National Water and Sewerage Corporation

Integrated Annual Report

 Contents
Vision and Mission 1
List of Acronyms 2
About NWSC 4
Caring for our Customers 6
Unveiling the Katosi Water Treatment Plant 12
Our Nationwide Footprint 14
NWSC Journey Since 1972 15
Our Core Values 16
Our Strategy (2018-2021) 17
Our Performance Trend for the Past Eight Years 20
Awards and Recognition 22
About this Report 24
Addressing Our Biggest Challenges 25
Statement of the Board Chairman 28
Statement of the Managing Director 32
Our Governance and Leadership 39
Our Board of Directors 39
Our Executive Management 44
Our Value Creation Model 46
Our Sustainability 48
Stakeholder Engagement and Materiality 58
Operational Performance 60
Financial Performance 70
Quality Assurance 73
Sharing the NWSC Experience with the World 77
Building a Strong Infrastructure Base 79
Water and Sanitation Projects across the Country 82
NWSC Financial Statements for the Year Ended 30th June 2021 109
 Our Vision
To be the Leading Customer
Service Oriented Utility in the
World

Our Mission
To sustainably and equitably
provide cost effective
quality water and sewerage
services to the delight of
all stakeholders, while
conserving the environment

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 List of Acronyms and
Abbreviations

ACORD Agency for Cooperation and Research in Development

AFD French Development Agency
AfDB African Development Bank
AfWA African Water Association
BOD Biological Oxygen Demand
BOU Bank of Uganda
BSc Bachelor of Science
CEO Chief Executive Officer
Covid-19 Corona Virus Disease
CRM Customer Relationship Module
CSR Corporate Social Responsibility
DANIDA Danish International Development Agency
DFCU Development Finance Company of Uganda
Dr Doctor
DMA District Meter Area
EBITDA Earnings Before Interest, Tax, Depreciation and Amortization
ECL Expected Credit Loss
EIB European Investment Bank
ESAMI Eastern and Southern Africa Management Institute
ES External Services
Eng Engineer
EU European Union
FY Financial Year
FiRE Financial Reporting
GIS Geographic Information System
GKMA Greater Kampala Metropolitan Area
GR14 Global Reporting Standard 14
GoU Government of Uganda
IAS International Accounting Standards
ICT Information and Communications Technology
IFRS International Financial Reporting Standards
IPILC Intergraded Program to Improve the Living Conditions in Gulu
IREC International Resource Centre
IWMDP Integrated Water Management Development Program
KCCA Kampala City Council Authority
KfW Kreditanstalt Fur Wiederaufbau
kms kilometers
KSP Kampala Sanitation Project
KSWSP Kampala South Water and Sanitation Project
KW Kampala Water
LSA Long Service Award
LVWATSAN Lake Victoria Water and Sanitation Project
m3 Cubic meters
MD Managing Director

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Mgt Management
MTAC Management Training and Advisory Centre
MWE Ministry of Water and Environment
NDP National Development Plan
NEMA National Environment Management Authority (NEMA)
NFA National Forestry Authority
Nos. Numbers
NRM National Resistance Movement
NRW Non-Revenue Water
NSSF National Social Security Fund
NWSC National Water and Sewerage Corporation
PC Performance Contract
PhD Doctor of Philosophy
pH Potential of Hydrogen
PPP Public-Private Partnership
PSPs Public Stand Posts
SAP Sanitation Acceleration Plan
SCAP 100 100% Service Coverage Acceleration Project
SC Sub-county
SDGs Sustainable Development Goals
SIP Sanitation Investment Plan
SOPs Standard Operating Procedures
STC Scientific and Technical Council
SWAS School Water and Sanitation Clubs
SWC South Western Cluster Project (Isingiro, Mbarara and Masaka)
TB Town Board
TC Town Council or Trading Centre
TSS Total Suspended Solids
UGX Uganda Shillings
UIPE Uganda Institution of Professional Engineers
UNBS Uganda National Bureau of Standards
UK United Kingdom
URA Uganda Revenue Authority
USD United States Dollar
VAT Value Added Tax
VEI Vitens Evides International
VSDF Vocational Skills Development Facility
WACOCO Water Community Communication Clubs
WATSAN Water and Sanitation
WEDC Water Engineering and Development Centre
WHO World Health Organization
WMDP Water Management and Development Project (Gulu, Arua and Bushenyi)
WTP Water Treatment Plant
YWPs Young Water Professionals

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 About NWSC

Manafwa Water Treatment Plant

The Legal Framework

National Water and Sewerage Corporation (NWSC) is a Government

Parastatal which was established by Decree No. 34 of 1972, following a study
on the need to improve water and sanitation services in the large Urban
Centres of Uganda. The Corporation was re-established by the National
Water and Sewerage Corporation Act of 1995.

The Legal Framework governing the operations of the Corporation is defined

by the NWSC Act, 1995, Cap. 317, Laws of Uganda. The principal business of
the Corporation is to manage and provide water and sewerage services in
areas entrusted to it. As at 30th June 2021, the Corporation was operating in
258 towns across the country.

Our Customers

The Corporation served 775,794 water subscribers during the reporting

period, of which approximately 24,000 are pro-poor Public Stand Posts
(PSPs) whose tariff is subsidized.

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Our Employees

NWSC is endowed with 4,244 skilled, experienced, and motivated staff.

Our Concern for the Environment

The business of the Corporation is directly dependent on the environment.

We are conscious about the threat posed by climate change to our business
and to the society in which we operate. We have incorporated environmental
protection strategies in our business model. Our environmental concern
goes beyond mere compliance with laws and regulations, but also includes
voluntary measures.

Our Products & Services

The core business of the Corporation is the provision of water and sewerage
services in Urban Centres in Uganda. Our services are consumed by the
following categories of consumers, namely: Domestic, Commercial/
Industrial, Institutions/Government and Public Stand Posts/Kiosks. NWSC
also provides Consultancy Services to other utilities and entities across the
globe.

Water
NWSC extracts raw water from various sources (lakes, streams, rivers,
swamps and wells). It is subjected to various treatment processes to ensure
it complies with the WHO Quality Standards before it is distributed to our
customers.

Sewerage
The Corporation collects wastewater from some consumers and ensures that
it is treated before being discharged into the environment.

Consultancy Services
NWSC provides consultancy and advisory services to other utilities and
entities. These services include; Laboratory Services, GIS Surveying &
Mapping, ICT services, Billing & Customer Care, Vocational Training, Capacity
Development and International Conference Facilities. We offer our services to
utilities and entities in Uganda, and other parts of the globe.

