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Former DFCU Bank Bosses Charged Over Global Fund Scam
4 NEW VISION, Thursday, April 3, 2014 NATIONAL NEWS Former DFCU Bank bosses charged over Global Fund scam By Edward Anyoli Lule, while employed by Lule through manipulation of 300 sub-recipients and DFCU – a company in which Former Global Global Fund foreign exchange, individuals be audited further Two former managers of DFCU the Government had shares – falsely claiming that it was and that former health minister, Bank have been charged with directed the bank to convert Fund boss Dr. commission fees for soliciting Maj. Gen. Jim Muhwezi and abuse of office, costing the $2m Global Fund money into Global Fund business. his deputies; Mike Mukula Government sh479m. the local currency at an inflated Muhebwa was last Kantuntu, Lule and Kituuma and Alex Kamugisha, be Robert Katuntu, the former foreign exchange rate of Magala (a city lawyer, who is prosecuted. managing director of DFCU sh1,839 per dollar, which was week charged with summoned to appear in court This resulted into the and Godffrey Lule, the bank’s higher than the rate of sh1,815, on April 11) are jointly facing establishment of the anti- former head of treasury, were raising a difference of sh48m. causing financial the charges with Dr. Tiberius corruption division of the yesterday charged before the On another charge, Lule Muhebwa, the former Global High Court in December Anti-Corruption Court chief is accused of fraudulently loss of sh108m Fund project co-ordinator. 2008, which has convicted magistrate. They denied the directing the bank staff to Muhebwa has been charged two suspects; Teddy Cheeye charges and were granted cash convert $1m Global Fund with causing financial loss of the presidential adviser on bail of sh3m each. -
Elite Strategies and Contested Dominance in Kampala
ESID Working Paper No. 146 Carrot, stick and statute: Elite strategies and contested dominance in Kampala Nansozi K. Muwanga1, Paul I. Mukwaya2 and Tom Goodfellow3 June 2020 1 Department of Political Science and Public Administration, Makerere University, Kampala, Uganda. Email correspondence: [email protected] 2 Department of Geography, Geo-informatics and Climatic Sciences, Makerere University, Kampala, Uganda. Email correspondence: [email protected]. 3 Department of Urban Studies and Planning, University of Sheffield, UK Email correspondence: [email protected] ISBN: 978-1-912593-56-9 email: [email protected] Effective States and Inclusive Development Research Centre (ESID) Global Development Institute, School of Environment, Education and Development, The University of Manchester, Oxford Road, Manchester M13 9PL, UK www.effective-states.org Carrot, stick and statute: Elite strategies and contested dominance in Kampala. Abstract Although Yoweri Museveni’s National Resistance Movement (NRM) has dominated Uganda’s political scene for over three decades, the capital Kampala refuses to submit to the NRM’s grip. As opposition activism in the city has become increasingly explosive, the ruling elite has developed a widening range of strategies to try and win urban support and constrain opposition. In this paper, we subject the NRM’s strategies over the decade 2010-2020 to close scrutiny. We explore elite strategies pursued both from the ‘top down’, through legal and administrative manoeuvres and a ramping up of violent coercion, and from the ‘bottom up’, through attempts to build support among urban youth and infiltrate organisations in the urban informal transport sector. Although this evolving suite of strategies and tactics has met with some success in specific places and times, opposition has constantly resurfaced. -
Magazine Layout 2 LR
