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Kampala Serena Hotel Signals Major Shift Under New GM Khaled Helmy

Kampala Serena Hotel Signals Major Shift Under New GM Khaled Helmy

World Business Journal talks to Khaled Helmy, General Manager of Kampala Serena Hotel, about strategies to enhance brand value, new dining concepts introduced to boost restaurant offerings, the renovation of The International Conference Centre, and the work being done by the Aga Khan Fund for Economic Development in the country.

As the new GM of Kampala Serena Hotel, what immediate transformation initiatives do you plan to implement?

We are transforming our lobby area into a vibrant workspace where you can plug in and play, as well as curate and exhibit handpicked artwork featuring emerging local artisans.

The International Conference Centre is set to undergo a significant transformation and renovation, with completion expected by the end of the year. This renowned facility, once finished, will host events that align with Uganda’s vision for developing the MICE sector (Meetings, Incentives, Conferences, and Exhibitions).

The primary focus is on training our future leaders to promote career advancement geared to inspire and foster talent that supports internal growth and skill set enhancement throughout the hotel operation.

Lastly, as part of our goal to expand our management contracts in Africa, we are in talks with resort owners to acquire management contracts for resort properties in Uganda, with agreements already signed and construction currently underway.

What new dining concepts will you implement to boost restaurant offerings?

We will redefine restaurants like Explorer, Pearl, and The Lakes by introducing new cuisines and themed pop-ups that cater to discerning international travellers, local patrons, and our loyal Serena clientele.

Our food and beverage offerings will see significant reinvention, featuring an on-site Serena Garden Market where we grow our own herbs and vegetables, emphasising a farm-to-fork approach. The menu will be diversified with influences from the Mediterranean, Levant and Middle East regions blended with local fare to create an unparalleled culinary experience.

What new projects is the Aga Khan Fund for Economic Development planning to launch in Uganda?

The AKDN is spearheading multiple transformative projects in Uganda, including the newly opened Aga Khan Hospital and affiliated AKSA Group infrastructure developers, driving projects with the upcoming Budhaka Trauma and Teaching Hospital. This planned 200-bed facility in Budaka District will deliver crucial trauma care and serve as a teaching hospital for medical students.

What are the key challenges in harmonising personalised guest experiences with the increasing reliance on technology?

The challenge is balancing technology integration, like IoT and AI-driven virtual check-ins, with maintaining the human touch in hospitality. We strive to improve our guest experience through technology while focusing on a personalised service rather than a purely automated approach.

Poland Submits Permit Application for Its First Nuclear Power Plant

Poland Submits Permit Application for Its First Nuclear Power Plant

Poland has taken a major step forward in establishing its first commercial nuclear power plant. On 31 March 2026, state-owned Polskie Elektrownie Jądrowe (PEJ) submitted a formal construction permit application to the National Atomic Energy Agency (PAA) for a facility in Choczewo, in the northern Pomerania region. According to PEJ, the submission includes over 40,000 pages of technical and regulatory documentation, demonstrating the project’s scale and complexity.

“Submitting the application represents an important milestone in Poland’s nuclear program,” said PEJ President Marek Woszczyk. He emphasised that the filing reflects years of preparatory engineering, environmental assessment, and safety planning, and marks progress toward the planned construction schedule.

The application includes a Preliminary Safety Analysis Report detailing safety systems, radiation protection measures, emergency preparedness plans, and compliance with national and international standards. As reported by government officials, more than 200 specialists contributed to the report, completing it ahead of schedule.

Under Polish law, the PAA has up to 24 months to review the submission. The regulatory process includes a formal compliance check, followed by detailed safety and environmental assessments conducted with support from independent experts. Only after the PAA grants approval can PEJ apply for a conventional building permit from the regional authorities.

The Choczewo plant is planned to host three AP1000 reactors, a design provided by Westinghouse Electric Company and constructed in partnership with Bechtel. Each reactor is expected to generate approximately 1,250 megawatts, making the facility a central component of Poland’s strategy to diversify its energy supply and reduce reliance on fossil fuels.

According to government statements, if the permit is approved, construction is expected to begin in 2028. The first reactor is projected to enter commercial operation in 2036, with the remaining two reactors coming online by 2038. Officials note that the project is not only about energy production but also aims to support domestic industrial development, create jobs, and strengthen Poland’s long-term energy security.

