Category: Daily Monitor

Parliament of Uganda on Thursday approved a motion authorizing the deployment of a Uganda Peoples’ Defence Forces (UPDF) contingent to the Gaza Strip. The troops will join an International Stabilization Force (ISF) following an invitation extended by the United States.

The plenary session, chaired by Deputy Speaker Thomas Tayebwa, supported the decision of President Yoweri Kaguta Museveni to contribute to the international effort aiming to monitor ceasefire arrangements, eliminate terrorist elements, and protect civilians in the conflict-torn region.

Presenting the motion, Minister of Defence and Veteran Affairs Kiryowa Kiwanuka cited Uganda’s constitutional framework and international peacekeeping legacy as primary drivers for the mission.

“Uganda has a strong army with capable organisation structures which have enabled Uganda to successfully support peace operations, notably the African Mission in Somalia-now African Union Support and Stabilization Mission in Somalia (AUSSOM)-South Sudan, Central African Republic, and various United Nations peacekeeping missions,” Mr Kiwanuka stated, referencing the text of the motion.

The Defence Minister highlighted that the deployment aligns with UN Security Council Resolution 2803 (2025) and President Donald Trump’s diplomatic outreach to President Museveni. The mission aims to support a transitional administration-the Board of Peace (BoP)-working alongside partners like Morocco to operate in areas outside Israeli military control.

Mr Kiwanuka emphasized the broader strategic goal of the deployment: “Uganda’s participation as part of the International Stabilization Force will aid in preventing further conflict in the region… guarantee an ample opportunity for the antagonizing sides to plan for ushering in peace, [and] contribute to the elimination of terrorist cells that have greatly contributed to international terrorism.”

He assured the House that the UPDF will adhere strictly to international legal standards. “Throughout its period of deployment, the UPDF will remain neutral, comply with International Humanitarian Law, protect civilians without taking sides in political disputes, and operate under clearly defined rules of engagement,” the motion noted.

The decision drew strong reactions across the political divide in the House. UPDF Representative Maj. Gen. Henry Masiko welcomed the resolution, framing it as a moment of national pride.

‘We are not going there to dance; we are going there to confront threats against society and humanity. We should be proud of this,’ Maj. Gen. Masiko told the House, describing the mission as an honorable humanitarian task.

However, opposition lawmakers raised concerns regarding parliamentary procedure, operational transparency, and troop welfare.

Mr Joseph Ssewungu, the Shadow Minister for Defence, criticized the timing of the proposal, describing the motion as an “ambush” and requesting additional time to properly digest and respond to the details.

Acting President of the National Unity Platform (NUP) and Manjiya County MP John Baptist Nambeshe voiced conditional support, insisting that Parliament must evaluate past deployments before embarking on new ones.

‘We need to know whether we are doing well before we release our troops to the risky Gaza Strip,’ Mr Nambeshe urged, calling for a comprehensive performance report on previous UPDF peacekeeping missions.

Troop welfare and financial facilitation also dominated the floor debate.

MP Peter Okot (Tochi County) cautioned against past administrative missteps: ‘Our sons and daughters need to be treated well after such international deployments. Previously, they have complained about their facilitation package being withheld.’

Echoing these concerns, Mr James Waluswaka (Bunyole West) issued a sharp warning against any financial mismanagement regarding the peacekeepers: ‘We want to warn those people who will attempt to tamper with the emoluments of the UPDF soldiers deployed to the Gaza Strip that it won’t be business as usual.’

Despite the floor debates, the House voted to adopt the motion, officially granting parliamentary authorization under Section 38 of the UPDF Act for the troops to prepare for deployment.

UPDF peace missions

UPDF have a long-standing history as one of Africa’s most active troop-contributing militaries to peace support, peacekeeping, and regional stabilization missions, predominantly under the auspices of the African Union (AU) and the United Nations (UN).

Uganda’s most prominent peacekeeping commitment remains in Somalia, where UPDF soldiers serve under the African Union Support and Stabilization Mission in Somalia (AUSSOM) and the United Nations Guard Unit (UNGU). Ugandan contingents protect critical infrastructure in Mogadishu and conduct operations against Al-Shabaab insurgents to foster long-term stability. In the Democratic Republic of the Congo (DRC), UPDF forces are deployed in joint stabilization and counter-insurgency operations, most notably Operation Shujaa, aimed at neutralizing the Allied Democratic Forces (ADF) rebel group in the volatile eastern region.

