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Quarter 3 Quarter 3

Quarter 3 | 2026

Human Resource Managers’ Association of Uganda

2026 2026

People Focus

NEWSLETTER

Transforming Africa’s Workforce for the Future.

2026

Quarter 3

TABLE OF

CONTENTS Pg

Message From The President

Foreword From The Editor In Chief

HR and Culture: the true drivers of tech adoption and business growth

Professional Development

16 The 4th Annual HR Sports Gala highlights

18 HRMAU Sponsors Corporate Run

22 Upcoming Events

23 Navigating Workplace Mental Health in Uganda & East Africa

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Quarter 3

MESSAGE FROM THE PRESIDENT Dear Members and Partners, I begin with those among us who said goodbye to loved ones this quarter. No words fully ease that loss. Please know that your HRMAU family holds you close and stands with you and your families. If I could share one thought from these past three months, it is this: AI will handle the tasks; leadership will always be about people. I have carried that conviction into every room this quarter, and I came back more certain of it. As machines take on more of the work, what sets us apart is what no machine can offer: self-awareness, genuine care, and the humility to put people and mission ahead of self-interest.

Closer to home, we sat down for the first time with our sisters and brothers in the Uganda Public Service HR Managers Network (UPSHRMNet) at the Ministry of Public Service. We agreed on a joint MoU, a joint working paper, and a Technical Working Group to advance the HR Professionals Bill. On 18 September, we met the Permanent Secretary, Ms Catherine Bitarakwate Musingwiire. She shared her own HR journey, which began in 1994, and reminded us that we are strongest when we share. Let me reassure you that our eyes remain firmly on the Bill, and we are working with every key stakeholder. We have also begun talks with the Ministry of ICT and National Guidance on how HR can help the country achieve its 10X growth ambitions.

“As machines take on more of the work, what sets us apart is what no machine can offer: self-awareness, genuine care, and the humility to put people and mission ahead of self-interest.

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Among business leaders, I was honoured to speak for you at the SanlamAllianz Healthcare CEO Roundtable, the Insurance CEO Breakfast, the Digital Leadership Roundtable, the CFO East Africa Sustainability Summit and Stanbic Bank’s HR Leadership engagement. Each time, I reminded the room that technology has never been the hard part; people are. Organisations increasingly look to HR to lead the way, and as Scripture reminds us, “to whom much is given, much is expected”. As a profession, we must embrace that a great deal is expected of us and rise to meet it. At the launch of CHRO East Africa on 15 July, I sat among over 100 HR leaders, and one truth landed close to home: it can be lonely at the top. Yet a challenge described in Nairobi drew knowing nods from Kampala, Kigali, and Addis Ababa. We heard that people are not leaving for lack of opportunity, but for lack of leadership worth staying for. In the end, empathy and judgement will set tomorrow’s leaders apart. Across the continent, HRMAU’s voice was heard twice in August. At the Global Conference on Human Resources in Africa (GCHRA) in Accra, Ghana, our Director of Professional Development, Remigious Kaggwa, represented the Association on the Regional HR Associations Panel, and I thank him for carrying our flag so ably. A week later, at the 2nd Africa Human Resource Summit in Arusha, I made the case that technology alone is not transformation. Real change happens in how we think, lead, and care for one another. Arusha also saw the launch of the East Africa HR Confederation, under its inaugural President, CHRP (K) Quresha Ahmed. The GC is studying what this means for HRMAU and for you, and we will brief you in due course. To the members who made the journey: you were One Africa, One HR in action, and I was proud to stand with you.

Our hearts were on full display at the 4th Annual HR Sports Gala. Congratulations to everyone who played, cheered and volunteered. Special thanks to Vice President Concepta Nambejja, Chairperson and Programmes Director Faith Mirembe, the organising committee, and our generous sponsors. The Gala supported the Dorna Centre Home for Autism, now an Association partner. We will visit the children in December, and I warmly invite you to keep giving. On 11 October, please join us at the NEC Grounds, Bugolobi, at 6:00 a.m. for the Corporate Run’s Run for Expectant Mothers, raising funds for 5,000 mama kits. Every step counts. Looking ahead, I look forward to representing you at the 8th East Africa HR Symposium in Nairobi (14–16 October). And I look forward to welcoming you to our flagship 3rd Annual HR Conference on 11–12 November at the Kampala Serena Hotel, themed “Shaping Africa’s Next Generation of Organisations: People-Centered Leadership and Technology for Sustainable Growth.” Please register early and bring a colleague. The machines will keep getting smarter. May we keep getting more human. Thank you for walking this journey with me

Paul Rumanda Rugambwa PRESIDENT HRMAU

Our learning continued. CPA Ponsiano Turyamureeba helped us understand what the Income Tax (Amendment) Act means for PAYE. We also delivered Employment (Amendment) Act training for colleagues in the insurance industry, which was warmly moderated by our member, Doreen Muwulya, CHRBP, of Minet Uganda. At the UCU Career Fair, we met the young people who will one day lead this profession, which is the heart of our fourth pillar.

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Quarter 3

FOREWORD FROM THE EDITOR IN CHIEF Wellbeing. Dr. Joseph Gavin Nyanzi makes an evidence-based case for why fighting cancer belongs in HR strategy. Our feature on workplace mental health in Uganda puts numbers and local case studies behind a challenge many of us see every day but rarely measure. Association life. These pages also show the life of our association: •

the energy of the 4th Annual HR Sports Gala

•

our support for the Corporate Run

•

our visit to Prudential Uganda

•

our time with students at the UCU Career Fair

We welcome our new Q2 members, and we pause to honor the memory of His Majesty Omukama Oyo Nyimba Kabamba Iguru Rukidi IV. Welcome to the Quarter 3, 2026 edition of People Focus. We chose the theme Transforming Africa’s Workforce for the Future because we wanted an issue that is both ambitious and practical. It should take you from continental conversations all the way to the payroll you run next month, and I believe the pages that follow do exactly that. Arusha. We open with reflections from the Second Africa Human Resources Summit, held under the banner “One Africa. One HR.” Leaders there asked what would change if organisations treated psychological safety with the same rigor they apply to financial risk.