SAT 12 OCT SPEKE RESORT LET’S GOAT IT On! RACE PROGRAMME #goatraceskla ENJOY RESPONSIBLY: EXCESSIVE CONSUMPTION OF ALCOHOL IS HARMFUL TO YOUR HEALTH. Don’t Choose What You Want to Do. Choose Who You want to be. Faculty of ; • Business and Management • Health Sciences • Humanities and Social Sciences • Science and Technology • Dept. of Petroleum and Energy Studies CORPORATE TRAINING AND SHORT COURSES AVAILABLE, UPSKILL YOURSELF TODAY! : TABLE OF CONTENTS Organisers Message .............................................................................................................................................1 Security information..............................................................................................................................................2 Goat Race 2018 Pictorial ................................................................................................................................. 3-4 Race 1 information ................................................................................................................................................5 Humor......................................................................................................................................................................7 Race 2 information ................................................................................................................................................9 Race 3 information ............................................................................................................................................ -
Managing Director's Statement
Summary Financial Statements Housing Finance Bank 2020 Performance Highlights For The Year Ended 31 December 2020 Report Of The Independent Auditor On The Summary Financial Statements To The Shareholders Of Housing Finance Bank Limited I II Statement Of Financial Position As At 31 December 2020 Our Opinion The Audited Financial Statements And 2020 2019 Our Report Thereon Assets Ushs '000 Ushs '000 In our opinion, the accompanying sum- Cash and balances with the central bank 78,801,610 115,135,554 mary financial statements of Housing Fi- We expressed an unmodified audit opin- Deposits and balances due from other banks 48,823,936 56,228,534 nance Bank Limited (“ the Bank”) for the ion on the audited financial statements of Government securities at FVPL 146,919,395 1,364,818 1,108 BN 654.2 BN 551 BN 20.69 BN 250.1 BN year ended 31 December 2020 are con- the Bank for the year ended 31 December Government securities at amortised cost 212,748,084 117,349,831 Total Assets Customer Net Loans Profit After Shareholders’ sistent, in all material respects, with the 2020 in our report dated 21 April 2021. Loans and advances (net) 550,608,755 553,524,657 Deposits Tax Equity audited financial statements of the Bank That report also includes the communi- Other assets 22,568,678 23,346,460 for the year ended 31 December 2020, in cation of a key audit matter. A key audit Property and equipment 31,789,871 29,171,335 Total assets Customer Net loans and Profit After Tax Shareholders’ accordance with the Financial Institutions matter is that which in our professional Intangible assets 7,032,093 6,212,368 increased by 22% deposits advances to declined by 8% equity increased (External Auditors) Regulations, 2010 and judgement, is of most significance in our Capital work in progress 739,311 2,002,197 from Shs 912 increased by 17% customers from Shs 22.5 by 18% from Shs the Financial Institutions Act, 2004. -
UIBFS-FINANCIAL-SERVICES-MAGAZINE-Issue-011-2021-Web.Pdf
Financial Services Magazine Finance and Banking BANKING • COMMODITIES • INSURANCE • STOCK MARKETS • MICROFINANCE • TECHNOLOGY • REAL ESTATE AUGUST 2021 /ISSUE 011 , FREE COPY SERVICES MAGAZINE Banking on Innovative Financial Technology to Deliver a Cashless Economy FINANCE & BANKING MICRO FINANCE FINANCIAL NEWS How banks and fintechs are Digitizing financial transactions Artificial intelligence as a key leading Uganda into a cashless in Micro Finance Institutions, driver of the bank of the future. economy post COVID -19. SACCOs to promote efficiency. UGANDA KENYA RWANDA SOUTH SUDAN BURUNDI TANZANIA ISSUE 11 July - August 2021 I Financial Services Magazine Finance and Banking II ISSUE 11 July - August 2021 Financial Services Magazine Finance and Banking CONTENTS 01 How Banks & Fintechs are Leading Uganda into a Cashless Economy Post Covid 19 04 Towards a Cashless Economy in Uganda-A Regulatory Perspective 08 Digital Banking Innovations mean Uganda is On Track to Achieve a Cashless Economy 11 Financial Inclusion & Evolution of Digital Payments In Uganda 12 Artificial intelligence as a key driver of the bank of the future 16 Role of Data Driven Analytics in Business Decision Making 18 Emerging Financial Crimes and Digital Threats to Financial Sector Growth 22 Relevance of Bancassurance to The Customer Today 24 Uganda - Dealing with Cyber security Risk in The Banking and Financial Services Industry: The Need for a New Mindset 27 Housing Finance Bank: Overcoming Challenging Times Through Customer Focus and Dedication 29 Digitizing Financial -
