Our History

UDB’S Evolution over the Decade/ History

Founded in 1972, the Bank experienced periods of relative growth punctuated by a myriad of institutional challenges until embarking on a transformative journey of reform in 2013. Over the past decade, the Bank has steadily strengthened its role in supporting the Government’s efforts to achieve the country’s development goals. The section below highlights the Bank’s strategic focus over the period as well as highlights of institutional achievements it registered.

2013 – 2017
Strategy 1

The 2013-2017 strategy sought to deliver four (4) goals, 1) growing shareholder value, 2) financing key growth sectors, 3) rebranding for market growth, and 4) improving service delivery. Over this strategy period, the Bank rebranded, repositioning itself as a key partner to the Government of Uganda in delivering its National Development Plan (NDP).

Building on a clear understanding of its legal establishment, the Bank defined its governance structure by delineating the roles of the Board and management. The Bank commenced the process of identifying, building and strengthening strategic partnerships, and enhanced its operations mainly through improvements in management information systems as well as strengthened institutional development.

The Bank also conducted an institutional review to align with and adopt best practices, following from which review, it embarked on several institutional reforms including, establishing an effective internal organizational structure and supportive governance structure, strengthening management systems, improving financial and human resource management, reviewing and institutionalizing guiding policies and procedures, and enhancing risk management, among others. These institutional reforms have served as a strong foundation upon which the Bank built future achievements.

Despite the marginal growth in its size – from UGX 147 billion in total assets and UGX 108 billion in loans in 2013 to UGX 297.5 billion and UGX 224 billion respectively, by 2017 – the Bank’s impact remained limited during this period due to the constrained size of its resources.

2018 – 2022
Strategy 2

In 2018, the Bank embarked on implementing a new strategy for the period 2018-2022 with a commitment to pursue three (3) goals namely, 1) promote sustainable growth, 2) increase financial sustainability, and 3) attain organizational sustainability and governance. While the

implementation of this strategy was ongoing and on track across all key performance indicators, a revision was necessitated for fundamental reasons.

Firstly, being key players in the country’s development agenda, there was need to align the Bank’s strategic planning cycle to that of the Government. With the third National Development Plan set to commence in 2020, alignment with the same was necessary.

To enhance the adoption of holistic sustainability within its strategy and operations, the Bank re-evaluated the value it seeks to create for its key stakeholders. This effort aimed to achieve long-term institutional sustainability while accelerating Uganda’s sustainable socioeconomic development in line with UDB’s mandate.

As part of this process, the Bank redefined its strategy for the 2020–2024 period, aligning it with the third National Development Plan (NDP III). This alignment not only ensured that UDB’s priorities reflected the Government’s focus on promoting economic growth but also integrated the key objectives and themes of NDP III.

The strategy review produced two critical outcomes – the mainstreaming of the three pillars of sustainability – social, economic, and environmental; and the articulation of the Bank’s purpose statement and High Impact Goals (HIGs), consistent with its role as a Development Finance Institution. These revisions culminated in the development of the Bank’s current strategy, the UDB Strategic Plan 2020-2024.

2020 – 2024
Strategy 3

Building on the strong foundation and successes of the Bank’s first two strategies, the third strategy further enhanced UDB’s role as a policy bank for the Government of Uganda, with a focus on supporting private sector growth. The strategy articulated the Bank’s interventions in key growth sectors, particularly Agriculture, Industry, and Services and boldly addressed systemic challenges that hinder access to credit for underserved economic segments, including Youth, Women, and SMEs. Additionally, the Bank addressed the growing challenges from climate change, ultimately realizing growth across varied parameters including but not limited to funding and investments, and realizing sustained development impact, and confidence by varied stakeholders.

1972
Formation & establishment of UDB

UDB established by presidential decree; funding from GOU and ADB,IDA,EIB,EEC,BADEA,OPEC Fund, Kuwait Fund) Purpose: Finance projects - Technically feasible, commercially & economically viable, and socially desirable.