People Focus is your newsletter. If you have an insight, a case study, a lesson learned or a story from your organisation worth sharing, please write to us at connect@hrmau.org.ug. The best ideas in our profession are often already in practice somewhere in this community, and our job is to bring them to the page. Enjoy the read. I look forward to seeing you at the 3rd Annual HR Conference in November.

Moses Waswa

DIRECTOR, PUBLIC RELATIONS AND MARKETING

Culture and technology. Next are highlights from the President’s keynote at the IBAU CEO Breakfast and from the inaugural Digital Leadership Roundtable: HR Edition. Both make the case that culture, not technology, decides whether transformation succeeds. Payroll. Our Professional Development section explains the recent Income Tax amendment and what it means for your payroll, including how to handle July PAYE filed under the old bands. Keep it close, because this kind of guidance saves organisations real money and real headaches.

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The evolution of the African workplace is happening right now, but it comes with a hidden cost. The World Health Organisation estimates that depression and anxiety cost the global economy USD 1 trillion annually in lost productivity. Africa’s share of that cost is rising structurally and remains largely unaddressed by outdated HR frameworks As organisations chase aggressive targets, team cohesion is quietly dissolving under the weight of remote work and new operational realities. Across the continent, HR professionals are witnessing a silent crisis: mental health is no longer just a sensitivity topic. It is now a critical driver of performance, retention, leadership, and economic survival.

“

The World Health Organisation estimates that depression and anxiety cost the global economy USD 1 trillion annually in lost productivity. Africa’s share of that cost is rising structurally and remains largely unaddressed by outdated HR frameworks.

This pressing reality took centre stage at the Second Africa Human Resources Summit held at the Mount Meru Hotel in Arusha, Tanzania. Gathering under the banner of “One Africa. One HR,” the summit united HR leaders, policymakers, CEOs, and academics from across 54 African nations. Co-organized by the African Human Resource Confederation (AHRC) and the Tanzania Human Resource and Administration Professionals Association (THRAPA), the event challenged leaders with a profound question: What would change if African organisations treated psychological safety with the same rigor they apply to financial risk? Which leaders would still be in their roles, and which talent would never have left? The summit was a historic milestone for the continent’s human capital sector, building momentum toward hosting major global forums like the World HR Congress in Africa. Key pan-African delegations drove future-ready capabilities forward: •

The Human Resource Management Professionals Examination Board (HRMPEB) actively promoted vital certifications, including the Certified Human Resource Professionals (CHRP) and CBET programmes.

•

Unicaf established powerful, cross-border educational partnerships to bridge the global talent gap.

“

5 Strategic Takeaways for the Future-Ready HR Leader The conversation in Arusha made one thing clear: Africa’s transformation will be powered by its people. To lead this charge, HR must shift from administrative support to strategic, human-centered leadership by focusing on five core areas:

Focus Area

Strategic Imperative

Embrace AI & Digital Tools

Move past the hype. Leverage artificial intelligence to modernize recruitment, optimize talent matching, and update labor practices.

Prioritise Strategic Leadership

Step out of the back office. Act as the strategic guardian of your organisation's sustainability, culture, and long-term compliance.

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Focus on Employee Well-being

Treat psychological safety as a performance metric. Build inclusive workplaces and robust psychosocial support systems—especially in high-pressure sectors like NGOs.

Proactive Compliance

Mitigate legal risks early. Actively consult with labor offices and strictly adhere to fair labor standards to prevent costly corrections later.

Bridge the Talent Gap

Build sustainable, future-ready career pathways and innovative talent management systems to help local organisations thrive amid evolving economic demands.

The Journey Continues Rethinking how we prepare our people for a rapidly changing world requires bold ideas and human-centered leadership. Let’s take the insights from Arusha and turn them into actionable strategies within our own organisations.

President HRMAU Paul Rumanda Rugambwa(3rd Right) joins global leaders at the 2nd Africa HR Summit.

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Quarter 3

Human Resource trends: what is keeping Business leaders awake? HRMAU President Paul Rumanda Rugambwa delivered a Keynote address at the recent CEO Breakfast hosted by the Insurance Brokers Association of Uganda (IBAU) at Four Points by Sheraton Kampala, sponsored by Mirai General Insurance. Speaking on the theme, “Human Resource Trends: What is Keeping Business Leaders Awake?”, Mr. Rugambwa urged CEOs to rethink their workforce strategies amidst rapid technological shifts, legal reforms, and changing economic dynamics.

Key Takeaways for HR Leaders & CEOs: •

•

Strategic AI Adoption: The primary workplace challenge is a skills shortage, not a people shortage. CEOs should invest in AI strategically to solve specific business problems rather than adopting technology without a clear purpose. Employment Act Compliance: Organisations must urgently review employment contracts, HR policies, and disciplinary procedures to align with Uganda’s amended Employment Act, which heavily impacts workforce planning, employment costs, and risk management.

•

Macro Trends: Business leaders must navigate a widening skills gap, rising cost of living, shifts in development funding, and talent demands from Uganda’s emerging oil and gas sector.

•

HR as a Strategic Partner: Reminding leaders that “people decisions are business decisions,” Mr. Rugambwa challenged CEOs to give HR leaders a seat at the executive table to drive organisational growth, transformation, and resilience.

President HRMAU Paul Rumanda Rugambwa delivers his remarks

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Quarter 3

HR and Culture: the true drivers of tech adoption and business growth The Human Element of Tech: HRMAU President Paul Rumanda Rugambwa reframed AI anxiety by reminding the room that people—not technology—are the hardest part of any transformation. Citing World Economic Forum (WEF) data, he noted that the skills gap remains the biggest barrier to digital transformation.

Under the theme, “Aligning HR, Culture, and Technology is the New Driver of Business Growth,” the executive event brought together HR leaders and culture practitioners to explore how technology is reshaping organisational performance.

