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www.infrastructure.co.ug | March - April 2019
The Fourth Industrial Revolution Safety & Health at work Mining coming out of slumber?
Chinese Money, World Bank rules in infrastructure development
Soroti Fruit Factory launched
Malaysiaâ€™s example of using ICT for growth
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www.infrastructure.co.ug | March - April 2019
Contents www.infrastructure.co.ug | March - April 2019
The Fourth Industrial �evolution Safety & Health at work Mining coming out of slumber?
Chinese Money, World Bank rules in infrastructure development
Soroti �ruit Factory launched
Malaysia’s example of using ICT for growth
The Infrastructure Magazine is Published by
P. O. Box 11670, Kampala, Uganda, Oﬀ.Tel: +256 414 667 688; +256 700 665 775 +256 787 596 900; Mob: +256 776 477 751; +256 752 665 775; E-mail: email@example.com; firstname.lastname@example.org; Website:www.infrastructure.co.ug www.acl.co.ug Editor Simon E. Omoding Sub Editor Arthur Matsiko Writers Benjamin Mukose, Nelson M. Muhoozi Jackie Asasira, Daniel Otto, Roger Kyazze Guest Writer Megat Tajuddin Ibrahim Rohman Prof. Klaus Schwab
The Fourth Industrial Revolution
06 From the Editor 07 News Round - up 09 Processing Soroti Fruit Factory launched 14 Safety Safety and Health at work
Sales Team Leader Ethel Aketch
16 Infrastracture Politics Chinese money, World Bank rules?
Sales Executives Brenda Wanyenze, Gaston Atusiime Grace Ajulong, Provia Namanya, Martin Ariko
18 QU Uganda Airlines’ first aircrafts arrive
Design/Layout: Cover Design: Artfix Design/Layout: Samiane Ltd.
32 ICT How Malaysia’s investment in tech is paying off- Big time
ISSN: 2523-191X (print); ISSN: 2523-1928 (Online) Disclaimer: The views expressed in this publication are not necessarily those of the publisher. The publisher does not guarantee the accuracy of content from contributors and advertisers nor accept responsibility for any statements herein. Copyright © 2019 www.infrastructure.co.ug Advanced communications Ltd
28 Renewable Energy Partnering with local business in renewable energy 32 Trucking Volvo FH - the ultimate long haul truck
5 March - April 2019
From the Editor 4IR and our take on BUBU
very year, in January, leaders of government, industry, nongovernment organisations and some of the world’s wealthiest people converge at the Swiss town of Davos to discuss some of the pertinent issues that affect the world at the material time. So was the case this year. The difference this year was that the theme and focus of the World Economic Forum was not on the usual social development things like income inequality, poverty but rather on the so called 4th Industrial Revolution (4IR) which is a real and contemporary technology issue. In this edition, we explore what 4IR means, especially for a country like Uganda.
product quality. Through many conscientisation efforts, and sometimes bad experience with certain products, as well as international exposure, Ugandans have increasingly become environment, health and community conscious.
This means that beyond the quality of the product, Ugandans are becoming keen and concerned about conditions under which these products are manufactured. They are concerned about the physical environment and sustainable production considerations how does the manufacturer relate with their As The Infrastructure physical environment in terms of management Magazine, we stand of effluent and carbon emissions, for example? for standards. We will Social consciousness, i.e. how does the Through the Ministry of Trade & Industry, therefore provide industrialist treat the people who work for them the Government of Uganda has come up space for local in terms of - occupational health, safety, women with the “Buy Uganda, Build Uganda” (BUBU) manufacturers to exploitation, remuneration, child labour and policy. This policy is aimed at ensuring that as demonstrate to much as possible the local market consumes social protection issues. Ugandans why they locally manufactured products, thereby They also want to know if and how the are good for BUBU. stimulating growth of local industry, creating manufacturer is involved in the life of the community they work in- what corporate social jobs and driving growth in the economy. As The Infrastructure Magazine, because our responsibility initiatives do they have-especially towards the vulnerable and disadvantaged mission is to shape opinion, provide insight sections of their community. and perspective to generate level-headed discourse on public affairs relating to infrastructure, we lend our As The Infrastructure Magazine, we stand for these support to this initiative. standards. We will champion these standards. We will The local industry should however not take this therefore provide space for local manufacturers to policy as a cake serving on their platter. It requires a lot demonstrate to Ugandans why they are good for BUBU ■ from them as well. It means that the local manufactures Good reading need to up their game to ensure that their products meet the kind of quality standards that Ugandans would Simon E. Omoding get from imported alternatives. And it is not just only Editor
Digital edition: www.issuu.com/theinfrastructuremagazineug
March - April 2019
“Buy Uganda, Build
News Round-Up URA Tower comes alive on Kampala skyline The appropriately pie-shaped building boasts 280,000 square feet of usable space which includes offices, meeting spaces, service centres, gym, and saloons and nursing spaces. The building comes complete with a new road, Walusimbi Lane that connect the “new” URA headquarters to Nakawa/ Jinja road. At a cost of UGX 139 billion, the house is expected to accommodate up to 1,700 people, with 5 floors of parking space that can house 350 cars. The outer parking area has space for another 700 cars. At the launch ceremony President Museveni said infrastructure without integrity will not enhance revenue collection. He said it was important for URA to instil integrity amongst its staff.
The 22 floor URA Tower
he 22-floor office space for the Uganda Revenue Authority is the latest picturesque piece of real estate to grace Kampala’s skyline. The ultra-modern office block is armed with a modern intelligent building management system that automatically controls facilities like energy, making it an energy efficient (a green) building).
Dr. Simon Kagugube, the URA board Chairman said the ultra-modern building is part of the innovations and new technology adoption that the board champions for better service delivery. Doris Akol, the URA director general said the building is part of the tax body’s modernisation agenda aimed at having modern infrastructure for efficient tax collection and management. Architect Jonathan Nsubuga whose firm, JE Nsubuga and Associates designed the iconic building, said the structure was designed with environmental consciousness in mind. He said the building is designed to be “green”- using no powered ACs, with a perfect natural aeration and lighting and intelligently powered lifts ■
7 March - April 2019
NCHE, Engineers Registration Board, Institute to weed out quacks.
he National Council for higher Education (NCHE), Uganda Engineers Registration Board (ERB) and Uganda Institute of Professional Engineers (UIPE) have signed a tripartite agreement under which the three institutions will work together to uphold the engineering profession by eliminating quacks in the trade.
higher education institutions. The ERB is the body that certifies that engineers have gone through the requisite training and experience and therefore give engineers renewable practicing licenses. The UIPE is a statutory engineers institute responsible for maintaining standards and quality control among the engineering professionals in the country.
The trio will ensure that only accredited engineering courses are taught by universities; only graduates of accredited courses and with requisite pupil- experience are registered and allowed to practice in the country.
According to the ERB registrar, Eng. Ronald Namugera, “In Uganda, a registered engineer is someone who has gained sound understanding of engineering principles; ability to integrate existing technology and off the shelf research results into engineering practice and ability to be innovative in applying scientific knowledge to solve complex engineering problems.”
During the signing of the memorandum of understanding Pamela Kalyegira who represented the executive director NCHE said students who are duped to undertake courses that are not accredited by the council risk losing their investment as their degrees will not be recognised. They will not be allowed to register to practice in the country, but also to pursue further engineering studies. She said universities that enrol students for un-accredited courses risk having their operating licenses revoked. In Uganda, NCHE is responsible for regulation of higher education in the country, including licensing and supervising
Engineering is one of the professions with many impostors in the country. It is common place to hear masons, technicians of whatever type identify themselves as “engineer” and in many instances have actually gone ahead to take up roles that require advanced engineering skills. Over the last 5 years, the country has witnessed at least 4 major site accidents that have led to collapse of structures under construction and loss of life- all of which attributed to the works of unqualified people passing off as engineers or poor supervision by qualified engineers ■
Cornwell Muleya returns as adviser to the new Uganda Airlines
ornwell Muleya, the former CEO of the defunct Air Uganda has been appointed the technical adviser to the re-start Uganda Airlines, the national airline management said. Muleya has over 20 years’ experience in executive, financial and strategic planning roles in aviation. A Zambian national, Muleya graduated in Chemical Engineering at the University of Bath in the UK before undergoing training in accounting and auditing. He worked for global accounting/auditing firms, Deloitte and PricewaterhouseCoopers. Since 2017, he has been running his own consultancy- Cornwell Aviation Consultants (CAC) based in Lusaka, in his native Zambia. “We deliver agency services, management consultancy, financial consultancy, business planning, strategic planning, feasibility studies alongside a host of commercial and finance solutions. We assist Airlines, Governments & other companies to find project finance, perform project feasibility studies, and build long term strategies and business plans,” he said on the professional social media page. Muleya has also previously worked with Meridian Air, Air Mauritius, Air Botswana, Zambezi Airlines, and ALS Ltd ■
8 March - April 2019
US$8 million Soroti Fruit Factory launched
President Museveni talking to the factory workers
US$8 million factory to process mango and orange juices has been launched in Soroti. The fruit factory is the first such investment in the Teso region in years, after the collapse of the Soroti meat packing factory in the early 1980s. At full capacity, the fruit factory can process about 100 metric tonnes of mango and orange per day, directly employing 250 people in the factory and over two million in the production value chain. Construction work for the factor was launched by President Yoweri Museveni in September 2014 with financing to the tune of US$ 7.4 million by the Korean National Cooperation Agency (KOICA). The Government of Uganda through the Uganda Development Corporation (UDC) contributed about UShs 2 billion and the Uganda Investment Authority contributed the land on which the factory was built, in its Soroti Industrial Park.
