets recorded in the Commission’s books could not be traced and verified.
The audit also identified a Shs8.601 billion funding shortfall under the Commission’s 2020/21–2024/25 strategic plan, which affected efforts aimed at improving property rates and other emerging local revenue sources.
The Commission is chaired byIsaac Isanga Musumba, with Mariam Nalubega as Vice Chairperson. Other commissioners are Emma Boona, Sumbua Naima, Martine Unzia, Joseph Lomonyang and Ndifuna Mathias.
The Commission Secretary is Babale Adam, supported by senior managers and technical officers responsible for finance and administration, revenue and research, financial analysis, accounting, planning, information technology, procurement, internal audit, grants, data analysis and local revenue.
Among those holding key technical positions are Senior Manager Finance and Administration Ojok James, Senior Manager Revenue and Research Andema Fred, Principal Financial Analyst–Local Revenue Ogwang James, Principal Accountant Mugerwa Ssewankambo Andrew and Principal Planner Bageya Jean.
The audit found that there were no operational reports to establish whether the Commission’s assets were contributing to service delivery outcomes as intended.
According to the Auditor General, this could result in inefficient service delivery and potential wastage of resources.
The Commission was also found not to have an asset management policy providing documented procedures for monitoring the utilisation of non-current assets, including usage logs, downtime reports and performance indicators.
The shortcomings extended to maintenance.
The Auditor General found that the Commission lacked operational maintenance budgets. Work plans were instead prepared based on the asset base, while maintenance logs were not maintained to document maintenance activities, costs or the personnel involved.
The audit further revealed that five of the Commission’s motor vehicles did not have logbooks and were not insured, exposing the entity to increased risk.
More questions were raised over the Commission’s computers, accessories, furniture and fittings.
A total of 66 non-current assets valued at Shs141.80 million, which had been recorded in the Commission’s asset register, could not be traced and verified.
The findings come against the background of the LGFC’s wide constitutional and statutory responsibilities.
The Commission is established under Article 194(1) of the 1995 Constitution, with its mandate and functions defined under Article 194(4) and operationalised through the Local Government Finance Commission Act, 2003.
Its functions include advising the President on the distribution of revenue between the Central Government and local governments and recommending allocations from the Consolidated Fund.
The Commission is also expected to consider, in consultation with the National Planning Authority, and recommend to the President the amount to be allocated as equalisation and conditional grants and their distribution to local governments.
It analyses annual local government budgets to establish compliance with legal requirements and advises on appropriate tax levels.
The Commission also mediates financial disputes involving local governments, recommends potential sources of revenue and advises on the percentage of the national budget that should be transferred to local governments each financial year.
It can further recommend Central Government taxes that can be collected by local governments on an agency basis.
Despite this wide mandate, the Auditor General found significant gaps in the implementation of the Commission’s own strategic plan.
Out of 107 planned activities, only 61 were achieved. Another 25 were partially achieved, while 21 activities were not implemented.
The National Planning Authority’s certificate of compliance gave the Commission an overall performance score of 65 per cent.
The audit also found that the Commission had aligned itself to only four of the 17 National Development Plan III indicators across its three programmes.
Several activities lacked performance indicators or targets, making it difficult to monitor and evaluate the progress of implementation.
The Auditor General also raised concerns over the Commission’s monitoring and evaluation arrangements.
The LGFC did not have an annual monitoring and evaluation framework. Instead, it relied on the five-year monitoring and evaluation framework contained in its Strategic Plan.
The revenue side of the Commission’s mandate also came under scrutiny.
The audit identified gaps in revenue collection relating to royalties from mining and minerals, royalties from generation licences and wildlife royalties, with the weaknesses linked to inconsistencies in the legal framework.
The Commission had also struggled to collect its own non-tax revenue.
During the period under review, it collected only Shs9.7 million in non-tax revenue, representing just 1.2 per cent performance and denying government resources that could have supported implementation of activities.
The Auditor General further pointed to delays in enacting amendments to legal provisions intended to enhance local revenue sources.
According to the report, these delays had negated efforts to improve revenue mobilisation and collection.
Another major concern relates to the amount of money reaching local governments.
The Local Government Strategic Plan 2020/21–2024/25 set a target of 22 per cent as the share of the national budget to be allocated to local governments, based on constitutional provisions.
However, only Shs37 trillion, equivalent to 17 per cent, was allocated.
This represented a shortfall of Shs5.18 trillion, or five per cent, from the planned revenues.
The Auditor General warned that if the trend is not checked, it could undermine service delivery in local governments and weaken the decentralisation of service delivery.
The Commission’s strategic plan funding also fell short by Shs8.601 billion, equivalent to 19 per cent.