Meanwhile, Ugandan military personnel maintain a security presence in South Sudan under bilateral and regional peace initiatives designed to restore stability and protect key trade corridors. Beyond East Africa, the UPDF maintains a military training and mentoring mission in Equatorial Guinea and has previously contributed to peacekeeping missions in the Central African Republic.

Uganda’s infrastructure pipeline is expanding rapidly, with government spending on roads, energy, housing and public facilities now estimated at more than Shs10 trillion annually. However, behind the growth in physical infrastructure lies a persistent challenge: rising project costs, budget revisions, stalled contracts and delays that have raised concerns over the country’s ability to deliver value for money.

In some cases, project costs increase by between 20 and 50 percent from initial estimates to completion, driven by inflation, design changes, procurement delays and weak cost planning. Ministry of Finance and infrastructure agencies have repeatedly warned that projects approved under one budget cycle often require additional funding during implementation due to inaccurate initial estimates and changing project requirements.

The challenge has placed greater focus on cost management professionals, who argue that stronger financial planning at the design stage can help reduce overruns and improve infrastructure outcomes. According to the Auditor General’s report for the 2022/23 financial year, several government infrastructure projects experienced cost escalations during implementation. Some Uganda National Roads Authority (UNRA) projects recorded contract variations linked to design adjustments and procurement delays, raising questions about the accuracy of initial cost estimates. The audit also highlighted cost and time overruns on the Kira-Kasangati-Matugga road project and selected road rehabilitation programmes, where delays and scope changes contributed to increased expenditure beyond approved budgets.

In the 2023/24 audit cycle, the Auditor General raised concerns over implementation delays under the Greater Kampala Metropolitan Area Urban Development Programme (GKMA-UDP), noting that procurement and execution challenges affected timelines and expenditure planning. The Ministry of Water and Environment also came under scrutiny over delayed rural water supply projects, where weak supervision resulted in payments for partially completed works. Across sectors, the Auditor General has consistently pointed to weaknesses in planning, procurement and contract management, warning that without stronger cost controls, infrastructure investments risk losing value. It is against this backdrop that quantity surveyors are seeking a stronger role in Uganda’s infrastructure planning and delivery systems.

Victor Odongo, a quantity surveyor and interim chairman of the newly launched Construction and Infrastructure Consultants and Quantity Surveyors of Uganda, says the profession’s previous structure limited its ability to address emerging challenges. ‘We have been quantity surveyors in Uganda for decades. But we operated under the Institution of Surveyors of Uganda together with other disciplines. A fit-for-future review in 2018 and 2019 recommended that these professions should separate into independent associations because each had become too specialised,’ he says. Uganda, Odongo says is producing many trained quantity surveyors, but the number entering regulated practice remains low.

He estimates that universities produce close to 150 quantity surveying graduates annually, while fewer than 30 are formally registered each year. ‘That means a large number of trained professionals are not entering regulated practice, while infrastructure demand is rising sharply. At the same time, government continues to face cost overruns and disputes because cost expertise is not consistently embedded at the planning stage of projects,’ he says. Therefore, he argues that Uganda’s infrastructure challenge is no longer only about financing projects but ensuring that resources are efficiently managed. ‘A quantity surveyor manages cost planning, procurement advice and contract systems. Without that input, projects are more likely to exceed budgets and experience disputes,’ he says.

Duncan Tayebwa, assistant commissioner, quantity surveying, says the creation of Construction and Infrastructure Consultants and Quantity Surveyors of Uganda is a new phase for a profession that has traditionally worked behind the scenes.

‘For many years, quantity surveyors have prepared estimates, bills of quantities, valuations and payment certificates. Yet the impact of that work has often gone unrecognised,’ he says, noting that Uganda’s growing infrastructure investments require stronger cost governance systems. Without realistic budgeting, transparent valuation and disciplined certification of payments, projects become vulnerable to overruns, delays and loss of value for money.

Construction of the 1,443-kilometre East African Crude Oil Pipeline (EACOP) has reached 91 percent completion, bringing Uganda and Tanzania closer to the long-awaited first oil milestone before the end of the year, the government has said.

The East African Crude Oil Pipeline is a heated, insulated, and buried cross-border export pipeline designed to transport Uganda’s waxy crude oil from Kabaale in Hoima District to the Chongoleani Marine Storage Terminal near Tanga Port in Tanzania for export to international markets.