Public and political support has been consistently high. As stated by the Ministry of Energy, nuclear energy is widely regarded as a way to ensure stable electricity prices, enhance climate action, and provide a reliable foundation for the country’s industrial and technological growth.

By advancing to the regulatory review phase, Poland’s first nuclear plant has moved from planning toward tangible construction, reflecting a methodical, technically rigorous, and publicly supported approach to expanding the nation’s energy infrastructure.

Inside dfcu Foundation’s Five-Year Plan to Drive Enterprise Development in Uganda

 

Inside dfcu Foundation’s Five-Year Plan to Drive Enterprise Development in Uganda

World Business Journal talks to Mabel Ndawula, Executive Director of dfcu Foundation, about their five-year strategy aimed at enterprise development and expanding financial access for underserved communities, as well as the impact created since the foundation’s establishment.

 

What insights can you share about the dfcu Foundation’s mission and strategic plans for the future?

The dfcu Foundation, previously the Agribusiness Development Centre (ADC) until our rebranding this year, has been active since 2017, focusing on sustainability and corporate social responsibility for the dfcu Group.

Over the next 5 years (2025-2029), we aim to create meaningful change in the country through social, economic, and environmental initiatives that support underserved communities.

We plan to impact 100,000 beneficiaries, targeting 60% women and 40% youth, guided by 2 pillars: enterprise development and expanding financial access.

To improve the scalability and impact of our programmes, we will introduce a Catalytic Fund offering revolving microloans. The focus will be on 4 key agricultural value chains: dairy and livestock, coffee, cereals, and oil seeds. 

Agriculture, contributing about 24% to Uganda’s GDP, also impacts various sectors, including trade and business, where we will expand our scope to support women-owned, green, youth-led SACCOs and investment clubs.

Our Financial Expansion for Agricultural Transformation (FEAT) programme, co-funded with Rabo Foundation, will support farmers by improving key agricultural value chains and helping them grow their businesses and increase productivity. Our Business Acceleration Program (BAP) will strengthen small businesses with mentorship, training, networking, and funding access – the BAP will target the trade and business sectors. 

How will existing programmes be integrated, and how many enterprises have been supported to date?

All our programmes will align with our FEAT and BAP mechanisms. This includes growth funding lines provided by dfcu, where the dfcu Foundation will assist women entrepreneurs in enterprise development. 

Since 2018, we have supported 1,281 enterprises, including 52.6% women-owned, and trained about 59,707 learners through various channels, including our online platform, SOMA, which offers free access to essential business training.

Between 2018 and 2024, we facilitated over $22.8M in credit linkages for 4,950 smallholder farmers and 104 enterprises. 



Egypt Targets Higher Oil and Gas Output with New Drilling Incentives and Debt Repayment Plan

Egypt Targets Higher Oil and Gas Output with New Drilling Incentives and Debt Repayment Plan

Egypt is preparing to introduce a new incentive framework aimed at boosting domestic oil and gas production through expanded use of horizontal drilling and hydraulic fracturing technologies, Petroleum and Mineral Resources Minister Karim Badawi said during meetings with upstream operators and oilfield services companies. The initiative forms part of a broader five-year strategy to maximise hydrocarbon recovery, accelerate exploration activity, and improve reservoir management across both onshore and offshore fields, according to statements from Egypt’s Ministry of Petroleum.

The Egyptian General Petroleum Corporation (EGPC) is finalising the new incentive model to encourage partners to deploy advanced production technologies and increase investment in mature assets.

The ministry has also developed updated contractual structures for drilling, service and technology companies aimed at reducing costs, shortening execution timelines and streamlining approvals, officials said. The push reflects Egypt’s broader effort to unlock resources that are difficult to access through conventional methods and support production growth within the sector’s five-year development plan.

Arrears Settlement to Improve Investment Climate

A key component of the strategy involves settling outstanding payments owed to foreign oil and gas companies. Badawi said Egypt aims to clear all remaining arrears by the end of June while maintaining regular monthly payments going forward. Government data shows that outstanding dues have already declined significantly, falling from around $6.1 billion in mid-2024 to approximately $1.3 billion, following accelerated repayments and improved financial conditions, according to the Egyptian State Information Service and the Ministry of Petroleum statements.