Dr. Patrick Birungi Executive Director, UDC with capacity to produce citrus fruits. The construction of the factory in the region is therefore an attempt to process and add value to the fruits from the local farmers, thereby generating wealth through supplying fruit to the factory. “I encouraged the people of Teso who had small land to stop growing cotton and go for fruits, dairy farming and fish farming because they are the products that can give money on a small scale piece of land. Although it took long, I am happy that the people of Teso got the message. I hear that you planted 8.2 million fruit trees. I can see them from above the ground,” Museveni said Trade, Industry and Cooperatives Minister, Hon. Amelia Kyambadde, said that the launching of the fruit factory was a milestone in the revival of the economy. She added that the facility was the fulfilment of the NRM Manifesto of 2006. She thanked President Museveni for his support and political will.
The factory is owned by the Government of Uganda through Uganda Development Corporation (UDC), with 80 per cent shareholding and a local Teso Cooperative Union, owning 20 per cent.
The Ambassador of South Korea to Uganda, Mr. Kim You-Churl thanked the Government of Uganda for putting confidence in his country as partner in the establishment of the factory.
Launching the factory, President Museveni thanked South Korea for the financial boost that enabled the construction of the factory. He however argued that what Uganda needs more is the technology, machines and expertise for industrialisation as the country could easily mobile its own finances for such projects.
“The Korean experts carefully studied the project and put them in line with the goals of Uganda,” he said.
Museveni said building of factories is possible because the country had invested in the right projects, like electricity, roads, education and was now planning on the railway. Museveni advised the people of Teso to continue growing fruits because it is the medicine to get them out of household poverty and the venture commands global market as well.
He said that the establishment of the factory will not only bring more jobs but will also increase the productivity of farmers and bilateral relations. He reiterated that it was the wish of the South Korean Government to share the profits made from the factory with the farmers. According to Ham Mugenyi, the Chairperson of UDC, the factory is a big investment to the people of Teso and Uganda. He reiterated that it would help boost the household incomes of people in Teso through offering jobs both directly and indirectly ■
The government has zoned Teso region as potentially rich
9 March - April 2019
Safety and Health at work By Dr. Deogratias Kaheeru Sekimpi
rom time immemorial man has distinguished him/herself from other animals by working to purposefully add value to whatever is in his/her environment, so as to improve his/her life or living condition. In modern times this has been characterised as having a job. The essence of having a job is to earn a living which means providing for oneself and family with the necessities of life, which includes but are not limited to food, shelter, clothing, and having money in the pocket. When one gets a job, however, apart from self and family, benefits accrue to the employer who owns and sells the products, to the community which shares the salary before even it gets home, and to Government which collects taxes and boasts of a growing national economy. In seeking employment, whether white, blue, or brown collar, casual or permanent, usually the dangers and hazards that are inherently to be encountered in the process of the employee executing his/her responsibilities as per job description are never talked about before job entry.
10 March - April 2019
When an employee falls sick, after succumbing to injury or disease caused by his/her working conditions or working environment, everyone in the human chain described above, stands to lose. The company loses in that while the employee is unable to work, the company has to spend on transporting the injured worker to treatment, pay for treatment and pay workerâ€™s compensation, which could be in large sums in case the employee dies â€“ all infringing on company capital, profits or reserves. Furthermore the company/organisation loses because of low productivity amongst its work force, since the skills and the number of the
OSH injured are missing. In turn this affects the national economic growth rate and the amount of taxable income accruing to government. The community in which an employee spends his/ her earning is hit by reduced sales and congenial company. However, worst hit is the family of the injured or ill employee, since instead of bread winning, the employee now takes on the sick role, needing various support from the family instead. The family could fall into poverty and destitution. So ramifications of occupational injuries and diseases are phenomenal. Simply put, getting a job does not and should not mean earning injury or disease. Thus there is multiple self-interest need to put in place Occupational Safety and Health (OSH) measures which are about promoting safety and health practices, preventing injuries and diseases, leading to maximization of personal, family, company/organisation, and national productivity, income, economic growth and therefore development. From the above perspective, employees/workers should be educated about the dangers that they can
encounter in the course of their duties, and about the preventive or restitutive measures that must be in place to variously mitigate them. According to the Uganda Constitution, all workers are entitled to protection from hazards at the work place and are entitled to know their rights, responsibilities and duties in regards to work. Thus the various laws, including the Occupational Safety and Health Act No 9 2006, state the duties and responsibilities of the workers, the employers and Government in the above regard. While Personal Protective Equipment (PPE) and First Aid (FA) usually come first to mind in relation to Occupational Safety and Health, there are many other proactive measures that we need to give priority. We shall discuss them in the next issue â– Dr Sekimpi, a medical doctor specialised in occupational health and safety (OSH), is the executive director of OSHFA Limited based in Kampala, Uganda. This is the first of his six articles to be published in the coming editions of The Infrastracture Magazine on the subject of occupational health and safety.
Workers wearing safety Gear
11 March - April 2019
Jennifer Musisi in
efforts to solve global city problems By Jackie Asasira
hen Jennifer Musisi, the former trail-blazing executive director of Kampala Capital City Authority resigned from her job late last year, many thought she was just fed up with the politics and never-ending squabbling at City Hall, and personal threats to her life, and that she was getting out of the business of city management. It was only when the prestigious Kennedy School of Government at Harvard University unveiled her as the first City Leader in Residence at the Bloomberg Harvard City Leadership Initiative that we knew she had something else (within city management) up her sleeves.
Michael Bloomberg, Former New York City Mayor Sri Lanka) and from London to New York, cities face a multitude of problems. From bulging populations, overstretched and poor infrastructure like roads, schools, health to corruption, inefficiencies from political interference and inadequate budgets to (threats of ) terrorism. Cities are some of the most complex institutions to manage, anywhere in the world.
Anna Burgess the Initiativeâ€™s publicist told The Infrastructure Magazine in an e-mail that as the City Leader in Residence at the Initiative, Jennifer Musisi is expected to advise on the design of the new programme aimed at building capacities and improving management abilities for city managers and administrators across the world. Musisi will specifically be a resource for training of managers of cities outside the United States. In its first two years, the Initiative has been working with cities in the Americas and Europe, but will in the next two years, expand to include mayors of cities from the rest of the world, including Africa. From Kampala to Bogota (Colombia in Latin America) to Colombo (in
12 March - April 2019
Yet, city executives, most times mayors, are elected leaders, and most of the time with no or limited specialised training in city management. It is this challenge that the Bloomberg-Harvard Initiative has set itself to address. â€œBeing a mayor is, without question, one of the toughest executive positions around. Yet â€Śthere is no
FEATURE formal training for the job of mayor. We expect the people who lead our city halls to rely only on what they bring to — and learn on — the job,” says James Anderson, head of Government Innovation programs at Bloomberg Philanthropies. Burgess said, Musisi will be a resource tapping from her experience in urban governance, organisational leadership, building service delivery systems, innovation and working within challenging city environment to provide insight and experience to faculty, researchers, students, participating mayors and city leaders towards developing solutions on innovating solutions to common city problems. The Bloomberg Harvard City Leadership Initiative is a collaboration between Harvard Kennedy School, Harvard Business School, and Bloomberg Philanthropies. The Initiatives was started “to inspire and strengthen city leaders, as well as equip them with the tools to lead high-performing, innovative cities,” the Initiative said. To address the challenge of city management and administration, Michael Bloomberg, a US media and finance magnate, owner of the Bloomberg empire and himself
Erias Lukwago, Kampala Lord Mayor
Boda Bodas in Kampala City. Photo: RFI
Aerial view of Jakarta city, Indonesia. Photo: Shutterstock the former mayor of New York City, partnered with Harvard University’s Kennedy School of Government and Harvard Business School to start an initiative aimed at developing capacities of mayors and city leaders around the world to innovatively solve problems in cities. Recently, Michael Bloomberg was in the news for making the biggest known philanthropic donation known to date of US$1 billion to his alma mater, John Hopkins University. Over four years, the Initiative aims to enrol 240 cities from around the world. Harvard faculty, students, and staff will work with these cities’ mayors and senior leaders in the classroom, online, and in the field. The Initiative also aims to identify and fill gaps in research on city leadership, and to generate new and cus-
tomized curriculum. The products of this research and curriculum development, including findings, assessment tools, videos, cases, and instructional technology tools, will be made freely available to city leaders around the world. The Bloomberg Harvard City Leadership Initiative offers a robust leadership development experience for mayors and senior members of their teams to foster their professional growth and to advance key practices and capabilities in city halls throughout the world. Jennifer Musisi will is therefore working with some of the best intellectuals and research as well as practicing community in cities management in the world. ■
13 March - April 2019
Isimba Hydro Power Dam
Chinese money, World Bank rules? Isimba hydro power dam switched on “in record time”, as Uganda circumnavigates World Bank standards By Our Writer
he 183 megawatt (MW) Isimba hydro power dam was launched early March after only 47 months of construction. Although the dam was some 10 months behind schedule, going by its contractual delivery time, this was nonetheless record time for a project of this magnitude- and given existing concessions to the Wold Bank on environmental and social concerns for infrastructure projects by the Government of Uganda. Launching the Isimba dam, President Yoweri Museveni said China was Uganda (and Africa’s) reliable partner in infrastructure development, in an apparent swipe at his western development partners, with whom he had protracted struggles during construction of Uganda’s earlier dams- Bujagali and Kiira.
