Non Executive Directors Series
Welcome to the PwC Uganda NEDs Series Programme 2026
The role of a Non‑Executive Director in Uganda continues to grow more complex as boards face a fast‑shifting landscape. Economic pressures, geopolitical uncertainty, technology disruption, climate‑related risks, evolving ESG expectations, and tighter regulatory oversight are all heightening the demands placed on directors.
Insights from PwC’s Global CEO Survey show that leaders are balancing near‑term threats with the need to reinvent their organisations for long‑term growth. CEOs are investing in AI, exploring new sectors, digitalising operations, and rethinking business models. These shifts are increasingly influencing boardrooms across East Africa.
Our NED programme is designed to support directors in navigating these realities. Through workshops, and peer‑to‑peer engagements, we provide up‑to‑date insights on emerging board issues and create a trusted space for sharing experiences and practical solutions. The programme blends expert perspectives with the invaluable exchange of ideas within the NED community, helping directors respond confidently to the challenges — and opportunities — shaping Uganda’s corporate landscape.
Criteria
- Non-Executive Directors of companies
- Mix of industries
- Spaces are limited per session
- By invitation only
2026 Calendar
What’s on the mind of global and African CEOs in 2026: Key trends, risks and opportunities every NED should understand
African CEOs entered 2026 with strong optimism — 81% expect economic improvement, yet 59% are making little to no change in investment, reflecting a cautious stance despite favourable sentiment. PwC’s Africa CEO Survey shows that whilst leaders have strengthened operational resilience, many are still not committing to the transformative investments needed for long‑term reinvention, with AI adoption lagging global peers and only 41% of CEOs having a defined AI roadmap.
For Ugandan NEDs, these insights underline the need to guide organisations beyond short‑term stability and towards strategic renewal — particularly in areas such as AI, digital transformation, innovation and sector diversification. This session will focus on what these findings mean for boards in Uganda: how NEDs can push for bolder, future‑focused investment decisions, strengthen oversight of emerging technologies, and ensure that long‑term value creation is not overshadowed by short planning horizons and risk‑averse strategies highlighted in the Africa CEO Survey.
Uganda’s economic outlook in a time of global shifts
This timely session will look at the economic forces expected to shape Uganda’s outlook in FY 2026/27, against a backdrop of a dynamic and increasingly unpredictable global landscape. Our keynote speaker will explore the macro‑economic shifts shaping markets and business environments worldwide, and we will offer our perspectives on what these may mean for Ugandan organisations
NEDs will gain a clearer understanding of the macro‑economic shifts that could affect corporate strategy, capital allocation, and organisational resilience in the year ahead.
Corporate recovery: Early signs and strategic options for boards
In a challenging economic environment where many organisations are experiencing pressure from tightening cash flows, rising costs, shifting demand, and delayed projects, this session will provide NEDs with practical insights drawn from the recovery journeys of companies we have supported in recent years. The discussion will highlight the early warning signs of financial or operational strain that boards should not ignore — including deteriorating liquidity, sustained margin erosion, governance gaps, stalled strategy execution, and reduced investor or lender confidence.
Building on real turnaround and stabilisation engagements from our experience in region, this session will outline the strategic options available to organisations when stress becomes visible. These include operational realignment, cost restructuring, prioritisation of core activities, capital restructuring, partnership or divestment opportunities, and strengthening leadership and governance controls. By reflecting on what has worked for clients navigating similar challenges, the session will equip NEDs with a clear framework for recognising when intervention is needed, evaluating the most effective recovery pathways, and guiding their organisations toward restored stability and long‑term resilience.
Steering the organisation through the AI shift
Steering the organisation through the AI shift will give Non‑Executive Directors a clear and practical view of how organisations can move from early AI experimentation to reliable, scaled adoption. Many companies are already using AI in pockets—such as customer service automation, analytics, or workflow support—but boards now need to ensure these tools are well‑governed, aligned to strategy, and delivering measurable value. This session focuses on the practicalities surrounding AI adoption: data quality, operating model changes, workforce readiness, responsible use, and the new risks introduced as AI becomes embedded in core processes.
NEDs will gain a straightforward set of levers and questions to help them oversee AI initiatives effectively covering risk management, compliance, investment decisions, and monitoring outcomes. Real examples from organisations already applying AI will illustrate what good adoption looks like, where projects typically stall, and how boards can support management in scaling AI safely, ethically, and with a clear return on investment. The aim is to equip you with insights required to bring independent views to these emerging issues to the organisations you serve.