About the Event Host : ABC is a Ugandan technology consulting and business solutions company that helps organisations improve performance through digital transformation, business automation, data-driven decision-making, and customer-centric innovation. As an authorised Zoho Partner, ABC works with businesses across industries to implement technology solutions that enhance operations, strengthen customer relationships, and drive sustainable growth.

“

The Human Resource Managers’ Association of Uganda (HRMAU), in partnership with Analytics Business Centre (ABC), successfully hosted the inaugural Digital Leadership Roundtable (TDLR): HR Edition on 17th July 2026 at Protea Hotel Kampala Skyz.

Key Highlights from the Roundtable:

Photo Credit : etroca ; Muthoni gives her remarks.

Primera

•

Culture Comes First: Primera Muthoni (Founder & Team Lead, ABC) emphasized that “technology only works when people actually use it.” She challenged HR leaders to treat digital adoption as a cultural issue, asking: “What does our culture need to be true before any tool will actually work?”

•

The Human Element of Tech: HRMAU President Paul Rumanda Rugambwa reframed AI anxiety by reminding the room that people— not technology—are the hardest part of any transformation. Citing World Economic Forum (WEF) data, he noted that the skills gap remains the biggest barrier to digital transformation.

•

Leading with Courage and Data: Mr. Rugambwa urged HR leaders to step up and lead this digital era with courage and data, transforming HR from an administrative function into a strategic driver sitting at the intersection of technology, culture, and business growth.

•

Expert Insights: An engaging panel featuring Peter Kabaseke, Joyce Nakalema, and Dr. Irene Mutuzo further explored practical leadership approaches to driving employee adoption and meaningful behavioural change during tech rollouts.

2026

Quarter 3 CALL TO ACTION FOR HR MANAGERS Digital transformation is not an IT responsibility—it belongs to HR. As a strategic custodian of your organisation’s culture and future-readiness, you are called upon to lead this change.

Bridge the Skills Gap:

Audit Your Tech Culture: Before your organisation rolls out its next CRM, payroll system, or AI tool, conduct a cultural diagnostic. Ensure your people are supported, trusted, and equipped to adopt the change.

Actively use workforce data to identify skills gaps and invest heavily in continuous learning to prepare your teams for an AI and automation-driven workplace.

Secure Your Seat at the Table: Stop operating behind the scenes. Present your culture strategies to your CEO backed by data, and align human capabilities directly with business performance goals.

This HR Edition is just the beginning of an ongoing series by HRMAU and ABC exploring digital leadership across corporate functions. Stay tuned for upcoming editions!

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Quarter 3

PROFESSIONAL DEVELOPMENT

WHAT THE CURRENT INCOME TAX AMENDMENT MEANS FOR YOUR PAYROLL PAYE briefing for Human Resources Managers’ Association of Uganda By CTA Turyamureeba Ponsiano

Background

The Legal Position:

•

Section 126 ITA. Withholding of tax by employers

•

Every Financial year, the President of the Republic of Uganda has a noble duty through the Constitution to present to the citizens estimates of Income and expenditure for the following year.

•

This noble duty is fulfilled when the budget is read to the nation by the president through the Minister of Finance.

(1) Every employer shall withhold tax from a payment of employment income to an employee as prescribed by regulations made under Section 151.

•

Budget estimates establishes new legislations/ amendments that have been thought through budget process. These Amendments are always assented to by the president for effective implementation on every 1st July of the following Financial year.

(2) The obligation of an employer to withhold tax under subsection (1) is not reduced or extinguished because the employer has a right, or is otherwise under an obligation, to deduct and withhold any other amount from such payments.

•

(3) The obligation of an employer to withhold tax under subsection (1) applies notwithstanding any other law which provides that the employment income of an employee shall not be reduced or subject to attachment

Matters to Consider Signed: 20th August Effective from: 1 July 2026

Main issue: July payroll was already processed by the time the act was signed.

1st JULY Commencement

20th August Signed

•

Amend/Recompute PAYE for July, pay values based on the revised PAYE schedule.

•

Where URA PAYE return template is not ready - pay (PRN) the right value and amend after.

•

Filing obligation is different from Paying obligation.

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The PAYE Bands: Before vs After Monthly equivalent for resident employees (Resident employee) Tax Bands

Before the Amendment (By 30th 2026)

After the Amendment (From 1st July 2026)

Up to UGX 235,000

Up to UGX 335,000

10%

UGX 235,001 - 335,000

Removed

20%

UGX 335,001 - 410,000 Tax: 10,000 + 20% of excess over 335,000

UGX 335,001 - 410,000 Tax: 20% of excess over 335,000

25%

Not Applicable (Was not there)

UGX 410,001 - 485,000 Tax: 15,000 + 25% of excess over 410,000

30%

Above UGX 410,000 up to UGX 10m Tax: 25,000 + 30% of excess over 410,000

Above UGX 410,000 up to UGX 10m Tax: 33,750 + 30% of excess over 485,000

40% to Marginal Effect

Above UGX 10m: add 10% on excess

SECONDARY EMPLOYMENT INCOME Tax Laws imposes Tax to an employee with more than one employer during year of Income known as Secondary employment . Currently, its secondary employment is Taxed at 40% effective 1st April 2026.

111 1 1 1 221222 2 332 333131443 444242 555 455353 5

Update payroll table

Recompute July

Use URA template

Correct employee

Keep audit traiI

Install the new PAYE bands in the payroll software / spreadsheet.

Compare July Paye using old vs new rates.

File or amend PAYE using. URA’s Amended return template Tax process.

Reflect refund/ credits in payroll and payslips.

Retain, public notices, board memo, workings and employee schedule

Those who filed July PAYE using old rates: revise the computation , amend the return where the eTAX process allows, or use the overpaid amount as a credit/fund request supported by a clear reconciliation Return filing reminder: monthly PAYE returns are filed for each month and are generally due by the 15th day of the following month.

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Quarter 3 Retrospective effect: the taxpayer-friendy argument The Act was signed later, but Parliament made it commence from 1st July 2026

Payroll position to take •

Apply the new PAYE bands from the July 2026 payroll period because the commencement clause says 1st July 2026.