The funding gap affected the realisation of activities concerning property rates and other emerging local revenue sources intended to enhance local government revenue performance.
The audit also examined the implementation of previous recommendations contained in Treasury Memoranda.
Out of eight recommendations covering the financial years 2013/14 to 2019/20, four, representing 57 per cent, were fully implemented.
Two recommendations, representing 28 per cent, were only partially implemented, while one recommendation was not implemented.
The findings paint a picture of an institution facing challenges in translating its mandate and plans into measurable results.
The weaknesses range from assets that cannot be traced, vehicles without logbooks and insurance, and inadequate maintenance systems to incomplete strategic-plan activities, weak monitoring arrangements and poor non-tax revenue performance.
For an institution whose central role is to advise Government on how resources should be distributed to local governments and how local revenue can be strengthened, the findings also raise broader questions about the Commission’s own financial and institutional performance.
The Auditor General’s findings now place renewed attention on whether the LGFC can strengthen its internal systems, improve implementation of its strategic objectives, account for its assets, mobilise revenue and provide the advice required to support Uganda’s decentralisation framework.
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KAMPALA — The Government’s planned Shs5.5 billion financial support to Uganda Premier League clubs for the 2026/27 season is primarily intended to improve player welfare, according to Uganda Premier League (UPL) board chairman Arinaitwe Rugyendo.
Rugyendo confirmed that about Shs5.5 billion is expected to be released to support the 18 top-flight clubs, following more than a year of discussions between football authorities and Government over direct financial support to the domestic league.
“That money is supposed to go towards the welfare of the players,” Rugyendo told NTV SportKnights.
The funding is expected to be channelled through the National Council of Sports (NCS) to individual clubs, rather than being administered through the Federation of Uganda Football Associations (FUFA).
The intervention follows lobbying by the UPL board, which formally approached First Lady and Minister of Education and Sports Janet Kataha Museveni in April 2025 seeking Government support for the development and financing of the top-flight competition.
The league subsequently developed a proposal seeking about Shs6 billion annually to strengthen clubs and improve the domestic football structure.
The Shs5.5 billion allocation is slightly below the amount initially requested but would represent one of the largest direct Government interventions in the Premier League in recent years.
The discussions gained momentum as Uganda intensified preparations for the 2027 Africa Cup of Nations, which the country will co-host with Kenya and Tanzania.
Rugyendo, however, said the funding should not automatically be regarded as a permanent annual allocation.
He said the future of Government support would partly depend on how well clubs manage and account for the funds.
“We are still talking and this is a good start. How we manage these finances will determine how much can come from Government,” he said.
Rugyendo urged clubs to maintain strict financial discipline and ensure that every allocation is properly accounted for.
“I want to see clubs account for every coin they receive, so that the funds are properly utilised, and other sports like rugby and volleyball can also benefit,” he said.
He added that proper management of the funds could encourage Government to extend similar support to other national sporting competitions.
“We must manage these finances well as required because this can also be the start of Government funding other national competitions in basketball, rugby, volleyball and the likes,” Rugyendo said.
The emphasis on accountability comes as clubs face tighter financial reporting requirements under FUFA’s amended club licensing regulations for the 2026/27 season.
The regulations require clubs to record income and expenditure and maintain financial statements that can be subjected to audits or reviews. Failure to maintain proper financial records can affect a club’s licensing for the following season.
Player welfare remains one of the major financial pressures facing clubs, with teams expected to meet salaries, bonuses, medical expenses, training costs and other player-related obligations.
However, the financial strength of clubs varies significantly, with teams relying on different combinations of ownership funding, sponsorship, gate collections and other commercial income.
Rugyendo said the Government intervention should also encourage a broader review of how football is structured and financed in Uganda.
“People should understand that football in Uganda is structured much like the United Nations, with different levels and bodies working together. We need to look at this structure and find ways to make it more effective,” he said.
The planned UPL funding comes amid growing discussions within Government about increasing direct support to sports clubs.
In May, NCS general secretary Bernard Ogwel said the Council was considering increasing support to clubs, arguing that some clubs had demonstrated stronger organisation and accountability than their governing associations.
The NCS has previously supported clubs participating in continental competitions.
Kitara FC, for example, received Shs150 million from NCS to support its CAF Confederation Cup campaign against Somalia’s Mogadishu City Club.
The club had requested Shs200 million before Government approved Shs150 million for its continental preparations.
NCS funding guidelines require beneficiaries to submit budgets and operational plans and account for funds received.
For the UPL clubs, the Shs5.5 billion therefore comes with expectations beyond improved finances.
The clubs will be expected to demonstrate that the money is being used for its intended purpose, particularly player welfare, while maintaining proper financial records.
