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CTC Conservation Centre: Where Education and Conservation Are Redefining How Humans Understand Wildlife

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CTC Conservation Centre: Where Education and Conservation Are Redefining How Humans Understand Wildlife

CTC Conservation Centre: Where Education and Conservation Are Redefining How Humans Understand Wildlife

World Business Journal talks toThomas Price, Founder, CTC Conservation Centre, about expansion plans, managing the lion population within the Centre, addressing concerns about wildlife experiences causing stress to animals, and nurturing human-animal connections.

What developments have taken place recently as part of the expansion plan, and have the cottage and restaurant projects been finalised?

We have expanded our area to over 60 acres, introduced new animals including 6 giraffes and 2 tigers, and applied to acquire additional animals such as elands, hartebeest, sloths, kangaroos, wallabies, and more lemurs. 

The expansion plan includes constructing a landing strip to provide direct access for VIPs and high-end tourists, facilitating travel from national parks without detouring through Entebbe or Kajjansi. We also envision this unique setting as an ideal venue for government retreats and conferences, offering diplomats and dignitaries an extraordinary experience within the beauty of the wildlife reserve.

The completion of the cottage and restaurant has been delayed, and we now expect it to be ready this year.

With Uganda’s lion population declining, how many lions are currently in your facility?

We currently have 33 lions, with 22 being sub-adults or adults about two years old and 6 under one and a half years old. Initially, we imported five lions, with 28 born here over the past 3 years. To manage the population, we had a veterinary team from the Netherlands sterilise 8 females to prevent overpopulation. 

How do you address concerns about wildlife experiences causing stress to animals, and what measures are in place to ensure their welfare?

Our animals are stress-free and content, as evidenced by the high numbers of lion offspring. We never force interaction.

The experience is playful and voluntary, contrasting with other wildlife parks where animals might face more restrictive environments.

We support practices that prioritise animal well-being; animals have the freedom to make their own choices—whether to engage or retreat. If a lion decides to walk away, we respect it and do not follow. Instead, with multiple lions in the enclosure, their innate curiosity often encourages them to return on their own.

What educational impact do you hope to create in nurturing human-animal connections?

We collaborate with schools, offering substantial discounts so they experience these interactions for a fraction of the cost. This aspect of our mission is critical, particularly in Africa, where misunderstandings persist about wild animals being fierce creatures without emotions.

We believe that by allowing people to observe wild animals, they can see first-hand their unique personalities—like one lion being shy while another is playful. Understanding these qualities is crucial for conservation because people are unlikely to protect what they don’t know or understand.

Trump Highlights New Oil Refinery in Texas as Strategic Energy Move

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Trump Highlights New Oil Refinery in Texas as Strategic Energy Move

Trump Highlights New Oil Refinery in Texas as Strategic Energy Move

The United States is preparing to open its first new oil refinery in roughly half a century, with plans announced this week for a facility in Brownsville, Texas, that project backers say could expand domestic refining capacity and support exports of refined fuels.

President Donald Trump described the initiative on his social media platform Truth Social, framing the refinery as a step toward “real energy dominance” and calling it “a historic 300 billion dollar deal — the biggest in U.S. history.” He thanked partners from India’s Reliance Industries and said the project would create “thousands of long overdue jobs and growth to a region that deserves it.”

The refinery will be developed by America First Refining at the Port of Brownsville on a site previously prepared by Element Fuels. Reporting on the project indicates the plant is being designed with a crude processing capacity of about 160,000 barrels per day once fully built. Company materials project that the facility could handle roughly 1.2 billion barrels of U.S. light shale oil over its operating life and produce approximately 50 billion gallons of refined products, though these are cumulative lifetime estimates rather than annual throughput.

Trey Griggs, president of America First Refining, said the United States has “a surplus of light shale oil but a shortage of refining capacity designed to process it,” and that the Brownsville facility could strengthen the domestic supply chain.