Of the pipeline’s total length, 296 kilometres are located in Uganda, while 1,147 kilometres run through Tanzania. The 24-inch pipeline is buried approximately one metre below the surface to ensure safety, security, and temperature control required for transporting Uganda’s naturally waxy crude.

Speaking on Wednesday during a visit by a delegation of judicial officers led by Chief Justice Flavian Zeija and the Governor of the Bank of Uganda, Dr. Michael Atingi-Ego, at EACOP Pump Station One in Kabaale Sub-county, Hoima District, EACOP Deputy Managing Director John Bosco Habumugisha said overall construction progress now stands at 91 percent.

He said the project could have reached about 94 percent completion were it not for external disruptions that affected construction schedules and the global supply chain.

‘In terms of overall completion, we are now at 91 percent. We could have been at about 94 percent, but several external factors affected project implementation. Nevertheless, the project remains on track, and we are optimistic that by the end of the year we shall have completed the remaining works and be ready for First Oil,’ Habumugisha said.

According to Habumugisha, the conflict in the Middle East disrupted the movement of critical project equipment and materials, forcing the project to reroute cargo that had been destined through Dubai to alternative ports in Oman, resulting in delays.

He added that international travel restrictions during the Ebola outbreak also slowed the deployment of specialised personnel required for various phases of the project.

‘The conflict in the Middle East affected our logistics because some of our cargo was held in Dubai, forcing us to divert shipments through Oman, which caused delays. The Ebola outbreak also affected us because flights from some countries were suspended, making it difficult for technical experts to travel and support project implementation,’ he explained.

Pump Station One at 83 Percent Completion

Habumugisha revealed that Pump Station One, the first pumping facility along the export pipeline located in Hoima District, has reached 83 percent completion.

He explained that the facility is a shared infrastructure hub serving several upstream oil developments.

The station receives crude oil from the Kingfisher Development Area, operated by CNOOC Uganda Limited, and the Tilenga Project, operated by TotalEnergies EP Uganda, before feeding it into the EACOP export pipeline.

He noted that because the infrastructure serves multiple operators, its management is governed by detailed commercial and operational agreements.

‘Pump Station One is now 83 percent complete. It is a shared facility where crude from the Kingfisher and Tilenga developments converges before entering the EACOP export system. Since it serves multiple operators, its operations are governed by comprehensive legal and commercial agreements,’ Habumugisha said.

Chief Justice Impressed by Progress

Chief Justice Flavian Zeija described the developments in Uganda’s oil and gas sector as impressive, saying the country is now visibly prepared for oil production.

Having toured facilities in the Albertine Graben, Zeija said the completed production wells and ongoing infrastructure demonstrate that Uganda is steadily progressing towards commercial oil production.

‘This is a significant national investment. From what I have seen, the production wells are already completed, and the infrastructure is taking shape. The country is clearly moving closer to First Oil,’ he said.

The Chief Justice also dismissed claims circulating on social media that Uganda has no commercially viable oil reserves or that the country’s oil resources had been stolen.

‘There has been a lot of misinformation on social media suggesting that Uganda has no oil or that the oil was stolen. What we have witnessed here clearly demonstrates that these claims are false,’ Zeija said.

The Governor of the Bank of Uganda, Dr. Michael Atingi-Ego, applauded the pace of work on the country’s strategic petroleum infrastructure, describing the progress as encouraging.

‘Thank you for the excellent work being done. I am very impressed by the progress that has been made on this important national project,’ he said.

The delegation later toured Kabalega International Airport, which is expected to support Uganda’s oil and gas operations, before visiting the Kingfisher Oil Field, one of the country’s two major upstream petroleum development projects in the Albertine Graben on Thursday.

Three more people have succumbed to injuries, increasing the death toll from Thursday’s early morning road crash at Kakira Junction along the Jinja-Iganga Highway to five.

The victims were receiving treatment at Jinja Regional Referral Hospital following the crash that occurred after a taxi carrying passengers returning from overnight markets rammed into the rear of a moving trailer.

The trailer reportedly did not stop after the collision and continued with its journey, leaving the badly wrecked taxi at the scene.

Emergency responders rushed the injured to Jinja Regional Referral Hospital, where doctors battled to save the victims.

Dr Pius Otim, the officer in charge of the hospital’s emergency ward, said 17 critically injured patients and two bodies were brought to the facility shortly after the crash.

“We received 17 critically injured patients and two bodies. Unfortunately, three more patients later succumbed to their injuries, bringing the death toll to five,” Dr Otim said on Thursday.