14 March - April 2019
In the past big infrastructure projects have suffered protracted disruptions-including occasional suspension of funding on account of project violation of environmental, human rights, “do no harm”, social responsibility principles, enforced by the World Bank and other western donors. In the 1990s, the Government of Uganda had to sign concessions with the World Bank guaranteeing that any future big infrastructure projects on River Nile, will meet environmental, cultural, social, human rights conditions. Then, the World Bank contributed a bulk of development financing to the country’s infrastructure. In the past few years, the Government of Uganda, like most African countries, has turned east to China to finance its infrastructure projects. China, unlike the World Bank and oth-
er western donors, is not ardent on social and environmental standards, arguing that developing countries need infrastructure first, before they can start discussing human rights, environmental sustainability. For this reason, globally, the Chinese have come under fire from western donor institutions for not caring and enforcing any standards in their “aid” to Africa. In a statement issued ahead of the Isimba dam launch, the National Environment Management Authority (NEMA), Uganda’s environment watchdog, said the new dam was 98 per cent compliant to environmental requirements. It pointed out that the Government of Uganda has an existing indemnity agreement with the World Bank signed in July 2007 (one of the concessions for the continua-
Christina Malmberg Calvo, Country Manager World Bank
Irene Muloni, Ministry of Energy & Mineral Development
tion of construction of Bujagali dam) under which the government undertook to protect Kalagala Falls for its environmental, “spiritual” and cultural reasons. The statement however didn’t explain how the dam falls 2 points below 100 per cent compliance. What was apparent was that the statementa certificate of environment compliance of sorts- was issued to take care of would-be questions from the World Bank- and their ilk. Along the way, the 183MW Isimba power dam, part funded and constructed by the Chinese, did not suffer much disparagement, disruption and delay from environmentalists as was the case with Kiira and Bujagali power dams before it, in the 1990s and early 2000s. Bujagali for its 250MW capacity took over 10 years to complete. Plans for the dam started back in 2001 when the Government selected US based AES Energy as the developer. AES is a Fortune 500 company. However, AES pulled out in 2003 following protracted campaigns against the dam by civil society organisations, local politicians, with support from the World Bank. There were also allegations of corruption. A new developer was named in 2003 when works resumed. The dam was eventually switched on, on 1st August 2012, eleven years later. The Kiira power dam had an equally debilitating story. It started in 1993, but major construction works did not
start until 1999. With environmental related battles in between, it was eventually completed and launched in January 2007. Both Kira and Bujagali suffered protracted battles with activists, causing repeated suspension of funding from the World Bank over social and environmental issues. The Chinese government has funded and executed several major infrastructure projects in the country including the Entebbe Expressway, expansion of Entebbe International Airport, among others. The Isimba dam was constructed at a cost of US$ 567.7 million, 15 per cent of which by the Government of Uganda while 85 per cent was a loan from the Exim Bank of China. Works were undertaken by the China International Water & Electric Corporation (CWE) under the supervision of the Uganda Electricity Generation Company (UEGCL), and the Ministry of Energy & Mineral Development, who is the owner of the project. The new dam brings Uganda’s total electricity production to 1,167MWover 1,100 of which is from hydro power. This gives the country a rating of average producer by Africa regional standards. However, when Karuma is brought on line at the end of this year with 600MW, Uganda’s total production will jump to over 1, 700MW, putting the country among the top quartile of high electricity producers on the continent. According to the London based International Hydropower Association
(IHA), currently Africa’s largest power producer by wattage is Ethiopia, generating 3,822 MW (for a population of 109 million people), followed by South Africa with 3,595MW (58 million people), Egypt 2,844 MW (100 million people) and Angola 2,415MW (30 million people). On the other hand, countries at the bottom of the list in hydro power production on the continent includeSouth Sudan with no known locally generated hydro power sources, Principe & Sao Tome (2MW), Central African Republic (19MW), Burkina Faso (32MW), Benin (33MW) and Togo (49MW). In its Annual Hydro Status report 2018, IHA reported that globally, a total of 21.9 GW of hydropower capacity was put into operation last year, bringing the world’s total installed capacity to 1,267 GW, making hydro power a contributor of 75 per cent of the world’s present-day electricity. Globally, the five countries which registered the largest individual increases in 2018 were China (9.1 GW), Brazil (3.4 GW), India (1.9 GW) and Portugal (1.1 GW) and Angola (1.0 GW). Over the last two decades, China has amassed technology, skills and materials capacity for hydro power development, which it is now exporting to the developing world. These electricity statistics show a resurgence of hydro power energy globally following a tumble in the 1990s and early 2000s when it was discredited for its social and environmental impacts on the world’s rivers. Over the past few years, especially following the coming to the fore of the global issue of climate change and green gas emissions, hydro power has bounced back as one of the cleanest, sustainable renewable sources of energy. In 2017 alone, the generation of 21.9GW of hydro power around the world, is estimated to have saved the globe from a potential 4 billion tonnes of greenhouse gases, had coal been used in its place, according to IHA ■
15 March - April 2019
One of Uganda's Aircraft at Entebbe Airport
Uganda Airlinesâ€™ first aircraft arrive As experts call for restoration of all handling services to the national carrier. By Benjamin Mukose
ith the arrival of its first two aircraft, the idea of reviving the Uganda Airlines has received its first reality check yet. But pundits say, now the next level of discussion needs to go towards ensuring that the airline becomes more viable and sustainable through favourable legislation and policy framework. They say restoration of money-raking handling services, and a deliberate effort by government to make Entebbe the second regional hub in East Africa, after Nairobi, are but two ways to buttress the viability
16 March - April 2019
of the revived airline. Over the past several months, the revival of the airline has been one of the most debated national ventures in recent times- with the debate creating two camps. Those who were against the project argued that the idea of a new Uganda Airline is simply a prestige project, that-as the example of many airlines in the region shows-it is bound to struggle and collapse owing to high costs of operation, bad management, corruption, political interference and so on. Those who are for the revival argue that there is a new business case
Monica Ntege Azuba, Minister of Works & Transport
Uganda’s economy has grown, more Ugandans fly today compared to 20 years ago.
for the revival, Uganda’s economy has grown, more Ugandans fly today compared to 20 years ago, besides government spends thousands of dollars every year on travel which money is paid to other airlines. Others argue that Ugandans are better managers than they were today and the number of tourists coming to the country is growing, there is every reason for the airline to succeed, let alone do the prestige- fly the national flag. Some of the supporters of the airline include some of Uganda’s notables in aviation including Capts. Francis Babu and Mike Mukula. Receiving the aircraft at Entebbe airport recently, President Yoweri Museveni said that the new Uganda Airline “will be a successful undertaking because of the big Ugandan diaspora, the very many Uganda business people that travel and the many tourists coming to visit the country (Pearl of Africa).” “When you are mingling millet,
you must wait for the right temperature of the water to put in flour. If too early, it will be spoilt and if too late, it will be spoilt. The old Ugandan Airline died and in Africa when you die you are buried. But when old people die, new ones are born; so this is the new baby. I was among the undertakers of the funeral of the old airlines. Here I am midwifing delivery of the new baby,” Museveni said. But pundits say that paying for and receiving the airlines is the easier part, viably keeping the planes in the sky is the harder part of the matter. A member of the parliamentary committee on physical infrastructure told this Magazine that the world over, successful national airlines don’t just depend on tickets to make their money. They have well supported government policy initiatives on the ground. “For example, Bole airport in Addis Ababa is by government policy the home of Ethiopian airways, you cannot get another company or airline enjoying the same privileges as the Ethiopian. They do all the handling, catering and all business associated with servicing the airline. And they manage the airport. And that is where the money is. Government must as a matter of policy ensure that handling and associated management services in Entebbe revert to the national career,” he said, requesting not to be named, to protect his neutrality on the matter on committee work. He said, “Government needs to pass legislation and policy guidelines that will cushion and support the national airline from undue competition in the air and on the ground, to avoid leakage of resources. If government plays its laissez-faire game by leaving the airline to run on auto pilot without government guiding policy framework, it will be like throwing the airline back to the wolves,” he said. Under the new management, Kenya airways is also currently fighting to get back management of Kenyatta International Airport, as part of
its new revival strategy. Phillippe Lacroix, the chief executive officer of ENHAS, the company that currently manages handling at Entebbe airport says on their website that the company has grown the number of companies it handles from in 1996 to 19 today. These include regular commercial airlines, plus some unscheduled airlines like the UN missions, VIP and VVIPs, charters, among others. ENHAS provides passenger, luggage, cargo, mail, courier as well as catering services. Capt Babu said that the ball is on the court of the people that are managing the airline on behalf of Ugandans to ensure that they “learn from past mistakes and to make sure that those mistakes are plugged.” Benedict Mutyaba the former managing director of the airline said airline needs government commitment and support. He said the collapse of the airline in 2001 was simply because of asset stripping and an apparent lack of government interest on the airline at the time. So far two Bombardier CRJ 900each 76-seater have been received. Speaking at the event to receive the planes, Captain Gad Gasatura, the chairman of the board said the national airline is an investment in the country’s infrastructure. He said that the Civil Aviation Authority had already granted licenses to the airline and the aircraft had already been registered. “We are now going through the certification process. Once the certification is done, the airline will begin operations, starting with regional commercial flights in July.” In total, the government has committed to procuring six Bombardier planes, another two of which are expected in July and September this year, while two Airbus planes which will ply international routes are expected early next year ■
17 March - April 2019
Role model for Uganda?