The refinery’s Gulf Coast location places it in a region that already handles nearly half of U.S. refining capacity and serves as a major hub for exporting gasoline, diesel, and other fuels to Latin America and Europe.

Energy market observers note that even a single new refinery with a mid-range processing capacity could influence regional trade flows, particularly to Mexico and Central America, where refining capacity is limited.

Trump linked the refinery announcement to rising global energy prices and geopolitical tensions, citing concerns over crude shipments through the Strait of Hormuz. He said the Brownsville facility could reduce reliance on foreign refining while supporting U.S. energy markets and exports.

While the $300 billion figure cited by Trump reflects the project’s reported economic scale and impact, it is not independently verified as actual construction spending. Reliance Industries has not publicly disclosed specific investment terms. Construction is expected to begin later this year, but no firm completion date or final agreements have been released.

Factbox: Brownsville Refinery Overview

Project: America First Refining – Brownsville, Texas

Capacity: ~160,000 barrels of crude oil per day (planned full build-out, reporting via Reuters)

Projected Lifetime Throughput: ~1.2 billion barrels of U.S. light shale oil (company materials; cumulative over years of operation)

Projected Lifetime Refined Products: ~50 billion gallons of gasoline, diesel, and other fuels (company materials; cumulative)

Economic Impact: $300 billion (Trump, Truth Social; described as projected economic scale, not confirmed construction cost)

Developer: America First Refining (reviving site previously prepared by Element Fuels)

Key Partners: Reliance Industries Ltd. (India) — involvement acknowledged by Trump, not independently confirmed

Gulf Coast Context: Located in a region handling nearly half of U.S. refining capacity and a hub for exports to Latin America and Europe

Strategic Rationale:

  • Increase domestic refining capacity for U.S. light shale oil

  • Strengthen the supply chain and energy security

  • Support exports to Mexico, Central America, and global markets

  • Reduce reliance on foreign refining

Timeline: Construction expected later in 2026; no firm completion date or final investment agreements released

Inside Uganda’s Kasubi Tombs, Where Architecture and Royal Heritage Meet

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Inside Uganda’s Kasubi Tombs, Where Architecture and Royal Heritage Meet

Inside Uganda’s Kasubi Tombs, Where Architecture and Royal Heritage Meet

 

World Business Journal talks to Najib Nsubuga, CEO of the Buganda Heritage and Tourism Board, about the cultural significance and architectural uniqueness of the Kasubi Tombs, which serve as the burial site of four great kings of Buganda, and the importance of preserving this heritage for future generations.

What is the historical and cultural significance of the Kasubi Tombs?

The Kasubi Tombs hold significant historical and cultural importance and serve as the burial ground for four great kings of Buganda, a uniqueness unmatched by any other tomb in the region, where the 31 other royal tombs each house only one king. This distinction enhances their importance, especially since it includes the most recent kings.

Initially constructed as a palace in 1882 by Kabaka Muteesa I, it became a burial site following his death in 1884, turning his main house, Muzibu-Azaala-Mpanga, into a mausoleum. Subsequently, his son Mwanga II, who died in exile in 1903, was buried there in 1910 after his remains were returned from the Seychelles. Daudi Chwa II, Mwanga II’s son and Muteesa I’s grandson, was also laid to rest at the tombs after his death in 1939. The most recent royal interment was Sir Edward Muteesa II, who died in exile in the UK in 1969. His body was returned for burial in 1971 after the overthrow of Prime Minister Apollo Milton Obote, which marked an event for Ugandans who revered him.

The Kasubi Tombs symbolise Buganda’s heritage, and as a UNESCO World Heritage Site since 2001, their significance has been elevated from local to global, celebrating both Uganda’s and Africa’s rich cultural legacy.

What are the distinctive architectural features of the Kasubi Tombs site?

It features a dome shape with thatched roofing that extends to the ground, making it one of the largest thatched roofs globally. This architectural style is typical of Ganda royal houses. Inside, 52 rings symbolise clans, each with a specific construction role.