He added that three survivors remain in critical condition and will be referred to Mulago National Referral Hospital for specialised treatment.

Among those who died was Birungi Robinah, a vendor at Jinja Central Market.

Mr Charles Busuulwa, the general secretary of Jinja Central Market, said many of the victims were returning from night markets where they earn their livelihoods.

“We rushed to the hospital after receiving news of the accident and found that several of the victims were our vendors returning from work,” he said.

Following the tragedy, Sheikh Badru Mpaso of Mafubira urged the government to strengthen emergency healthcare services by expanding emergency wards and improving their capacity to respond to mass-casualty incidents.

The damaged taxi was towed to Kakira Police Station pending inspection.

Buganda Kingdom has challenged members of the Buganda Lukiiko to redefine their role beyond debating issues in the Kingdom’s legislature, urging them to become a source of innovative ideas capable of driving Buganda’s social and economic transformation.

The message dominated the opening of the Buganda Lukiiko retreat at Mengo on where the Kingdom’s top leadership called on legislators to uphold integrity, professionalism and a stronger sense of public service.

Opening the retreat, the Speaker of the Buganda Lukiiko, Mr Patrick Luwaga Mugumbule, said the annual gathering is intended to give members time to reflect on their work over the past year, assess their performance and identify ways of improving service to the people of Buganda.

He said the retreat also strengthens unity among members and provides an opportunity to align their work with the Kingdom’s priorities.

‘This retreat allows us to evaluate how we have served the Kingdom during the past year and determine how we can become better representatives of our people,’ Mr Mugumbule said.

He described the retreat as an important governance tool and appealed to the Kingdom leadership to institutionalise it as a permanent programme within the Buganda calendar.

The retreat is being held under the theme, ‘Raising the Standard and Conduct of Members of the Buganda Lukiiko.’

Delivering the keynote address, Buganda Katikkiro Charles Peter Mayiga said the effectiveness of the Lukiiko will not be measured by the number of meetings it holds but by the quality of ideas generated by its members.

‘The greatest responsibility of a Lukiiko member is to think. Nations develop because of ideas. When ideas are lacking, development stagnates,’ Mr Mayiga said.

He challenged legislators to move beyond their ceremonial status and actively contribute solutions to the challenges facing Buganda.

According to the Katikkiro, members should first understand the Kingdom’s development programmes before attempting to explain or defend them in their constituencies.

Among the initiatives he highlighted were the Mwanyi Terimba coffee campaign, the Kingdom’s housing and brick-making projects, staff welfare reforms and the Situla Omutindo programme.

He urged legislators to critically assess these initiatives and propose practical improvements instead of merely supporting them.

Using the Ente ya Kabaka programme as an example, Mr Mayiga challenged members to ask themselves what new ideas they could contribute to strengthen agriculture rather than simply praising existing projects.

He posed similar questions about trade, asking whether businesses in Buganda are operating sustainably, keeping proper records and contributing meaningfully to economic growth.

He said legislators should provide answers to such questions through policy recommendations and practical proposals.

Mr Mayiga also reflected on the history of the Buganda Lukiiko, describing it as one of the Kingdom’s oldest governance institutions.

He said the Lukiiko has evolved from a traditional council of clan leaders advising the Kabaka to a modern legislative institution whose members are appointed by the Kabaka to represent the interests of Buganda.

Katikkiro noted that although the structure of the Lukiiko has changed over the years, its core mission remains unchanged: providing ideas that strengthen the Kingdom and improve the welfare of its people.

He commended members who have supported the Mwanyi Terimba initiative, saying it has enabled many families to improve their incomes through coffee growing.

Beyond policy discussions, Mr Mayiga reminded members that leadership is also judged by personal conduct.

He said titles alone do not command public respect, arguing that true leadership is earned through integrity, discipline, humility and dedication to service.

‘The respect people give you should come from your conduct and commitment to serving them, not simply because you hold office,’ he said.

He added that as the retreat continues, members are expected to deliberate on ways of strengthening representation, improving oversight of Kingdom programmes and enhancing the contribution of the Buganda Lukiiko to the Kingdom’s development.

The saying ‘curiosity killed the cat’ is often used as a warning against being overly inquisitive. For Hamza Mutebi, however, curiosity became the spark that set off a remarkable career journey. What began as a desire to understand how businesses operate and create value gradually evolved into a lifelong pursuit of knowledge, leadership and professional growth.