Delayed payments in recent years had weighed on investment flows and contributed to declining oil and gas production, prompting the government to prioritise repayment to restore investor confidence and encourage new exploration activity, officials said.

Expanded Exploration Plans

The incentive framework also aligns with Egypt’s broader exploration strategy. The country plans to drill 101 exploration wells in 2026 as part of a wider five-year programme targeting 480 wells with investments estimated at around $5.7 billion, according to statements by the petroleum ministry and industry reporting.

Recent discoveries have added momentum to these efforts. Italian energy company Eni announced a new offshore gas discovery at the Denise W-1 well in the Eastern Mediterranean, with preliminary estimates of around 2 trillion cubic feet of gas and approximately 130 million barrels of associated condensates. The discovery is located near existing infrastructure, allowing for potential fast-track development and supporting Egypt’s efforts to increase reserves and production, according to company statements and Reuters reporting.

Broader Strategy to Boost Production

Egypt’s latest policy measures reflect growing urgency to increase domestic production amid rising demand and declining output from mature fields. Officials say the combination of new incentives, improved contractual terms, accelerated exploration and arrears repayment is designed to unlock fresh investment and stabilise production levels.

If implemented successfully, the reforms could help Egypt expand output, reduce reliance on imports and reinforce its ambition to position itself as a regional energy hub, according to ministry statements and government officials.

How TUA Is Making Cassava a Smart Investment for Farmers and Consumers

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How TUA Is Making Cassava a Smart Investment for Farmers and Consumers

 

World Business Journal talks to Waithera Muriithi, Co-founder and CFO of TUA, about the company’s mission to empower smallholder farmers to build sustainable businesses, the significant potential of cassava as a lucrative investment crop, and the well-known health benefits of cassava, along with its diverse applications that extend beyond traditional uses.

Could you provide a brief overview of Tua?

We were established in 2020 with a vision to transform smallholder farms into sustainable, profitable businesses. We do this by providing access to technology, markets, financial services and capacity building. Our mission is to empower smallholder farmers, who constitute 80% of the population, through farmer-centric, market-driven innovation solutions that are crucial for poverty alleviation.

Currently, we work directly with approximately 200 farmers and indirectly with 2000 through cooperatives. We continue to expand our impact through developing additional markets for other indigenous crops in Kenya, the US, the EU and the Middle East.

 

What makes cassava an attractive crop for investors?

Cassava is a highly valuable investment crop due to its resilience and ability to grow organically without land clearing, which promotes sustainable intercropping practices. It is both a food and a cash crop, making it very attractive for investors who care about the sustainability of their value chains. 

Economically, blending cassava flour with wheat at a 70-30% ratio could reduce Uganda’s $120 million wheat import bill by 30%.

This shift would not only ease financial pressures but also benefit local farmers and households, enhancing food security and economic empowerment.

Is the market adequately informed about the cassava crop and its health benefits and applications?

The market currently faces challenges due to a lack of awareness regarding cassava and its potential. While its health benefits appeal to those seeking healthier food options and accommodating dietary restrictions, many consumers remain uninformed about its versatility. However, the rising demand for gluten-free products is a significant market driver, positioning cassava as a nutritious foundation for various composite flour blends.

Cassava’s applications are diverse, extending beyond traditional uses. For example, it is used in various products, such as porridge, snacks, and baked goods, as well as popular items like boba tea. Cassava’s versatility also extends beyond food; it has potential uses in biofuels, bioplastics, pharmaceuticals, and industrial starches. Such usage highlights the untapped potential of cassava in food and industrial applications.



Tembo Steels’ Smart Steel Plant Set to Boost Jobs and Local Production

 

Tembo Steels’ Smart Steel Plant Set to Boost Jobs and Local Production

 

World Business Journal talks to Sanjay Awasthi, Chairman of Tembo Steels, about the role of direct reduced iron (DRI) in improving product quality, boosting economic growth, and driving job creation, and the innovative technologies that are optimising production processes in the steel industry, along with the challenges and opportunities that lie ahead.

What are the advantages of the new DRI plant in Iganga for steel production and the local economy?