For the UPL board, the way clubs handle the funds could determine whether the current intervention develops into a longer-term Government support programme.
Rugyendo said the immediate priority was to ensure the money achieves its intended purpose and strengthens the domestic game.
The 2026/27 season will therefore provide an opportunity for clubs to demonstrate whether direct Government investment can improve player welfare while strengthening financial management across Uganda’s top-flight football.
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MBARARA — People encroaching on River Rwizi and its protected buffer zones could face tougher enforcement, with Kashari South County MP Rtd. Cpt. John Bosco Bamuturaki Tumusiime saying police, courts and the UPDF have been briefed to give environmental offences greater attention.
Bamuturaki said cases involving encroachment on River Rwizi should be given priority whenever they are reported to police.
He said the issue should not be treated lightly because of the importance of the river to Mbarara and surrounding communities.
“This time around we have got environmental police, we have courts and they are all briefed and tasked to handle environmental cases, especially the R.Rwizi encroachment,” Bamuturaki said.
He warned people who are constructing structures along the river channels and within the protected buffer zone.
“Those who are building along the channels, those who are building along the river buffer zone, you are at risk,” he said.
Bamuturaki also called for the identification and reporting of factories and other establishments accused of encroaching on the river.
“Let’s expose these people and the factories which are encroaching on the river, so that we make our river survive,” he said.
JB Bamuturaki Tumusiime, the MP Kashari South
He was speaking during the River Rwizi Run 2026 held at Booma Grounds in Mbarara City last Saturday, where he was the chief guest.
The event was organised to raise awareness about the need to protect River Rwizi.
Bamuturaki said conservation of the river requires the involvement of different sectors, including communities, leaders, security agencies and environmental authorities.
He said residents should report leaders who are involved in activities that contribute to encroachment.
“During my tenure as the chairman LC5 Mbarara District we said we should remove the leaders first, the leaders who were elected and were part of the encroachment, we first removed them, even when we were putting pillars in place,” he said.
He said political leaders should take the lead in protecting the river.
“Leaders must be at the forefront in fighting against encroachment on river Rwizi, not being the encroachers themselves,” he added.
Bamuturaki linked the protection of River Rwizi to the continued growth of Mbarara City.
He said the city’s growing population requires a reliable water source.
“Mbarara cannot be a City without a permanent source of water,” he said.
He also said the city’s economic development depends on industries, which in turn require adequate water supplies.
“Mbarara City shall not have industries if Rwizi is shrinking,” he said.
Some participants during the Rwizi run 2026 at Booma grounds
Mbarara City has experienced population growth and increased economic activity, raising demand for water for domestic and commercial use.
Bamuturaki said the continued protection of the river should therefore involve both government institutions and communities.
He urged residents to report suspected encroachment and other activities affecting the river to the relevant authorities.
The MP’s remarks come amid continued concerns over encroachment on riverbanks and buffer zones in the Rwizi catchment.
Environmental authorities have previously warned against activities such as construction and other developments in protected areas because of their potential impact on water sources.
During the River Rwizi Run, participants and organisers used the event to promote awareness about conservation of the river.
Bamuturaki said the involvement of police and the courts would strengthen enforcement against those found violating environmental laws.
He said people involved in encroachment should face the appropriate legal process.
The MP also appealed to leaders and residents to support efforts to protect the river.
He said the responsibility for safeguarding River Rwizi should not be left to one institution or group.
The River Rwizi is an important water system in the greater Mbarara area and supports domestic, agricultural and economic activities.
Bamuturaki said continued encroachment could affect the availability of water needed by the city’s growing population and businesses.
He urged residents to work with authorities to identify activities threatening the river and ensure that reported cases are followed up.
The River Rwizi Run 2026 ended with renewed calls for stronger community participation and enforcement of environmental regulations around the river.
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Finance Trust Bank (FTB) is facing a fresh leadership storm after the institution announced the departure of its long-serving Managing Director, Annet Nakawunde Mulindwa, with insiders insisting that the official explanation does not tell the full story.
The bank announced on September 1 that Mulindwa will leave her position in November 2026.
The official line is that she is leaving to take up a new international leadership opportunity.
But behind the carefully worded announcement, sources familiar with developments at the bank told RedPepper that Mulindwa was fired (effectively pushed out).
The sources claim the board and shareholders had become increasingly frustrated with her performance.
They say targets were set—but repeatedly missed or only partially achieved.
And they say the final breaking point was the bank’s downgrade from a commercial bank to a Tier II credit institution.
“The bosses grew impatient. They set targets for her and she never met them fully. The downgrade to Tier II under her watch was the final straw. They could not put up with her anymore,” an insider told RedPepper.