The tombs have symbolic doorways, with a uniquely decorated main entrance and simpler side entrances for the kings’ wives. The craftsmanship is labour-intensive, contributing to the lengthy reconstruction, which is now 99% complete.

What preservation efforts are in place to safeguard the Kasubi Tombs’ cultural heritage after the 2010 fire?

The Buganda Kingdom, the Ugandan government, and UNESCO have established a tripartite management plan, with revisions scheduled every 5 years to address cultural preservation and any emerging risks.

The restoration benefited from a Japanese government grant through UNESCO, leading to the installation of advanced firefighting equipment, including a 170,000-litre water tank and an underground well. 

Future generations can learn about the site’s history and construction methods via extensive documentation.

In 2023, the World Heritage Committee removed the Kasubi Royal Tombs from the list of World Heritage in Danger, thereby enabling visitor access as part of tourism management piloting before the official inauguration.

Large Investment Incentive Scheme (RIGI): Argentina’s Bold 30-Year Energy Investment Push

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Large Investment Incentive Scheme (RIGI): Argentina’s Bold 30-Year Energy Investment Push

Large Investment Incentive Scheme (RIGI): Argentina’s Bold 30-Year Energy Investment Push

Argentina sits at the centre of one of South America’s most promising energy landscapes. Its Vaca Muerta shale formation alone contains an estimated 16.2 billion barrels of technically recoverable shale oil and 308 trillion cubic feet of shale gas (YPF, 2023), positioning the country as a potential LNG and hydrocarbon exporter in a region where neighbouring markets are more constrained.

  • Chile depends heavily on energy imports and focuses on renewables.

  • Brazil has offshore oil reserves, but operates with higher regulatory and fiscal complexity.

  • Uruguay and Paraguay have minimal hydrocarbon potential.

Against this regional context, Argentina’s government has made a bold policy statement. “RIGI is designed to position Argentina as a global destination for long‑term energy investment, offering predictability and stability that investors have long sought,” said a senior official at the Ministry of Economy in an interview with Energy Capital Daily(Ministry of Economy, Argentina, 2025).

Introduced in 2024 under Law No. 27,742 — the “Law of Bases and Starting Point for the Freedom of Argentines” — the Large Investment Incentive Scheme (RIGI) aims to attract large‑scale, capital‑intensive energy projects. For global investors, the program pairs fiscal incentives, customs exemptions, foreign exchange flexibility, and a 30‑year legal stability guarantee with the potential of Argentina’s vast resources — particularly in gas and oil (Boletín Oficial de la República Argentina, 2024).

Large‑Scale Energy Focus

RIGI is deliberately structured for capital‑intensive projects (Law 27.742, Articles 25–28). Minimum investment thresholds are significant:

  • USD 200 million for standard projects

  • USD 300 million for oil and gas transport and storage (Art. 27)

  • USD 600 million for oil and gas production for export and offshore projects (Art. 27)

Projects classified as Long‑Term Strategic Export Projects must reach USD 2 billion, or at least USD 1 billion per phase if executed in stages (Art. 26). Eligible sectors span energy, oil and gas, LNG, infrastructure, mining, steel, technology, and tourism (Art. 24).

Single Project Vehicle Requirement

To access RIGI, investors must establish a Single Project Vehicle (SPV) devoted solely to the approved project (Art. 30). SPVs cannot conduct unrelated business or hold non‑project assets beyond administrative needs. Eligible legal forms include:

  • Corporations and limited liability companies

  • Foreign branches (Art. 118, Companies Law 19,550)

  • Dedicated branches created under Law 27,742 (Art. 170)

This requirement aligns RIGI with international project finance norms and strengthens regulatory transparency (Ministry of Economy, Argentina, 2024).

