In 1875, a letter purportedly authored by Kabaka Mutesa I of Buganda was published in England. The letter was a request for Missionaries and hence resulted in the arrival of Alexander Mackay from the Church Missionary Society (CMS) in 1877.

In 1879, Fr. Lourdel Pierre Simon (Mapera) of the catholic White Fathers arrived in Buganda. With the Arabs already in Buganda, there was a 3-way race for converts. This three-way race caused anxiety at Kabaka’s (King’s) court in Mengo.

By mid-1880s, many had been converted by each of the three groups, and some of the converts held important posts at the king’s court. Mutesa I himself sympathized with Islam, but many prominent chiefs had become Christians.

In 1884, Mwanga II ascended the throne in Buganda. His ruling style fell far short of the charisma and political astuteness his father Mutesa I had demonstrated in dealing with these “bringers of faith.”  

1881 marked the start of a systematic period in which European powers sought and succeeded in annexing vast territories in Africa (New Imperialism). There were multiple motivations for European colonizers, including the quest for national prestige, tensions between pairs of European powers, religious missionary zeal and internal African native politics.

The annexation of Tanganyika in 1884 by the Germans was a cause for concern to Mwanga. Tanganyika lay to Buganda’s south. To the north of Buganda, Omukama Chwa Kabalega II had fought a fierce war of resistance against Khedive Ismael’s agent Samuel Baker. Kabalega emerged victorious defeating and embarrassing Samuel Baker on 14thJune 1872. Kabalega’s encounter with Baker sealed his fate; it made him both suspicious of foreign interests in his kingdom while giving him belief in his military abilities against the imperialists.

These tales of the great King Kabalega no doubt emboldened Mwanga II in his bid to cement his Buganda from the influences of Christians and Arabs. Mwanga II on 29 October 1885 had the incoming Anglican bishop James Hannington assassinated on the eastern border of his kingdom. Joseph Mukasa, a convert to Christianity and likely successor to Kabaka Mwanga II protested this and on 15th November 1885; Mukasa became the first Catholic martyr, when he was beheaded at Nakivubo. Then, between 25 May and 3 June 1886, a wider series of executions were carried out. Mwanga instructed the killing of all the young men who disobeyed him.

In an explosive 2 year period starting 31st January 1885 with the murder of Rugarama Yusuf and Kakumba Makko at Busega and ending 27th January 1887 with the murder of Mzee Jean-Marie, Mwanga II would martyr 45 Christian converts. Twenty-two of the men, who had converted to Catholicism, were burned alive at Namugongo on 3rd June 1886.

The secular press of the time described his victims as martyrs as indeed did many religious publications such as Intelligencer of 1886. The Roman Catholic Church also used the episode to make the victims the focus of a “cult of martyrs.”

On 6th June 1920, Pope Benedict XV beatified all Roman Catholic Martyrs and Pope Paul VI canonized them on 18 October 1964. In the ceremony of canonization of the Catholic martyrs, Pope Paul VI also mentioned the Anglicans, saying: “Nor, indeed, do we wish to forget the others who, belonging to the Anglican confession, confronted death in the name of Christ.” The 3rd June feast day is included in the General Roman Calendar. A set of postage stamps were issued in the following year by Vatican City for commemorating the canonization. June 3rd is now a National thanks giving holiday in Uganda.

This year’s celebrations find Uganda and Africa at a precipice vis-à-vis a changing global terrain of contest. Islamic fundamentalists threaten the stability of the global order, Europe and America are unsure as to how to deal with the rise of Russia and China to the East and their influence in Africa. In Africa many of our political actors are unaware of this cauldron of global political/social activity.

It is why H.E. Yoweri Museveni joins Mama Nyerere every 1st June to pray for the Martyrs but also for the beatification and canonization of Mwalimu Julius Nyerere. The lessons of the martyrs awakened in Mwalimu a love for Africa famously saying “We, in Africa, have no more need of being ‘converted’ to socialism than we have of being ‘taught’ democracy. Both are rooted in our past — in the traditional society which produced us.” Like Mwalimu, president Museveni is a champion of African economic, social and political sovereignty.