The allegations paint a picture of a bank that grew substantially in size under Mulindwa but struggled to build enough capital, profitability and strategic strength to retain its commercial banking status.
And then came the failed Access Bank deal.
That deal was supposed to be the rescue.
It never happened.
FTB eventually lost its Tier I commercial banking status.
And now Mulindwa is leaving.
For insiders, the three events are closely connected.
FROM WOMEN’S BANK TO BANKING CRISIS
Finance Trust Bank did not begin as an ordinary commercial bank.
Its roots go back to 1984 when it was established as Uganda Women’s Finance Trust.
The institution was created around a social mission.
It sought to expand access to finance for women and low-income Ugandans.
Over the years, the institution evolved.
It became Uganda Finance Trust Limited.
It later operated as a Tier III microfinance institution.
Then came the biggest transformation.
In 2013, it obtained a commercial banking licence.
That was supposed to be the beginning of a new era.
Instead, the bank eventually found itself fighting to remain in the very category it had worked for years to enter.
Mulindwa became the face of the institution’s commercial banking era.
She has spent nearly 15 years at the helm.
During that period, the bank grew significantly.
According to financial figures cited by sources, total assets increased from approximately Shs92.2 billion in 2011 to about Shs668 billion in 2025.
Customer deposits also grew dramatically.
They rose from approximately Shs46.1 billion to Shs451.7 billion.
Loans and advances increased from roughly Shs46.1 billion to about Shs397 billion.
On the surface, those numbers tell a story of expansion.
But the board wanted more.
According to insiders, the board was looking beyond headline profits. Capital adequacy mattered. Growth quality mattered. Strategic positioning mattered. Regulatory compliance mattered.
And, above all, the bank needed to remain a commercial bank. The recovery in profits therefore did not erase the bigger problem.
The capital crisis remained and Mulindwa was to blame.
THE CAPITAL TIME BOMB
The Financial Institutions Act was amended in 2022.
One of the most important changes was an increase in the minimum paid-up capital requirement for commercial banks.
The threshold was raised from Shs120 billion to Shs150 billion.
For large banks, the increase was painful but manageable.
For smaller institutions, it was potentially existential.
FTB was among those caught in the middle.
It had customers. It had branches.
It had a growing loan book. It had deposits.
But it needed substantially more capital to remain in the commercial banking club.
Bank of Uganda gave institutions several possible routes.
They could raise capital. They could merge. They could sell. Or they could downgrade.
FTB initially fought to remain a commercial bank.
The pressure intensified.The bank looked for partners.
It pursued development finance arrangements.
It worked with institutions including aBi Trust, the East African Development Bank and the Grow Project.
Those arrangements helped support liquidity and business activity. But they did not solve the central problem.
The bank needed permanent capital.
And according to people familiar with the situation, Mulindwa and her team struggled to find a solution acceptable to the board and regulator.
That is when the biggest deal in the bank’s recent history entered the picture.
ENTER ACCESS BANK
In 2024, Nigeria’s Access Bank Group emerged as a potential saviour.
Access Bank proposed acquiring 80.89 percent of Finance Trust Bank.
For FTB, the deal appeared to solve almost everything.
It would bring in a powerful shareholder. It would inject fresh capital.
It would strengthen technology. It would give FTB access to a larger regional banking network.
Most importantly, it could save the institution from losing its commercial banking licence. The deal was publicly celebrated.
FTB announced the signing of a definitive agreement.
The transaction was subject to regulatory approvals from the Central Bank of Nigeria and Bank of Uganda.
Senior executives spoke enthusiastically about the future.
The proposed transaction was presented as a strategic partnership that would promote financial inclusion, women’s empowerment, technology integration and regional trade.
Mulindwa described the deal as transformative.
Access Bank leadership also presented it as an important step in its East African expansion.
Inside FTB, there was optimism. The bank appeared to have found its escape route. But the rescue never arrived.
Months passed. The transaction did not close. There was no takeover. There was no new capital injection.
There was no change of ownership. And the clock was ticking.
Sources now claim that Mulindwa came under increasing pressure to deliver the transaction.
According to insiders, the board expected management under Mulindwa to keep the deal alive and ensure that the bank remained commercially viable until the acquisition was completed.
That did not happen. The deal stalled.
The bank remained exposed to the capital requirements.
And Access Bank eventually moved ahead with other opportunities.
The development became particularly embarrassing when Access Bank completed its acquisition of National Bank of Kenya from KCB Group in May 2025.
That transaction, which had been pursued around the same period, actually closed.
Approvals were obtained. Ownership changed hands.
Access Bank strengthened its East African footprint.