•

This is not asking URA for a favor: it is applying the effective date of the law.

If July was filed under old rates •

Seek to correct through amendment/credit/ refund procedures.

•

Attach; old computation, new computation, payroll register, payment registration slip, return acknowledgement and employeelevel schedule.

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Public & Private Sectors Unite to Advance the HR Professionals Bill The future of HR in Uganda is being shaped by collective action. This quarter, the Human Resource Managers’ Association of Uganda (HRMAU) Governing Council, led by President Paul Rumanda Rugambwa, joined forces with the Uganda Public Service Human Resources Managers Network (UPSHRM-Net), led by President Harrison Ouma Wafula, for a landmark joint leadership engagement at the Ministry of Public Service. Graced by the Ag. Commissioner for Human Resource Management, Mr. Mujungu Andrew SK, the meeting united the public and private wings of the profession. Honoring Our Roots, Building the Future

Driving the Legislative Agenda

This collaboration builds on deep historical roots. More than a decade ago, HRMAU and public service leaders worked closely under former President Patrick Ngolobe and thenVice President Ms. Jane Kyarisiima Mwesiga (now Deputy Head of Public Service). Today’s leadership is proudly reviving that foundation while reaffirming a commitment to breaking down silos and strengthening partnerships with sister associations across Uganda and Africa.

The central focus of the engagement was a critical question: How do we collectively strengthen the voice of HR and see the HR Professionals Bill through to becoming an Act of Parliament? To move from dialogue to deliberate action, both associations committed to establishing practical collaboration mechanisms, including: •

A joint Memorandum of Understanding (MoU).

•

A comprehensive joint working paper.

•

A dedicated Technical Working Group advance the Bill and shared priorities.

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EVENTS

THE 4TH ANNUAL HR SPORTS GALA HIGHLIGHTS

The Human Resource Managers’ Association of Uganda (HRMAU) hosted its 4th Annual HR Sports Gala on Saturday, August 22, 2026. Held at the UICT Sports Ground in Nakawa, the event brought together HR professionals and corporate teams from across Uganda for a day focused on wellness, competition, and networking.

Red Performance Dominates the Field

•

The day was defined by a spirit of friendly rivalry and collaboration, with participants grouped into dedicated teams named after core HR pillars. After a full day of high-energy matches and team-building challenges, the ultimate bragging rights went to the team in red.

Academic & Professional Representation: The event drew human resource bodies, leadership groups, and professional associations— including student delegations like the Human Resource Management Students Association of Makerere University (HURMSAMU).

•

Event Orchestration: The games and highenergy team-building dynamics were facilitated on-field by UNRAVEL Coaching & Consultancy Ltd.

THE WINNERS OF THE DAY: RED PERFORMANCE! The Red Performance team dominated the events, showcasing incredible strategy, speed, and endurance to clear the competition and take home the top honors.

Key Takeaways & Event Highlights •

The Atmosphere: The morning kicked off early at 7:00 AM, filled with incredible team spirit, competitive matches, and unique opportunities for professional camaraderie.

•

Community Impact: Beyond the sports field, this year’s edition incorporated corporate social responsibility (CSR). The competing teams and attendees donated food, clothes, toys, and financial support to aid the Dorna Centre for Autism.

The Full Color-Coded Lineup All four teams put up a spectacular fight, bringing immense energy to their respective HR pillars:

RED PERFORMANCE (Overall Champions)

BLUE REWARDS

WHITE TALENT

GREEN LEARNING AND DEVELOPMENT

Participating Groups & Corporate Support These color-coded teams drew talent and energetic participation from across Uganda’s HR ecosystem, showcasing both athletic skill and cross-industry solidarity: •

Corporate Competitors: Key corporate institutions fielded staff to compete, prominently featuring major event partners such as Unifi Uganda, Movit Uganda, and Equity Bank Uganda.

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SPORTS PICTORIAL

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SPONSORSHIP NEWS: HRMAU SPONSORS CORPORATE RUN

The 4th Annual Corporate Run Uganda officially launched its 2026 campaign, “Run for Expectant Mothers,” with a clear mission to raise funds for 5,000 sterile delivery Mama Kits for under-resourced health centres across the country. Organised by Corporate Games Uganda in partnership with the Ministry of Health and NBS Sport, this year’s event has gained powerful backing from the Human Resource Management Association of Uganda (HRMAU). At the press conference, HRMAU President Mr. Paul Rumanda Rugambwa emphasized that supporting maternal health is a critical workplace issue, stating, “protecting mothers means protecting the workforce and the families behind it.” HR departments across all organisations are encouraged to mobilize teams, sponsor the event, and run or walk for this vital

cause. Event Details •

Date: 11th October 2026

•

Time: 6:00 a.m.

•

Venue: NEC Grounds, Bugolobi, Kampala

•

Core Action: Run, walk, sponsor, or mobilize your team to help reduce maternal mortality.

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STAKEHOLDER ENGAGEMENT: Courtesy Visit to Prudential Uganda Following the successful conclusion of the 5th Labour Law & Employment Conference, a joint delegation from the Human Resource Managers’ Association of Uganda(HRMAU) and Signum Advocates paid a courtesy visit to Prudential Uganda. The delegation formally expressed its sincere appreciation to Prudential for its valuable sponsorship and support of the conference, while exploring strategic collaboration frameworks to advance the human resource profession and maximize long-term organisational value across Uganda. Meeting Attendees: •

HRMAU & Partners Delegation: Led by President Paul Rumanda Rugambwa, GRP, MBA, alongside Secretary General Evelyn Lwanga and a delegation from Signum Advocates.

•

Prudential Uganda Host Executive Management: Chief Executive Officer Tetteh Ayitevie alongside members of the Human Resource Executive Team.