It is incumbent on Africa’s political actors to always reckon well. As Aeschylus so famously wrote: Self-will in the man who does not reckon wisely is by itself the weakest of all things. Mwanga II did not reckon well.

Happy Martyrs’ day.

It’s pretty incredible how often you hear managers complaining about their best employees leaving, and they really do have something to complain about—few things are as costly and disruptive as good people walking out the door.

But managers tend to blame their turnover problems on everything under the sun while ignoring the crux of the matter: people don’t leave jobs; they leave managers.

Bad management does not discriminate based on salary or job title. A Fortune 500 executive team can experience more dissatisfaction and turnover than the baristas at a local coffee shop. The more demanding your job is and the less control you have over what you do, the more likely you are to suffer. A study by the American Psychological Association found that people whose work meets both these criteria are more likely to experience exhaustion, poor sleep, anxiety, and depression.

The sad thing is that this suffering can easily be avoided. All that’s required is a new perspective and some extra effort on the manager’s part to give employees autonomy and make their work feel less demanding. To get there, managers must understand what they’re doing to kill morale. The following practices are the worst offenders, and they must be abolished if you’re going to hang on to good employees.

Withholding praise. It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. Everyone likes kudos, none more so than those who work hard and give their all. Managers need to communicate with their people to find out what makes them feel good (for some, it’s a raise; for others, it’s public recognition) and then to reward them for a job well done. With top performers, this will happen often if you’re doing it right. This doesn’t mean that managers need to praise people for showing up on time or working an eight-hour day—these things are the price of entry—but a boss who does not give praise to dedicated employees erodes their commitment to the job.

Overworking people. Nothing burns good employees out quite like overworking them. It’s so tempting to work the best people hard that managers frequently fall into this trap. Overworking good employees is perplexing for them as it makes them feel as if they’re being punished for their great performance. Overworking employees is also counterproductive. New research from Stanford showed that productivity per hour declines sharply when the workweek exceeds 50 hours, and productivity drops off so much after 55 hours that you don’t get anything out of working more. Talented employees will take on a bigger workload, but they won’t stay if their job suffocates them in the process. Raises, promotions, and title-changes are all acceptable ways to increase workload. If managers simply increase workload because people are talented, without changing a thing, these employees will seek another job that gives them what they deserve.

Holding people back. As an employee, you want to bring value to your job, and you do so with a unique set of skills and experience. So how is it that you can do your job so well that you become irreplaceable? This happens when managers sacrifice your upward mobility for their best interests. If you’re looking for your next career opportunity, and your boss is unwilling to let you move up the ladder, your enthusiasm is bound to wane. Taking away opportunities for advancement is a serious morale killer.

Management may have a beginning, but it certainly has no end. When blessed with a talented employee, it’s the manager’s job to keep finding areas in which they can improve to expand their skill set and further their career. The most talented employees want feedback—more so than the less talented ones—and it’s a manager’s job to keep it coming. Otherwise, people grow bored and complacent.

Playing the blame game. A boss who is too proud to admit a mistake or who singles out individuals in front of the group creates a culture that is riddled with fear and anxiety. It’s impossible to bring your best to your work when you’re walking on eggshells. Instead of pointing fingers when something goes wrong, good managers work collaboratively with their team and focus on solutions. They pull people aside to discuss slip-ups instead of publicly shaming them, and they’re willing to accept responsibility for mistakes made under their leadership.

Frequent threats of firing. Some managers use threats of termination to keep you in line and to scare you into performing better. This is a lazy and shortsighted way of motivating people. People who feel disposable are quick to find another job where they’ll be valued and will receive the respect that they deserve.

