From Transition to Transformation: UEDCL’s First 100 Days Reviewed

Uganda Electricity Distribution Company Limited (UEDCL) has officially marked 100 days since taking over the electricity distribution assets from UMEME on April 1, 2025. Addressing the press at the Uganda Media Centre, UEDCL Managing Director, Mr. Paul Mwesigwa, provided a detailed account of the company’s journey so far, highlighting progress made across four strategic pillars: Talent Management, Financial Sustainability, Customer Service, and Network Availability.

1. Talent Management: Rapid Workforce Deployment and Capacity Building

A major achievement of the transition has been the seamless absorption and deployment of personnel. According to Mr. Mwesigwa, 96% of the approved staffing structure (2,601 out of 2,712 staff) have been recruited — drawn from both UEDCL and former UMEME employees. For the remaining 4%, vacancies were publicly advertised in June due to skill mismatches within internal teams.

The workforce, spread across 100 offices nationwide, has since undergone induction to align with UEDCL’s institutional culture and productivity expectations. In a significant move to meet new connection targets set by the Electricity Regulatory Authority (ERA) and the World Bank, 550 technical staff have already been recruited and deployed. An additional 400 technicians are expected to be on board by the end of July 2025.

2. Financial Sustainability: High Collection Rates and Investment Readiness

Financial performance in the first 100 days reflects strong operational control. UEDCL maintained full functionality of vending and billing systems, ensuring uninterrupted service for all customers. As a result, the company achieved a year-to-date cash collection rate of 104%. This robust revenue performance enabled UEDCL to clear 100% of its power purchase obligations to Uganda Electricity Transmission Company Limited (UETCL) for March and April 2025, amounting to UGX 220.5 billion. The May bill — UGX 164 billion — is already being processed for payment.

To support long-term growth, UEDCL is securing a USD 50 million capital investment loan from ABSA Bank. The loan agreement is under final review by the Solicitor General and Ministry of Finance. Additionally, UEDCL has received full accreditation from the Public Procurement and Disposal of Public Assets Authority (PPDA), enabling faster procurement and operational efficiency.

3. Customer Service: Strengthened Engagement and Feedback Channels

Recognizing that reliable service must be people-centered, UEDCL has prioritized effective customer engagement during this critical transition. A 24/7 call center is fully operational, offering customers a round-the-clock feedback and complaint resolution mechanism.

Mwesigwa emphasized that UEDCL field teams have maintained direct interaction with consumers, managing expectations and response times. As staff grow familiar with UEDCL’s systems, the company expects further enhancements in service delivery. A deliberate effort in staff culture alignment and change management is ongoing to entrench customer-centric practices.

4. Network Availability: From Restoration to Reliability

Since April 2025, UEDCL has focused heavily on stabilizing and restoring the electricity distribution network. Network availability has improved from 97.1% in March to 97.8% in June 2025, reflecting progress despite persistent challenges such as vandalism, aging infrastructure, and overloaded transformers.

Key accomplishments include:

Replacement of 116 faulty transformers in April.

Handling increased national distribution demand of 1,044.18 MW against a generation capacity of 1,099 MW — ensuring no load shedding.

Transition from reactive to proactive maintenance, with planned outage management now underway.

However, Mwesigwa warned that some key 132/33kV substations — like Namugongo, Mutundwe, Nkenda, Kasana, and Namungoona — remain constrained due to faulty equipment and capacity limitations. Restoration efforts continue as UEDCL works to stabilize the system.

Addressing Legacy Challenges

On Day 1 of the takeover, UEDCL inherited a severely strained infrastructure due to a three-year investment freeze by UMEME, following the Government’s decision not to renew their concession in 2022.

The backlog included:

Rotten wooden poles (estimated 47,000 pieces),

Unserviced substation equipment,

Faulty protective components, and Overgrown vegetation along key network corridors.

Focused restoration and ongoing planned maintenance are gradually reversing these issues. In areas with ringed (meshed) networks, UEDCL is optimizing alternative supply paths to minimize outages. Where the network is radial, crews are rapidly deployed to reduce outage durations, accompanied by intensive communication with stakeholders. .

System Improvements and Investment Projects

To meet growing demand and boost reliability, UEDCL has launched immediate system improvements and capital investment projects, including:

Upgraded current transformers (CTs) at Kawanda UETCL’s Matuga 1, enhancing capacity.

Supply of power to Moyo and Adjumani districts via Yumbe 33kV line.

Works at Mbarara North, Kabale-Kisiro, and Kakiri substations.

Eleven substations now operate with reserve margins under 20%, requiring urgent upgrades. These include: Kawanda (UETCL and UEDCL), Lugogo, Kireka, Mutundwe, Queensway, Kampala South, Kajjansi, Lumpewe, Kisugu, and Kumi.

Notably, refurbishment of Kumi Substation and construction of a new Magigye Substation (serving Gayaza, Namugongo, and Bombo) are already in motion.

Projects in the Pipeline Several short-term and strategic investment initiatives are planned to further enhance system resilience and capacity:

Masaka West to Masaka Central interconnector.

Procurement of Magigye, Kasese, and Kanyantorogo substations (33/11kV).

Integration lines with 33/11kV rating to improve distribution flexibility.

To date, CAPEX projects worth USD 264,000 have been completed, with another USD 200,000 currently under construction.

In his closing remarks, Paul Mwesigwa reaffirmed UEDCL’s commitment to transforming the national electricity distribution landscape. The first 100 days have focused on stabilization, restoration, and capacity building — setting the foundation for long-term operational efficiency and customer satisfaction.

As UEDCL moves forward, the focus will shift towards sustained investment, innovation in outage management, digital transformation, and stakeholder engagement to ensure reliable, affordable, and equitable access to electricity for all Ugandans.

“This is just the beginning. We have inherited challenges, yes, but we are equally armed with a passionate workforce, a clear mandate, and a bold investment plan to deliver results,” Mwesigwa concluded.