FTB, meanwhile, remained stuck. To people close to the bank, this became a major source of frustration.
Some insiders interpreted the failed transaction as a vote of no confidence in the bank’s leadership under Mulindwa.
DOWNGRADE OR DIE
Eventually, the answer became clear. FTB would have to downgrade.
Bank of Uganda approved the transition of Finance Trust Bank from a Tier I commercial bank to a Tier II credit institution, effective April 1, 2026.
The decision was later publicly announced.
The downgrade was a devastating blow to the institution’s ambitions.
As a Tier II credit institution, FTB can continue accepting certain deposits and extending credit.
But it no longer enjoys the full range of activities associated with commercial banking.
Among the restrictions are the inability to operate cheque accounts and trade in foreign exchange.
The minimum capital requirement is also dramatically lower than that of a commercial bank.
The new threshold is Shs25 billion.
In simple terms, FTB had moved backwards.
The institution that had fought its way into commercial banking was now operating under a lower licence.
For the board, insiders say, this was unacceptable.
And Mulindwa was condemned to a sack.
THE WOMEN’S BANK QUESTION
There was another issue.
What exactly was Finance Trust Bank’s niche?
The institution had been founded around women’s financial empowerment.
That identity remained central to its history.
But critics within the banking industry questioned whether FTB had successfully turned that history into a powerful modern commercial strategy.
Sources told RedPepper that the bank under Mulindwa failed to develop a sufficiently distinctive women-focused product ecosystem.
Instead, it increasingly found itself competing with much larger commercial banks.
Those banks had deeper pockets.
They had stronger technology platforms.
They had bigger branch networks.
They had larger corporate customer bases.
And they had greater capacity to absorb shocks.
FTB, meanwhile, had to fight for market share with fewer resources.
By May 2024, the bank had 35 branches.
But branch numbers alone could not solve the capital problem.
The challenge was deeper.
The bank needed a clear competitive identity.
It needed capital.
It needed technology.
It needed profitable lending.
And it needed a strategy capable of turning its social mission into a commercially sustainable banking model.
According to critics, management under Mulindwa failed to provide the required transformation and she had to go.
THE COURT CASES STARTED PILING UP
There were also legal headaches under mulindwa tenure that did not amuse the bosses.
FTB has faced a number of court disputes.
One of the most damaging cases involved a Shs20 million loan issued to businessman Nkoto Jackson .
The loan was secured by land in Kibuku District.
According to the court proceedings, the motor vehicle that later became the centre of the dispute was not the agreed security for the loan.
Nkoto made his first repayment.
He later experienced financial difficulties.
The dispute escalated.
The bank’s agents allegedly seized his vehicle and detained him for several hours.
The matter ended up before the High Court.
Justice Dr Lubega Farouq delivered a scathing judgment.
The court found the bank and its agents had acted unlawfully in the recovery process.
The judgment awarded Nkoto Shs5 million in general damages.
He was also awarded Shs5 million in special damages.
Another Shs2 million was awarded as punitive damages.
Interest and legal costs were also ordered.
The bank’s counterclaim was dismissed.
The judgment carried a broader warning.
A borrower does not lose constitutional and legal protections simply because he has defaulted on a loan.
Banks must follow the law when recovering money.
For FTB, the case raised questions about internal controls.
It also raised questions about how aggressively the institution was pursuing loan recoveries.
Inside the bank, sources say such cases contributed to concerns about management.
THE SHS300 BILLION SANLAM BATTLE
Then came another major legal headache.
The Sanlam dispute involved a much larger figure.
Approximately Shs300 billion in loans became entangled in a battle involving allegedly defective property valuations.
At the centre of the dispute were Katuramu & Company Consulting Surveyors.
The surveyors had carried out valuations used in connection with loans issued by Finance Trust Bank.
The bank later alleged that some of the valuation reports were seriously defective.
The allegations included inaccurate identification of plots.
There were claims that graveyards had been overlooked.
There were also claims that reports stated that buildings existed on land where there were allegedly no such buildings.
The bank argued that it relied on the valuations when issuing loans.
When borrowers subsequently defaulted, the bank was left exposed.
Katuramu & Company later admitted negligence in relation to the valuations.
That admission became a major part of the dispute.
But another fight followed.
Sanlam General Insurance, which insured the surveyors, resisted the bank’s claim.
Sanlam argued, among other things, that Finance Trust Bank was not a party to the insurance contract and therefore could not enforce the policy.
The matter first went before the Insurance Regulatory Authority Tribunal.
The tribunal ruled in favour of Finance Trust Bank and ordered Sanlam to pay approximately Shs1.9 billion.
Sanlam challenged that decision in the High Court.
Justice Patricia Kahigi Asiimwe subsequently overturned the tribunal decision.