Not letting people pursue their passions. Talented employees are passionate. Providing opportunities for them to pursue their passions improves their productivity and job satisfaction, but many managers want people to work within a little box. These managers fear that productivity will decline if they let people expand their focus and pursue their passions. This fear is unfounded. Studies have shown that people who are able to pursue their passions at work experience flow, a euphoric state of mind that is five times more productive than the norm.

Bringing It All Together

If managers want their best people to stay, they need to think carefully about how they treat them. While good employees are as tough as nails, their talent gives them an abundance of options. Managers need to make people want to work for them.

What other mistakes kill morale? Please share your thoughts in the comments section below, as I learn just as much from you as you do from me.

By Travis Bradberry . Travis co-wrote the bestselling book Emotional Intelligence 2.0 and co-founded TalentSmart.

This article was first published on Forbes.

Up-and-coming generations have become increasingly conscious of world issues and they are motivated to make a difference. From being better consumers to having a positive impact on the environment, playing a role to help underdeveloped countries, having their say in politics, lending their services to help others, and even sharing their knowledge to educate those in need, more is being done to make the world a better place.

This, coupled with a drive to own their own businesses and be their own bosses, has led many wanting to find new and innovative ways of making money while having a positive impact on our planet. If you’re one of these people, here are 10 business ideas that could enable you to make money while changing the world.

1. Creating chatbots

While initially dismissed as a marketing fad, chatbots have shown themselves to be incredibly valuable to businesses of all kinds in various capacities:

Building awareness and empathy

Polling public sentiment

Driving civic engagement

Helping fight pollution

Distributing accurate public health information

Encouraging healthy living

Offering people counseling

There are many chatbot-building platforms that allow you to build bots in a matter of minutes without the need for any coding knowledge.

2. Online fundraising consultant

If you have a background in finance and experience in sales, you could put both these skills to good use by starting your own fundraising consultant business for charities. You’ll need to choose the types of charities you want to work with and get networking to create relationships with those you feel most passionate about. From there, all you need to do is prove to them that you can create and implement well-defined and efficient fundraising programs that will help them raise the money they need for their cause.

3. Educational blogging

Do you read blogs to get answers to your questions? Do you have a particular knowledge base that could come in handy to others? Maybe you’re an expert in all things travel, languages, or eco-friendly living? Whatever it is, you can share it with others for free! All you need to do is choose a free blog template and write regular posts. From there, you can read up on the various ways you could make a living writing about something you love. Some ways you could make an income include, but are not limited to:

Using Google AdSense

Starting an affiliates program

Creating webinars

Offering online courses

4. Teaching one

Similar to blogging,lin if you have a particular set of skills, then why not teach them to others. You’ll be providing a service to people, helping them better themselves while making a living. You could:

Tutor college students

Teach a language

Teach someone how to do their taxes

Set up an online course on how to start a small business

Create a YouTube channel to educate people on healthy living

Become a sustainability consultant for startups

5. Green app developer

People who want to go green often do not know where to start, so why not help them out? If you know how to develop web and mobile applications, you could create one that tells users how they can adopt a greener way of living. You could either make an application that discusses sustainability as a whole or you could focus on niches such as:

Energy conservation

Recycling

Buying and making eco-friendly products

Green living at home and at work

6. Uber driving

You may not have thought about this, but Uber drivers are saving the world one step at a time! It’s an easy career to start and do. As an Uber driver, you’re encouraging ride shares, and ensuring people in your area are getting to where they need to be, safely. You’d also be delivering food, which would reduce fuel emissions.

7. Social crowdfunding

Similar to microlending platforms, social crowdfunding is where social entrepreneurs find funding for their projects. You could create a social crowdfunding platform that links humanitarian projects to those willing to fund them. Instead of charging high interest rates and fees, they are offered a promise in return for their monetary investment. For example, positive advertisements highlighting them as investors or a lifetime membership to their company projects.

8. Creating a betterment program

Help those in need better themselves by creating a space whereby they can learn new employment skills that will help them get back on their feet. It could be a restaurant where you train and hire people in need to teach them skills with which they can start a career or even an e-learning course in business, marketing, or web development…the opportunities are endless. The profits of your establishment could go to paying and training them as well as creating new programs.