How Malaysia’s investment in tech is paying off- big time By Megat Tajuddin & Ibrahim Rohman In our September-October 2018 edition, we analysed the investment that Uganda is making in ICT. Critics said those efforts are scattered and inconsistent. Besides, in Uganda, ICT is discussed as though it were some additional service to the “main” things. But how does information communication technology actually contribute to growth and development in a country? Uganda aspires to follow in the footsteps of the Asian Tigers. In this case of Malaysia, we show how strategic investment in ICT actually directly leads to growth and development.
alaysia’s economy is booming. In 2017, the country’s Gross Domestic Product (GDP) growth hit 5.8 per cent, and 5.3 per cent in 2018 — higher than its neighbours -Indonesia, Thailand, and Singapore. Malaysia is well on its way to achieving high-income status. Exports and incomes are also on the rise; Malaysia’s export figures have increased tenfold since 1990, and Gross National Income reached US$10,000 — nearly double and triple that of Thailand and Indonesia respectively. Malaysia is now ranked as the 23rd most competitive nation in the world, and the 15th most efficient in government spending, outperforming the UK, Japan, and Canada. So, where is this strong growth coming from? It is the direct result of Malaysia’s 20-year investment in the information and communication technology sector. Research conducted in the 1990s indicated a direct correlation between economic growth rates and investments in technology. Europe did not invest in the sector and experienced slow growth, while the US invested heavily and experienced strong growth. Now we are seeing this same phenomenon play out in Malaysia, thanks primarily to four big investments. First, Malaysia’s government under the first premiership of Dr Mahathir Mohamad, introduced the flagship “Multimedia Super Corridor” in 1996, which aimed to implement an electronic information system to boost the efficiency of government operations, deliver more cost-effective public
18 March - April 2019
Dr. Mahathir Mohamed services, and decrease bureaucratic delays. This initiative sparked many successes, including the launch of the Total Hospital Information System, which was implemented in 13 hospitals in 2002 alone. It offered a comprehensive online tool integrating clinical, administrative, and financial systems into one unified platform. The response to these initiatives has been promising: the last Malaysia User Satisfaction Evaluation, carried out in 2016, indicated that 80% of govern-
FEATURE portance of technology in achieving a world-class education system. As of 2013, the government spent 5.5 per cent of its GDP on education — much more than its neighbours Japan, Thailand, Indonesia, and Singapore. Thanks to this, Malaysian schools are equipped with computers, computer labs, broadband internet, and virtual learning environments.
ment website users are satisfied with these online services. Malaysia’s National Transformation 2050 Agenda promises to drive more investment, more development, and even more return on investment, charting a clear course for Malaysia to join the world’s most successful nations. Second, the Malaysian government introduced the National Broadband Initiative in 2007. The World Bank estimates that for every 10 per cent increase in broadband penetration, GDP will grow 1.3 per cent. Moreover, a 2012 study on quality of broadband acknowledged that doubling the broadband speed might contribute another 0.3 per cent to the GDP growth rate. Recognising this potential, the Malaysian initiative expanded broadband coverage and speed through an agreement between the government and a stateowned telecommunication company. It also installed 3,500 kilometres of submarine fibre-optic cables. As a result, Malaysia’s household broadband penetration per 100 inhabitants reached 99.8 per cent in 2016, compared to just 19.4 per cent in 2011. Third, starting in 2013 the country began implementing the Malaysia Education Blueprint, which highlights the im-
Fourth, the National Transformation 2050 Agenda, launched in 2017, aims to position Malaysia as one of the top 20 nations in economic development, social advancement, and innovation by 2050. The Agenda outlines five focus areas, including information and communication technology. The Agenda notes the ongoing explosion in internet bandwidth, processing power, and digital storage capacity as well as the rise of broadband and mobile connectivity, the Internet of Things, robotics, and artificial intelligence. In the future, the Agenda envisions automation and robotics as part of domestic construction, transport, and city assets. Given the country’s current pace of innovation, and the strong drive for continued growth, these concepts will undoubtedly become reality in the Malaysia of 2050. Malaysia’s impressive economic growth figures prove the government’s bid to invest in information and communication technology has paid off in a big way. And this is just the beginning for the country. The 2050 Agenda promises to drive more investment, more development, and even more return on investment, charting a clear course for Malaysia to join the world’s most successful nations by 2050. Elected again last year as the 7th Prime Minister of Malaysia, Dr Mahathir Mohamad is expected to chart another fascinating future for the country. During his prior 22-year tenure as the 4th Prime Minister, his approach demonstrated how technological advances can drive economic development. This time around, it is hoped that a technology push continues because, in the case of Malaysia, as in other countries, a strong investment in technology has proved to be a strong investment in the nation’s future ■
About the authors Megat Tajuddin is Head of Performance and Innovation at Public Works Department (PWD) Malaysia and a previous Government Fellow at the United Nations University Operating Unit on Policy-Driven Electronic Governance (UNUEGOV). In his 20 years at PWD, he has implemented more than US$US500 million in information technology projects. Ibrahim Rohman is a Research Fellow at the United Nations University Operating Unit on Policy-Driven Electronic Governance (UNU-EGOV). His current research analyses the relationship between electronic governance implementation and country competitiveness, Research and Development, and innovation and shadow economy.
Source: Our World, United Nations University www.infrastructure.co.ug
19 March - April 2019
The Fourth Industrial Revolution: Its meaning and potential impact By Klaus Schwab
e stand on the brink of a technological revolution that will fundamentally alter the way we live, work, and relate to one another. In its scale, scope, and complexity, the transformation will be unlike anything humankind has experienced before. We do not yet know just how it will unfold. The First Industrial Revolution used water and steam power to mechanize production. The Second used electric power to create mass production. The Third used electronics and information technology to automate production. Now the Fourth Industrial Revolution (4IR) is building on the Third, the digital revolution that has been occurring since the middle of the last century. The 4IR is characterized by a fusion of technologies that is blurring the lines between the physical, digital, and biological spheres. There are three reasons why todayâ€™s transformations represent not merely a prolongation of the Third Industrial Revolution but rather the arrival of a Fourth and distinct one: Velocity, scope, and systems impact. The speed of current breakthroughs has no historical precedent. When compared with previous industrial revolutions, the Fourth is evolving at an exponential rather than a linear pace. Moreover, it is disrupting almost every industry in every country. And the breadth and depth of these
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Prof. Klaus Schwab changes herald the transformation of entire systems of production, management and governance. The possibilities of billions of people connected by mobile devices, with unprecedented processing power, storage capacity, and access to knowledge, are unlimited. And these possibilities will be multiplied by emerging technology breakthroughs in fields such as artificial intelligence (AI), robotics, the Internet of Things, autonomous vehicles, 3-D printing, nanotechnology, biotechnology, materials science, energy storage, and quantum computing. Already, artificial intelligence is all around us, from self-driving cars
and drones, to virtual assistants and software that translate or invest. Impressive progress has been made in AI in recent years, driven by exponential increases in computing power and by the availability of vast amounts of data, from software used to discover new drugs to algorithms used to predict our cultural interests. Digital fabrication technologies, meanwhile, are interacting with the biological world on a daily basis. Engineers, designers, and architects are combining computational design, additive manufacturing, materials engineering, and synthetic biology to pioneer a symbiosis between microorganisms, our bodies, the products we consume, and even the buildings we inhabit.
COVER STORY Challenges and opportunities Like the revolutions that preceded it, the 4IR has the potential to raise global income levels and improve the quality of life for populations around the world. To date, those who have gained the most from it have been consumers able to afford and access the digital world; technology has made possible new products and services that increase the efficiency and pleasure of our personal lives. Ordering a cab, booking a flight, buying a product, making a payment, listening to music, watching a film, or playing a game—any of these can now be done remotely. In the future, technological innovation will also lead to a supply-side miracle, with long-term gains in efficiency and productivity. Transportation and communication costs will drop, logistics and global supply chains will become more effective, and the cost of trade will diminish, all of which will open new markets and drive economic growth. At the same time, as the economists Erik Brynjolfsson and Andrew McAfee have pointed out, the revolution could yield greater inequality, particularly in its potential to disrupt labour markets. As automation substitutes for labour across the entire economy, the net displacement of workers by machines might exacerbate the gap between returns to capital and returns to labour. On the other hand, it is also possible that the displacement of workers by technology will, in aggregate, result in a net increase in safe and rewarding jobs. We cannot foresee at this point which scenario is likely to emerge, and history suggests that the outcome is likely to be some combination of the two. However, I am convinced of one thing—that in the future, talent, more than capital, will represent the critical factor of production. This will give rise to a job market increasingly
segregated into “low-skill/low-pay” and “high-skill/high-pay” segments, which in turn will lead to an increase in social tensions.
winner-takes-all economy that offers only limited access to the middle class is a recipe for democratic malaise and neglect.
In addition to being a key economic concern, inequality represents the greatest societal concern associated with the 4IR. The largest beneficiaries of innovation tend to be the providers of intellectual and physical capital—the innovators, shareholders, and investors—which explains the rising gap in wealth between those dependent on capital versus those dependent on labour. Technology is therefore one of the main reasons why incomes have stagnated, or even decreased, for a majority of the population in high-income countries: the demand for highly skilled workers has increased while the demand for workers with less education and lower skills has decreased. The result is a job market with a strong demand at the high and low ends, but a hollowing out of the middle.
Discontent can also be fuelled by the pervasiveness of digital technologies and the dynamics of information sharing typified by social media. More than 30 percent of the global population now uses social media platforms to connect, learn, and share information. In an ideal world, these interactions would provide an opportunity for cross-cultural understanding and cohesion. However, they can also create and propagate unrealistic expectations as to what constitutes success for an individual or a group, as well as offer opportunities for extreme ideas and ideologies to spread.
This helps explain why so many workers are disillusioned and fearful that their own real incomes and those of their children will continue to stagnate. It also helps explain why middle classes around the world are increasingly experiencing a pervasive sense of dissatisfaction and unfairness. A
Impact on business
An underlying theme in my conversations with global CEOs and senior business executives is that the acceleration of innovation and the velocity of disruption are hard to comprehend or anticipate and that these drivers constitute a source of constant surprise, even for the best connected and most well informed. Indeed, across all industries, there is clear evidence that the technologies that underpin the Fourth Industrial
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Cover Story Revolution are having a major impact on businesses. On the supply side, many industries are seeing the introduction of new technologies that create entirely new ways of serving existing needs and significantly disrupt existing industry value chains. Disruption is also flowing from agile, innovative competitors who, thanks to access to global digital platforms for research, development, marketing, sales, and distribution, can oust well-established incumbents faster than ever by improving the quality, speed, or price at which value is delivered. Major shifts on the demand side are also occurring, as growing transparency, consumer engagement, and new patterns of consumer behaviour (increasingly built upon access to mobile networks and data) force companies to adapt the way they design, market, and deliver products and services. A key trend is the development of technology-enabled platforms that combine both demand and supply to disrupt existing industry structures, such as those we see within the “sharing” or “on demand” economy. These technology platforms, rendered easy to use by the smartphone, convene people, assets, and data—thus creating entirely new ways of consuming goods and services in the process. In addition, they lower the barriers for businesses and individuals to create wealth, altering the personal and professional environments of workers. These new platform businesses are rapidly multiplying into many new services, ranging from laundry to shopping, from chores to parking, from massages to travel. On the whole, there are four main effects that the Fourth Industrial Revolution has on business—on customer expectations, on product enhancement, on collaborative innovation, and on organizational forms. Whether consumers or businesses, customers are increasingly at the epicentre of the economy, which is all about
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improving how customers are served. Physical products and services, moreover, can now be enhanced with digital capabilities that increase their value. New technologies make assets more durable and resilient, while data and analytics are transforming how they are maintained. A world of customer experiences, data-based services, and asset performance through analytics, meanwhile, requires new forms of collaboration, particularly given the speed at which innovation and disruption are taking place. And the emergence of global platforms and other new business models, finally, means that talent, culture, and organizational forms will have to be rethought. Overall, the inexorable shift from simple digitization (the Third Industrial Revolution) to innovation based on combinations of technologies (the Fourth Industrial Revolution) is forcing companies to re-examine the way
they do business. The bottom line, however, is the same: business leaders and senior executives need to understand their changing environment, challenge the assumptions of their operating teams, and relentlessly and continuously innovate.