The ruling found that Finance Trust Bank did not have the legal right to enforce the insurance policy because it was not a party to the contract.
The bank has appealed.
FTB has argued that the decision creates a wider problem for professional indemnity insurance.
The bank’s position is that financial institutions rely on professionals such as valuers and surveyors when assessing security.
If those professionals make negligent mistakes, banks need meaningful protection.
But the court dispute exposed another uncomfortable question.
How much due diligence should a bank conduct before relying on external valuations?
And how much responsibility should remain with the bank itself?
Critics used the case to question FTB’s internal controls.
Insiders say the board was unhappy.
Again, Mulindwa’s management was placed under scrutiny and the clock was ticking.
THEN CAME THE SHS6 BILLION DIGITAL HEIST
If the capital crisis and court battles were damaging, the alleged cyber fraud was explosive.
Finance Trust Bank suffered a major electronic fraud incident in April 2026.
According to prosecution allegations, approximately Shs6 billion was stolen from the bank’s systems between April 3 and April 8.
The money was allegedly moved through a complex network of mobile money accounts.
Prosecutors said the funds were channelled through 133 accounts.
Fifty-three were linked to MTN Mobile Money.
Eighty were linked to Airtel Money.
The case sent shockwaves through the bank.
It was not simply the amount involved.
The biggest concern was how the perpetrators allegedly managed to penetrate the bank’s core banking environment.
Eight suspects were subsequently remanded to Luzira Prison following proceedings at Buganda Road Chief Magistrates Court.
They included Travies Nakabbunge. Ernest Mulindwa, also known as Abbas. Robert Kaweesi. Robert Kisitu, alias Digital. Rwandan national Nicholas Ssekyanzi. Sister Kyoheirwe from Ntungamo. Doreen Nantale, alias Vanesa. And Amos Lyada, an infrastructure security analyst.
They face allegations including electronic fraud, theft and conspiracy to commit a felony.
The suspects are not guilty unless convicted by court.
But the case raised serious questions.
How did criminals allegedly access the system?
How did they move billions of shillings?
How did the transactions pass through multiple accounts?
And were insiders involved?
Investigators reportedly examined possible internal involvement.
The investigation also widened towards a third-party service provider.
That created another headache.
Modern banks depend heavily on external technology providers. Payment processors. Software providers. IT contractors. Cloud systems. Security companies.
A vulnerability in one partner can expose an entire bank.
Cybersecurity experts have repeatedly warned that third-party access is becoming one of the biggest risks facing financial institutions.
In FTB’s case, the alleged fraud therefore became more than a criminal investigation.
It became a management issue under Mulindwa.
The board needed answers. Customers needed reassurance. Regulators needed explanations.
And management needed to demonstrate that the bank’s systems were secure.
Sources say the incident added to the pressure surrounding Mulindwa.
INSIDER THEFT QUESTIONS
There were also concerns about internal controls.
Sources claim that management under Mulindwa faced criticism over alleged insider theft, digital fraud and weaknesses in internal systems.
These remain allegations.
But they were serious enough to attract attention within the institution.
The question for the board was simple.
Could management under Mulindwa prevent the bank from being penetrated from within?
Could it detect suspicious transactions quickly?
Could it protect customer funds?
Could it control employees and third-party service providers with access to sensitive systems?
The alleged Shs6 billion fraud put all those questions under the microscope.
And because it happened after the bank had already suffered the humiliation of a regulatory downgrade, the timing could hardly have been worse.
CONCERNS OVER OUTSIDE BUSINESS DEALINGS
There is another line of inquiry that RedPepper is still pursuing.
Sources claim that some people within FTB had become uncomfortable with Mulindwa’s alleged dealings outside the bank.
They claim she was linked to a private financial institution or financial venture, including allegations involving money lending or SACCO-related activities. There is no suggestion in this report that the alleged outside interests were illegal.
But sources claim the board was concerned about whether such interests created distractions or potential conflicts.
They questioned whether the CEO’s attention was fully focused on rebuilding FTB.
These allegations have not been independently established. RedPepper is still investigating them and findings will be in our subsequent publication.
THE BOSS HAD HAD ENOUGH
By the time the downgrade happened, the relationship between management under Mulindwa and the board had reportedly become strained.
The bank had failed to secure the capital needed to remain commercial.
The Access Bank rescue had collapsed.
The institution had suffered serious legal disputes.
There were concerns over internal controls.
Then came the cyber fraud.
And all this happened while the bank was trying to redefine itself after losing its commercial banking licence.
For insiders, the board’s patience had run out.
The bank’s official announcement therefore came as a carefully packaged departure.
Mulindwa was not publicly presented as a CEO being fired.