Today, as Chief Executive Officer of Statewide Insurance Company (SWICO), Mutebi credits much of his success to a willingness to ask questions, seek new experiences and embrace opportunities to learn. His rise to the helm of one of Uganda’s indigenous insurance companies is rooted in humble beginnings.

Before earning appointment as CEO of SWICO, he worked as a vendor selling SIM cards for MTN Uganda. His story reflects how determination, continuous learning and openness to opportunity can transform modest beginnings into significant professional achievement. Like many successful leaders across sectors, Mutebi’s career was shaped not by privilege but by perseverance and self-improvement. His journey shows that curiosity, when combined with hard work and ambition, can open doors that might otherwise remain closed.

Early career and the turning point

Mutebi began his professional life in frontline commercial roles within the telecommunications sector, including telecom retail and airtime distribution. He later transitioned into financial services, joining a licensed brokerage firm operating on the Uganda Securities Exchange. There, he gained exposure to securities trading, investment advisory services and relationships with high-net-worth clients. A defining moment came during the 2008 global financial crisis.

The experience exposed him to the realities of financial risk and reinforced the importance of disciplined financial planning. ‘The crisis taught me that risk is not theoretical; it affects real people, investments and livelihoods,’ he says. Around the same time, a friend’s introduction to the insurance sector redirected his curiosity towards risk management and protection. He often explains insurance through a simple but powerful question: ‘What if it happens?’ That question has since become central to his approach to insurance education, helping people understand insurance not as an expense, but as a practical tool for protecting families, businesses, assets and long-term plans.

Building expertise across financial services

Mutebi later played a key role in launching unit trust funds at UAP Insurance before moving to Accra, Ghana, where he gained further experience in financial services. On returning to Uganda, he joined MTN Group’s insurtech venture aYo as Country Launcher. He later served as Country Director at Turaco, a regional micro-insurance company, a role he held for about six years. His appointment as CEO of SWICO took effect on July 1, 2025, during a significant leadership transition at the company.

Founded more than four decades ago, SWICO is among Uganda’s oldest indigenous general insurance firms. While it entered the transition with a strong legacy and established market presence, it also faced sector-wide challenges, including low insurance penetration, shifting customer expectations, pressure for faster claims settlement and the need for greater digitisation. In 2025, SWICO recorded gross written premiums of approximately Shs20.39 billion, insurance service revenue of Shs15.43 billion, net underwriting profit of Shs609.69 million and about 34,945 active policies. Since assuming office, Mutebi has focused on accelerating growth, improving digital automation, enhancing customer experience, strengthening cash flow management, speeding up claims settlement, encouraging product innovation and building a high-performance culture.

A career defined by evolution

Mutebi’s professional path has moved from frontline sales and financial services operations into capital markets, investment products, insurtech, micro-insurance and ultimately executive leadership in general insurance. Each stage broadened his understanding of financial products, customer behaviour and the central role of trust in financial services. At SWICO, he is now applying that experience to strengthen a 44-year-old indigenous insurer, helping it adapt to changing customer needs through technology, product innovation, faster claims processing and public education.

There was a time when an organization could continue operating even when the ICT department was unavailable. Computers might be slow, email might be interrupted, or a printer might stop working, but the core business could still continue. ICT was largely seen as a back-office function: the team that maintained computers, fixed the internet, managed email, installed software, and responded whenever something broke.

That world has changed. Today, when critical technology fails, the business can stop. Customers cannot access services. Staff cannot work. Payments cannot be processed. Decisions are delayed.

Data may be lost or exposed. Reputational damage can spread within minutes, followed by financial, regulatory, and operational consequences.

Technology is now embedded in how organizations generate value, serve customers, manage risk, control costs and compete. Yet many organizations still position, fund, and govern ICT according to an outdated support model.

This mismatch is becoming increasingly dangerous. As dependence on digital platforms,cloud services, data, cybersecurity, automation, and artificial intelligence grows, boards and leaders must ask a more fundamental question: What role does ICT play in our business model today, and what role must it play in the future? One way of answering this question is by considering four possible roles. ICT primarily enables employees to perform their day-to-day responsibilities.

The continuity of the organization’s core services is not heavily dependent on technology. If systems fail, operations may be inconvenienced, but the organization can continue functioning. Technology is critical to daily operations. If systems become unavailable, key business processes are immediately disrupted or brought to a halt. ICT is essential for keeping the organization running, although it may not yet be viewed as a major driver of innovation or growth.