Courtesy Visit to the Deposit Protection Fund (DPF) Following the successful conclusion of the 5th HRMAU Labour Conference, a joint delegation from the Human Resource Managers’ Association of Uganda (HRMAU) and Signum Advocates paid a courtesy visit to the Deposit Protection Fund of Uganda. The delegation formally expressed appreciation to DPF for its valuable conference sponsorship and discussed strategic, long-term human capital collaborations. Meeting Attendees: • HRMAU & Partners Delegation: Led by Vice President Concepta Nambejja, alongside representatives from Signum Advocates led by Senior Partner Patson W. Arinaitwe. • DPF Host Executive Management: Chief Executive Officer Dr. Julia Clare Olima Oyet and Director for Human Capital & Administration Mr. Moses Apell Odongo.

Group Photo during the courtesy visit, HRMAU Vice President Ms Concepta Nambejja (Second Right)

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Strategic Partnership Renewed: HRMAU and Next Media Services The Human Resource Managers’ Association of Uganda (HRMAU) has officially renewed its partnership with Next Media Services. The Memorandum of Understanding (MoU) was signed by HRMAU President Paul Rumanda Rugambwa and Next Media CEO Kin Kariisa. This collaboration aims to amplify vital conversations around leadership, workplace transformation, and national development. By leveraging combined networks, both organisations will drive workforce knowledge and visibility to support Uganda’s socio-economic growth.

“Stronger partnerships. Stronger people. Stronger Uganda.”

The Next Media CEO Kin Kariisa (Left) and the HRMAU President, Paul Rumanda Rugambwa after signing the MoU, Looking on are the Next Media team and HRMAU PR Director Moses Waswa.

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CAREER FAIRS

BRIDGING ACADEMIA AND THE WORKPLACE: HRMAU INSPIRES AT UCU CAREER FAIR 2026

Representing the association, HRMAU President Mr. Paul Rumanda Rugambwa and Director of Professional Development Mr. Remigious Kaggwa shared invaluable insights on professional growth and the evolving world of work. This engagement underscores HRMAU’s ongoing commitment to equipping young talent and future HR leaders with the critical networks, knowledge, and opportunities required to thrive in their careers.

“

HRMAU proudly joined industry leaders at the Uganda Christian University (UCU) Career Fair 2026 to mentor and engage with the next generation of professionals. Grounded in the theme “Pathways to Purpose: Empowering Futures Through Career Discovery,”

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Industry Leaders at the UCU Career Fair.

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Upcoming Events

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Quarter Quarter 33

MEMBER’S ARTICLES Beyond the Bottom Line: Why Fighting Cancer is HR’s Next Big Strategy Dr. Joseph Gavin Nyanzi Partnerships and Growth Officer Wentz Medical Center - Gaba Uganda Medical Association - Chairperson Ethics and Professionalism

Cancer is no longer only a medical issue - it is a workplace productivity and people-management challenge in Uganda. The International Agency for Research on Cancer (IARC) estimated 35,968 new cancer cases and 24,629 cancer deaths in Uganda in 2022. For HR leaders, that burden can appear as absenteeism, caregiving pressure, medical-benefit costs, disrupted careers and the loss of experienced staff. [1] Late diagnosis also remains a major challenge. Facility-based Ugandan studies illustrate the problem: among 401 breast-cancer patients at the Uganda Cancer Institute, 76.6% were diagnosed at stage III or IV; in a Kampala cervical-cancer cohort, 76.1% had late-stage disease. These are specific patient cohorts rather than national prevalence estimates, but they underline why workplaces can play a practical role in encouraging timely care. [3,4]

Uganda Cancer Snapshot: What HR Managers Should Know

35,968

24,629

77,028

15.8%

estimated new cases

estimated deaths

5-year prevalent cases

risk of cancer before age 75

Note: These are IARC/GLOBOCAN 2022 estimates for the whole Ugandan population, all ages. They are not workplace-specific incidence figures. [1]

The Most Common Cancers in Uganda According to GLOBOCAN 2022, the five most frequently diagnosed cancers in Uganda were cervical cancer, Kaposi sarcoma, breast cancer, prostate cancer and oesophageal cancer. [1] The workplace response should reflect the prevention and early-detection opportunities of each cancer rather than treating cancer as one uniform disease.

Cancer

Cervix uteri

New cases (2022)

6,938

Share of all cases

What HR should understand

19.3%

Uganda’s leading cancer by number of cases. Persistent high-risk HPV causes almost all cervical cancers. Employers can facilitate evidence-based screening and promote HPV-vaccination awareness. [1,2]

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Kaposi sarcoma

Breast

Prostate

Oesophagus

4,047

2,999

2,699

2,438

11.3%

Strongly associated with immune suppression and HIV. Confidential, stigmafree access to HIV testing, treatment and continuity of care is important. [1,2]

8.3%

The second most common cancer among women in Uganda. Encourage prompt clinical evaluation of a new breast lump, skin/nipple changes or other persistent symptoms. [1]

7.5%

The most common cancer among men in Uganda. Employers can support prostatehealth awareness and timely access to clinician advice, especially for older employees or those with persistent urinary symptoms. [1]

6.8%

Persistent difficulty or pain with swallowing, unexplained weight loss or progressive symptoms should trigger prompt medical review. Tobacco and harmful alcohol use are avoidable cancer risks. [1,5]

Sex-specific pattern: Among men, prostate and Kaposi sarcoma were nearly tied as the two leading cancers (17.5% and 17.4% of male cases). Among women, cervical cancer accounted for 33.8% of cases, followed by breast cancer at 14.6%. [1]

reduced concentration, even when they remain at work. •

Pressure on medical benefits: Cancer diagnostics and treatment can increase claims under employer-sponsored medical schemes and may affect future benefit design or premiums.

When an employee or an immediate family member faces cancer, the organisational impact can be immediate:

•

Loss of experienced staff: Prolonged illness, disability or early exit from employment can create recruitment, handover and training costs.

•

Actionable Strategies for HR Managers

The Hidden Financial Drain

Time away from work: Diagnostic tests, specialist consultations, surgery, chemotherapy, radiotherapy and follow-up may require repeated appointments and travel.