Instead, she was described as leaving to pursue an international leadership opportunity.
But sources insist the reality was different.
They say the decision was effectively a termination.
They say the international opportunity provided a convenient way of managing the exit.
And they say the board wanted to avoid creating further instability at a bank already under pressure.
One banking industry source described the situation bluntly. The argument, according to the source, is that FTB did not collapse overnight. It weakened gradually. Capital pressure built. Strategic options narrowed. The rescue deal failed. Regulatory pressure increased.
And eventually the commercial banking licence was surrendered.
That sequence, insiders say, made Mulindwa’s position increasingly difficult to defend.
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KAMPALA — Uganda Airlines has placed its recovery in the hands of one of African aviation’s most experienced operators — and it’s a move that is paying off handsomely so far.
Seven months after Girma Wake took charge, the national carrier looks less like an airline in free fall and more like one flying, at last, to a regular schedule.
By the time Wake arrived, much of the fleet was unserviceable. Engine problems had gone unaddressed, and operating capacity had, at one point, fallen to a fraction of what the airline was supposed to deliver. Without its own maintenance base, Uganda Airlines depended on foreign third-party providers. Those relationships had soured over unpaid bills, and the work stopped – some of the reasons that forced President Museveni to relieve the former CEO Jennifer Bamuturaki of her duties. With most of the fleet grounded, there were too few aircraft to honour the published timetable.
The result was delay and cancellation on a scale that became a public joke.
In one week in December 2025, the Lagos and Abuja services were held for four days, a South Africa flight for three, Dubai for 48 hours and London for 26 hours. Delays were no longer measured in minutes. They were measured in days.
Not all of the chaos was mechanical. Aircraft were sometimes held at the gate for a late government official or other influential passenger. Commercial jets are scheduled as tightly sequenced assets: one late departure breaks the next sector, then the next. Missed air-traffic slots push an aircraft to the back of the queue. Connecting passengers miss onward flights. Hotels, meals and rebookings follow.
A late arrival can also put an aircraft into a holding pattern at the destination, burning expensive fuel while other on-time flights are given priority.
Even well-meant publicity stunts could wreck the day’s programme.
On 14 May 2023, the airline used a Bombardier CRJ900 for a Mother’s Day scenic flight for first-time flyers. The gesture was popular. The disruption was not. One aircraft taken out of its rotation can cascade through an entire day’s network.
The carrier’s image problems were not only operational.
On 26 November 2021, as a Dubai-bound flight prepared to leave Entebbe, a passenger, Paul Mubiru, walked the economy cabin with a blue polythene bag of fried grasshoppers, calling prices — a scoop for 10,000 Ugandan shillings, about three dollars. The episode invited comparisons with a roadside stall rather than an international airline, and raised an obvious question about cabin control before departure. Management’s attempt at damage control made matters worse: officials suggested that nsenene might one day appear on the inflight menu and in marketing, as if a breach of procedure were a cultural opportunity.
Chronic delays, cancellations and poor service did what bad publicity usually does. Travellers drifted away. On Entebbe–London, an Airbus A330-800neo configured for 258 seats was, at times, carrying only 15 to 48 passengers. Losses mounted. The state tightened the purse strings and began looking for different leadership.
In February 2026, President Yoweri Museveni turned to Wake — often called a principal architect of modern Ethiopian Airlines.
Wake was chief executive there from 2004 to 2011, driving Vision 2010, expanding the fleet and more than doubling passenger numbers. He later chaired the Ethiopian Airlines Group from 2022 to 2023, and earlier chaired RwandAir. He was brought in not as a ceremonial hire but as an emergency operator: consultant, acting chief executive, and the man expected to steady the company while a permanent successor is found.
At 83, and given the depth of the mess, many Ugandans doubted he would last, or that the airline would respond.
Six to seven months on, the public picture is different.
Cancellations and long delays are a thing of the past. Long-haul services that once flew almost empty — Entebbe–London and onwards towards Mumbai on the A330-800neo — are described by passengers and staff as heavily booked for both people and cargo. Regional flying has steadied. Check-in halls and gates look more orderly. Crews are more often leaving on time, sometimes early.
Flights are now departing ahead of schedule.
Cabin service and inflight entertainment have improved enough to be noticed.
That change of mood was visible when Wake appeared before Parliament’s Committee on Commissions, Statutory Authorities and State Enterprises (COSASE) with former chief executive Jennifer Bamuturaki to answer questions arising from the Auditor General’s reports on losses and governance, that happened under Bamuturaki’s tenure — some of the reasons she had to leave the job.
MPs who had come to examine failure ended up listening closely as Wake walked them through how he had tried to reopen maintenance relationships, restore aircraft to the line and impose basic operational discipline.