9. Writing ebooks

Similar to blogging, e-books allow you to teach others new skills through a digital book that will cost readers a fraction of the price of a printed copy while offering them the same level of education. E-books are free to start and can be sold on huge platforms such as Amazon. You could even donate copies to not-for-profit organizations who believe in your cause.

10. Create an educational travel company

More people are saving their money to see as much of the world as they can before it changes. Not only this, travelers have become increasingly interested in visiting countries where they can be involved in a community project. Although these types of matchmaking websites do exist, why not start an online travel company that:

Educates people about the country in which they will be volunteering

Tells volunteers what equipment they will need

Shows travelers where they will be living

Offers insights into the country in which they’ll be working

Offers all-inclusive packages (e.g., flights, accommodations, food, transport, volunteering, etc.)

And Finally…

People have become more aware of their surroundings. The news allows us to have a better understanding of what is happening around the world and a lot of it isn’t good. Everything we do as human beings has an impact and the business ideas outlined above are not only a good way to make money, but also make a difference.

There is a thin line between order and chaos.

This thin line can be seen under the Public Management Act 2013 (POMA) if you have ever witnessed the Uganda Police do battle with activists and protesters who are accused of holding illegal meetings, demonstrations or processions.

Since the last general elections of 2016, several disruptive political demonstrations and riots have graced our political scene.

I have seen some orderly political meetings, assemblies or demonstrations during that period, but these have not been able to redeem the negative image of the POMA.

As a result many people are left wondering whether the POMA and its enforcement is serving us more chaos than the public order it promised.

From the perspective of legislative intent, it is not a comfortable claim to say that the POMA achieves its purpose of safe guarding public order if destruction, chaos ,teargas and bloody faces perennially show up whenever it is invoked by the Police and military to quell protests.

On their part ,prominent political actors like Hon. Kyagulanyi a.k.a Bobi Wine and Rt. Colonel Kizza Besigye take the championship of receiving the most wrath when the Uganda Police and security apply the POMA to their events.

Government maintains that the duo are up to no good as they are simply defiant but the duo also assert that they are exercising their constitutional freedom to assemble and demonstrate.

To juxtapose the need for a government to maintain public order and balance it against the universal right of citizens to protest and demonstrate is something that has eluded many governments around the world .

Even mature democracies like France where the government is still confronting the yellow vest protests, it has not escaped criticism for high handedness or use of excessive force in some instances.

The only difference between France and Uganda is that the former has employed various political and consultative approaches to engage the protesters instead of using the brute force of the Police frequently .Generally speaking the use of brute force has the potential of generating violence which begets even more violence.

I would like to assume that this is the reason we have ended up in a gridlock of regular and cyclic violent protests in Uganda .

It is debatable whether might is always right but it is not debatable that all Ugandans irrespective of their ethnic ,religious ,political or socio-economic standing deserve to live and work in a peaceful and orderly country.

I therefore believe that it is time for us to take stock and audit the effectiveness of the POMA as a law which is supposed to serve the public interest to maintain public order before that law delivers another bad story.

Uganda desperately needs some good stories which when they appear, often do a considerable repair job of our national image.

It does not make sense for us to have good story about Uganda Airlines in the same month we have local and international media buzzing with ghastly images of the Police battering protesters .

This gives the country a sweet and sour image, basically a distorted image which undermines our efforts to promote Uganda as a peaceful country which is ready for business.

I have singled out the POMA for fault because under S.8 thereof, it gives Police discretionary powers to stop or prevent the holding of a public meeting which is surprisingly defined to also include processions and demonstration.

This is the provision of the law that most opponents find very repugnant.