The Least Cost Generation Plan 2016
THE LEAST COST GENERATION PLAN 2016 – 2025 EXECUTIVE SUMMARY In 2013, the Authority developed a 5 year Least Cost Generation Plan (LCGP) that covered the period 2013 to 2018. An update of the LCGP has been undertaken covering a 10 year period of 2016 to 2025. The update involved review of the load forecast in light of changed parameters, commissioning dates for committed projects, costs of generation plants, transmission and distribution system investment requirements. In the update of the plan, similar to the Power Sector Investment Plan, prepared by the Ministry of Energy and Mineral Development, the ”Econometric Demand” forecasting method was used at distribution level to forecast Commercial, Medium Industry and Large Industry customer category demand. A bottom up approach was used for Domestic customer category using the end-user method. A Base Case, Low Case and High Case scenario were developed for sensitivity analysis. The resultant demand forecast was 6.5%, 3.6% and 12% growth rate in energy demand for the Base Case, Low Case and High Case scenarios respectively. This growth rate is lower than the projection in the 2013 LCGP of 10%, 5% and 14% for Base Case, Low Case and High Case respectively. A number of energy supply options were considered including Hydro, Peat, Solar PV, Bagasse Cogeneration, Wind and Natural Gas. The planned supply considered already existing, committed and candidate generation plants/projects with their estimated commissioning dates aligned. We note that more than 80% of the generation will come from hydro. 1 In the demand supply balance, Figure E1 shows the demand and supply balance over the planning period. -
Bernard Bahemuka
Resume: Bernard Bahemuka Personal Information Application Title CHIEF CREDIT OFFICE First Name Bernard Middle Name N/A Last Name Bahemuka Email Address [email protected] Cell Nationality Uganda Gender Male Category Banking/ Finance Sub Category Private Banking Job Type Full-Time Highest Education University Total Experience 16 Year Date of Birth 27-03-1977 Work Phone +2560782366689 Home Phone N/A Date you can start 01-10-2020 Driving License Yes License No. 10143096/2/1 Searchable Yes I am Available Yes Address Address Address Hoima District City Hoima State N/A Country Uganda Institutes Institute Kampala International University City Kampala State N/A Country Uganda Address Kampala,Uganda Certificate Name Bachelors Degree in Business Administration Study Area Accounting & Management Institute Institute Of Teachers Education Kyambogo City Kampala State N/A Country Uganda Address Kampala, Uganda Certificate Name Diploma in Business Education Study Area Business Education Employers Employer Employer Encot Microfinance Limited Position Credit Manager Responsibilities Maintain and preserve Credit Operations policies , manage Credit Operations activities,Manage Credit Risk and grow the portfolio and clientele qualitatively Pay Upon Leaving 5,000,000 uganda Shillings Supervisor Chief Operating Officer From Date 01-10-2017 To Date N/A Leave Reason Carrier Growth City Kampala State N/A Country Uganda Phone N/A Address P.O.Box 389 Masindi Employer Employer Finance Trust Bank Position Branch Manager Responsibilities Over seeing general Branch -
UGANDA MICROFINANCE INDUSTRY ASSESSMENT August 2008