Tax Relief and Customs Incentives

RIGI provides a broad fiscal package (Arts. 33–40):

  • Corporate income tax reduced from 35% to 25%

  • Accelerated depreciation: movable assets are eligible for two annual instalments; infrastructure depreciated at 60% of its useful life

  • Tax losses can be carried forward indefinitely and transferred to third parties from year five

  • Dividend withholding tax reduced to 7%, then 3.5% after seven years

Additional measures include:

  • VAT on capital expenditures can be paid through transferable Tax Credit Certificates

  • 100% of bank debit/credit tax is credited against income tax

  • Exemption from import duties on capital goods and components

  • Export duty elimination after three years (two years for strategic export projects)

These measures are especially relevant for LNG and upstream gas projects, where capital expenditure dominates early cash flows (Ministry of Economy, 2024).

Foreign Exchange Flexibility

Argentina has historically imposed strict foreign exchange controls, creating uncertainty for investors. RIGI introduces phased exemptions from export repatriation requirements (Arts. 41–43):

Standard projects:

  • Retain 20% of export proceeds abroad after year 2

  • 40% after year 3

  • 100% after year 4

Long‑Term Strategic Export Projects:

  • Retain 20% after year 1

  • 40% after year 2

  • 100% after year 3

The law also guarantees access to the official FX market for dividends, profit, and interest payments to non‑residents, addressing a key currency risk for international capital (Boletín Oficial, 2024).

30‑Year Regulatory Stability

A cornerstone of RIGI is its 30‑year legal stability guarantee in tax, customs, and foreign exchange matters (Art. 50). Benefits granted to approved projects cannot be revoked or made more burdensome by future regulations. This assurance is intended to give long‑cycle investors — especially in LNG and upstream hydrocarbons — a foundation of predictability rarely seen in Argentina’s policy landscape (Ministry of Economy, Argentina, 2024).

Investment Execution Requirements

To ensure productive deployment of capital, RIGI sets performance requirements:

  • At least 40% of the minimum investment must be executed in the first two years (this may be reduced to 20% by executive discretion) (Art. 29)

  • Financial maturity test: projected net cash flow (excluding the first three years) divided by the net present value of initial capital investments must be ≤ 30% (Art. 31)

These rules are designed to discourage speculative financial engineering and emphasise long‑term productive investment.

Provincial Alignment

Because hydrocarbons are constitutionally provincial resources in Argentina, provincial adoption of RIGI is required for upstream and midstream projects (Art. 53). Several provinces have signalled their support — a necessary step for developments reliant on local jurisdiction cooperation — but full alignment remains a work in progress.

Application Window

Applications are open until July 8, 2026, with a possible one‑year extension (Art. 54). Early engagement is critical for investors seeking eligibility under RIGI’s parameters.

Outlook

RIGI presents one of the Southern Cone’s most investor‑friendly frameworks for energy megaprojects, combining:

  • Tax relief

  • Customs exemptions

  • Export duty elimination

  • Foreign exchange flexibility

  • 30‑year legal stability

For LNG developers, upstream gas producers, and energy infrastructure investors, RIGI represents a unique policy signal: Argentina is seeking long‑cycle capital and prepared to offer sustained legal protection to secure it. Realising this ambition will depend on macroeconomic consistency, provincial cooperation, and regulatory enforcement, but the legal and fiscal structure signals serious intent to compete for global energy investment.

Microfuse’s Next Move in Deep-Tech Unfolds With Lwera Venture

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Microfuse’s Next Move in Deep-Tech Unfolds With Lwera Venture

 

Microfuse’s Next Move in Deep-Tech Unfolds With Lwera Venture

World Business Journal talks to Karugaba Ivan, Founder of Microfuse, about the operational benefits that the relocation to Namanwe brings, the start of the ISO 9001 certification process, and their partnership with a new collaborative venture called Lwero, which aims to advance deep tech innovation in the country.

What is the current progress on scaling the production of the Microfuse Stick?

Last year, we produced over 1,000 units; however, we encountered capacity limitations that hindered our ability to scale up. With our recent relocation to Namanve, we are now positioned to meet both local and international demand, while also achieving 30% localisation of our production. We have also initiated the process of obtaining ISO 9001 certification to ensure compliance with quality standards. In 2025, our goal is to increase Microfuse Stick production to 10,000 units.