1973 - 1985
691 Projects funded this period, Loan Portfolio at US$170M by 1985

Period of relative growth of UDB – with major investments in industry, livestock, fish processing, tea, coffee, cotton, sugar and cement

1982-1994
Period marred by gradual decline in health of the bank/portfolio quality

Civil unrest adversely impacts the bank - slow project implementation, project supervision interrupted - repayments became challenged thus a distressed investment portfolio

1996
High NPLs linked to poor collections of the time (civil unrest)

UDB suffers huge accumulated losses –servicing external credit was a burden to GOU

1997
Government implements deliberate efforts to revamp UDB operations

GOU places UDB under restructuring (till 2000) – Intent: to turn round the bank (efficient, self-sustaining institution, well-capitalized & with adequate reserves); new lending frozen at the time; UDBL incorporated for autonomy (2001)

2013 – Todate
Government vests UDB mandate into UDBL

Renewed growth trajectory year-on-year. Growth in institutional capacity (financial, human, technology, etc); Bank profitable & Asset growth - enhanced funding (capital, lines of credit & investment of reflows); mandate clarity & image

Establishment and Early Operations

The Uganda Development Bank Limited (UDB) was the first national development finance institution (DFI) in Uganda established under Decree No. 23 of 1972 (later the Uganda Development Bank Act Cap. 56 of 1972), which Act sought to “establish the Uganda Development Bank and the Credit Guarantee Fund and for other matters connected therewith”. The main objective of UDB was to promote and finance investment in various commercial sectors of the economy with particular emphasis on agriculture, industry, tourism, housing and commerce. In order to achieve its objective, UDB was empowered, by its statute, to provide financing in the form of loans and by way of equity participation using funds borrowed from both local and foreign sources. As per the decree that established it, UDB was required to finance projects that were technically feasible, commercially and economically viable and socially desirable. Priority was given to:

  • Existing projects requiring small assistance to improve their operations.
  • Projects with a scope to maximize utilization of the country’s resources and add value to local products.
  • Projects aiming to produce quality products at internationally competitive prices targeted for export.
  • Projects creating new job opportunities.

Backed by guarantees of the Government of Uganda, UDB succeeded in obtaining large credits from external financiers, notably African Development Bank, International Development Association, European Investment Bank, European Economic Community, Kuwait Fund, Organization of Petroleum Exporting Countries (OPEC Fund) and Arab Bank of Economic Development in Africa (BADEA). In 1993 under the Public Enterprise Reform and Divesture Act Cap. 98 an act to reform and divesture public enterprises, the Government of Uganda categorized UDB Class III under public enterprises in which Government would divest fully from its bid to privatize state-owned enterprises/entities. By 1997 at the end of its 25 years of operation, the bank had built up a loans portfolio in excess of US$170 million, all in the form of term loans, covering major industries in Uganda. The major industries financed by the bank included livestock, processing of fish, tea, coffee and cotton for export and manufacturing of sugar, cement, and various other industrial products.

Scope and Achievements of the Restructuring Exercise

Until 1997, when the restructuring programme commenced, UDB’s only activity was term lending with the purpose of financing business investment in the economy. All UDB’s activities were ceased as part of the restructuring programme i.e. no additional funds were disbursed on the outstanding loans nor were any new loans extended. As such, from 1997 to 2000, when the technical restructuring of the Bank was completed, the Bank concentrated on the recovery of outstanding loans, which portfolio was classified into performing and non-performing loans and this was done through the Non-Performing Assets Recovery Trust (NPART), a debt collection agency set up by the Government of Uganda under the Ministry of Finance.

In 2001, Government sanctioned the Bank to resume limited lending operations financed out of the Bank’s internally generated funds. The lending operations were initially restricted to existing customers and for a period not exceeding 2 years but over time adjusted for specific cases to periods ranging from 2 – 5 years. The Government decided to vest the mandate of UDB into the ambit of Uganda Development Bank Limited, a limited liability company wholly owned by the Government of Uganda (with equal shareholding of the Minister of Finance and Minister of State for Investment-formerly Minister of State for Privatization) on 31st May 2001. This was made operational in law under the Public Enterprise Reform & Divesture (Vesting of undertaking of UDB) Instrument of 2002. UDB currently operates under the scope of the Companies Act.