UGANDA MICROFINANCE INDUSTRY ASSESSMENT UGANDA MICROFINANCE INDUSTRY August 2008 August 2008 AMFIU House Plot 679, Wamala Rd, Najjanankumbi, Off Entebbe Rd AMFIU P. O. Box 26056 Kampala - Uganda Tel: +256 (0) 414 259176, Fax: +256 (0) 414 254420 ASSOCIATION OF MICROFINANCE JIREH GROUP Tel: +256 312 273126, INSTITUTIONS OF UGANDA Email: [email protected] : +256 712 965 315 E-mail: [email protected] Website: www.amfiu.org.ug jirehgroupinvestmentsltd UGANDA MICROFINANCE INDUSTRY ASSESSMENTUGANDA MICROFINANCE INDUSTRY ASSESSMENT UGANDA MICROFINANCE INDUSTRY ASSESSMENT AUGUST 2008 1 UGANDA MICROFINANCE INDUSTRY ASSESSMENT UGANDA MICROFINANCE INDUSTRY ASSESSMENT FOREWARD Microfinance in Uganda has taken big strides since 1996 when stakeholders formally came together and since then it has been recognized internationally for its contribution to the economic and social development of the economically active poor in Uganda. However, due to the nascent level of the industry, there is limited and scattered information on what is taking place in the microfinance industry in Uganda. This Microfinance Industry Assessment study tries to compile information on various issues on the microfinance industry and gives an over-view of the general financial sector in Uganda, development and trends in the microfinance industry and issues on regulation of the sector. It provides a wealth of information and knowledge on what microfinance in Uganda is all about, how it fits into the overall financial sector and the role of various stakeholders in the industry. As a national Network for Ugandan microfinance practitioners and stakeholders, the Association of Microfinance Institutions of Uganda (AMFIU), has been involved in all the different stages of development of the MF industry. -
Crane Bank to Appeal to Supreme Court
Plot 37/43 Kampala Road, P.O. Box 7120 Kampala Cable Address: UGABANK, Telex: 61069/61244 General Lines: (+256-414) 258441/6, 258061/6, 0312-392000 or 0417-302000. Fax: (+256-414) 233818 Website: www.bou.or.ug E-mail: [email protected] CRANE BANK TO APPEAL TO SUPREME COURT KAMPALA – 30 June 2020 – Bank of Uganda (BoU) wishes to inform the public of its decision to appeal the Court of Appeal’s dismissal of the case filed by Crane Bank Limited (in Receivership) vs. Sudhir Ruparelia and Meera Investments Limited to the Supreme Court. In exercise of its powers under sections 87(3), 88(1)(a)&(b) of the Financial Institutions Act, 2004, BoU placed Crane Bank Ltd (In Receivership) [“Crane Bank”] under Statutory Management on 20th October 2016. This decision was necessary upon discovering that Crane Bank had significant and increasing liquidity problems that could not be resolved without the Central Bank’s intervention given that Crane Bank had failed to obtain credit from anywhere else. An inventory by external auditors found that the assets of Crane Bank were significantly less than its liabilities. In order to protect the financial system and prevent loss to the depositors of Crane Bank, Bank of Uganda had to spend public funds to pay Crane Bank’s depositors. A subsequent forensic investigation as to why Crane Bank became insolvent found a number of wrongful and irregular activities linked to Sudhir Ruparelia and Meera Investments Ltd. These findings form the basis of the claims in the lawsuit by Crane Bank. The suit was necessary for recovery of the taxpayers’ money used to pay depositors’ funds as well as the other liabilities of Crane Bank. -
Has the Privatization of Uganda Commercial Bank Increased Competition and Extended Outreach of Formal Banking in Uganda?” Abstract
DEPARTMENT OF ECONOMICS Uppsala University Bachelor’s Thesis Authors: Oscar Karlsson & Erik Malmgren Supervisor: Ranjula Bali Swain Spring 2008 “Has the Privatization of Uganda Commercial Bank Increased Competition and Extended Outreach of Formal Banking in Uganda?” Abstract: Financial sector development can reduce poverty and promote economic growth by extending access to financial services in developing countries. Traditionally, banking in Sub-Saharan Africa has been conducted by state-owned banks. Although, evidence has shown that severe government involvement in the banking sector has proved to cause low profitability and inefficiency. During 2001, Uganda Commercial Bank, the dominant provider of banking experienced financial problems; as a result, the government had to privatize the bank. The aim of this thesis is therefore to