Impact on government
As the physical, digital, and biological worlds continue to converge, new technologies and platforms will increasingly enable citizens to engage with governments, voice their opinions, coordinate their efforts, and even circumvent the supervision of public authorities. Simultaneously, governments will gain new technological powers to increase their control over populations, based on pervasive surveillance systems and the ability to control digital infrastructure. On the whole, however, governments will increasingly face pressure to change their current approach to public engagement and
Cover Story be linear and mechanistic, following a strict “top down” approach. But such an approach is no longer feasible. Given the Fourth Industrial Revolution’s rapid pace of change and broad impacts, legislators and regulators are being challenged to an unprecedented degree and for the most part are proving unable to cope.
Impact on people
The Fourth Industrial Revolution, finally, will change not only what we do but also who we are. It will affect our identity and all the issues associated with it: our sense of privacy, our notions of ownership, our consumption patterns, the time we devote to work and leisure, and how we develop our careers, cultivate our skills, meet people, and nurture relationships. It is already changing our health and leading to a “quantified” self, and sooner than we think it may lead to human augmentation. The list is endless because it is bound only by our imagination. policymaking, as their central role of conducting policy diminishes owing to new sources of competition and the redistribution and decentralization of power that new technologies make possible. Ultimately, the ability of government systems and public authorities to adapt will determine their survival. If they prove capable of embracing a world of disruptive change, subjecting their structures to the levels of transparency and efficiency that will enable them to maintain their competitive edge, they will endure. If they cannot evolve, they will face increasing trouble. This will be particularly true in the realm of regulation. Current systems of public policy and decision-making evolved alongside the Second Industrial Revolution, when decision-makers had time to study a specific issue and develop the necessary response or appropriate regulatory framework. The whole process was designed to
I am a great enthusiast and early adopter of technology, but sometimes I wonder whether the inexorable integration of technology in our lives could diminish some of our quintessential human capacities, such as compassion and cooperation. Our relationship with our smartphones is a case in point. Constant connection may deprive us of one of life’s most important assets: the time to pause, reflect, and engage in meaningful conversation. One of the greatest individual challenges posed by new information technologies is privacy. We instinctively understand why it is so essential, yet the tracking and sharing of information about us is a crucial part of the new connectivity. Debates about fundamental issues such as the impact on our inner lives of the loss of control over our data will only intensify in the years ahead. Similarly, the revolutions occurring in biotechnology and AI, which are redefining what it means to be human by push-
ing back the current thresholds of life span, health, cognition, and capabilities, will compel us to redefine our moral and ethical boundaries. Shaping the future Neither technology nor the disruption that comes with it is an exogenous force over which humans have no control. All of us are responsible for guiding its evolution, in the decisions we make on a daily basis as citizens, consumers, and investors. We should thus grasp the opportunity and power we have to shape the Fourth Industrial Revolution and direct it toward a future that reflects our common objectives and values. To do this, however, we must develop a comprehensive and globally shared view of how technology is affecting our lives and reshaping our economic, social, cultural, and human environments. There has never been a time of greater promise, or one of greater potential peril. Today’s decision-makers, however, are too often trapped in traditional, linear thinking, or too absorbed by the multiple crises demanding their attention, to think strategically about the forces of disruption and innovation shaping our future. In the end, it all comes down to people and values. We need to shape a future that works for all of us by putting people first and empowering them. In its most pessimistic, dehumanized form, the Fourth Industrial Revolution may indeed have the potential to “robotize” humanity and thus to deprive us of our heart and soul. But as a complement to the best parts of human nature—creativity, empathy, stewardship—it can also lift humanity into a new collective and moral consciousness based on a shared sense of destiny. It is incumbent on us all to make sure the latter prevails. ■ Prof. Klaus Schwab is Founder and Executive Chairman of the World Economic Forum. Source: World Economic Forum
23 March - April 2019
Digitalising Uganda: What Raxio’s advent means By Daniel Otto
n July last year Raxio Data Centre Ltd, a subsidiary of Roha, a US investment company announced that it was setting up Uganda’s first state-of-the-art data centre to be located in the Namanve Industrial and Business Park. Raxio, is one of the five such facilities that Roha plans to build and develop in east and southern Africa. Robert Mullins, a director at Raxio said the data centre is Uganda’s “first Tier III, truly carrier-neutral co-location facility, ideally located just outside Kampala’s central business district, a key requirement for disaster recovery and business continuity.” He said when the facility opens mid this year, it will “operate optimally, 24/7, in a fully safe, secure and redundant environment. At full capacity, the centre will be able to house up to 400 racks, delivering 1.5MW of IT power.” Redundancy means the facility will keep the servers up and running even during outages and therefore data, applications, systems for any company hosted at the facility will remain available. Such a company will therefore not suffer outages, stagnation of access to data, applications or systems and interruptions, and will therefore be assured of a 24/7 availability and stability of their core information. Raxio management said their data centre has been designed to global Tier III standards by Future-Tech, a UK specialist data-centre design company with over 30 years of experience. Raxio also appointed Symbion, a leading local architectural firm to carry out the civil and structural design of the building. Future-Tech and Symbion will work handin-hand to oversee the building and commissioning of the centre. According to techopedia, “a Tier 3 data centre is a location with redundant and dual-powered servers, storage, network links and other IT components. It is one of the most commonly used data centre tiers, where IT components are powered with multiple, active and independent sources of power and cooling resources.” “A Tier 3 data centre combines and exceeds features and capabilities of Tier 1 and Tier 2 data centres but with redundant capacity and data centre infrastructure components. It is the third level/tier of data centres introduced by the Uptime Institute.” Dating back to the 1940s, carrier data centres have over
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James Byaruhanga the years developed into dedicated centres that have developed infrastructure to host massive data storage that can be used by a wide range of users and service providers. Data centres provide storage and backup facilities and capacities that can be used by various data intensive companies. This way companies secure that data without having to invest in infrastructure, they ensure data is readily availability and no down times, without client companies having to invest in their own infrastructure. Companies therefore save money that they would otherwise need to invest in their own infrastructure for storage server systems, moreover with much lower reliability. The advent of Raxios is an important development for the data centre services development and cloud services for digitisation and for Uganda’s emergent ICT based industry. James Byaruhanga, Raxio’s managing director explained that the data centre is a timely investment in Uganda’s Knowledge and ICT sector with wide strategic national benefits that go beyond the centre’s primary function of serving as a disaster recovery facility for improved business continuity for the private, public and NGO sector. Financial institutions, business/enterprises and government ministries, departments and agencies are some of the potential beneficiaries in this regard. Any company or entity that runs on core data and IT systems could potentially suffer interruption in event of a fire, natural calamities like earthquake, floods, etc. in circumstances like these, companies could lose their core and much treasured data. Storing with a data centre means that their
DIGITALIZATION core data and information remains available even with severe interruptions like calamities. “We believe that with the growth in data usage and storage, and the broader digital transformation of businesses and the public sector being witnessed in Uganda today, a Tier III data centre will be a key infrastructure to Uganda’s digital economy and will stimulate and support the growth and digitalisation of the Ugandan economy,” Byaruhanga said. He said it helps to meet the goals set in the Ministry of Information & Communication Technology Data Strategy and the broader National Development Plan. He added: “With this world-class facility, we shall attract major global content data networks, cloud services providers as well as regional carriers to Uganda.” Byaruhanga argued that other than bringing critical services closer to the local market, this will make internet services cheaper and faster to the end user, and will bring down the overall cost of connectivity in the country, thus increasing global competitiveness of Ugandan businesses. He also said the project would contribute significantly to job creation and tax revenue generation. Early February, Raxio announced that it had signed Hamilton Cloud Services as its first client to colocate their cloud servers in the Raxio data centre. This means that Hamilton, itself a pioneer in cloud service provider in Uganda, will save itself the burden of setting up data storage and data back up, but use services from Roxio. James Byaruhnaga said Hamilton and other similar customers to come on board will enjoy “a seamlessly integrated data centre and local cloud service experience under one roof.” He said Hamilton will “operate their infrastructure in a failsafe, always-on environment provided by Raxio, protecting their business and that of their customers and supporting their growth ambitions. Among other services, the Hamilton cloud computing and backup service model uses cloud resources to protect applications and data from disruption caused by disasters on a pay-as-you-grow model that allows customers to stay ahead with access to cutting-edge hardware and/or software solutions.” Byaruhanga, said the agreement with Hamilton, was a “win-win model” that “enables especially start-ups, SMES and mid-sized businesses to overcome the obstacle of upfront capital investments and to reduce total cost of ownership on software, storage and backup infrastructure, into manageable monthly operational expenses that are scalable and on demand, thus avoiding costs associated with over-capacity.” Derrick Sebbaale, Chief Operating Officer, Hamilton Cloud Services, said the deal will make them “pioneers in providing the biggest local cloud service in a tier 3 data centre environment in Uganda. Our vision is to revolutionize businesses in Uganda by providing affordable cutting-edge technology
Data Centre solutions, which enable them to thrive and prosper in a globally competitive economy. Our services are delivered via hyper-converged cloud infrastructure; delivered, sold, and supported by DELL EMC, which will enable customers to run and host applications across private, public, dedicated and hybrid cloud environments. By hosting our equipment in Raxio’s data centre, we will be able to quickly scale up our services, without the high capex costs on infrastructure; which savings will be passed on to our customers.” He said the agreement with Raxio will not only reduce on the high costs as well as risks of hosting and storing data overseas but, it will also provide a 24/7 secure, accessible and dedicated platform to their clients. Sebbaale, called upon business owners, government decision makers and regulators to support the shift to cloud computing as “it is a game-changer with real and proven return on investment, manifested through new efficiencies, enhanced customer experiences and new business models, leading to accelerated revenue and productivity growth.” Quoting a 2017/18 study by the National Informational Technology Authority (NITA), Sebbaale said that while 86.4 per cent of government Ministries, Departments and Agencies (MDAs) had reported that cloud computing significantly reduces ICT related costs, to date, only 28.6 per cent of all MDAs reported using cloud computing services. The study also reported that 80.5 per cent of MDAs and 66.7 per cent of local governments relied on local in-house capacity to host their applications and databases- only 48.1 per cent of MDAs and 38.1 per cent of local government reported keeping backups off-site. Organisations that do not use offsite data storage or cloud services stand high risks of security breaches and a high cost of buying own cloud computing services, uncertainty about the location of the data, uncertainty about applicable law, jurisdiction, dispute resolution mechanism and difficulties in unsubscribing or changing service provider and data portability ■
25 March - April 2019
Mining sector coming out of slumber By Nelson Muhoozi
n 2017, the Uganda Bureau of Statistics reported that for the first time, gold became Uganda’s number one export in terms of revenue value, superseding the country’s traditional number one export earner- coffee. Although all the country’s gold exports are not fully accounted for in terms of its source, it is true that in the recent past gold mining activity has been going up; from Mubende, Busia, Karamoja, there has been a recognizable increase in gold mining. The establishment of a gold refinery in Entebbe may have helped value addition to the country’s gold hence accounting to- to an extent-to the increase in the exports. Although minerals contributed a considerable part of Uganda’s exports in the 1960s, because of civil wars that bedeviled the country in the 1970s and 80s, coupled with low investment in prospecting, the mining sector over the years remained largely neglected in the country. However, in the past few years, mining is bouncing back and is now beginning to take its place in the country’s economic numbers. In his June 2018 State of the Nation address President Yoweri Museveni, said there was a new and clear emphasis on the development of Uganda’s mineral resources to achieve the country’s 2040 economic development goals. Making a presentation to prospective investors in London in...date) Eng. Irene Muloni minister for Energy & Mineral Development, said the government is putting a new impetus on
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Coal exploitation of the country’s mineral resources and was making substantial investment into mapping the country’s mineral wealth.