•

The caregiver burden: Employees caring for a sick relative may experience fatigue, stress and

Ugandan employers do not need to become cancer clinics. They do, however, have meaningful control over awareness, access to timely care, workplace exposures, benefits and the way affected employees are supported.

PREVENTION & EARLY DETECTION

SUPPORT & RETENTION

•

Provider-led workplace screening

•

Flexible scheduling during treatment

•

Cancer and symptom awareness

•

Caregiver leave/flexibility

•

HPV and hepatitis B prevention education

•

Confidential case handling

•

Tobacco/alcohol risk reduction

•

Phased return-to-work plans

•

Occupational exposure controls and PPE

•

Medical-benefit and referral navigation

2026

Quarter 3 Bring prevention and early detection closer to staff •

Use evidence-based screening and referral: Partner with qualified healthcare providers for cervical screening and appropriate breast assessment. For prostate health, provide access to clinician advice so employees can discuss age, symptoms, family history and whether testing is appropriate for them.

•

Build cancer awareness into wellness programmes: Teach staff to act on persistent warning symptoms and to seek care early. Include clear referral information, not just one-off awareness talks.

•

Promote infection prevention: Include awareness of HPV vaccination, cervical screening, hepatitis B vaccination and confidential HIV care, because several important cancers are infectionassociated. [2,5]

•

Reduce avoidable exposures: Maintain smokefree workplaces and address hazardous occupational exposures through engineering controls, safe handling, ventilation, appropriate PPE and compliance with occupational-health requirements.

Build a compassionate framework for affected employees •

Flexible treatment schedules: Allow adjusted hours, hybrid work where feasible, compressed schedules or temporary workload changes for treatment and recovery.

•

Caregiver support: Provide practical flexibility for employees responsible for a spouse, child, parent or other dependent receiving cancer care.

•

Confidentiality and dignity: Limit health information to those who genuinely need it for workplace support or benefit administration, and actively prevent stigma or career penalties.

•

Return-to-work planning: Use phased return, temporary task modification and regular checkins based on the employee’s functional capacity and clinical advice.

Review benefits and measure what is working •

Audit the medical scheme: Check what is covered for pathology, imaging, surgery, chemotherapy, radiotherapy, medicines, palliative care and follow-up, and make referral pathways easy for staff to understand.

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Track programme performance without tracking

diagnoses: Use anonymous indicators such as wellness participation, screening uptake, sickleave duration and successful return-to-work. Avoid collecting individual cancer details unless there is a clear, lawful and necessary purpose.

The ROI of a Supportive Workplace A strong workplace cancer strategy is not only about compassion; it is about business continuity and human-capital resilience. Earlier detection can improve the chance of successful treatment for many cancers, while timely referrals and flexible work arrangements can help employees remain connected to work during diagnosis and recovery. [5] For HR leaders, the goal is practical: prevent what can be prevented, detect problems earlier, reduce avoidable treatment delays, protect confidentiality, and help people stay productively connected to work. That is how cancer moves from being an unexpected crisis to a manageable part of workforce health strategy.

The HR Playbook: Budget-Friendly Interventions for Ugandan Firms Building a psychologically safe workplace does not require a massive budget. Local corporate wellness providers emphasize that small, structured systems can yield huge returns: •

Introduce Psychological Predictability: Ensure employees have clear contracts, realistic targets, and basic structural transparency. Knowing what is expected reduces organisational friction and builds immediate psychological safety.

•

Partner with Local Specialists: Do not try to handle clinical issues in-house. Establish lowcost Employee Assistance Programmes (EAPs) by partnering with dedicated local organisations like Safe Places Uganda, Humura Therapy, or the Uganda Counselling Association to provide confidential counselling for your staff.

•

Normalize the Conversation via Leadership: Stigma dies when management speaks. Train line managers to recognize early warning signs—such as a sudden drop in a high-performer’s output or uncharacteristic irritability—and handle them with empathy rather than immediate disciplinary action.

Investing in the mental well-being of your Ugandan workforce is no longer a soft corporate social responsibility initiative; it is a hard-nosed strategy to protect your company’s revenue, retention, and competitive edge

2026

Quarter 3

The Invisible BottomLine Killer: Navigating Workplace Mental Health in Uganda & East Africa By Amb. Lady Goldy(LadyG) Oboma

Preamble: The Evolving Metric of Productivity For a long time, human resource management focused almost entirely on physical attendance & rigid output metrics. If an employee was at their desk by 8:00 AM, they were assumed to be productive. Today, an undeniable evidence base from the World Health Organization (WHO), the International Labour Organization (ILO), & peer reviewed studies proves that mental health disorders at the workplace directly damage work ability & decision-making. Unaddressed psychological distress breeds interpersonal negativity & a toxic organisational culture characterized by silos, “cliquism,” gossip, & sarcasm. This friction creates mistrust, crushes morale, disintegrates teams, & strains relations—ultimately inhibiting an organisation’s vision, alignment, & execution. Consequently, the narrative is changing for HR Leaders in Uganda & across East Africa, with the real question is no longer whether or not mental health affects your organisation, but rather how much it is costing the bottom line (in lost productivity). It is an invisible carnage to the bottom line, acting as a significant predictor of organisational resilience & overall performance.

YERKES-DODSON LAW: Performance vs. Stress Bell-Curve

BOREDOM

ALERT/ ENGAGED

CHALLENGED

EXHAUSTION

ANXETY/ PANIC/ FEAR

PERFORMANCE

OPTIMAL

COMFORT

GROWTH & LEARNING ZONE

ZONE

BORE-OUT

DISTRESS ZONE

BURNOUT

LEVEL OF STRESS

2026

Quarter 3 Redefining Wellbeing & Dismantling the Stigma Paradox: To solve this crisis, leaders ought to first understand what workplace stress actually is. According to the ILO, workplace stress is the “psychological response to job demands & pressures that exceed a person’s resources or coping ability”. It is deeply tied to job demands, control, support, role clarity, organisational change, deployment, & cumulative “battle scars”. While it affects everyone to varying degrees, it most heavily impacts low-control jobs, staff facing job insecurity, heavy workloads, health workers, teachers, first responders, & the armed forces. For meaningful understanding, the complete redefinition of Mental Health based on official standard by WHO is: This definition clears several deep-rooted societal & corporate misconceptions in East Africa. Mental health is not just the absence of mental illness, “madness,” or clinical PTSD. It is a fluid daily continuum that shapes how every human being thinks, feels, & acts.

