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UBA Background

Member Registration

Uganda Bankers’ Association is an umbrella organization for licensed commercial banks supervised by Bank of Uganda. UBA was established in 1981 and is currently made up of 34 members (All 25 licensed Commercial Banks + Uganda Development Bank+ East African Development Bank).

Membership of UBA was extended to other supervised financial institutions (SFIs Tier 2&3) under the associate membership category and currently the following six (6) SFIs are recognized associate members;

  1. Pride MFI
  2. FINCA
  3. UGAFODE
  4. Top Finance
  5. BRAC Bank
  6. Yako Microfinance

Our core values, Vision & Mission

Core Values define what UBA stands for, help build a coherent team at UBA, ensure trust and confidence of its members, assure cost effectiveness and improves visibility through building an effective partnership with both members and partners. In pursuing it’s vision and mission, will therefore adhere to the following set of values;

  • Integrity
  • Transparency
  • Professionalism
  • Good Governance
  • Team work and Service Excellence.

Vision: A strong, vibrant and respected financial services industry in the East African region
Mission: To promote a sound banking environment through research and innovation, advocacy, good governance and best practices.

Objectives

  • Develop and maintain a code of ethics and best banking practices among its membership.
  • To encourage & undertake high quality policy development initiatives and research on the banking sector in collaboration with other agencies (local, regional, international including academia.
  • To develop and deliver advocacy strategies to influence relevant stakeholders and achieve policy changes at industry and national level.
  • To work closely with the regulator BOU and other non-bank financial institutions & organizations in promoting financial sector growth.
  • To promote and represent the professional interests of its members.

The above context forms the basis of the strategic goals & objectives and strategic actions elaborated on before upon which UBA’s strategy over the next 3 years will anchored. Two Strategic goals define the new UBA strategy for 2019-2021.
a) Expanding the role & contribution of Banking in Uganda.
b) Consolidating & enhancing the achievements of the strategy period 2016-2018.

Against this background, the following will be the strategic objectives for 2019-2021.

Expanding the role & contribution of Banking in Uganda, focusing on the following,

  1. Championing the growth, development & adoption of robust, 24/7, secure, integrated multi-channel digital infrastructure required to transform the industry & harness financial service opportunities in inter-mediation, credit & payments space.
  2. Championing initiatives intended at driving down the average industry cost of delivering financial services in Uganda (lower cost income ratio as measure of efficiency).
  3. Champion initiatives to promote financial inclusion, penetration of banking services, participation by the banking industry in key national projects driving the economy and overall expansion and leadership in the financial services sector.
  4. Strengthening collaborations and partnerships including advocacy and stakeholder engagements to drive overall industry improvements.

This new direction of UBA was reinforced in 2019 when the Association launched its new brand and ambition statement: Promoting Partnerships, transforming Banking.

This new direction of UBA was reinforced in 2019 when the Association launched its new brand and ambition statement: Promoting Partnerships, transforming Banking. UBA’s current strategic plan (2022-2024) under the theme: “Building an inclusive and resilient banking and financial services sector through collaborations and partnerships “, is be implemented around four (4) Strategic Priorities;

 

  1. Stepping up stakeholder engagement involvement in key national development programmes
  2. Expanding the role and contribution of Banking in Uganda through building a resilient banking sector
  3. Banking sector and economic recovery sustainability and support post COVID 19 pandemic
  4. Bringing alive and implementing identified key strategic projects

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