In addition, we have introduced an affordable laptop model priced at $148 for Uganda Technology and Management University (UTAMU) that addresses the need for portable computing devices.

By partnering with Chinese manufacturers for technology transfer, we produce parts such as casings and boards locally, thereby reducing assembly costs. 

Can you tell us more about Lwera Electronics and Semiconductors, including the role of Microfuse within the company and the scope of its operations?

Lwera is a collaborative venture instrumental in advancing deep-tech innovation in Uganda. It was founded by our team alongside 3 local manufacturers: Kamata, Ridelink, and Tendo-Hythen.

This partnership allows for the efficient sharing of facilities, equipment, and expertise in chipset design, industrial prototyping, and the manufacturing of high-quality electronics.

We secured financial backing for this initiative, including a $300,000 grant initially, followed by $350,000 this year from the Science, Technology & Innovation (STI) Secretariat under Industry 4.0 Bureau. 

This ecosystem is designed to support innovators in the transformation of their initial ideas into industry-ready products. Through an array of specialised programmes, we provide redesign assistance and micro-grants to facilitate the effective conversion of prototypes into commercially viable solutions.



How the National ICT Innovations Hub Is Rewriting Uganda’s Start-Up Playbook

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How the National ICT Innovations Hub Is Rewriting Uganda’s Start-Up Playbook

 

How the National ICT Innovations Hub Is Rewriting Uganda’s Start-Up Playbook

World Business Journal talks to Flavia Opio, Team Lead of Innovations at the National ICT Innovations Hub, about the hub’s role in facilitating access to critical infrastructure for the start-up ecosystem, digital skills programmes, and the successful outcomes of the UJ-Connect Program.

What role does the National ICT Innovations Hub play in shaping the start-up ecosystem?

Our role is to improve access to infrastructure, a key component of the digital roadmap. Despite a strong entrepreneurial spirit, many start-ups struggle to survive beyond their first year due to a lack of access to infrastructure. To address this, the hub provides free co-working space, internet access, computers, and business advisory services. To date, we have supported 75 start-ups, resulting in the creation of nearly 600 jobs, with many achieving commercialisation.

We focus on digital skills training for entrepreneurs and school children, offering practical lessons and expos where successful founders teach skills like robotics and animation. Our mobile “DigiTrack”, equipped with 21 laptops, has trained over 5,000 individuals across 29 districts, primarily supporting blue-collar professionals in the informal sector.

The hub is also equipped with an IoT lab that has 3D printers for product design and AR/VR projects. To promote inclusivity, we are setting up regional hubs at Kabale, Soroti, and Muni Universities, and we are onboarding Gulu and Busitema Universities for further outreach. Our collaboration with Makerere University and the United Nations Development Programme (UNDP) ensures continuity, with a focus on training local trainers to continue these initiatives.

What results have emerged from the UJ-Connect programme?

We successfully matched 6 Ugandan ICT companies with 5 Japanese ICT companies, leading to project completions and requests for more partnerships. Under the entrepreneurship mentorship programme, 2 cohorts in mentorship have been concluded. The first cohort had 12 successful startups participate. Out of which four were awarded grants of up to $10,000 for their Proof of Concept pilot projects, and two were supported to attend the GITEX Dubai 2024 edition.

The programme includes a job-matching platform at https://bizlink.ict.go.ug/, where job seekers can register their skills and employers can post vacancies. Early registration is now open.

We are also engaging with the Philippines and plan to connect with Vietnam to promote BPO opportunities for our talented youth, while Team Europe’s initiatives with Estonia, Belgium, Germany, and Romania focus on digital skills and innovation.

What support do you offer for scaling mature start-ups?

We require a six-month business plan and conduct monthly pulse checks to track progress and challenges.