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1% earn more than Shs 1 million & 49.2% earn less than Shs150,000 per month.

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Unfortunately, widespread societal stigma creates a barrier to selfdisclosure, where employees actively hide severe burnout, anxiety, or depression out of intense fear of negative career consequences, discriminations or outright job loss. This somewhat effectively masks a boiling corporate crisis until an employee hits a breaking point; so leaders, line-managers & HR teams should learn to spot the difference between brokenness & exhaustion is critical because broken people stop,

but exhausted people keep going until they collapse—a state that ultimately requires severe clinical intervention & a higher medical costs at that stage. The Macro-Economic Backdrop: Uganda’s Local Market Pressures: Ugandan organisations operate in an era of volatile markets, disrupted labor, & an accelerated pace of change. Local employees face a unique intersection of systemic macropressures & heavy personal burdens that drive panic, anxiety, & depression uphill, for example: •

•

The 99% Income Reality: Official data from the Bank of Uganda’s Financial Capability Survey reveals that out of 22.8 million working adults, only 1% earn more than Shs1 million per month, while 49.2% earn less than Shs150,000 per month. The Deficit Traps: The FinScope Uganda Survey reveals that 70% of adult Ugandans operate on a persistent personal budget deficit, routinely spending more than they earn. Furthermore, a lackluster social security portfolio shows that over 83% of NSSF contributors have a total revenue balance under Shs10 million.

•

The “Black Tax” & Financial Anxiety: Workers face immense psychological pressure from supporting extended family networks, funding school fees, & managing medical emergencies without the buffer of a national health insurance scheme. Expensive private insurance remains an elite luxury, directly eroding the quality of life for the rest.

•

Commuting & Infrastructure Exhaustion: Hours spent navigating chaotic traffic gridlocks on major routes like the Entebbe Expressway or Jinja Road mean many workers are mentally drained before they even sit down for

their first morning meeting, & their workday begins with low productivity. •

Regressive Taxation Gaps: A heavy reliance on indirect taxes—such as VAT & fuel levies—consumes a disproportionately higher percentage of an ordinary citizen’s disposable income than a wealthy person’s. This structural inequality exacerbates the painful divide between the rich elite (top 1%), the heavily indebted working middle class, & the 70% hands-to-mouth majority stuck in informal labor, retail, & subsistence agriculture. This leaves the vast majority highly vulnerable to falling back into absolute poverty at any minor economic shock, such as a health crisis.

The Global Context vs. Regional Reality: The global data shows a landscape spiraling out of control, particularly in the post-COVID-19 era. Former UN Secretary-General António Guterres described the modern world as becoming “unhinged, deranged, &unbalanced”. According to Gallup’s latest State of the Global Workplace 2026 report, only 20% of employees worldwide are actively engaged at work, representing a severe low point that costs the global economy $10 trillion in lost productivity. Leaders are experiencing higher levels of stress & negative emotions than ever before. Concurrently, digital fatigue is rising while AI’s organisational impact remains limited, with only 12% seeing significant work 1% earn more than Shs1million & 49.2% earn less than Shs150,000 per month. transformation. Life evaluation metrics reveal that while regions like North America & Australia see over 50% of their populations thriving, Africa & Latin America remain trapped below 20%.

2026

Quarter 3

Local Case Studies: Empirical Realities of the Ugandan Market: Case Study #1: The Media House Trap (Daily Monitor) Context: A comprehensive local study investigated workplace stress at Uganda’s leading daily media house. The Reality: Journalists faced critically high workloads due to unrelenting deadlines—yielding a high mean composite score of 3.82—compounded by an unsupportive environment lacking mental health facilities. The Productivity Impact: Regression analysis proved that 70.7% of the variance in employee mental health was driven directly by the combination of workload, workplace conflict, & the environment. This manifested as chronic exhaustion, sleep disturbances, & compromised quality of work. Structured workload management & counselling were deemed urgent operational priorities. Case Study #2: High-Stakes Industrial Manufacturing (Hima Cement Limited) Context: A study examined 150 employees operating within a hazardous, high-dem& industrial sector. The Reality: The data revealed that

53.33% of employees experienced chronic stress, 48% showed clear symptoms of depression, & 43.33% battled active anxiety. The Productivity Impact: Heavy job demands & hazardous operational exposures drastically accelerated burnout. Left unaddressed, these psychological constraints led directly to higher absenteeism, cognitive lapses on the factory floor, & decreased overall organisational efficiency.

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In 2026 reports only 20% of employees worldwide are actively engaged at work in 2025 & c osting the global economy $10 trillion in lost productivity.

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The WHO & OECD cumulatively,track an estimated 12 billion working days lost every year to depression & anxiety, costing the global economy $1 trillion annually in lost productivity, which translates to ≥ 4% of global GDP bleeding out via lost output, healthcare expenses, & social support claims. Gallup data further shows that 41% of workers experience “a lot of stress,” 64% describe their jobs as stressful, & 65% of women alongside 53% of men actively struggle with anxiety at work & in life. Crucially, bad management practices make employees 60% more likely to be stressed with burnout than those working under supportive leadership.