ICT is expected to drive future innovation, transformation, and new ways of working. The organization may not yet be completely dependent on technology for its current operations, but it recognizes that technology will be central to improving services, redesigning processes, and increasing efficiency.

Technology is critical both to running the organization and shaping its future. It is directly connected to the business model, customer experience, service delivery, operational efficiency, risk management, competitiveness, and long-term growth. In this role, ICT does not merely support the business; it helps shape its direction and success.

The rise of artificial intelligence and automation makes this assessment even more urgent. These technologies are not merely ICT investments; they reshape operating models, workforce requirements, governance, risk, customer experience, and organizational competitiveness.

Once ICT’s role is clear, its reporting lines, investment, skills, governance, and decision-making authority must reflect the value it creates and the risks it carries. An organization may not reach true digital transformation while treating ICT as a peripheral support function.

Success requires positioning, funding, and governing the ICT function according to the role it plays today and the role the organization expects it to play in the future.

President Museveni’s views on bride price have sparked a critical reflection about the place of an age-old tradition in modern times.

Speaking at a recent Okuhingira (give away) ceremony of Kisha Isabel Byanjeru Kaboyo, daughter of State minister for Luweero Triangle and Rwenzori Sub-region, Alice Kaboyo, at Kakyeera in Kiruhura District, Mr Museveni urged communities to revert to traditional values.

He emphasised that exorbitant demands are discouraging young people from marrying.

‘You, the Banyankole, are damaging the population with this thing of paying bride price,’ Mr Museveni said.

‘Why ask for 16 cows and millions of shillings? Why are you selling your children?’ Uganda’s President since 1986 added that such practices have forced young couples to live off debts, fearing the financial burden of marriage.

The head of State’s stance is rooted in his belief in social-economic transformation. He encouraged families to focus on cultural values rather than commercialising marriage. President Museveni’s message appears to resonate with many Ugandans who are financially handicapped by the steep financial demands of a traditional marriage.

‘The underlying challenge in this area around marriage is poverty. Families now look at their girls as a source of money, and they will do everything possible to extract it from whoever wants to get married to them,’ Mr Martin Okumu, the deputy premier of the Acholi chiefdom, said in an interview with Monitor.

Eight years ago, the Acholi chiefdom issued a position document on bride price in which it set the maximum price at Shs5 million, an equivalent of 10 cows.

‘We came up with a marriage principle, in our guidebook. We say a cow should be equivalent to Shs500,000, but nobody cares about it. Instead, there are exorbitant practices that are being applied by families whose girls are being married, which amounts to extortion,’ the deputy premier of the Acholi chiefdom disclosed.

Rwot David Onen Acana II, the Acholi paramount Chief, revealed that the decision by the institution to introduce a uniform rate followed numerous complaints by young men who ‘complained to me about what they describe as exorbitant bride price.’

The by-law states that a man can pay between Shs3 million and Shs5 million in bride price, six head of cattle, six goats, a lamp, paraffin, a box of laundry bar soap, bathing soap, a matchbox, saucepan and a stool for the father of the bride.

Other requirements are material for gomesi, cigarettes, a suit for the father of the bride, a goat for the bride’s uncle and another goat for the mother-in-law, among others.

A thorny issue Uganda is one of three countries, including China and Zimbabwe, where legal challenges to bride price practices have yielded significant rulings. The rulings principally focus on financial regulation, gender equity, and contractual enforcement.

In Uganda, the Supreme Court of Uganda-through a landmark 2015 decision-ruled that demanding a refund of bride price as a precondition for dissolving a customary marriage is unconstitutional. While the practice itself remains legal, the country’s apex court held that requiring repayment infringes on women’s dignity and equal rights.

The aforementioned aims are geared to protect women from being treated as commodities and reducing barriers to leaving abusive relationships.

Yet some cultural traditions appear not to adapt to modern economic realities. In defence of bride price, the prime minister of Iteso Cultural Union (ICU), Mr Andrew Ocole, told this newspaper that it is a token of appreciation to the parents of the girl.

‘It shouldn’t be looked at as selling a girl,’ Mr Ocole said, stating that it is paid in appreciation to the parents for raising their daughter.

‘What applies to other cultures shouldn’t be normalised as part of other cultures in other regions.’ Ms Grace Akello, a resident of Asilang Village, Atiira Sub-county in Serere District, said matters that touch the social fabric of families and cultural norms should be handled with caution.