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 Caring for our Customers

The customer is the reason

the Corporation exists. We
have put in place a number
of mechanisms through which
consumers can engage with us. We
Listening to Our Customers
take customer feedback seriously
and endeavor to offer timely Customer Relationship Module

solutions to their concerns The Corporation has designed a Customer Relationship Module,
(CRM) to receive complaints or comments from all sources.
Complaints can be through walk-ins, emails, phone calls and
social media platforms. NWSC gives feedback to the customers
on how their complaints have been addressed.

During the FY 2020/21, 199,746 complaints were received and

196,220 were resolved (98% resolution rate). The rest of the
complaints were handled at the beginning of FY 2021/22.

24/7 Customer care free toll line at NWSC Call Centre

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 Stakeholder Engagements Tariff structure

Members of Executive Management make visits to NWSC has a well-defined tariff structure, which is
various Areas of Operation, and engage with Local approved by the Minister of Water and Environment.
Leaders, Customers, and the Public. During these The tariff is adjusted periodically whenever there are
engagements, Management shares with the public the significant changes in the macro-economic dynamics
challenges in the Area, what NWSC is doing to address that affect the cost of inputs. Table 1 below shows the
them and makes appeals to the local leaders and the NWSC tariffs as at June 2021.
community to own and support those Projects. This is
also an opportunity for the public to speak directly to
NWSC Management about the quality of services they
are getting. Table 1: NWSC tariff structure as at June 2021
Category Charges Per m3 (UGX)
Water Committees Public standpipes 1,060
Domestic 3,516
Water Committees have been set up in all our Areas of Institutional/Government 3,558
Operation. They consist of the NWSC Area Management, Commercial;
Local Council and Municipal leaders. The Committees · First 500 m3 per month 4,220
assist the Corporation in addressing the key challenges · 501 – 1500 m3 per month 4,220
affecting the provision of water and sewerage services in · Over 1500 m3 per month 3,373
their respective Areas.
Industrial
· Under 1,000 m3 per month 4,220
Through these Committees, NWSC updates local
· Above 1,000 m3 per month 2,500
leaders about the upcoming development programs
Sewerage Tariff
(Water Extensions and other Infrastructure Projects) and
For Domestic Category 75% of water charge
asks for their participation and support. The leaders also
For Other Categories 100% of water charge
give their feedback on the NWSC services in their Areas.

Stakeholder Engagement; Through Water Committees-NWSC MD-Dr. Silver Mugisha

handover a packet of clean water to one of the water committee members.

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 Taking Services Closer to the People
We have opened more Branches Countrywide, to enable our customers access our services easily.
Under Kampala Service Area, we have 60 Branches, Northern & Eastern Region has 44 Branches,
Central Region has 29 Branches, Western and South Western Region has 41 Branches.

The services offered under these Branches include the following; New Water Connections, extending
water services, service reliability, network maintenance, billing, revenue collections, complaints
resolutions or any other inquiries.

Improving Customer Service Through Digital Transformation

The Corporation started the Digital Transformation more than 20 years ago in the bid to improve
provision of services. The impact of COVID-19 has made it more urgent to transfer our services online.
At the moment, our customers can enjoy a number of our services by simply visiting the NWSC
website. These services include;

On spot billing

Whenever customers’ meters are read, bills are issued to them instantly. This has improved the time it
takes for the customer to receive his/her bill and make arrangements for payments.

Online payments platforms

NWSC provides many options to make it convenient and comfortable for our customers to pay for
their water bills. These include; Electronic Funds Transfer, Mobile Banking, Mobile Money Payments
and Direct Debit. The above payment options enable customers to pay their bills from anywhere at
any time.

New connections application

The new connections module is a recently launched application in Kampala that enables customers
to apply for new water connections through the NWSC website, by clicking on the new connections
module and following the prompts. All the new connection processes can be completed without the
need for the customer to visit our offices.

The Waterman (Customer service and feedback platforms)

Through our online presence on Twitter, WhatsApp, NWSC website and Facebook, NWSC is able to
receive real time customer complaints and provide feedback. The water man is available 24/7.

Electronic-Medical Treatment Order

A system designed for internal use to manage staff treatment at selected Hospitals and Health
Centers. The system is integrated with the Human Resource System that has all staff records. It
provides online application and authorization of treatment of staff and their dependants 24/7.

NWSC Mobile App

The NWSC Mobile app is a handy tool designed to improve customer experience. It is integrated with
the Customer Database, Billing and Collections Systems. It can be installed on any mobile devices
and provides customers with their real time balances, bills and any other information relating to their
accounts. The app also enables customers to pay their water bills through the various online payment
platforms.

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 Customer Charter
NWSC has developed a Customer Charter that sets out the respective
obligations of the Corporation and the Customers relating to our services,
as summarized here below;
NWSC Commitments to the Customers New Connection Procedures
• To treat all the Customers with Courtesy and respect Requirements
• To ensure that the quality of water supplied and the 1. Proof of ownership of the property or authority of the
sewerage effluent discharged meet the WHO standards. land lord.
• To uphold good work ethics and professionalism while 2. A copy of a national ID and a passport size photograph.
serving our Customers. 3. Official stamp if applicant is a Corporate body.
• To deal with all customer issues with efficiency, fairness, 4. Permission from third party where pipes will be laid.
integrity and give timely feedback. 5. Pay new connection fees, as assessed by the
• To provide customers with all the necessary information Corporation.
to solve their complaints 6. Be connected within three days of payment.
• To continuously ascertain the level of satisfaction of our
customers for service improvement. Customer Obligations
To facilitate the provision of the services in a sustainable
Our Customer Service Standards manner, we expect our customers to do the following;
• Ensure water supply 24/7. • Pay for the service rendered upon receipt of the bill.
• Inform customers at least three days in advance in case • Allow access to meters for accurate reading and billing.
of planned supply disruptions. • Raise complaints, concerns and queries promptly.
• Address any sewer overflows within 6 hours of reporting. • Update NWSC with any changes of customer and
• Connect new consumers within three days of payment. property details promptly.
• Read and bill all meters every month. • Avail all the information requested by the Corporation
• Ensure that every customer gets their bill on time. for the execution of services.
• Reconnect consumers on the day of payment. • Desist from illegal usage of water
• Resolve leaks within three hours of detection. • Report leaks and bursts and any Illegal water
• Resolve all customer complaints promptly. connections.
• Update Customers’ accounts within 24hours of making
payments.
Details of the Charter are published on our website: www.nwsc.co.ug

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H.E the President of the Republic of Uganda commissions the Nkaka Water Supply System in Kisoro.