pleted a US$ 75 million (About Shs 280 billion) national mineral survey that identified occurrences of various mineral resources across the country.
Elly Karuhanga, the president of the Uganda Chamber of Mines & industry told The Infrastructure Magazine in an interview that that Uganda is endowed with over 50 different types of minerals and it ranks among the countries in Africa with the biggest number of mineral deposits although the potential for viable exploitation has not yet been established for most of the minerals. The country’s list of minerals resources include; Copper, Cobalt, Tin, Phosphates, Vermiculite, Diamond, Gold, Petroleum, Chronite, Magnetite, Uranium, Iron ore among others.
Addressing a 2019/20 budget discourse in Kampala recently, David Bahati the Minister of State for Planning said government has identified development of the mining sector as one of the strategic areas for growth that government has identified starting in financial year 2019/20.
Industry actors say that compared to other the East African country’s like Tanzania and Kenya, Uganda’s mineral industry remains significantly unexploited and under-regulated which has contributed to the hemorrhaging and under-exploitation of the sector. But the Ministry of Energy and Mineral Development now says it is beginning to put its house in order. A source in the Ministry told this Magazine that in 2014, the Ministry com-
Uganda’s mineral wealth Surveys have identified metallic minerals resources in the country. These include: Copper-Cobalt which is found in the areas of Kilembe, where copper-cobalt sulphide mineralization occurs. Other areas with copper include Kaabong, Kotido and Moroto in Karamoja region and Kampono and Kitaka in Mbarara District. Gold is known to be found in many areas in the country. However the country’s gold has largely come out of artisanal mining in areas like Buhweju, Kyamuhunga in Bushenyi district, Mubende, Karamoja, Tira and Amonikakine in Busia as well as areas of Kabale, Kisoro and Kanungu districts.
MINING According to the Ministry of Energy & Mineral Development, it has now been confirmed that the country boasts of huge deposits of iron ore, valued at trillions of shillings. An investor has already been identified and is in advanced stages of setting up an iron ore processing plant in Rubanda district. Deposits of Iron ore have been confirmed in Butare, Buhara, Muyembe and Nyamiyaga in Kabale/Rubanda districts. Other deposits are known to be in Kashenyi, Kyanyamuzinda, Nyamiyaga, Kazogo and Kamena in Kisoro district. Phosphates Apatite is the main commercial ore of phosphate known in Uganda in areas of Sukulu and Bukusu. Early this year, President Museveni launched a US$ 650 million phosphate factory in Sukulu in Tororo to manufacture fertilizers, among other products. Tin (cassiterite) has been discovered in areas of Southwest Uganda in quartz-mica veins in contact with granitic bodies intruded into shales and sandstone host rocks of Karagwe-Ankole. Lead is found in the reas of Kampono, Kanyambogo and Kitaka in Kitomi Forest, Ibanda district and Kikagati in Sheema. Other non-metallic minerals The country also boasts of nonmetallic minerals such as Mica which occurs at Morulem in Abim district; Lunya in Mukono district; Omwodulum in Lira district and Paimol, Parobong, Kacharalum, Agili, Akwanga, Achumo, Kukor, Labwordwong, Namokora, Naam and Okora in Pader district.
whole extractive industry in Uganda could become the country’s leading economic sector making up almost 20 per cent of the country’s GDP. According to UBOS, Uganda’s mining industry, if well developed, managed and monitored has the potential to increase its contribution to the country’s GDP from its current 0.04 per cent to 20 per cent, with a strong impetus to transform mining communities and local towns, stir social economic growth and lead to sustainable economic recovery and development. Nonetheless, for the mining industry to play a key role in the country’s Vision 2040, Uganda’s mining policy and regulatory framework must be brought up to international modern best practices and standards. Other constraints that have been identified in the mining sector include: current limited foreign direct investment (FDI) going to the sector, mainly owing to its current disorganized and informal nature, lack of reliable and cheap transport to ferry bulky mineral ores to the coast, proximity of minerals to conflict areas, limited exposure by the private sector to the vitality of the sector, and weak institutional and monitoring frameworks. However, the country’s mining fortunes look destined for a brighter, progressive future especially with the Standard Gauge Railway construction underway and government focus on the sector ■
Graphite occurs in Zeu in Nebbi district and Matidi and Acholibur in Kitgum district. Kyanite occurs in Ihunga and Kamirambuzi hills in Rukungiri district and near Murchison falls in Masindi district. Clay is found in areas of; Kajjansi in Wakiso district; Bugungu near Jinja in Mukono district; Buteraniro in Mbarara district; Butende; Kasukengo in Masaka district; Malawa in Tororo district and Butema in Hoima district. Feldspar is commonly associated with pegmatites found in the Precambrian Basement. It occurs at Bulema in Kanungu district; Bugangari in Rukungiri district; Mutaka in Bushenyi district; Nyabakweri in Ntungamo district and Lunya in Mukono district. Sand is found on narrow beaches along the shores of Lake Victoria and some islands contain deposits of glass sand at several locations like Diimu and Bukakata in Masaka district; Lwera in Masaka district, Nalumuli Bay and Nyimu Bay and Kome Island in Mukono district. Gypsum (selenite) occurs as float and in clay beds with Rift Valley sediments near Kibuku in Bundibugyo Distict, Lake Mburo in Kiruhura District and at Kanyatete in Lake George basin sediments, Kasese District. With the oil and gas industry alone projected to contribute around 9 per cent to the GDP in the next 30 years, the
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CAPTAINS OF INDUSTRY
Partnering with local business is key for success of investment in renewable energy Renewable energy has been touted as one single most important hope for electrification in Africa, a continent still largely uncovered by electricity. In this interview, Christian Hellmund, co-author of the 2016 report: What's holding Africa back? Delivering renewable energy in a challenging market and one of the leading legal advisers on renewable energy expansion, discusses Africaâ€™s prospects and challenges for African governments. Christian is also a lawyer and partner with UK based legal firm with interest in energy-DWF.
Q - Why does Africa present an exciting prospect for investment in renewable energy? A - Currently, over 640 million Africans have no access to electricity. Not only is there a huge electricity supply deficit but also an enormous scale of demand for energy. Due to economic development and democratisation in the region, the domestic and industrial demand for power has vastly increased, and the current levels of investment lag far behind these fast-growing needs. And these needs are only set to intensify, with the International Energy Agency predicting that the demand for electricity in sub-Saharan Africa will increase by 4.6 percent annually. Africa is also arguably the most vulnerable continent to the impacts of global warming and so needs to consider how it will address climate change in the future. All 54 African Union countries have already come together to promote the Paris accord, demonstrating a fundamental commitment to a renewable future. The African markets are also rich in the natural resources needed to produce renewable energy. Additionally, innovations in raising finance are creating new and exciting opportunities for developers and investors, meaning that renewable projects are now competitive with conventional projects.
What are the main challenges facing Africa and its implementation of renewable energy?
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Christian-Hellmund While the political environments in African countries will continue to be highly influential in site selection, it is in the financing and bankability of projects where the biggest challenge lies. There is a mismatch between the number of developers who need funding and the number of funders who need projects. Developers rely on equity and grants for early-stage project funding and are desperate for investors to get involved earlier in the process. Often, investors have a lot of money to deploy for a project but are not willing to put funds into the development of the project due to the small size of the investment and the high risks and possibility of low returns involved with any venture in emerging markets.