Start-ups incubate for about 9 months before transitioning to ICT SME status, where they receive subsidised workspace. About 52 start-ups have benefitted from this support, which improves credibility and helps attract clients from both the public and private sectors.

Why Uganda Could Become Africa’s Emerging BPO Hub: Shirley Gladys Nakyejwe Explains the Investment Opportunity

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Why Uganda Could Become Africa’s Emerging BPO Hub: Shirley Gladys Nakyejwe Explains the Investment Opportunity

Why Uganda Could Become Africa’s Emerging BPO Hub: Shirley Gladys Nakyejwe Explains the Investment Opportunity

 

World Business Journal talks to Shirley Gladys Nakyejwe, Senior IT Officer and IP Specialist at the Ministry of ICT and National Guidance, about why investors should consider Uganda as an attractive destination for Business Process Outsourcing, the current state of the sector, and key infrastructure developments like the BPO Park in Entebbe that aim to create a supportive environment for this industry.

What makes the country an attractive destination for investors in Business Process Outsourcing (BPO)?

Our country is emerging as an attractive BPO destination in Africa, highlighted by the planned BPO park in Lunyo, Entebbe, approved by the cabinet and spearheaded by NITA-U. This initiative aims to create a supportive environment for BPO companies, offering incentives to attract investment and stimulate sector growth.

 The youthful workforce and high English proficiency, with over 70% of the population under 35, are eager to learn and innovate, making it ideal for call centres, software development, and global customer support. They adapt well to new challenges, further improving their suitability for these roles.

 We also have a robust pool of skilled graduates, with Makerere University alone producing over 10,000 graduates annually. With approximately 12 public universities and 40 private universities, this number ripples to approximately 114,000 graduates annually.

 The strategic time zone (EAT, UTC+3) enables seamless collaboration with Asian markets for overnight operations, aligns closely with European markets (1–2 hours ahead of CET) for real-time engagement, and supports flexible scheduling with the Americas, facilitating 24/7 global operations.

Government support through a dedicated BPO policy provides incentives for both foreign and local investors, addressing operational needs and encouraging investment. We also prioritise skilling, reskilling, and upskilling graduates to meet industry standards; we partner with institutions like the Uganda Institute of Information and Communications Technology (UICT) to develop essential soft skills.

 Finally, collaboration with development partners helps create business opportunities, connecting foreign investors with local partners for market expansion.

Which specific sectors or services are prioritised for BPO investments?

Our primary focus is on tech-driven BPO investments. The priority areas include software development, database management, and backend support for developers.

Given the interests of the young workforce emerging from universities, we are also focusing on graphic design and video solutions, which can be effectively executed remotely.

 How many BPO companies are currently operating in Uganda?

We have a BPO database tracking over 243 entities in Uganda, including companies and freelancers. Business Process Outsourcing (BPO) involves outsourcing non-core operations to third parties to enable organisations to focus on core functions.

A recent survey identified 50 active firms employing approximately 10,000 people. Some entities, like advertising agencies, may not recognise their outsourced services as BPO. To address this, we are raising awareness through the National BPO Publicity Campaign.



Inside Utel’s new partnership with Rowad Capital that could transform Uganda’s telecom industry

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Inside Utel’s new partnership with Rowad Capital that could transform Uganda’s telecom industry

Inside Utel’s new partnership with Rowad Capital that could transform Uganda’s telecom industry

World Business Journal talks to Margaret Lutwama Mukiibi, Chief Operating Officer at Utel, about the next steps in the company’s implementation strategy after Rowad Capital’s stake acquisition, integrating and adopting financial technology, and the company’s primary focus for the next 12 months.

Following Rowad Capital’s $225 million acquisition of a 60% stake in Utel, what are the next steps in the company’s implementation strategy?

With the government retaining a 40% stake, we aim to uphold our commitment to serving national interests by ensuring affordable digital access for underserved populations.

This new ownership equilibrium will foster robust collaboration between public and private stakeholders. We anticipate that a new board of directors will assume their roles soon, paving the way for the first tranche of a $25M investment. This partnership is expected to disrupt the current telecom market duopoly, bringing innovation and competitive tension.