Ms Akello said payment of bride price offers guarantee to both families that the boy is ready to care for the family that he is about to start.

‘Without bride price in the picture, I foresee utter confusion and lack of respect.What the President is hoping for is a recipe for further family breakages,’ she explained.

Mr Joseph Lokwang Lemukol, a resident of Nabwal in Napak in Karamoja Sub-region, believes that payment of bride price is rooted in the culture and DNA of the Karimojong.

‘It’s bride price that binds both the family of the girl and the boy. Bride price also is a safeguard against sexual pleasures outside marriage,’ Mr Lemukol noted, adding, ‘As Karimojong, what the President said shouldn’t be implemented. It’s an attack on our culture.’

Sticky issues Consequently, bride price appears to be interwoven in the Ugandan social fabric. In the northern district of Oyam there is an open marketplace for underage girls.

At Bario Market in Abok Sub-county in Oyam District, parents occasionally exchange their underage girls for some cash, chickens, goats and cows. The other party of suitors is expected to bring the dowry to the market in order for pleasantries to be exchanged.

In February 2022, this newspaper covered a story in Abok Sub-county where the area leadership in partnership with law enforcement foiled a marriage of a 13-year-old girl.

A concerned citizen had telephoned the former area LC3 chairman, Mr Phillips Ogile alias Jakayo, after he established that the underage girl was being married off to a much older man.

‘I rang the Officer in charge of Abok Police Station and we rushed there and found them at a giveaway party. The parents of the girl and the boy were dancing, other people were cooking beans, meat and chicken. When the police fired five bullets in the air, dozens of people took off,’ said Mr Ogile, with the operation resulting in the arrest of 11 people two of whom have since been convicted.

This has placed the spotlight on an age-old tradition. In the eastern sub-region of Bugisu, the established practice on dowry payment varies from generation to generation per Mr Steven Masiga, the spokesperson of the area’s cultural institution.

‘For example, my grandfather Kamoti Asoni, only asked for a padlock when his daughter Jane Shilela got married in the 1960s. My own father, Timothy Natseli, paid one shilling to my mother’s family in the early 1970s,’ he said.

Currently, dowry in the sub-region translates to about three cows for the father of the daughter. The mother-in-law gets two goats.

‘She (mother-in-law) can grab the two goats by force if not paid in time,’ Mr Masiga, said.

Dear David, Your experience sounds familiar to me from my counselling practice. While the triggers may differ slightly in various scenarios, the underlying pattern remains the same. What do I mean by this? What you perceive as her no longer referring to you affectionately by name or title may reflect a deeper sense of resignation or a gradual loss of warmth in your marriage over time, possibly unnoticed, and hopefully not taken for granted. It is also not surprising that the turning point you recall was that argument. It might not have been the first disagreement; rather, it could represent a culmination of conflicts over the months or years that diminished her desire to be warm and affectionate towards you.

What causes wives to withdraw and retreat into themselves? Often, husbands maintain certain aspects, such as providing for the family’s needs or giving gifts, but they neglect their wives’ true emotional needs. I will set aside the topic of intimacy for now. You have described the consequences without offering specific details. However, consider this: what would happen if you stopped listening to or valuing her perspective on important family matters, even if you are the primary breadwinner? What if you hurt her feelings without genuinely apologising, or if you did apologise but continued the same behavior afterward? What if she felt neglected in favour of your friends and family, becoming an outsider?

What if you never admitted you were wrong and always remained defensive? What happens when you do not ‘see her’ or ‘acknowledge her’? Initially, she may tolerate this behaviour and keep trying, but eventually, she may give up on showing affection and on making you happy. She could end up living with you out of habit. Even intimacy might become something that serves you rather than her. Resentment and anger will likely build up, leading to a lack of genuine respect. This could result in living more like roommates than as a couple. Perhaps you have not reached that point yet, and the fact that she still calls your son nice names gives you a chance to rebuild the warmth you desire in your relationship. If you are serious about rekindling the connection, I highly recommend seeking professional marriage counselling.

It will not be a quick fix, but it can make you aware of how serious things might have become without your notice, helping to prevent further decline in your nine-year marriage. You may have unintentionally pushed her away over the years, and the recent incident could represent the first visible sign of this. Other signs may have already occurred without your realisation. She may be acting in the hope that you will take notice. I also hope infidelity is not involved, as that would complicate matters further. Take action to revitalise the warm relationship you once shared. Seek professional help.