The primary steelmaking process, such as the DRI to final product route, allows the country to drastically minimise steel importation and realise true export forex earnings. Efficient use of our natural resources (iron ore) is critical to sustainability and the country’s economic development.

For every two jobs in the primary steel sector, 13 more jobs are supported throughout its supply chain.

 

How have digitisation and automation contributed to improved productivity and operational efficiency?

DRI is a fully automated facility operating at Level 2, equipped with PLC and SCADA that monitors real-time processes, and it is equipped with cutting-edge technology.

These technologies enable online monitoring and built-in corrections based on the operational programme. All the rolling mills and melting shops are configured with Level 2 automation, minimising human intervention with the concept of “no personnel on the shop floor”. AI is used to limit errors.

For example, the rolling mill is equipped with the latest TC Ring rolling technology, the first of its kind on the continent for rebar manufacturing. Even in EU countries, only 15 to 25% of companies have adopted this technology so far.

What are your projections for the steel industry’s growth in Uganda over the next five years?

Steel consumption is projected to grow by 5-6%, with an anticipated increase of 1-2% in steel demand.

Manufacturing facilities like ours are capable of meeting this growth in demand due to their production capacity. However, two critical components significantly impact manufacturing costs: raw materials and power tariffs. Together, these factors account for a staggering 90% of total expenses in Uganda. Unfortunately, these costs are considerably higher compared to the international market. This disparity presents a barrier to local manufacturers like us, as it raises the overall cost of the products, making it difficult to compete with imports and leading to the growth trajectory of imports. Our vision is to achieve a 100% import-free steel industry, but this goal will require government support through duty protection.



Rubanga Cooperative’s Approach Drives Higher Coffee Productivity and Profits

Rubanga Cooperative’s Approach Drives Higher Coffee Productivity and Profits

World Business Journal talks to Muhangi James, CEO of Rubanga Cooperative Society, about the organisation’s initiatives to empower coffee farmers in exporting their produce, comply with the EU Deforestation Regulation using geolocation data for farmer profiling, and the benefits of adopting climate-smart coffee varieties to improve productivity.

What is the primary objective of the Rubanga Cooperative Society?

Established in 1986, our cooperative empowers smallholder farmers by uniting them to produce high-quality export goods. We have 10,578 members and collaborate with 13 cooperatives, impacting over 23,000 farmers. 

We specialise in bulk purchasing, processing, and exporting coffee while providing financial support, affordable inputs, and expert advisory services. Our cooperative is Fairtrade and Rainforest Alliance certified, ensuring that market premiums benefit our farmers. In 2024, we exported 2,100 MT of coffee to Europe, South Africa, and South Korea.

How has the cooperative adapted to the EU Deforestation Regulation?

Working with the Rabo Foundation, we’ve profiled all our farmers with geolocation data and field boundaries to comply with the EU Deforestation Regulation (EUDR). Using the Ex-Meridia platform, we verify each farmer’s compliance with these rules.

This process ensures that our coffee is recognised as originating from Uganda, providing significant benefits for our farmers. It simplifies the traceability of coffee from farm to market, enhancing transparency and marketability.

How are you collaborating with farmers to address the challenges posed by climate change?

Over the past 4 years, we’ve been promoting climate-smart coffee varieties such as the KR1 to KR10 series.

These varieties, developed by the National Agricultural Research Organisation and the National Coffee Research Institute, are drought-tolerant, early-maturing, and coffee wilt disease-resistant.

In partnership with the Agricultural Business Initiative (aBI) Development and the European Union through the MARKUP project, we subsidised cuttings to promote their adoption and provided solar-powered irrigation kits. Funded equally by aBI Development and farmer groups, these kits are used by over 120 groups, reducing carbon emissions and improving efficiency.

There has been a growth in the adoption of sustainable agriculture, such as mulching, cover cropping, pruning, and coffee garden rehabilitation through stamping, which all contribute to soil conservation and productivity. 

These efforts have resulted in a rise in productivity from 0.6 kg of Fair Average Quality (FAQ) coffee per tree to about 1.7 kg, with a target of reaching 3 kg by 2028. Through these climate-smart interventions, we’re seeing substantial improvements in farmers’ resilience to climate variability, alongside enhanced productivity.

 

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

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

 

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.