The repugnance bellies in the fact that the provision is prohibitive and not just regulatory of a constitutional right to assemble and demonstrate under Article 29(i) (d) of the Constitution. Established principles of constitutional interpretation maintain that the constitution reigns supreme over subsidiary legislation like the POMA.
Under the said S.8 of the POMA, the Police can stop a public meeting if they think that the venue where the public meeting is to be held is unsuitable for purposes of the traffic or crowd control or that the meeting will interfere with other lawful businesses.

The law does not provide the specs for a suitable venue, traffic or crowd against which the exercise of the Police authority can be measured. This has become a breeding ground for fierce contests about the interpretation of that provision.

The skeptics argue that the powers granted to the Police under the above section are vague, open ended and liable to abuse and political machinations.

Because of the obvious difficulties of enforcing the POMA by the Police, we appear to have sowed the seeds of defiance and unwillingness to obey the directives of the Police especially with regard to political meetings and demonstrations.

The Courts have offered some guidance on the matter but their decisions like that in Muwanga Kivumbi Vs AG constitutional Petition No.9 of 2008 which nullified Police powers under S.32 Police Act cap 303 have come to nothing because the aforesaid nullified provision was re-enacted under S. 8 of the POMA .

The Constitutional Court is yet to pronounce itself in Constitutional Petition No. 56/2013 Human rights Network and 2 others Vs Attorney General which is challenging the constitutionality of S.8 of the POMA. So for the moment, the confusion around the application and enforcement of the POMA continues.

This is the kind of background which has ensured that the enforcement of the POMA is gaining the reputation of serving us with more chaos than the Public order it was designed to deliver.

It is therefore my considered opinion that the ubiquity of the chaos we are experiencing in Uganda during political demonstrations is an indicator that the POMA labours under a design defect.

I think it is time for us to reach a new consensus as a country on which POMA works best for us. I don’t see any problem with changing a law if it creates more problems than it solves especially if that law creates more political and governance problems which our history abhors.

We should follow the example set by the handling of the Sugar Bill 2016 which has recently caused a revolt and demonstrations by stakeholders in the sugar industry.

I hasten to add that these demonstrators have been fortunate enough not to be met by the wrath of the violence associated with enforcing the POMA .

The contested bill was withdrawn from Parliament to allow for more consultations with stakeholders. I believe this was the right thing to do.

If we can withdraw a vilified bill that relates to sugar, how then can we fail to withdraw or change another vilified law which affects the governance of the whole country. It is time to put on our thinking caps.

1. MTN Uganda Limited

MTN is a South African telecom company that entered Uganda in 1998 taking on the market by storm from Celtel and UTL. MTN Uganda had 11,578,207 mobile subscribers by the end of 2017 and 1,637 base stations.

MTN Uganda makes close to UGX 1.3 trillion and is Uganda’s highest tax payer with collections valued at Shs 458,706,552,944.

2. Nile Breweries Ltd

Nile Breweries Ltd is the largest brewing company in Uganda with 59% market share of the locally produced beer totaling more than 2.45 million hectoliters of beer at both its plants in Jinja and Mbarara.

Nile Breweries is owned by SABMiller who bought it from the Madhvani fellow before they later merged with ABInBev. It has invested more than $200 million in Uganda over the last 5 years.

South African based companies seem to be the kings in our economy as we have Nile Breweries coming in at second with Shs 197, 934,390,207 in tax revenue.

3. Airtel Uganda Limited

Airtel Uganda has beaten a lot of odds to get to the top, from purchasing the struggling telecom franchise Zain which had bought the ailing Celtel (first telecom company in Uganda in 1995) in 2010 to buying Warid telecom in 2013 which made it the second largest telecom company in Uganda with 7.2 million subscribers, 44% of the Ugandan cellphone users.

The company is owned by the Indian parent company, Bharti Airtel paying Shs 155,141,126,696 in taxes. This India based company could one day take out MTN if it continues to grow this fast.

4. Uganda Breweries Ltd

Uganda Breweries is a subsidiary of East African Breweries Ltd (EABL) which owns 98.2% of shares in the company and is headquartered in Kenya which is also owned by the might British company, Diageo Plc which makes Guiness. UBL has been around since 1946 and was formally state owned.