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 Unveiling the Katosi Water
Treatment Plant

The water service Area for the Greater Kampala covers the In order to address the medium term water needs of Kampala
districts of Kampala, Parts of Wakiso and Mukono. The Area Metropolitan Area, the Government embarked on constructing
covers over 1,300 villages with an estimated population of over a new Water Treatment Plant at Katosi, East of Kampala.The
6 million. The water demand for the Area about 300 million li- Project faced initial delays at the procurement stage. It was ex-
tres per day but the Corporation was only able to supply about pected to commence in 2017 and be completed by June 2020,
200 million litres a day as at June 2021. The Kampala Area is but it did not start until 2018.
one of the fastest growing Metropolitan Regions in Africa.
The implementation also suffered a number of setbacks,
The main source of water is Lake Victoria with treatment mainly due to the lockdown measures which the Government
plants at Ggaba I (constructed in 1928), Ggaba II (constructed in imposed in order to stop the spread of COVID-19 pandemic.
1992) & Ggaba III (completed in 2006). The combined produc- The Project was also delayed by challenges relating to land
tion capacity of the three plants is about 200 million litres per acquisition.
day. This led to water shortages in many Areas, with the most
affected being Bweyogerere, Namugongo, Mukono, Kanyanya, Despite the challenges faced, the Board is pleased to unveil a
Kasangati, Gayaza and Mpererwe. Modern Water Treatment Plant at Katosi which was completed
by 30th June 2021. The Plant has a capacity to produce 160 mil-
In view of the water supply shortfalls indicated above, the lion liters of water per day, which is sufficient to meet the water
Corporation commissioned a study to come up with ways of demand for the next 15 years. In addition, a 10 Km transmission
addressing the water crisis in the short, medium and long term. main was constructed from the Plant to Nsumba Hill, where a
The study predicted that the water demand within the Greater 10,000 m3 capacity reservoir was constructed. An administra-
Kampala Metropolitan Area (GKMA) would increase from the tion office block, laboratory, workshop and staff houses have
current 300 million liters per day to over 530 million liters by also been constructed.
the year 2040, and yet the existing infrastructure could not
sufficiently meet this demand. Our esteemed customers in Mukono, Seeta, Sonde, Namu-
gongo, Kyaliwajala, Kira, Bulindo, Naguru, Buwate, Kasangati,
The Corporation developed the Kampala Water Lake Victoria Gayaza, Namanve, Bweyogerere, Kisaasi, Kulambilo and
Water and Sanitation Project to address the above challenge. Kirinya who were not receiving sufficient water supply are now
The Project is being funded by the Government of Uganda, enjoying improved water supply.
National Water and Sewerage Corporation, European Union
Africa Infrastructure Trust Fund (EU-ITF), European Investment The Corporation appreciates the support rendered by the
Bank, Agence Francaise de Development and Kreditanstalt fur Government and the Development Partners (European Union
Wiederaufbau. Africa Infrastructure Trust Fund, European Investment Bank,
Agence Francaise de Development and Kreditanstalt fur
The first phase of the Project involved the Refurbishment of Wiederaufbau) in ensuring the successful completion of the
the Gaba I Treatment Plant, which was completed in 2003. Project. We also sincerely thank our esteemed customers for
It involved the Upgrading & Rehabilitation of Ggaba I & II, their patience in the past 10 years. NWSC would like to assure
Construction of new 8,000 m3 storage capacity reservoir at our customers of our commitment to serve them better.
Namasuba, Laying 9.6km of Transmission mains from Ggaba
to Namasuba and Modifications at Muyenga reservoirs.

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 Aerial photo of part of the newly constructed Water Treatment facilities at Katosi.

The Minister of Water, Hon. Sam Cheptoris (2nd right) inspects the completed Katosi Water Treatment Plant. Looking on is
the Board Chairman, Eng. Dr. Badru Kiggundu (3rd right), the MD, Dr. Eng. Silver Mugisha (3rd left), NWSC Board Member,
Ms. Sarah Onyiru (2nd left) and other members of the Board and Management.

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 Our Nationwide Footprint

30°

Koboko Yumbe
Moyo
Lamwo
Karenga

Kaabong
Ü
Obongi Kitgum
Maracha Adjumani
Terego
Amuru Kotido
Gulu
Arua Pader Agago
Madi Okollo
Omoro Abim Moroto
Zombo Pakwach Nwoya
Otuke
Nebbi
Oyam Kole
Napak
Lira Alebtong Kapelebyong

Kiryandongo Amuria Nabilatuk

Buliisa Apac Kwania Dokolo Katakwi
Kalaki Amudat
Masindi Soroti
Kaberamaido Nakapiripirit
Hoima Amolatar
Serere Ngora Bulambuli
Kween
Nakasongola Kumi BukedeaKapchorwa
Kikuube
Buyende Pallisa Bukwo
Kyankwanzi Nakaseke Butebo Sironko
Kaliro Kibuku Bududa
Ntoroko Kagadi Mbale
Kakumiro Kayunga Namisindwa
Kamuli Namutumba
Butaleja Manafwa
Kibaale Kiboga Luwero Luuka
Bundibugyo Iganga Tororo
Kabarole Kyenjojo Bugweri
Kassanda Jinja Bugiri
Bunyangabu
Kyegegwa Mubende Mityana Busia
Kampala Mukono Buikwe Mayuge
Kamwenge
Gomba Butambala
Kasese Wakiso
Kitagwenda Kazo Ssembabule Mpigi
0°

0°

Ibanda
Bukomansimbi Kalungu
Lyantonde
Rubirizi
Buhweju Kiruhura Namayingo
Lwengo Buvuma
Bushenyi Mbarara Masaka
Mitooma Sheema Kalangala
Rukungiri Rwampara Rakai
Kanungu Kyotera
Isingiro
Ntungamo
Rukiga
Rubanda
Kisoro
Kabale

Coordinate System: WGS84 UTM Zone 36N

30°

LEGEND

Lakes
Districts Served by NWSC (97 No.)
0 20 40 80 120 160 Districts Not Served by NWSC (39 No.)
Source: NWSC - GIS/Blockmapping (April 2021) Uganda Districts_Served - (71%)
Kilometers

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 NWSC Journey Since 1972

The NWSC was established in 1972 with

operations in the 3 towns of Kampala, Jinja
and Entebbe. Over the years, we have
expanded our geographical coverage
to reach more Ugandans. By 2013, the
Corporation was operating in 27 towns.
The period 2013 to 2020, witnessed a rapid
growth in coverage from 27 to 258 towns.
NWSC took over 5 additional towns in the
current Financial Year. Illustrated below, is our
geographical expansion since 1972.
NWSC Staff inspecting the functionality of one of our New Installations

