INSURANCE DISPUTES: WHO GETS THE FINAL SAY? How does the Insurance Appeals Tribunal work? What is its mandate, and how is it helping resolve commercial disputes faster? This Wednesday at 7 PM, join JSC Conversations with Martin Baryaruha, Registrar of the Insurance Appeals Tribunal, for an insightful conversation on insurance, justice, and faster dispute resolution. The conversations that matter.@elisonk

A lack of trust breeds fear, groupthink and weak accountability. High-performing boards thrive on psychological safety, constructive challenge and open communication. Can your board speak the truth without fear?

THE ART OF BEING AN EFFECTIVE COMPANY SECRETARY, as our Guest @JanePBitek explained. Watch the full conversation 👉youtube.com/live/z7Av8nOasv8… and gain valuable insights into corporate governance, leadership, and professional excellence. Subscribe to our YouTube channel for more insightful conversations.

The major weakness I see is that the board is not taking responsibility for ensuring that the organisation’s culture is right. The culture is supposed to be aligned with the organisation’s values. If we say we value integrity, then everything we do must reflect integrity. For instance, you may find that because someone is a minister’s daughter, she is considered untouchable. We have that problem in Uganda. Some people are treated as untouchable, meaning the rules are not applied uniformly. This reflects weaknesses in both the board and senior management. In some cases, they are failing to fulfil their responsibilities. It is a bit different in many large private companies because they will sack you. They will sack you. However, having worked in a government setting, I have seen situations where someone makes a mistake in Kampala and is transferred to Arua, effectively transporting the same problem to Arua. Therefore, holding people accountable remains a major weakness. Watch Full Video youtube.com/live/z7Av8nOasv8…

“I actually saw a report on TV about an investor who was leaving this country because people are too corrupt. We are losing out on investment opportunities because investors come from countries with a strong culture of integrity, only to encounter the opposite here in Uganda. As a result, we lose out on investments. Even those who decide to invest here often find that they have to budget for bribes. When bribery becomes part of the process, the quality of work suffers, and the results are often substandard. The person who is supposed to oversee the work may also be compromised and, therefore, may not care whether the work meets the required standards. Ultimately, it is the general public that suffers. It is bad, and it is not good.”

“The secretary’s role is being made easier by technology. First, there is the board portal, which means we no longer have to print papers and circulate them to board members. The portal manages board papers, allows members to comment, and gives them the opportunity to review documents from previous meetings. So, it is very helpful. Digital tools, especially AI, also assist the secretary with minute-taking. However, the caution we always give is that while AI can take minutes, it is not in the room and cannot read body language. Sometimes, the minutes it produces do not accurately reflect what the board intended. Minutes should capture what the board meant, not just what was said. Often, when reviewing minutes, board members will say, ‘But that’s not what we meant.’ Therefore, the secretary still has to review the minutes produced by AI. But yes, technology has definitely made the work much easier.”

“A secretary’s job is doable, and I’m alive to show for it. You can do it successfully and remain alive. We have a problem of integrity issues in Uganda, but the job is manageable. As I read in one of the texts during my course, ‘If you want to make people happy, don’t come for this job. Go and sell ice cream.’ Dysfunctional boards are a challenge. There is what we call boardroom culture, which may differ from the wider organisational culture. However, what happens in the boardroom usually affects the entire organisation. One of the first signs that something is wrong in a boardroom is a lack of trust among board members. When there is no trust, people become unwilling to be vulnerable. Trust has an equation: credibility plus reliability plus intimacy, divided by self-orientation.

Thank You @JanePBitek @UgandaIcsa

Jane Okot P’Bitek Langoya, Chairperson of ICSA Uganda, shares how Professor Joe Oloka’s lectures on Company Law sparked her fascination with the role of a company secretary. After a brief experience in litigation at Egonda Ntende & Company Advocates in Jinja, she realised that court practice was not for her and decided to pursue a career in the corporate world. watch Full Video 👉 youtube.com/live/z7Av8nOasv8…

“Most job adverts for company secretary positions now require the Chartered Governance Professional Qualification. I’ve seen people apply to Bank of Uganda and be rejected for not having it. Some had to come back and do the course just to become eligible.” Jane Okot P’Bitek Langoya, ICSA Uganda Chairperson speaking @JSConversations @elisonk

“We have a problem in Uganda doing the wrong thing is normalized, and the person who speaks up becomes the problem. The mindset shift we drive for secretaries is: you are the conscience of the company. You are supposed to make sure the right thing is done.” Jane Okot P’Bitek Langoya, ICSA Uganda Chairperson speaking @JSConversations @elisonk

“In government, when you make a problem in Kampala, they transfer you to Arua. But they’ve just transplanted the problem to Arua as well. That holding people accountable the failure of it is a fundamental governance weakness.” Jane Okot P’Bitek Langoya, ICSA Uganda Chairperson speaking @JSConversations @elisonk

“The major weakness I see is the board not owning up to its responsibility to ensure the culture is right. You’ll find that because this person is a minister’s daughter, she is untouchable. The rules are not uniformly applied. That accountability gap is where governance breaks down.” Jane Okot P’Bitek Langoya, ICSA Uganda Chairperson speaking @JSConversations @elisonk

What does it take to be an effective Company Secretary? Join us this Wednesday as we host Jane Okot P’Bitek Langoya, Chairperson of ICSA Uganda, Live on YouTube👉 youtube.com/live/z7Av8nOasv8… Don’t miss the conversation! #JSCConversations #CorporateGovernance #CompanySecretary

Sam Ssekyewa Tells Us About the Six Suspects in the Masaka Tragedy. Watch full interview youtube.com/live/zvlOIkEUEnQ…

THANK YOU, SAM SSEKYEWA

Courts outside Kampala still face technological challenges, including the lack of access to the Electronic Court Information System (ECIS). Speaking about the situation in Masaka, Sam Ssekyewa highlighted how ECIS enables advocates to file court documents even late at night, unlike the manual system, which imposes stricter filing deadlines. The Judiciary is urged to bridge the technological gap between Kampala and upcountry courts to ensure equal access to efficient court services.

The industrial action has yielded results, with judges returning to the station to help address the growing case backlog. Speaking on the issue, the advocate noted that both the Senior Resident Judge and the Resident Judge are now at the station, alongside the registrar. While the backlog remains a challenge, efforts are underway to clear pending cases. “We need more judges, but at least the staff available are trying to handle the backlog. As a result of the industrial action, our judge has returned to hear and determine cases, and we are steadily making progress,”