UBL makes or distributes Waragi, Bell Lager, Tusker, Johnnie Walker, Gilbeys, VAT 69, Bond 7 and so much. With brands like this, it is not hard to put together how they made it to the fourth spot with Shs 131,009,038,978 in tax revenue.

If you expected it to beat Nile Breweries, you were wrong. It seems nothing beats a Nile Special! However, you can see that Ugandans are serious about their “drink.”

5. Stanbic Bank

In 2017, Stanbic was the largest commercial bank in Uganda by assets worth more than UGX 5.4 trillion ($1.46 billion) and made more than UGX 200 billion ($54.8 million) in revenue. It bought and later merged with Uganda Commercial Bank in 2002.

Stanbic Bank is owned by Stanbic Africa, which is a subsidy of Standard Bank Group, a South African company and one of the largest banks in Africa. In Uganda, the bank was the National Bank of India in 1906 and after going through several names it became Grindlays Bank that was later bought and renamed by Standard Bank.

Stanbic Bank might have the highest number of public shareholders after the Ugandan government offered most of its shares on the Uganda Stock Exchange (USE) in 2005. They are leaders in banking innovation such as mobile banking and have the second largest network of banking ATMs in the country, no wonder they paid a whooping Shs 102,380,424,743 in tax.

6. Tororo Cement Ltd

Tororo Cement is the largest manufacturer of cement in Uganda and as of March, 2018 it will start producing more than 3 million tonnes of cement annually after investing more than UGX 86 billion in expansion with more than 8,000 employees.

The company is one of the largest manufacturers of construction materials in East Africa. It was established in 1952 by the British as Uganda Cement Industries under the Uganda Development Corporation before being sold off and rebranded later.

Tororo Cement Limited’s tax value is at Shs 82,252,203,594.

7. Century Bottling Co. Ltd

Century Bottling Company is owned by CocaCola Sabco (South African Bottling Company) since 1995 and has a bottling facility in Mbarara (1998) and in Namanve, Mukono (2001) and has set numerous standards for bottling procedures in Uganda.

The company is the authorized bottler and distributor of CocaCola products in Uganda such as Coke, Coke Zero, Fanta, Sprite, Novida, Minute Maid, Dasani water, Tonic water, Schweppes and in recent developments, Rwenzori mineral water.

These helped the company be able to wreck in Shs 78,879,404,573 in tax.

8. Bujagali Energy Limited

Bujagali Energy Limited is owned by Bujagali Holding Power Company Limited which is made up of Industrial Promotion Services Limited (IPS) in Kenya part of the Aga Khan Fund for Economic Development (AKFED), Sithe Global (SG) Power LLC from the USA and the Ugandan Government.

Bujagali Energy limited was started in 2004. It operates and owns Bujagali Power Station, the largest hydropower plants in the country which has been credited with creating more than 200,000 jobs around the country and generating more than 90% of all the electricity.

BEL has a tax value of Shs 74,975,273,650.

9. Kakira Sugar Limited

Kakira Sugar Works Limited is Uganda’s largest sugar producer owned by Madhvani Group started in 1930 with more than 7,500 employees producing more than 165,000 tonnes of sugar per year which is 47% of all the sugar in Uganda.

The sugar is also sold to South Sudan, DRC, Rwanda, Tanzania, Burundi and Kenya. The company has greatly contributed to Kakira, the area where it is located by building facilities such as schools, hospitals, offering scholarships and so much more.

Its taxes come in at Shs 70,620,565,962.

10. Umeme Limited

Umeme Limited (established in 2004) is owned by Globeleq (44%), a subsidy of the Commonwealth Development Corporation in the UK and the other shares are owned by the public with the largest public shareholders being institutions like NSSF with 23.20% and others.