June 2020 (5 New Towns) Kyenjojo, Kashenshero, Mitooma, Kinoni, Kibiito, Rwimi, Rubona,
Kiziba, Rukooko, Ntoroko, Rwebisengo-Kanara, Bukomero Katebwa, Kicucu, Rugendabara, Kasunga-nyanja, Hima,
Nyakigumba, Muhanga, Ishongororo, Omungyenyi, Rubaare,
June 2019 (17 New Towns) Kagarama, Rwentobo, Rwashemeire, Ruhama, Kitwe, Kikagati,
Najjembe, Magale, Bukwiri, Banda, Kasambya, Misango, Mirama hills, Irembezi, Rutookye, Buhweju/Nsiika, Kabale-
Kyankwanzi, Kashaka, Nyakinoni, Nyanga, Kirima, Bigodi, Kabarole.
Katalyeba, Shuuku, Nyamunuka, Itojo and Kanyareru
June 2015 (44 New Towns)
June 2018 (18 New Towns) Kakiri, Buwenge, Kagoma, Bugiri, Naluwerere, Buwuni, Kalungu,
Lutuuku, Kyambi, Namibirizi, Mateete, Mitete, Ntuusi, Lukaya, Buwama/Kayabwe, Zirobwe, Semuto, Kapeeka,
Lwebitakuli, Lugushuru, Gombe, Kyabadaaza, Okollo, Koboko, Nakaseke, Kiganda, Kamuli, Mbulamuti, Kyotera, Sanje, Kakuuto,
Mayanga-Omuribiri, Kanyabwanga-Omukabanda, Bitereko- Mutukula, Ibuje, Wandi, Budadiri, Sironko, Atiriri, Kalaki, Moroto,
Iraramira, Kati-Rwempungu, Kisiizi-Kengyera and Sheema. Matany, Kangole, Adjumani, Ryeru, Magambo, Bugongi,
Rubirizi, Rubindi, Bwizibwera, Biharwe, Kaberebere, Kichwamba,
June 2017 (48 New Towns) Ntungamo, Rushere, Kiruhura, Kazo and Mpondwe.
Nkonkonjeru, Buikwe, Busembatya, Luuka, Kisozi, Nakasongola,
Kayei Landing Site, Omogo, Kubala, Okpkotani, Butebo, June 2014 (39 New Towns)
Anaka, Amach, Dokolo, Serere, Patongo, Kalongo, Sipi, Pallisa, Wakiso TC, Mayuge, Kaliro, Mityana, Luweero, Wobulenzi,
Ngora, Kumi, Yumbe, Moyo, Kotido, Kaabong, Katerera, Bombo, Kigumba, Bweyale, Kiryandongo, Kalisizo, Apac, Aduku,
Kabira, Nyeihanga, Kagongi, Mugusu, Kijura, Kamwezi, Otuboi, Kitgum, Pader, Nebbi, Paidha, Itendero, Kabwohe,
Rwenkobwa, Kahunge, Kabuga, Kasagama, Kaliro, Katovu, Kitagata, Kisoro, Rukungiri, Kyangyenyi, Kebisoni, Buyanja,
Kinuka, Nyabihoko, Sanga, Kikatsi, Katwe, Harukungu, Rukoni, Rwerere, Nyakagyeme, Kanungu, Kihihi, Kambuga, Butogota,
Kyazanga, Lwengo and Lwengo-Kinoni. Kanyampanga, Kanyantorogo, Nyamirama, Kateete, Ibanda,
Kamwenge and Lyantonde.
June 2016 (60 New Towns)
Kira Municipality, Nansana TC, Buloba, Kawuku, Abaita 1972-2013 (27 Towns)
ababiri, Bugembe, Bukakata, Mpugwe, Sembabule, Mpigi, Kampala City, Mukono Municipality, Entebbe, Kajjansi, Jinja,
Rakai, Bukedea, Kachumbala, Unyama, Nagongera, Bubuto Njeru, Lugazi, Iganga, Masaka, Mubende, Arua, Mbale, Gulu,
SC, Bunanbwana SC, Sisuni SC, Butiru TB, Manafwa, Lirima, Lira, Tororo, Malaba, Soroti, Kaberamaido, Amuria, Hoima,
Lwakhakha, Buwoni SC, Kwapa SC, Mella SC, Osukuru SC, Bushenyi, Ishaka, Mbarara, Fort Portal, Kasese, Masindi and
Pajule, Nyapea, Pakwach, Busia, Kapchorwa, Kyabugimbi, Kabale.

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 Our Core Values

Professionalism: We Teamwork: We invest

focus on developing staff our time and efforts in
competence, efficiency and developing team spirit to
effectiveness. achieve our common goals.

Innovation: We continuously Result-Oriented: We

develop and apply creative strongly believe in
solutions towards improved effectiveness and efficiency
service delivery. in service delivery.

Integrity: We embrace Reliability: We emphasize

honesty, fairness and consistency and timeliness
openness in everything in all aspects of our
we do. business.

Excellence: We look for and

promote proficiency in all
aspects of service delivery.

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 Our Strategy
(2018-2021)

Our Strategy is broadly guided by our Vision and Mission

which is focused on Customer Service, Cost Effectiveness,
Quality Water and Conservation of the Environment.

The Board of Directors approved the Corporate Plan to

guide our planning and operations for the period 2018-
2021 with the theme; “Accelerated sustainable growth and
service reliability through innovation”. The FY 2020/21 is the
third and last year of implementation of the Corporate Plan
2018-2021. A number of achievements were registered in
that period.

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 i. Infrastructure Projects implemented
Several Infrastructure Projects were success- c) South Western Cluster Water and
fully completed; Sanitation Project that will draw water
a) Arua Water Supply Project from R. Kagera and supply areas of Isingiro
b) Gulu Water Supply Project and Mbarara. The project also entails
c) Bushenyi Water Supply Project improvement of Water and Sanitation
d) Kampala Sanitation Project (KSP) infrastructure in Masaka City and the
e) Katosi Water Treatment Plant surrounding towns.
f) Kapchorwa Water Project d) Upgrading and Rehabilitation of Water
g) Sembabule Water Project, and and Sanitation Infrastructure in Mbale and
h) Construction of Office blocks at Nakasero, Adjumani.
Bushenyi, Lira, Rukungiri and Kasese. e) Kapeeka Water Supply Project to address
the current water supply challenges in
In the same vein, the following Projects were Kapeeka Community and the Industrial
initiated across the Country; Park.
f) Hoima Water Supply Improvement Project
a) The Karuma Water Treatment Plant and to improve water supply reliability in Hoima
the Bulk Transfer of water to Gulu and City.
six other enroute towns to address their g) Lyantonde Water Supply Project to
long term water needs. The intake was improve water supply reliability in
completed and the remaining works that Lyantonde Town and the surrounding areas
include construction of a Water Treatment of Rushere Industrial Park.
Plant and Bulk Transfer of Water to Gulu are h) Kiruddu Waste Water Treatment Plant
expected to commence in 2022. to provide solutions to the wastewater
b) Network Restructuring and Rehabilitation management challenges experienced
to improve water supply reliability in by Kiruddu Referral Hospital and the
Kampala Metropolitan Region. surrounding Community.