Girma told the MPs not to look at the young Airline as a money minting entity in these early stages.
He asserted that flying planes doesn’t make money but what brings in revenue are the auxiliary services and in this regard, he assured parliament that for Uganda Airlines to make profits quickly, it must build its own technical and human-resource capacity, develop cargo operations, invest in catering and aircraft maintenance infrastructure, expand domestic and regional connectivity, and use Entebbe as a gateway linking African passengers to international destinations.
The political nervousness has not gone away.
Wake has made clear that he does not intend to run the airline indefinitely. He first agreed to a short rescue posting; that has been stretched so he can leave behind a stronger platform. What is happening in Entebbe is a joy to behold and the prize for Uganda Airlines is now in sight.
The question that hangs among the stakeholders is, what happens when such competent old hands leave? Can the government make sure the successor and team are good enough to continue with this good story?
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The Uganda National Bureau of Standards (UNBS) has strengthened its collaboration with the International Electrotechnical Commission (IEC) following a two-day technical engagement aimed at enhancing Uganda’s participation in international electrotechnical standardization and conformity assessment.
The engagement brought together experts from the IEC Regional Office for Africa, based in Nairobi, Kenya, and members of Uganda’s National Committee of the IEC who also serve as UNBS technical officers, focusing on building the capacity of Uganda’s IEC National Committee and Secretariat and equipping stakeholders with practical knowledge on how to derive greater value from Uganda’s IEC membership.
Uganda became an IEC Associate Member in 2020, giving the country access to the IEC catalogue of international standards and opportunities to participate in the development and review of international electrotechnical standards. These standards can subsequently be adopted as national standards and provide a basis for ensuring the safety, quality and performance of electrical and electronic products on the Ugandan market.
The UNBS Executive Director who also doubles as the Secretary of Uganda’s National Committee of the IEC, Eng. James Kasigwa, emphasized that effective implementation of IEC standards is important for both consumer protection and environmental sustainability, particularly as Uganda experiences increasing use and importation of electrical and electronic products.
“This is about consumer protection, safe trade and environmental protection. We must ensure that products entering the Ugandan market are safe and comply with the requirements of the relevant standards. As our economies become increasingly electrified and digitized, we must also pay attention to the environmental implications of electrical and electronic products, including electronic waste,” he said.
UNBS has so far adopted more than 288 IEC standards covering areas including electrical appliances, cables, e-mobility, solar photovoltaic (PV) systems, lighting and renewable energy technologies. More than 99 percent of the standards applied in the UNBS electrical laboratory for testing cables, household appliances, solar panels and switchgear are IEC-based, with a focus on safety and performance.
The Ag. Manager Standards at UNBS, Dr. Safina Namugga Ngobya, appreciated the IEC team for the engagement, noting that Uganda needs to further leverage its membership to strengthen implementation of standards, particularly for electronics and electric products, and power systems imported into the country.
The Senior Standards Officer in charge of Electrotechnical Technology at UNBS, Ms. Winnie Grace Onziru, noted that the practical training on IEC conformity assessment was particularly important because Uganda had not previously had an opportunity to receive comprehensive guidance on how to maximize the benefits of its IEC membership since joining in 2020.
The engagement also focused on IEC conformity assessment schemes training, including schemes relating to electrical appliances, renewable energy and explosive environments. This knowledge will support UNBS import inspection and market surveillance teams, as well as Pre-Export Verification of Conformity (PVoC) service providers, to identify genuine conformity assessment claims and strengthen efforts to prevent counterfeit and substandard electrical and electronic products from entering the Ugandan market.
The IEC Regional Director for Africa, François Ahoti, said the IEC Regional Centre, established in 2015 and based in Nairobi, supports African members through capacity building and technical assistance.
“Uganda has been an IEC Associate Member since 2020, and we are here to offer support in building capacity and benefiting more from the IEC membership. Our role is to help members participate in international standardization and strengthen the conformity assessment systems they use in Africa,” Ahoti said.
He emphasized that African countries need to participate in international standardization and strengthen conformity assessment systems to ensure products entering their markets are safe and fit for purpose.
IEC work directly impacts more than 20% of goods traded globally, including electrical and electronic products, primary energy and vehicles. The IEC estimates that electrical and electronic devices account for approximately 23.8% (approximately USD 5,260 trillion) of global trade, demonstrating the significant role of electrotechnical standards in facilitating safe and sustainable trade.
The engagement is expected to strengthen Uganda’s participation in international standardization, enhance technical capacity in conformity assessment and support effective implementation of electrotechnical standards to protect consumers, facilitate safe trade and promote sustainable development.
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