Umeme was estimated to own assets worth UGX 1.775 trillion and shares worth UGX 503.8 billion while earning more than UGX 105.9 billion ($30.9 million) in 2015. Umeme has more than 1,400 employees and is the largest energy distributor in Uganda at more than 97% of all Uganda’s electricity.

That is why it was able to come in at No. 10 with taxes worth Shs 66,307,152,305.

11. Kinyara Sugar Limited

Kinyara Sugar Works Limited was founded in 1969 in Masindi by then Omukama of Bunyoro Tito Owiny who sold sugar to Northern Uganda in partnership with the government until kingdoms were abolished in 1966. It was later rejuvenated by Booker Tate Ltd which later sold its shares to Rai Group.

Currently the company is owned by Rai Group Mauritius (70%) and Uganda Government (30%). Kinyara Sugar Works is the second largest manufacturer of sugar in Uganda, producing 31% of all sugar estimated at 110,000 metric tonnes annually.

The company also generates 33MWs of electricity with the potential of selling 22MWs to the nation.

It has a tax pay out of Shs 62,498,406,168.

12. Centenary Rural Development Bank Limited

Centenary Bank started as a credit trust by the Catholic Church in Uganda in 1983 to serve the rural poor and develop the country before becoming a commercial bank in 1993.

Centenary is one of the largest banks in Uganda with assets worth UGX 1.974 billion, revenue of UGX 101.6 billion and 2,211 employees in 2015. It is under the leadership of Prof. John Ddumba Ssentamu as Chairman of the board and Fabian Kasi as the Managing Director.

With 69 bank branches, 172 ATMs, mobile banking and 1.4 million customers all over the country – it is no shock they were able to pay Shs 61,003,838,681 in taxes.

13. Sugar Corporation of Uganda Limited

SCOUL (Sugar Corporation of Uganda Limited) was started in 1924 and is owned by Mehta Group (49%) and the Ugandan Government (51%) with more than 7,000 employees.

The company is the third largest manufacturer of sugar in Uganda with a production of around 100,000 tonnes per year which is 17% of all the sugar produced in Uganda.

Mehta Group is based in Mumbai, India with a lot of business in Africa, Asia, Europe and North America employing more than 10,000 people. SCOUL has a tax value of Shs 57,277,705,804.

14. Standard Chartered Bank Uganda Limited

Standard Chartered Bank (StanChart) opened its doors in Uganda in 1912 making it the oldest bank in the country and it acquired Cooperative Bank in 1999 expanding its operations. It is a subsidy of Standard Chartered Bank Group based in London, UK.

The bank has 13 branches, 32 ATMs and 600 employees all over the country. They are leaders in innovation since they introduced the following notable things in Uganda; the first ATM, VISA ATM network and VISA Electron debit cards.

It is one of the most silent banks in the country yet its assets are worth UGX 2.68 trillion making it the second largest commercial bank in Uganda by asset value with UGX 28 billion in revenue and 600 employees as of 2015.

StanChart’s mission is to bank people and companies that drive trade, investment and wealth creation in Africa, Asia and the Middle East. With such a clientele, it comes as no surprise that its tax value is at Shs 56,387,929,935.

15. Hima Cement Ltd

Hima Cement Limited (HCL) was formed in 1994 in Kasese after the privatization of Uganda Cement Industries. It was acquired by Bamburi Cement Limited from Kenya and the parent owner of Bamburi, Lafarge from France.

Hima Cement invested more than $40 million to build a cement factory along the Tororo – Soroti road by 2018 and raise production from the current 850,000 tonnes per year to 1.9 million tonnes.

The manufacturer supplies more than 30,000 tonnes of cement for the expansion of Entebbe International Airport, the same number for the construction of the Tororo – Mbale – Soroti road and many more.

It comes in to close the list at Shs 54,440,445,780 in tax returns.

An internal police message dated April 24, 2019, from Police Human Resource Management (HRM) to, Inspector General of Police, Deputy IGP, Police Directors and All Unit commanders, indicate over 10,000 police personnel have pending queries but 1,042 missed last year’s manpower audit.