CAPTAINS OF INDUSTRY
Solar Power Plant Developing projects in Africa can take up to ten years and subsequently developers often run out of financing before securing long-term investment. The other challenge areas are site selection, feasibility and planning; construction and commissioning; and distribution and technology. Finding a stable and supportive political environment is the most important factor to consider when selecting a location to invest in such projects. Getting this right has a significant influence on the success of renewable energy projects in Africa. The potential impact of an electoral cycle on the momentum, stability and ongoing security of a development is immense. Sound fundamentals should be sought when selecting a project location: a positive business environment, good transport, adequate grid infrastructure and stable and secure off-takers. Risks at the construction stage are relatively limited and manageable because once a project is financed, technical on-the-ground risks are relatively minor. This is assuming the right people are in place with the necessary skills, commitment and project management experience. The African grid infrastructure is often poor and there is little that can be done to improve it once a project is in progress. This risk must be mitigated at the due diligence and financing stages.
How can investors and organisations overcome these challenges? The African market holds different complexities so identifying effective local partners is essential to navigating these. I would advise that developers network extensively through existing contacts and visit regional events to build local busi-
ness and political relationships. Projects also have a greater chance of getting off the ground if developers have access to funds at an early stage. Financial aggregators provide opportunities to achieve a project size and reduction of risk that encourages investors who would not consider individual projects. Decentralised crowdfunding also provides new sources of funding for smaller and riskier projects. Blockchain peer to peer technology enables crowdfunding innovations and also provides the potential for African renewables projects to utilise innovative energy management and supply models. Developers need to make the social and community impact of the project attractive to government and investors. Developers should also allow generous time contingencies in the construction schedule as it will inevitably take longer than planned. In relation to distribution and technologies, grid operators should be consulted at an early stage to help avoid problems.
What technologies have you identified as crucial to the development of the sector? Battery storage technology will be vital â€“ the technology has already significantly improved, and costs are coming down. This is enabling renewable energy companies to partner with advanced technologies to offer 24-seven solutions. The improved price and reliability of these storage solutions also increases the opportunities for commercial, industrial and grid backup applications. New storage technology providers may enhance the feasibility and flexibility of renewable energy projects. There
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CAPTAINS OF INDUSTRY
will be a role for battery storage retrofitted to utility scale wind and solar projects in the future, when the costs come down. Forward-looking companies are adopting an active strategy of acquiring projects now, with the intention of adding storage technology in the future. But, until energy storage is widely used at a commercially attractive price point, the intermittent nature of most renewables means that other energy sources will continue to be used to provide a reliable baseload power. Realistically, we are years away from completely self-sufficient, largescale, battery based renewable projects. I also believe that blockchain is another exciting technology with the power to transform this sector, particularly as an exciting new crowdfunding model. Blockchain uses distributed ledgers rather than a central database to store information. Because the records are distributed, the information is far less vulnerable to hacking so it provides a relatively safe ledger of any form of economic transaction. It also creates new opportunities in peer-to-peer energy transactions, such as allowing projects to be split into shares and treated as tradeable assets that can change hands often and fast, as opposed to long-term investments. Any transaction that had previously required third party validation and security has the potential for blockchain to step in. For example, the management and supply of energy provision can be decentralised. The Sun Exchange, based in South Africa, is a great example of this: it enables users to buy and earn rental income from solar panels on commercial rooftop space by feeding surplus energy into the grid. Blockchain can also be used for managing payments and implementing ‘smart contracts’ that can be set to execute automatically based on transaction data. This fast-growing technology provides further potential for African renewable
30 March - April 2019
projects to ‘leapfrog’ conventional infrastructures, and invest directly in innovative and flexible decentralised energy management and supply models.
Are you optimistic about the future of renewable energy in Africa? What do you expect to see in five to 10 years’ time? Despite the significant challenges, I think there are plenty of reasons to be optimistic about the future of renewable energy projects in Africa. As technologies become more efficient and widely adopted, the production cost is falling rapidly so global investment in renewable energy becomes more and more attractive. The next big political change in Africa will be vast improvements in state bureaucracy and governance. Private sector investment is currently picking up the gaps in essential energy services; and this will continue as governance improves because of the pressure from the big demand for energy. The demand for electricity in Africa will increase and by 2030 demand will reach more than double the current electricity production. New energy sources will be needed, and it is my belief that renewable energy projects can help to satisfy this increasing demand. In five to 10 years, I expect to see a lot of renewable energy projects in the pipeline throughout Africa. I predict these will be financed by new financial models, like crowdfunding, project aggregation and block chain technology. Such models are crucial in closing the funding gap between investors and developers ■ This interview was initially published in Africa Outlook
Inside: Uganda’s bright but under-exploited mineral resources
UShs 7,000 | KShs 200 | Tz 4,400 | RwF 1,650 | SSP 15 | Others US$ 3
Technology review: Velocity pothole patching technology
UShs 7,000 | KShs 200 | Tz 4,400 | RwF 1,650 | SSP 15 | Others US$ 3
www.infrastructure.co.ug | October 2017
UShs 7,000 | KShs 200 | Tz 4,400 | RwF 1,650 | SSP 15 | Others US$3
www.infrastructure.co.ug | Nov - Dec 2017
Right Strategy? Uganda’s massive investment in public infrastructure: Opportunities,
UShs 7,000 | KShs 200 | Tz 4,400 | RwF 1,650 | SSP 240 | Others US$3
www.infrastructure.co.ug | Jan - Feb 2018
www.infrastructure.co.ug | March - April 2018
Uganda’s ‘Silk Road’
Fixing Uganda’s water and sanitation infrastructure
Inside: Ugandans’ changing tastes and styles in housing
Naguru Skyz Hotel: piece of real estate
The iconic Kampala Entebbe Expressway The marvel of the new Jinja bridge FEATURE
Electricity generation: How far Uganda has come
A gaze into the Standard Gauge Railway
Tapping storm taps wet
Inside: Which business model should the new Uganda Airlines take?
Rootzone’s innovative bio-technology for treatment of sludge
East Africa’s civil engineering market sees growth despite fragmentation
Are machines set to take over jobs?
President Museveni’s pet road projects: A review of progress
The challenge of road maintenance in Uganda
International origins of the sand mining craze
The new Uganda Airlines takes shape
The Achilles heel in Public Private Partnership
Inside: Nairobi-Addis Ababa road works launched
UShs 7,000 | KShs 200 | Tz 4,400 | RwF 1,650 | SSP 240 | Others US$3
www.infrastructure.co.ug | March - April 2019 UShs 7,000 | KShs 200 | Tz 4,400 | RwF 1,650 | SSP 240 | Others US$3
UShs 7,000 | KShs 200 | Tz 4,400 | RwF 1,650 | SSP 240 | Others US$3
www.infrastructure.co.ug | May - June 2018
www.infrastructure.co.ug | July - August 2018
The plastic pollution problem
The Fourth Industrial �e�olution
ICT as a driver for growth and development
Safety & Health at work Mining coming out of slumber?
OIL & GAS
Uganda's oil and gas logistics challenge
Interview with Kenya Airways CEO
Tanzania Ports Authority charms Uganda’s business community
Mining comes out of slumber
Emergence of luxury housing segment
Kampala's 20 tallest buildings
Chinese Money, World Bank rules in infrastructure development
�oroti �ruit Factory launched
Malaysia’s example of using ICT for growth
what you are doing. Tel: +256 752 665 775/ +256 776 477 751/ +256414 667 688; Whats App: +256 (0) 752 665 775 E-mail: email@example.com; firstname.lastname@example.org Website: www.infrastructure.co.ug Digital edition: www.issuu.com/theinfrastructuremagazineug @theinfrastructuremagazineUG
Volvo FH - The ultim By Benjamin Mukose
ganda is essentially a road economy. Statistics from the Uganda Bureau of Statistics show that the country’s main means of transportation is the road. About 95 per cent of the country’s exports and imports go and come by road. Air, rail and water modes of transport put together convey a paltry 5 per cent of the country’s goods. Perhaps until the standard gauge railway is completed, road transport will remain land-locked Uganda’s biggest mode of transport to and from the coast. Trucking is therefore still very much in the equation of Uganda’s economics. For people in the trucking business, it means that for them to make money through providing efficient transportation services, they have to get the right equipment to ply hundreds of kilometres to the coast, to take out/bring in thousands of tonnes of goods to and from the coast. Their trucks- and fleet- must have high productivity and reliability, low maintenance costs, safety on the road and allow comfort for the crew. In this edition, we review the Volvo FH, one of the trucks designed and recommended for long distance trucking. The Volvo FH is a modern, innovative machine designed for high productivity, fuel efficiency, comfort, ease of operation and reliability on the road. It is a reliable work horse that saves money and comes to enhance driving experience for the operator. FH engines & I-shift engineering magic The FH engines are designed to be powerful, torquestrong and super-efficient. They are built to boost productivity and work with the I-Shift gearboxes to improve fuel-efficiency. These engines come in different power ratings. There are four 13-litre (D13) and two 16-litre (D16) options. The I-Shift technology presents a hallmark of modern transmission, replaces the old-school unsynchronised manual gearbox (hence the compact design and low internal losses). The I-Shift’s biggest secret lies in the intelligent electronic control unit which reins the pneumatic system that handles the clutch and shifts. By constantly receiving information about vehicle speed, acceleration, weight, road grade, torque demand and more, it can carry out every shift with extreme precision. It also communicates closely with the engine, which in turn adjusts revs and engine brake ef-
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The first Uganda Aircrafts arrive at Entebbe International fect for fast and comfortable shifting. Driving I-Shift is a real pleasure. Without the clutch pedal, the driver doesn’t have to worry about balancing the clutch and acceleration. Besides, the I-Shift uses its built-in intelligence to quickly and automatically choose the right gear at all times. And the software provides shifting skills that are impossible for even the best of drivers to match. Moreover, the buttons on the shift selector allows the driver to step in and shift gears manually, should the driver so choose. The software makes it possible to tailor I-Shift to specific driving conditions. One can choose from four add-on packages – construction, distribution, long haul or heavy duty, depending on where the truck is deployed, whether it’s on a construction site, town distribution or carrying extremely heavy loads on challenging terrain. Several other available motor-ability options include I-See for visibility, crawler gears
mate long haul truck The Volvo FH is a modern, innovative machine designed for high productivity, fuel efficiency, comfort, ease of operation and reliability on the road.