Our immediate focus will be on accelerating the deployment of 4G in Kampala and expanding nationwide, while upgrading the 2G network and preparing for future 5G scalability.

On customer acquisition, our strategy targets underserved segments, including youth, SMEs, and rural populations, supported by investments in Customer Relationship Management systems.

From an operational perspective, this partnership is anticipated to significantly improve our efficiency, allowing us to offer more competitive pricing for both voice and data services. We believe these efforts will drive substantial subscriber growth and transform the telecom industry landscape.

 What are UTEL’s plans for integrating and adopting financial technology (fintech)?

This year, we’ll launch fintech services, leveraging our government partnership for e-government payment solutions and expanding our financial services offerings. We are keen on leveraging the digital ecosystem by integrating telecom systems with FinTech, e-commerce, e-health, and e-education platforms.

The investment in mobile money has a significant ripple effect on Ugandans and reshapes how the sector is perceived. It allows users to conveniently pay for services from the comfort of their own homes, thus reducing the need for visits to physical service centres—a change we aim to promote among Ugandans.

 What is the primary focus for the next 12 months?

Our primary focus will be on enhancing our telecom network to remain competitive. We’ve seen significant returns from other providers, and a strong network is crucial for customer satisfaction. Currently, our mobile service works well but lacks extensive coverage, with only 437 sites compared to our competitors’ 5,000. This results in service gaps outside central areas like Kampala. To address this, a network revamp is essential. With improved coverage, we can provide seamless connectivity and establish a strong market presence.

Nokia and AWS Introduce First Agentic AI-Powered 5G Network Slicing with du and Orange at MWC 2026

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Nokia and AWS Introduce First Agentic AI-Powered 5G Network Slicing with du and Orange at MWC 2026

Nokia and AWS Introduce First Agentic AI-Powered 5G Network Slicing with du and Orange at MWC 2026

Nokia and Amazon Web Services (AWS) have announced a collaboration to deploy the first agentic AI-driven 5G-Advanced network slicing solution in the live networks of du and Orange, presented at Mobile World Congress 2026 (Nokia Press Release, 2026). The breakthrough aims to make 5G networks more intelligent, flexible, and responsive to real-world events.

From Static Slices to Intelligent Networks

Network slicing traditionally divides a 5G network into multiple virtual segments, each designed for a particular application, such as industrial IoT, streaming, or enterprise communications (Nokia Press Release, 2026). Previously, these slices were manually configured and required operator intervention, which made them slow to react to sudden surges in demand, like large concerts, sports events, or emergencies (Rao, AWS, 2026).

According to Pallavi Mahajan, Chief Technology and AI Officer at Nokia, the new solution uses agentic AI to automatically analyse data from traffic, events, maps, locations, and weather, adjusting the network in real time to deliver optimal service (Mahajan, 2026). She explained, “By combining Nokia’s advanced network slicing capabilities with agentic AI, we are enabling operators to deliver premium, intent-based services that adapt dynamically to real-world conditions.”

How It Works

The technology integrates Nokia 5G AirScale base stations, MantaRay SMO, and AI modules with AWS Amazon Bedrock, which provides the foundation models and computing infrastructure to run AI-driven network operations (Nokia Press Release, 2026). The AI modules operate in multiple modes—including autonomous, on-demand, scheduled, or chatbot-guided—allowing operators to control network slices flexibly and efficiently (Mahajan, 2026).

Amir Rao, Global Director at AWS, added that this approach allows networks to respond intelligently to real-world conditions: “By integrating agentic AI through Amazon Bedrock, operators can now deliver context-aware network slices that react dynamically, turning slicing into a true business enabler” (Rao, 2026).