Case Study #3: Proactive Psychological Risk Management (WHO, Uganda) Context: An evaluation of proactive institutional frameworks during intense organisational transitions. The Reality: The WHO Uganda Staff Association actively introduced structured psychosocial risk management, financial literacy (“money clinics”), & small, culturebuilding habits like weekly group tea sessions & fresh fruit baskets. The Productivity Impact: These targeted micro-interventions dramatically lowered situational stress, established predictability, built an immediate sense of belonging, & successfully preserved high operational engagement & productivity even during times of institutional crisis. Case Study #4: Frontline Healthcare Burnout (PLOS ONE - Central Uganda) Context: Research mapping the

biological & operational toll on healthcare workers (HCWs). The Reality: The study exposed an acute 39% to 40% burnout rate among healthcare workers, linked directly to exhausting hours, poor supervisory support, & deficient sleep quality. The Productivity Impact: At a clinical level, chronic stress broke down the HPA-axis system, leading to dysregulation, impaired immunity, depersonalization, & increased risks of hypertension, CHD, stroke. In 2026, reports show only 20% of employees worldwide are actively engaged at work in 2025 & costing the global economy $10 trillion in lost productivity.& diabetes. Operationally, this caused reduced quality of patient care, high turnover, increased misdiagnoses, & elevated patient mortality, directly threatening epidemic response capacities. Case Study #5: Armed Forces & Tactical Trauma Context: Mental health evaluations with in combat & security deployment sectors. The Reality: Mental health problems like depression & anxiety attribute to 50% of overall medical disorders within the armed forces. This stems from high operational stress, witnessing mass violence, losing colleagues, & prolonged family separation. Trauma accounted for a 16% PTSD rate & a 21% alcohol use disorder rate, with another 13% struggling to adjust to civilian life during retirement. This is further worsened by the “Dual Family Trap”—the financially straining habit of starting new families at different deployment stations. The Productivity Impact: Months of combat standby create chronic cortisol spikes, resulting in dangerous “high-alert” fatigue. This threatens cognitive sharpness, tactical composure, & social cohesion. Recommendations emphasize rotating mandatory “Mental StandDown” periods during deployments & empowering “Green Zone” leaders who model composure & prioritize recovery as much as deployment.

2026

Quarter 3

When C-Suite leadership & HR managers ignore these market realities, corporate revenue drops through three clear channels: Absenteeism: Staff calling in sick with vague physical symptoms (such as chronic migraines or stomach ulcers) that are actually physical manifestations of severe anxiety or depression. This causes immediate operational delays, breaks supply chains, & overburdens the remaining staff with excessive workloads. (Note: Globally, businesses lose $225.8 billion annually to health-related absences, according to the CDC). Presenteeism: The employee is physically present at their desk but mentally completely checked out due to burnout, untreated stress, or unaddressed trauma. This manifests as high error rates, slow turnaround times, missed project deadlines, & a toxic drag on team morale. Presenteeism causes a significantly greater total productivity loss than even absenteeism. Bad Leadership & Management Practices: Poor organisational leadership breeds toxic work cultures, deficient problem-solving, & reduced employee motivation. The end results are increased workplace

accidents, lower service quality, lost stakeholder trust, high recruitment replacement costs, inflated compensation claims, & at worse—bankruptcy & total reputational ruin.

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"Prioritising mental health in the workplace is no longer a moral imperative; it's a sound Business Strategy for Boards & C-suite Strategic Intent." —Amb. LadyG

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The Twin+ Productivity & Core Profitability Drainers

The HR Playbook: Budget-Friendly Interventions

Building a psychologically safe workplace does not require a massive budget. According to OECD, data emphasises that every $1 invested in workplace mental health yields a $4 return in restored productivity & minimized medical or disciplinary costs. By introducing Psychological Predictability &

LEADERSHIP RETURN ON INVESTMENT INVESTMENT COMPONENT

ECONOMIC RETURN

$1.00 Invested in: Workplace Mental Health & Psychological Safety

$4.00 Saved in: • Restored Productivity • Reduced Medical Claims • Lower Attrition Costs

All key stakeholders responsible for workers’ safety can meaningfully improve workplace mental health by deploying a strategic, multi-pronged framework: • By partnering with Local Specialists: Do not attempt to manage clinical psychiatric issues in-house. Establish low-cost Employee Assistance Programmes (EAPs) by partnering with dedicated local organisations & networks, such as Safe Places Uganda, Humura Therapy, Pearl Psychotherapy, the Uganda Counselling Association, Mental Health Uganda, the Ministry of Health Department of Mental Health, & the Mental Health Community of Practice (MHCOP-EA). These entities provide professional resources, awareness sessions, & confidential counselling. •

Normalizing the Conversation of Mental Health at the Workplace via “Green Zone” Leadership: Corporate stigma dies when management openly speaks & leads organisational awareness campaigns. Train line managers and staff to recognize early warning signs—such as a sudden drop in a high-performer’s output or uncharacteristic irritability—& manage them with active empathy rather than immediate disciplinary action.

Quarter 3

2026

In Conclusion: A C-Suite Strategic Intent To shareholders, boards, CEOs, HR leaders & Line Managers in Uganda and across East Africa: investing in employee wellbeing is no longer a soft corporate social responsibility option. It is a hard-nosed commercial strategy to protect your company’s revenue, retention, & competitive edge. Furthermore, this is now a legal mandate. Under the newly amended statutory requirements of the Occupational Safety Health OSH (Amendment) Act on workplace mental health is officially tracked & penalized as an occupational health hazard in Uganda, & has been collectively professed a priority at the East African regional level at the East Africa Mental Health Summit hosted by Uganda in 2025. If depression & anxiety cost the global economy $1 trillion every year, it is time to ask: how much of this loss is your own organisation absorbing? Leaders who step up to actively sponsor, track, support, & protect employee mental health will successfully shape the future of work & safeguard national development across East Africa & beyond. References:

OECD (2021), Fitter Minds, Fitter Jobs: From Awareness to Change in Integrated Mental Health, Skills & Work Policies, OECD Publishing, Paris. The State of the Global Workplace reports, Gallup, 2024 | 2025 | 2026. World Health Organization (2022), “10 Mental Health at the workplace risks,” who.int. The FinScope Uganda Survey, Financial Sector Deepening (FSD) Uganda & Bank of Uganda. The Financial Capability Survey, Bank of Uganda.

PLOS ONE, “Burnout & quality of life among healthcare workers in central Uganda.” Uganda National Social Security Fund (NSSF) AGM Report