ii. Geographical Expansion

NWSC had expected to grow the number of Towns under its jurisdiction from 236 in 2018 to 251 by
June 2021. The Corporation took over management of all the towns and urban centers which were
handed over during the past three years, bringing the total number of Towns under NWSC to 258
Towns as at 30th June 2021, a growth of 23%.

iii. Network Expansion

The Corporation planned to grow the water pipe network from 14,466 Km in 2018 to 16,233Km by
June 2021. The actual total length achieved was 20,495 Km by June 2021, representing a growth
of 42%.

iv. Growth in Customer Base

The Corporation planned to grow the consumer base from 584,210 in June 2018 to 770,340 by June
2021. The actual total number of customers was 775,794 by June 2021, representing a growth of
33%.

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18 Integrated Annual Report FY 2020/21
v. Growth in Turnover
The Corporation planned to grow the Turnover from UGX 327 billion in June 2018 to UGX 406
billion by June 2021. The actual total Turnover was UGX 461 billion in June 2021, representing
a growth of 41%.

vi. Corporate Plan 2021-2024

NWSC has developed a successor Corporate Plan covering the period 2021-2024 which is in line
with the National Development Planning Framework (NDPIII) – 2020-2025 and focuses on the fol-
lowing Key Strategic Areas;

a) Supporting Industrialization, by increasing water and sewerage service coverage to the

Industrial Parks.
b) Developing a strong Infrastructure base to meet the current and future demand for Water
and sewerage services across the Country.
c) Skilling and workforce development.
d) Encouraging and promoting the participation of the Private Sector in the Development and
operation of the business of the Corporation.
e) Strengthening the Corporation’s asset and financial base to ensure long term sustainability.

Hon. Minister Sam Chiptoris (Center); On his left is NWSC Board Chairman (Eng. Dr. Badru M. Kiggundu) and
Dr. Eng. Silver Mugisha at the Podium during the Launch of the NWSC Corporate Plan 2021-2024

National Water and Sewerage Corporation

Integrated Annual Report FY 2020/21
19
 Our Performance Trend for
the Past Eight Years

The Corporation developed Key Indicators together with the Ministry of Water and Environment to
guide us in gauging our performance. NWSC has registered consistent improvements in all the Key
Indicators over time as illustrated in the summary table below. The detailed performance of the
Corporation in the FY2020/21 is explained from page 59 to page 107.

Table 2: Key Performance Indicators (KPIs)

Financial Years
Key Performance Indicator 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Water Services
Number of Towns (Nos.) 66 110 170 218 236 253 258 258

Water Service Coverage (%) 77 76 78 78.2 83.7 83.7 84 84

Water Production (Million m3) 93.8 99.6 106 120.7 126.2 134.9 140 144

Water supply (Million m ) 3

92.5 96.4 102.7 116.2 120.1 127.8 132 137

Water Sales (Million m )3

61.1 66.4 73.9 80.2 82.9 90.5 87 90

Non-Revenue Water (NRW, %) 33.7 31.2 28 30.9 31 29 34 35

New Water Connections (Nos.) 28,068 33,982 38,836 40,712 50,341 69,215 61,521 51,788

Connections taken over with New Towns 20,970 17,626 15,419 11,752 12,865 2,079 3,328 -

Total Water Connections (Nos.) 366,330 417,938 472,193 529,709 582,863 659,157 724,006 775,794

New Public Stand Pipes (Nos.) 921 924 1,129 1,164 3,342 3,550 4,429 3,267

Total Public Stand Pipes (Nos.) 9,638 10,562 10,841 10,424 12,305 17,186 21,600 24,867

New water mains extensions (km) 470 1,341 888 911 2,021 2,727 2,135

Extensions taken over in New Towns (km) 854 190 547 1,221 700 430 216 77

Total water pipe network (km) 6,994 8,525 9,960 12,113 14,466 17,556 19,974 20,495
Sewerage Services
Sewerage Service coverage (%) 6.4 6.4 6.4 6.4 21.5 21.5 23 23

New Sewer Connection (Nos.) 360 235 388 316 272 368 280 277

Total Sewer Connections (Nos.) 18,810 19,045 20,355 21,072 21,616 22,606 23,914 25,180

New Sewer extensions (km) 16.8 38.2 18.5 22.3 24.0 59 30 23

Financial Performance
Turnover (Billion) - (UGX) (Net VAT) 184.5 211.8 276.06 320.96 388 442 463 461

Billing (Billion) – (UGX) -VAT Inc. 196.4 225.9 292.3 346.81 390.2 437.4 424 430

Collections (Billion) - (UGX) – VAT Inc. 154.4 198.5 284.1 322.72 384.7 437 391 435

Collection Efficiency (%) 96 105 97 93 99 100% 92 101%

Debt Age (Months) 4 2.8 2.6 3 2.9 2.3 3.6 3.3

EBITDA (Billion) - (UGX) 10 8 34 38 92 96 103 106

Staff Number (Nos.) 2,263 2,752 2,860 3,131 3,443 3,778 4,082 4,244

Staff Productivity (Nos.) 6 6 6 6 6 6 6 5.5

National Water and Sewerage Corporation

20 Integrated Annual Report FY 2020/21
Figure 1 : Graphical presentation of some selected Key Performance Indicators

Number of Towns
300

250
No. of Towns served

200

258
150

100

50

0
13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21
Towns covered
Financial Year

Total Pipe Network

25000

20000
Kilometers

15000

10000

5000

0
20,495
13/14 14/15 15/16 16/17 17/18
Financial Year
18/19 19/20 20/21
Total water pipe network (km)

Number of Customers
800

700
No. of Customers (’000)

600

500

775,794
400

300

200

100

0
13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 Customers
Financial Year

Turnover
500

400
Billion Shillings

300

461 Bn
200

100

0
13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21
Turnover (UGX)
Financial Year

National Water and Sewerage Corporation

Integrated Annual Report FY 2020/21
21
 Awards and Recognition

NWSC is a customer-centered Organization. Over the

years we have invested heavily to improve and expand the
infrastructure. The Corporation has taken over new towns
and improved the internal systems. These are intended to
offer quality and affordable services to our consumers. Our
efforts have earned us recognition and awards from several
local and international bodies.