of fuel. Telematics- designed to keep you on the road - 100 per cent up time
Airport for high altitude and additional power take-off functionality. The I-Shift is designed to save fuel (up to 5 per cent). Every gear change is timed precisely. This ensures that the engine works at its most efficient rpm, whether in economy or performance mode. Additionally, when travelling downhill, I-Roll disengages the engine - maximising the truck’s momentum and saving an additional 2 per cent
Everything about the Volvo FH is designed to keep you on the road-hence more productivity. The Volvo Gold Contract – made possible by the telematics gateway – is guaranteed 100 per cent uptime. With the Volvo Gold Contract, servicing doesn’t compromise uptime. The Telematics Gateway gives the truck’s workshop access to engine data, mileage, fuel consumption and the status of vital parts while you’re on the road. This means you won’t be called in for maintenance until your truck actually needs it. You’ll also be alerted to a problem before it takes you off the road, and when you arrive at the workshop, they’ll have everything ready. So no time, or money, is wasted waiting for diagnosis. Some maintenance doesn’t require a workshop visit. With Features Online, a technician can access your vehicle remotely to calibrate displayed fuel consumption, fuel tank size (if you’ve fitted extra tanks) and your preferred speed limit. It is even possible to enable the load indicator function from a distance. Simply stop at the roadside for a few minutes and let your virtual technician take care of it.
33 March - April 2019
Inside the Volvo FH cockpit
Driver support system
Volvo Dynamic Steering provides perfect stability at high speeds, total control at low speeds and reduces the strain on the driver’s muscles. The technology helps to avoid skidding and unintentional lane changes, lets you set the steering wheel preferences and even offers remote steering control. This patented technology combines conventional hydraulic power steering with an electric motor that is fitted to the steering gear. The Volvo Dynamic Steering with Personal Settings puts you in charge. It’s you who sets the steering wheel resistance that fits the driving conditions and your preferences. You either choose a predefined setting or fully customize one. The result — it helps you to get exactly the driving experience you want.
The pioneering Driver Support Systems gives you, your truck and other road users the best protection. When turning or driving downhill on a slippery road, the Volvo FH’s Stretch Brake kicks in to help prevent jack-knifing. It works by applying braking pulses to the trailer, which stretches the vehicle combination. You can choose to automatically activate the Stretch Brake in risky situations, at speeds up to 50 km/h. In heavy traffic, radar and camera-based Adaptive Cruise Control helps you keep a safe distance from the vehicle in front by controlling the accelerator and all available brakes. If there is a risk of impact, the intuitive Collision Warning system alerts you by projecting a light onto your windscreen. And the Emergency Brake automatically activates, significantly reducing the risk of severe injuries.
Its Lane Keeping Assist minimizes the risk of roll-over accidents and collisions with other vehicles. Should your truck unintentionally approach the lane markings, you are helped back in the intended direction via a gentle steering support. The Volvo Dynamic Steering with External Steering lets you operate your truck via a remote control. This is ideal for where repeated short movements of the truck are combined with work outside the cab. Your productivity improves, not to mention how your working day becomes a lot more comfortable.
34 March - April 2019
When activated, Lane Changing Support uses radar technology to scan the blind spot on your passenger side for other road users. If it’s not safe to change lanes, you’re alerted with a buzzer and a flashing icon next to the passenger mirror.
TECHNOLOGY REVIEW Air suspensions A great construction truck needs high ground clearance. The Air Suspension GRAS-G2 system gives 300 millimetres. As well as outstanding stability and driver comfort with any load. Designed initially for the gravel pit, Air Suspension GRAS-G2 is now available on the Volvo FH Series. Spring members, air bellows, stabilisers have traditionally sat below the axle, in the line of fire for rocks and stones. Not anymore. The FH engineers turned the air suspension upside down and placed it on top of the drive axle. The result? You get the ground clearance of leaf suspension with the comfort and efficiency of air suspension. Low sleeper cab The low sleeper cab lets you access and easily manoeuvre on routes where vehicle height is limited. Only 320 cen-
timetres from road to roof, the low sleeper cab is ideal for mining, logging and other height-sensitive applications. If you need space above the cab, for a crane or timber, the low sleeper cab gives you the flexibility you need. The makers have lowered the cab suspension by 20 millimetres, making it ideal if you need to fit equipment on the cab roof and stay within the European 4 metre limit. To help you get the most from the low cab height, the makers have removed everything from the roof. The WLAN and phone antenna are inside the cab, and the toll collect, FM, CB radio and Dynafleet antennas are on the cab sides ■ Additional information from: www.volvo.com Equipment dealers are invited to review their machines on this page. To get your equipment (truck, car, earth mover, etc) reviewed here, call/WhatsApp the Editor on: 0752 665 775 or E-mail: email@example.com
Volvo FH Truck
35 March - April 2019
“If you want to understand how a lion hunts, don’t go to the zoo. Go to the jungle”– JIM STENGEL
That is why if you are in the infrastructure business: Construction materials manufacture & supply, construction & civil works, Energy, water & sanitation, oil & gas, engineering & architecture consulting, housing, real estate, Telecoms, ICT, transportation & logistics…..
36 March - April 2019
Spedag launches cargo tracking technology
Spedag Interfreight at the end of last year unveiled their real-time tracking solution PeriSpoor to their more than 500 stake-holders. The innovative technology allows tracking of cargo along its journey by sea, rail and road. From or to any seaport around the world or from any location in Eastern Africa, Spedag Interfreight customers can track their goods both by mobile app and web application showing the position in real-time on google maps. The service feature was developed by Periplus, Switzerland, a startup company focusing on incremental innovation solutions for the logistics industry. Unveiling the service, Daniel Richner the company chairman said, “It is our first jointly developed solution with this young start-up. The speed of its realisation in only a few months is impressive and the potential for enhancements are enormous. “
Dilip Bhandari, CEO Spedag Interfreight said, “We need these primarily commercial presences to serve our esteemed customers in their respective industries and country of operations, whether it is in energy and infrastructure on one side or aid and relief on the other.” The solution, Preiplus said, is “based on distributed ledger technology, adding that it was working on a private block chain solution to verify and provide signed delivery orders, in real-time, to Spedag customers.” The technology was unveiled in Kampala and Kigali. The group also unveiled their expansion plan and decision to open offices in Zambia, Democratic Republic of Congo and Burundi where they hope to continue working closely with their existing agents and partners. A statement issued by the company said Spedag Interfreight was leading the way, “offering bespoke
logistics solutions to the oil & gas Industry where they are working with many prominent companies. Oil & gas activities are gaining momentum in East Africa and as a market leader, we are well positioned to embrace the needs.” Spedag Interfreight is a leading transport and logistics company in East Africa offering services in general cargo, project and heavy load logistics, operating such infrastructures as warehouses, transhipment terminals, container yards as well fleets of trucks. Spedag Interfreight boasts of teams of specialists able to handle transport, storage and supply of products for the oil and gas industry. “Spedag Interfreight has the necessary know-how that this industry requires. We ensure security and an efficient supply chain so that the necessary equipment can be reached safely, cost-effectively and quickly even in remote places” ■
37 March - April 2019
Indigenous Steel, international Quality Africa’s largest companies with interest in manufacturing
and intangible assets which are at the heart of the Ugandan economy.
not only survive but win in a marketplace marked by feverish change. Indeed, the company’s blistering success story has been scripted principally by its resolve to innovate, set new
and dedicated workforce of 3000 people. ■ TSUL is one and only company in East Africa to produce: ■ 5.0 mm wire rod ■ 0.8 mm hot rolled sheet ■ ■ various grades of Stainless Steels ■ various products through integrated Steel process. ■ Liquid Mild Steel/ Low Corbon steel from Liquid Cast Iron ■ Welding electroes through integrated Steel process
TSUL has been technology driven & has a broad product it stays true to its value system. Not surprisingly, the company preferred steel manufacturer in the country.
the company is growing stronger every day.
Led by Mr Sanjay Awasthi, the company produces economical
markets across the steel value chain. An ingenious spirit and the ability to discern future trends have been the driving force behind the company’s remarkable growth story. ■ TSUL operates sponge iron plant at Iganga in eastern Uganda and has an installed capacity of 2 MTPA (million tonnes per annum) as well as a Structure Mill and a Strip Mill. ■ It has set up a 3 MTPA wire rod mill and a 3 MTPA capacity bar mill at Lugazi, Uganda. ■ technological leadership and is backed by a highly driven
growth markets, expanding its core areas and diversifying into new businesses. The company endeavours to strengthen Uganda’s industrial base by aiding infrastructural development, through sustainable development approaches and inclusive growth.
Crane Chambers, P.O. Box 26373, Kampala, Uganda. Tel: +256 414 500 086/87 Direct Fax: +256 414 500 083 4 Email: firstname.lastname@example.org September - October 2018
Plot No. 93, Block 74 Najjembe Estate Lugazi, Uganda Mr. G.S. Chaubey, Plant Head Tel : +256 703 600214
Plot No. 67,Block 24 Kigulu, Kasolo Subcounty Bulamazi Iganga, Uganda Email: email@example.com Mr. Amit Ranjan, Plant Head Tel www.infrastructure.co.ug : +256 703 600212
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The Infrastructure Magazine is a balanced, authoritative, high quality, analytical and professional product published for discerning infrast...
Published on May 15, 2019
The Infrastructure Magazine is a balanced, authoritative, high quality, analytical and professional product published for discerning infrast...