The fate of 1,042 police officers who include 8 Superintendents (SPs), 30 Assistant Superintendents (ASPs), 10 Inspectors of Police (IPs) and 40 Assistant Inspectors (AIPs) would be sealed by end of next week should they not report to Police Headquarters at Naguru with genuine reasons on why they were not counted.

Titled Human Resource Management 144/225/01 Manpower Audit, Unit commanders have been ordered to refer their juniors to police headquarters not later than May 2 to explain where they were during the headcount.

“The under listed personnel under your units missed headcount that was conducted in June 2018. You are hereby required to match them to police headquarters HRM manpower audit and give exclamation about their whereabouts on the day of headcount. Whoever will not be matched as instructed will be presumed to be AWOL [Absent Without Leave] and will be deleted from payroll,” reads the internal message to all police unit commanders.

IGP Martin Okoth Ochola (in featured photo) ordered for police manpower audit in June last year after it was reported that more than 3,500 police officers had deserted the force between 2015 and 2018.

Former Inspector General of Police, Gen Kale Kayihura, in his handover speech said he had left a police force that had increased from 14,000 at the time he took over in 2005 to 44,600 in March 2018. 


Late last year, media reported that manpower audit had revealed that Gen Kayihura’s figures were less by 8,000 policemen a claim that was not denied nor confirmed by police authorities. 


Field Force Unit (FFU) has the biggest number of police officers listed for removal from payroll at 385, Anti-Stock Theft Unit (ASTU) 72, Directorate of Logistics and Engineering 44, Kira Road Police Station 41, Very Important Protection Unit (VIPPU) 38, Tourism Police 18, Jinja Road Police Station 17 and Kira Division Police headquarters has 14.

The Criminal Investigations Directorate (CID) has 13 detectives whose whereabouts are unknown, Human Resource Administration (HRD) 10, Counterterrorism 12, Aviation Police 9, Crime Intelligence 9, Flying Squad 7, Presidential Protection Guard (PPG) 5, Interpol Police 5 and Music Dance and Drama 4. 


Mbale tops upcountry districts at 16, Tororo 11, Jinja Central 11, Kamuli 11, Mayuge 10, Namayingo 10, Abim 10, Masaka 9, Rakai 8, Iganga, Bukedia and Kaabong all have 7 police officers pending removal from payroll. 

Uganda jubilates as its two newly acquired Bombardier CRJ900s planes for Uganda Airlines hit the Entebbe airport tarmac for the first time this Tuesday morning. The two planes flew in from Canada making a successful landing only to receive a big welcome.

The aircraft purchased have a new enhanced Atmosphere cabin system which is a first in their series making Uganda Airlines the first airline in Africa to operate them. There is also a pending delivery of two more Bombardier CRJ900s which are to arrive later this year followed by two Airbus A330-800 neo jetliners next year.

However, the Ugandan people won’t be able to enjoy any commercial flights in these new aircraft not until they complete the Air Operator Certification (AOC certification) process which has five phases and takes approximately 90 days to complete.

This means the Uganda Airlines will start operations around July 2019 once the certification process is completed. Meanwhile, as the certification process is ongoing, Bombardier will be showcasing the CRJ900 new cabin to other African countries as part of their marketing strategy.

It should also be noted that Uganda as so far signed 47 Bilateral Air Services Agreements with other countries which will soon need to be activated. These agreements also known as an Air Transport Agreements (ATAs) are signed between two nations to allow international commercial air transport services between their territories.

President Yoweri Museveni accompanied the First Lady Janet Museveni and other dignitaries also witnessed the landing of the two new planes today.

According to Uganda Airlines, the planes are expected to make flights to over 26 destinations with 19 confirmed regional and 7 international routes respectively.

The regional routes will include Addis Ababa, Nairobi, Bujumbura, Kigali, Goma, Harare, Johannesburg, Dar es Salaam and Lagos among others. The International flights are to London, Amsterdam, Bombay, Dubai and Doha.