Award Awarding Body/Event

Distinguished excellence in utility management World Confederation of Businesses, St. Thomas in USA

Best Government Agency on Social media and Best Customer

Digital Impact Awards,2017
Service
International Socrates Award of Intellectual Development
Intellectual development of today's society
(Paris, France)
Water Leaders Award 2017 World CSR Congress in Mauritius.

Utility Water Leader Award Global Water Awards, UK

Bizz 2017 Award World Confederation of Business awards, USA

Outstanding business results, best practices, quality awareness
European Society for Quality Research Award (London, UK)
and achievements in regional and global markets
Financial Reporting Award, 2017 FiRE Awards, Kampala
Best Utilities’ Services Brand on Social Media and Best Digital
Digital Impact Awards, 2018
Customer Experience Brand
Utility Distinction Water Leader Global Water Awards 2019 ceremony
Service Delivery Excellence Award, 2019
Glory Award, 2019 World Confederation of Businesses, San Francisco,
California
Visionary Leader Extraordinary Award, to the Board Chairman, Eng.
Dr. Christopher Ebal, 2019
IDRICA Circular Economy Water Project of the year 2020. WEX global conference in Valencia, Spain

African Public Leadership Excellence Award African leadership award, Sandton South Africa
Global Special Achievement in GIS (SAG) Awards,
Best users of the Sri Global GIS System
December 2021
Outstanding Brand in Sustainability Reporting
Integrated Financial Reporting (FiRe) Awards,2021.
2nd runner up in the Public Sector Category

National Water and Sewerage Corporation

22 Integrated Annual Report FY 2020/21
National Water and Sewerage Corporation
Integrated Annual Report FY 2020/21
23
 About this Report

This report is presented in accordance with the Global Reporting Initiatives

4 (GRI4) Guidelines on reporting. It is prepared in line with applicable
Accounting Standards, the National Water and Sewerage Corporation
Act 1995, Cap. 317, Laws of Uganda; the Water Act 1997, Cap. 152, Laws of
Uganda and the Public Finance Management Act, 2015. The report has 2
key Sections; the Annual Report and the Financial Statements.

The First Section contains a message from the Board Chairman; a

message from the Managing Director and insights into the governance and
leadership of the Corporation. It also contains the Sustainability Report,
which measures, discloses and gives accountability about our commitment
to meet our present obligations, without compromising the ability of the
future generations to meet their own needs. We have also highlighted in
this Section, our various stakeholders and role of the Board in balancing
their competing needs.

The Section further highlights the key Areas of focus for the Board over
the next 3 years, which include: Supporting Industrialization, Developing a
strong Infrastructure base, Skilling and workforce development, Promoting
the participation of the Private Sector and Strengthening the Corporation’s
financial base to ensure long term sustainability.

The section ends with an overview of the Operational Performance in line

with the key indicators which include: service coverage, water production,
growth of connections, non-revenue water and performance on capital
projects.

The Second Section contains the Financial Statements, which were

prepared in accordance with the International Financial Reporting
Standards. They include the Statement of Comprehensive Income,
Statement of Financial Position, Statement of Changes in Equity,
Statement of Cash Flows and the Notes to the Financial Statements. The
key accounting policies that have been adopted and applied are also
explained.

National Water and Sewerage Corporation

24 Integrated Annual Report FY 2020/21
 Addressing Our Biggest
Challenges

The Corporation has registered COVID-19 Pandemic

significant progress over the The outbreak of the COVID-19 pandemic brought new challenges in
last 8 years. The services have 2020. This problem continued in 2021. The Impact of COVID-19 has been

improved, more customers felt by the Corporation. The Revenues have stagnated for the past two
years while Operating Costs have been increasing as the Corporation
are being served and the had to institute Standard Operating Procedures to safeguard the health,
infrastructure base has been safety of her Staff and their families.

revamped and expanded The COVID-19 pandemic has had a severe impact on our investment
across the Country. Despite plans. Some Projects have not taken off while others are taking longer

these achievements, a number to complete.

of challenges still affect In response to the pandemic, the Corporation adopted the following
delivery of services to our mitigation measures;
a) The Operational and Capital Expenditure Budgets for the past two
esteemed customers and they Financial Years have been revised to give priority to providing un
include; Non-revenue Water, interrupted services to the population during the pandemic.

environmental degradation b) Infrastructure Projects that have been affected by the pandemic
have been shifted from the FY 2020/21 and FY 2021/22 to FY
and climate change, financing 2022/23. The Corporation is also pursuing a second market finance
challenges and low sewerage facility of UGX 95 Billion to bridge the Capital Investment Financing
gap created by COVID-19.
coverage. c) The Corporation adopted standard operating procedures in all our
offices. Majority of the staff were encouraged to work from home to
avoid spreading the virus.
d) The Corporation strengthened the use of the online platforms
(e-payments, e-new connection applications and Customer
Relationship Model for addressing complaints) as a means of
providing services to the consumers.