Take your power back

Shalot Shaz Kirungi. Work hard to earn that respect back. Instead of arguing with her, try to be romantic as if you have just met for the first time. Buy her gifts, take her on trips, and reignite your love. Also, consider how you address her. Are you being romantic even when she is not? Sometimes, we reflect how we are treated. Ensure you are fulfilling all your responsibilities as the man of the house, from being present in your relationship to providing for the family’s needs. It is difficult to call you ‘babe’ if you are being irresponsible. If you want to earn praise and respect again, you need to put in the effort. Otherwise, there is a chance she may stop calling you by your name and start referring to you by your mother’s name. Good luck.

Dennis Asiimwe. When addressing her, use her full name. Additionally, feel free to include details such as her academic qualifications, professional title, or job title. If she prefers a more formal approach, you can certainly make it very formal. While it can be entertaining to playfully engage in these name-addressing games, it is crucial to recognise that the underlying issue may be more serious. If the warmth in your relationship has faded, it is important to find out why and work on rebuilding that connection. Sometimes, what starts as a minor change in how couples address each other can signal a larger problem that has been quietly developing over time. So, while you can indulge in this playful game, remember to prioritise fixing the marriage.

Harriet Sheryl. When a woman calls you by your real name or ‘sweetheart’ during an argument, take notice; it is a significant sign. If she is angry, she should use a nickname instead. I have experienced this too: when I called Mutabani wa Pharaoh ‘sweetheart’ in a disagreement or used his real name, he knew things were serious. Choose a time when you are both in good spirits to have a conversation. Start simply, and gradually address any deeper issues she may be holding back. Many women keep important feelings to themselves, which might lead to a surprising breakup over unresolved matters. So, David, pay attention to changes in how she addresses you. It may seem small, but it can indicate deeper issues at play.

Sarah Nakato. You are focusing on the name, but you may be missing the real problem. A woman does not just wake up one morning and decide to stop calling her husband ‘sweetheart’ for no reason. Do not fight her over what she calls you. Instead, ask yourself what changed between you two. Are you still talking? Do you listen when she complains? Do you appreciate her? Do you spend time together outside the bedroom? Take her somewhere quiet, put the phones away and talk. And please, David, listen without defending yourself. Sometimes a woman is not looking for an argument or a solution. She just wants to know that you heard her. The name is only the symptom. Find the disease.

Uganda’s latest inflation figures tell two different stories. On paper, annual headline inflation rising from 3.7 percent in June to four percent in July appears manageable. It remains below the Bank of Uganda’s medium-term target of five percent and far from the runaway inflation that has destabilised economies elsewhere.

To policymakers and investors, this suggests macroeconomic stability is intact. But beyond the statistics lies a harsher reality. For millions of Ugandans, especially low-income earners, inflation is not measured by averages. It is measured by the price of a taxi ride, a litre of cooking oil,a monthly electricity bill or the cost of keeping children in school.

This is why the latest Ubos figures deserve closer attention. While overall inflation stands at four percent, energy, fuel and utility costs have surged by 14.9 percent, transport by 9.3 percent and food prices continue to climb. The danger is that official inflation figures can create a false sense of comfort.

Inflation baskets include hundreds of goods and services, many of which households purchase only occasionally. Yet the items that dominate daily life; fuel, food, rent and utilities, are rising much faster than the headline figure suggests. The government, therefore, cannot afford to dismiss the current trend simply because inflation remains within target. The objective of economic policy should not merely be to keep inflation low on paper but to preserve the purchasing power of ordinary citizens.

Addressing the current cost-of-living pressures requires more than monetary policy. The Bank of Uganda has done well to maintain price stability over recent years, but interest rates alone cannot lower fuel prices.

The bigger challenge lies in tackling structural costs across the economy. Investment in agricultural productivity, irrigation, storage facilities and rural transport would help stabilise food prices. Lower logistics costs would reduce pressure on businesses and consumers alike.

Expanding affordable energy and improving public transport would cushion households against external fuel shocks. Government must also guard against policies that inadvertently increase the cost of doing business.

Taxation, bureaucratic delays and expensive credit ultimately translate into higher consumer prices. Uganda’s ambition to grow its economy tenfold by 2040 is achievable only if ordinary citizens remain active participants in that growth.

An economy cannot expand sustainably when consumers are forced to spend nearly all their incomes on survival. Four percent inflation is not an economic crisis. But it is a warning. Policymakers should act while the challenge is still manageable.