investigate if the privatization prevented the banking sector from collapse and if it made the sector more competitive and outreaching. The main conclusion is that the privatization strongly prevented the banking sector from collapse. Since privatization, competition has increased sufficiently in urban areas of Uganda while rural areas have not experienced any significant increase in competition. Finally, we conclude that the outreach of banking has increased somewhat since the privatization, but it is still relatively poor. Key Words: Sub-Saharan Africa, Uganda, Financial Development, Financial Structure, Access to Finance, Banking, Bank Competition, Bank Privatization, Outreach of Banking 2 Abbreviations Mentioned -
Stanbic Branches
UGANDA REVENUE AUTHORITY BANK ACCOUNTS FOR TAX COLLECTIONS BANK/ BRANCH STATION ACCOUNT NUMBER STANBIC BRANCHES STANBIC KABALE Kabale DT 014 0069420401 STANBIC KIHIHI Kihihi Ishasha 014 0072016701 STANBIC KISORO Kisoro DT 014 0067695501 STANBIC KITGUM Kitgum E&C 014 0013897701 STANBIC MOYO Moyo DT 014 0094774501 STANBIC NEBBI Nebbi Main 014 0093252701 STANBIC CUSTOMS Ntungamo Mirama 014 0059793301 STANBIC PAKWACH Pakwach CUE 014 0096061101 STANBIC GULU Gulu 014 00 87598001 STANBIC APAC Apac 014 0089064501 STANBIC LIRA Lira 014 0090947601 STANBIC KIBOGA Kiboga 014 0032789101 STANBIC MUBENDE Mubende 014 0029903401 STANBIC MITYANA Mityana 014 0028053701 STANBIC KYOTERA Kyotera 014 0064697901 STANBIC MUKONO Mukono 014 0023966401 STANBIC ARUA Arua DT 014 0091518701 STANBIC JINJA Jinja LTO 014 0034474801 STANBIC TORORO Tororo DT 014 0039797301 STANBIC NAKAWA 014 0014526801 STANBIC KAMPALA City ‐Corporate 014 00 62799201 Corporate‐Corporate 014 00 62799201 Lugogo‐Corporate 01400 62799201 STANBIC SOROTI Soroti 014 0050353901 STANBIC KASESE Kasese DT, Kasese CUE 014 00788089 01 STANBIC LUWERO Luwero(Kampala North) 014 00253024 01 STANBIC MOROTO Moroto 014 00486049 01 STANBIC WANDEGEYA Kampala North DT 014 00051699 01 STANBIC BUSIA Busia DT 014 00409365 01 STANBIC F/PORTAL F/Portal 014 00770127 01 STANBIC IGANGA Iganga 014 00 363457 01 STANBIC MALABA Malaba 014 00 420444 01 STANBIC MASAKA Masaka 014 00 824562 01 STANBIC MBALE Mbale DT 014 00 444509 01 STANBIC MBARARA Mbarara 014 00 537253 01 1 BANK/ BRANCH STATION ACCOUNT NUMBER STANBIC BUSHENYI -
Absa Bank 22
Uganda Bankers’ Association Annual Report 2020 Promoting Partnerships Transforming Banking Uganda Bankers’ Association Annual Report 3 Content About Uganda 6 Bankers' Association UBA Structure and 9 Governance UBA Member 10 Bank CEOs 15 UBA Executive Committee 2020 16 UBA Secretariat Management Team UBA Committee 17 Representatives 2020 Content Message from the 20 UBA Chairman Message from the 40 Executive Director UBA Activities 42 2020 CSR & UBA Member 62 Bank Activities Financial Statements for the Year Ended 31 70 December 2020 5 About Uganda Bankers' Association Commercial 25 banks Development 02 Banks Tier 2 & 3 Financial 09 Institutions ganda Bankers’ Association (UBA) is a membership based organization for financial institutions licensed and supervised by Bank of Uganda. Established in 1981, UBA is currently made up of 25 commercial banks, 2 development Banks (Uganda Development Bank and East African Development Bank) and 9 Tier 2 & Tier 3 Financial Institutions (FINCA, Pride Microfinance Limited, Post Bank, Top Finance , Yako Microfinance, UGAFODE, UEFC, Brac Uganda Bank and Mercantile Credit Bank). 6 • Promote and represent the interests of the The UBA’s member banks, • Develop and maintain a code of ethics and best banking practices among its mandate membership. • Encourage & undertake high quality policy is to; development initiatives and research on the banking sector, including trends, key issues & drivers impacting on or influencing the industry and national development processes therein through partnerships in banking & finance, in collaboration with other agencies (local, regional, international including academia) and research networks to generate new and original policy insights. • Develop and deliver advocacy strategies to influence relevant stakeholders and achieve policy changes at industry and national level.