National Water and Sewerage Corporation

Integrated Annual Report FY 2020/21
25
 Non-Revenue Water (NRW) The Corporation is dealing with the above challenge in the
following ways:
NWSC is faced with a problem of water losses that currently • Continuous engagement with Government and the
stand at about 35% of water supplied. The problem is more Development Partners for their support to the water sector.
acute in Kampala Water, where NRW stands at about 41%. The • During the FY2019/20, the Corporation took a medium-
water losses are mainly attributed to; old water networks that are term bank loan to solve immediate water supply
prone to leaks and bursts; illegal water use by some customers challenges in eleven (11) Towns. The Board will continue
and old water meters which under register consumption. The to pursue this option in a bid to augment efforts by
measures that Management is undertaking to address the NRW Government and Development Partners.
• The Corporation is exploring the possibility of raising long-
challenges have been explained on Page 64 of this Report.
term infrastructure financing by issuing Bonds through the
Capital Market.
Environmental Degradation • The Board is exploring the possibility of entering into Public
Private Partnership (PPP) arrangements for financing future
Our business is dependent on the environment. The impact of
projects.
climate change adversely affects our water sources. Prolonged
dry spells have been felt across the Country over the past
5 years especially in Mbarara, Arua, Gulu, Mbale, Mityana
and Mpigi Areas. Floods have also ravaged many parts of
Sewerage Coverage
the Country and disrupted water production at our plants in
The sewerage coverage in towns where we operate still stands
Manafwa, Tororo, Entebbe, Kasese, Mpondwe and Lira.
at 23% compared to 84% for water, which is still below the
desired levels. The main reason for the low sewerage coverage
The quality of the raw water continues to decline due to
lies in the high cost of investing in sewerage infrastructure. The
unregulated human activities in the water catchment areas,
Corporation continues to make deliberate efforts to increase
which has resulted into increased costs of water treatment.
sewerage coverage to 30% by 2024. The measures which are
NWSC is sinking production wells to provide alternative water
being taken to improve and increase sewerage coverage are
sources in the Towns which are prone to drought. We are also
elaborated on pages 92-93.
implementing a number of initiatives, which are designed to
address the environmental concerns. They include source
protection, tree planting, community engagement and involving
school children in water and sanitation issues. Our detailed Power Supply
approach to addressing environment issues is on Page 54 of this
Report. The Corporation relies heavily on electricity from the
National Grid for Water Production and treatment of sewage.
Unfortunately, the power supply is unreliable at many of our
Gaps in Investment Financing installations especially in the up country Areas. The Corporation
is therefore forced to rely on generators whenever power is not
The Corporation puts a lot of emphasis on infrastructure
available from the National Grid. The cost of electricity is another
growth and development. This is intended to meet the growing
serious challenge, which consumes approximately 40% of our
demand for water and sanitation services. The funds for Capital
revenues. The Corporation is investing in power generators and
Investment are mainly provided by the Government of Uganda
solar systems to provide alternative energy sources for water
and the Development Partners. The Corporation also sets aside
production.
funds from her annual savings for minor Capital Investments.

There has been a gap in infrastructure funding over the years.

This is because the Government and Development Partners
have many other priorities to address. The investment funds
from the Corporation are limited because the tariffs are not full
cost recovery. As a result, many planned Projects have not taken
off.

National Water and Sewerage Corporation

26 Integrated Annual Report FY 2020/21
Addressing the climate change challenges; NWSC MD-Dr. Silver Mugisha on a
local boat on his way to Mpondwe in Kasese after the floods hit the Area.

National Water and Sewerage Corporation

Integrated Annual Report FY 2020/21
27
 Statement of the Board
Chairman

The NWSC was set up in 1972, with the

mandate to provide safe and reliable water and
sewerage services to all Ugandans in Urban
Centers. Over 16 million Ugandans in 258
towns spread across the Country rely on the
Corporation for Water services on a daily basis,
which is a huge task.

While delivering on our mandate, we are

mindful of the fact that we continue to make
provision for the under privileged members of
society through affordable tariffs, installation
of Public Stand Pipes and extension of water
mains to the peri-urban Areas
Eng. Dr. Badru M. Kiggundu
Chairman, NWSC Board of Directors The Board has over the years put emphasis
on rehabilitating, revamping and expanding
the water facilities across the Country as the
cornerstone for sustainable service delivery.
We assure our Stakeholders of our unwavering
commitment to serving the population to our
best abilities despite the challenges facing the
Corporation.

It is my pleasure once again to present to

our Stakeholders the Financial Statements
and Annual Report of the National Water and
Sewerage Corporation for the Financial Year
2020/21. Our mandate is to provide safe and
reliable water and sewerage services to all
Ugandans in Urban Centers entrusted to us.

National Water and Sewerage Corporation

28 Integrated Annual Report FY 2020/21
The previous year, FY 2019/20 was by the old pipe network and illegal
grossly affected by the outbreak of the
COVID-19 pandemic in the Country.
water connections, b) The impact of
climate change adversely affected our
UGX 461 bn
Total Income generated
There was a lot of hope that FY 2020/21 water supply in the dry seasons in many
would be a period of recovery. The Towns, c) financing gaps, which delayed
Corporation anticipated to generate more the implementation of our Projects. The
Reduction in Operating
revenue from our major consumers like Board has come up with measures to
Expenditure of
Schools, Universities, Tertiary Institutions address the major challenges, which are
and entertainment places, which had
been expected to fully open their
hampering the delivery of services to our
esteemed customers. UGX 6 bn
businesses in FY 2020/21. Instead, the
Country was hit by a second wave of the The Board is sourcing for funds to
virus which left the Government with replace the Kampala Water Pipe Network
Operating Profit increased by
no choice but to announce a second to reduce NRW. Climate adaptation
lockdown in June 2021. measures have been put in place
in all Operational Areas. The Board
UGX 3 bn
The pandemic affected a number of continues to engage the Government,
Ugandans due to infections and even Development Partners and other
death. On this note, I would like to Stakeholders to continue supporting our
Water production grew by
extend our deepest condolences to
our countrymen who bore the biggest
investment plans.
3% to 144 million m3
blunt of the virus. We wish everybody Notwithstanding the above challenges,
who is suffering from this disease a full the Board remained focused on its
Water and sewer networks
and speedy recovery. We join hands stewardship and oversight roles and I am
were extended by
with Government in fighting to eradicate pleased to inform the Stakeholders that
COVID from our mother land. the Corporation registered a number of 444 Km & 23 Km
achievements during the Financial Year
In recognition of the essential work that 2020/21. The Corporation generated respectively
NWSC does, the Government allowed Total Income of UGX 461 billion, a decline
our business to remain open even during of 0.5% from UGX 463.2 billion in the
the lockdown period to guarantee
uninterrupted provision of our services to
FY 2019/20. The revenues had been
expected to decline by 10%. The Board 52,012
new consumers connected
the population. The Board instituted strict instituted Expenditure control measures
measures to comply with the Standard which led to a reduction in Operating
Operating Procedures (SOPs) in all our Expenditure by UGX6 billion from UGX
offices. This has minimized the cases of 360 billion in the FY2019/20 to UGX 354
Developing a strong Infrastructure
COVID-19 infections among the staff and billion in the current year. The Operating
base is the cornerstone of our Strategic
their families. We sincerely thank Allah for Profit increased by UGX 3 billion from
Plan. It gives me great pleasure
keeping us safe during the peak period UGX 103 billion in the FY2019/20 to UGX
therefore, to inform the Country that
of this pandemic. 106 billion in the current year.
despite the procurement delays, land
acquisition challenges and the impact
The pandemic had a serious impact on Water production grew by 3% to 144
of COVID-19, the Board completed
the Corporation, the Country and the million cubic meters, a reflection of
the construction of the Katosi Water
World at large. Our plans were severely the investments made in revamping
Treatment Plant during the year. It will
affected. The revenues fell by 5% of the the water facilities across the Country.
add 160,000,000 liters of water each
Budget and yet the Corporation had The water and sewer networks were
day for our consumers in the Kampala
to contend with increased expenditure extended by 444 Km and 23 Km
Metropolitan Area. This is a big relief to
of complying with the SOPs. We were respectively, in a bid to serve more
the residents of Kampala East, Mukono
therefore not able to implement all our Ugandans. We connected 52,012 new
and surrounding Areas, which have
planned investments. consumers, bringing the total number of
been experiencing intermittent water
consumers to 775,794 in 258 towns.
supply for many years.
In addition to COVID-19, the Corporation
faced a number of other challenges
during the year ended June 2021. a)
Non-Revenue Water stands at about
35% of water supplied, caused mainly