Practical Applications

  1. Enterprise and Industrial Networks – The AI continuously monitors network performance indicators such as latency and bitrate and adjusts slices across campuses, business parks, and city areas. This ensures that critical systems—like factories, hospitals, or IoT infrastructure—remain fully operational even under heavy load (Nokia Press Release, 2026). In the past, manual adjustments caused delays and service interruptions.

  2. Emergency and On-Demand Slicing – During crises, AI-powered slices prioritise network access for first responders while maintaining quality for high-demand users, such as gamers and streaming customers (Rao, 2026). Previously, emergency traffic often caused congestion and degraded performance.

  3. Large Event Optimisation – The AI anticipates network demand for stadiums, concerts, and conferences, allocating capacity for VIP users, broadcasting teams, payment systems, and operational staff (Nokia Press Release, 2026). Earlier methods relied on pre-planned resource allocation, which often resulted in over- or under-provisioned networks.

Key Technology Features

  • Edge Slicing: Moves applications closer to end users to reduce latency and improve cloud performance (Nokia Press Release, 2026).

  • Amazon EKS Hybrid Nodes: Enables deployment of AI agents and network workloads across both on-premises and cloud infrastructure with unified Kubernetes management (Nokia Press Release, 2026).

  • Agentic AI Modules: Leverage multiple sources of open internet data—including events, timetables, traffic, maps, and weather—to continuously optimise network slices in real time (Mahajan, 2026).

Why This Matters

This innovation represents a transition from static, pre-planned 5G networks to AI-native networks capable of self-managing, predicting, and adapting. For consumers, this means smoother connectivity during major events or emergencies. Enterprises benefit from reliable operation for mission-critical applications, while telecom operators gain the ability to offer premium, differentiated services that automatically respond to customer needs (Rao, 2026; Mahajan, 2026).

Arthur Mukembo Discusses Overcoming Barriers for Innovators at Innovation Village

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Arthur Mukembo Discusses Overcoming Barriers for Innovators at Innovation Village

Arthur Mukembo Discusses Overcoming Barriers for Innovators at Innovation Village

World Business Journal talks to Arthur Mukembo, Lead of Future Lab at the Innovation Village, about creating essential infrastructure for innovation by aiding access to technology, research, skill-building & capital; the challenges that hinder the growth of innovation ecosystems; and outcomes enabled by the organisation.

How do Innovation Village, Motiv, and Future Lab intersect?

The ecosystems converge around shared needs but diverge in their specific requirements. The creative and cultural sectors have unique demands, unlike the technology sector.

Our focus at Innovation Village Hub, Motiv, and Future Lab revolves around 4 key areas:

First, we provide essential infrastructure for innovators, like access to community spaces and skill-building programmes, among others.

The Empower pillar is bringing together stakeholders to spark and sustain innovation.

The Build component collaborates with ecosystem players to develop impactful ventures. Initiatives like Future Lab and Motiv focus on building capacities in technology and creative industries. 

Access to capital is facilitated through extensive networks to support ventures at all growth stages.

Our newest initiative, 97 Capital, which will be launched this year, is tailored to provide necessary financial support across all pillars.

To date, we have created over 360,000 jobs for young people, supported 25,000 entrepreneurs, and collaborated with more than 1,000 industry leaders, facilitating the development of new companies and innovative solutions locally and globally.

How do you connect innovators with capital?

We connect African innovators with capital through grants, equity investors, and strategic debt options. Our initiatives offer up to $50,000 in funding, along with additional software credits, to help tech entrepreneurs reduce cloud costs and achieve key milestones. Partnering with the Kampala Angel Investor Network, we foster a dynamic investment community to attract venture capital and collaborate with strategic debt partners to secure concessional capital.

What challenges hinder the growth of innovation ecosystems in Uganda?

Bridging the gap between youthful energy and mature market understanding remains crucial. Young entrepreneurs bring fresh perspectives and enthusiasm but may lack the experience necessary to navigate complex market dynamics.

Mentorship programmes, networking opportunities, and partnerships with experienced industry players can create a more balanced approach that fosters innovation that not only excites but also endures.

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