National Water and Sewerage Corporation

Integrated Annual Report FY 2020/21
29
With the increased supply, the focus is will be completed by the end of Infrastructure across the Country,
now on ensuring that we identify and March 2022 and is expected to b) Supporting Industrialization, c)
resolve any isolated water challenges improve production from 2,500 m3/ Strengthening the Financial Sustainability
that may still exist in the above areas. day to 5,000 m3/ day. of the Corporation, d) Developing a
Arrangements are underway to officially more skilled, motivated and healthier
unveil the project to the Country. Every • The rehabilitation and expansion of workforce, and e) putting emphasis on
Ugandan will be invited to a virtual tour of the Sembabule Water Supply Project Green Economy.
the magnificent Katosi Water Treatment has been substantially completed.
Plant, to take pride and ownership in the The Plant is able to produce I take this opportunity to pay tribute
Project. 30,000,000 liters of water each day to Mrs. Faridah Mayanja Mpiima, who
up from the current 300,000 liters. retired from the Board after serving the
The Board is also implementing a Corporation for many years. She will
number of other Infrastructure Water • The continued implementation of be remembered for her distinguished
Projects across the Country and they the Service Coverage Acceleration service to the Corporation and to the
include the following; Project (SCAP 100) in all the 258 people of Uganda for the time she was
towns. on the Board. She will be missed by
• The Integrated Program for the Board, Management and the entire
Improving Living Conditions of Significant progress was registered Staff of NWSC. We wish her success in
People in Gulu which will draw on the above projects and the Board her new endeavors. Faridah will forever
water from River Nile at Karuma and remains committed to completing the remain part of the NWSC family.
transmit it for a distance of 80 km to ongoing Projects in time. The above
Gulu City. Six other towns enroute investments are in line with the theme I would also like to congratulate Ms.
will also benefit from the project. of our Corporate Plan, which is focusing Josephine Kasya and Eng. Joseph Oriono
The contracts for construction of on Infrastructure Growth and Improved Eyatu upon their appointment to the
the Water Treatment Plant and the customer services. This is consistent NWSC Board. I sincerely thank them for
Transmission Mains are expected to with NDP III, the SDGs and the NRM accepting to serve and have no doubt
be signed by 31st March 2022. Manifesto. that their wealth of experience will enrich
the Board. I warmly welcome them to the
• The Water and Sanitation The Board will not lose sight of the NWSC family.
Infrastructure Project for the need for equity in the provision of Water
Isingiro, Mbarara and Masaka and Sanitation services. We are giving On behalf of the Board of Directors, I take
Areas will draw water from River considerable attention to developing this opportunity to thank the Government
Kagera for production and domestic Public Stand Posts, extending water to of Uganda, our Development Partners,
use in the mentioned towns. The the urban poor population, geographical our Esteemed Customers, the
existing infrastructure will also expansion across the Country and Management and staff of NWSC, and
be rehabilitated. The Project will maintaining a pro-poor tariff equivalent all other Key Stakeholders for their
serve additional 75,000 people. to UGX 50 per 20 liter jerrican of water. contributions made during the year. We
Construction works are expected to 24,867 public standpipes have been hope that this partnership will continue
commence in March 2022. installed across the Country to increase to flourish and we pledge to do our best
access to water by the under privileged and ensure that we take the Corporation
• The rehabilitation and expansion Ugandans. to greater heights.
of the Mbale Water Supply
Schemes under the Integrated The FY 2020/21 marked the end of the For GOD and my Country.
Water Management Development Corporate Plan, 2018-21. The Corporation
Project (IWMDP). The tenders for is proud of the many achievements
construction works are expected to that were registered during that past
be issued out in March 2022. three years despite the challenges Eng. Dr. Badru M. Kiggundu
encountered. The Board has developed Chairman, NWSC Board of Directors
• Feasibility study for the a successor Corporate Plan covering the
development of the water facility for period 2021-24, which takes account of
Adjumani is in the final stages. The the lessons learned and promises to be
design stage has commenced and is transformative, accountable and deliver
expected to be completed in March services sustainably.
2022.
The Corporate Plan, 2021-24 will focus
• The rehabilitation and expansion of on; a) Revamping, expanding and
the Kapeeka Water Supply Project developing new Water and Sanitation

National Water and Sewerage Corporation

30 Integrated Annual Report FY 2020/21
Part of the Lira Water Treatment Plant

National Water and Sewerage Corporation

Integrated Annual Report FY 2020/21
31
 Statement of the
Managing Director

Throughout the FY 2020/21, the Board and

Management of National Water and Sewerage
Corporation has shared with our stakeholders,
through a variety of fora, many of the things we
have done, and continue to do in response to the
COVID 19 Pandemic. All these efforts have been
undertaken to keep the Corporation operationally
and fiscally strong, to promote and meet the
expectations of our customers as well as the
employees who deliver the service. Because
of these operational efforts and the related
engagements we have had, I do not intend to
make the Pandemic and our related response a
prominent focus of this message.
Dr. Eng. Silver Mugisha
Managing Director I would however like to draw attention to what we
do at NWSC to help ensure our preparedness,
our resilience and our overall sustainability under
emergency conditions of all types. As you might
expect, any efforts we undertake in these areas are
all about assessing and managing risks associated
with our operations as effectively as we can.

National Water and Sewerage Corporation

32 Integrated Annual Report FY 2020/21
We have strengthened our risk management function sustainable supply in the project areas. As at 30th June 2021,
creating a fully-fledged department within our structure. a number of projects were in progress and at planning stage.
Regular reports are provided to the Board Committee We shall continue working closely with the Government,
responsible for overseeing the effective implementation Development Partners and other stakeholders to ensure
of relevant systems and processes for managing risk. In that the ongoing projects are fast-tracked and completed
addition, we have engendered the risk management in on time, and also secure funding and approval for all the
our budgeting and planning function, and the various projects that at still at the planning stage.
performance improvement programmes aimed at effective
service delivery. Therefore, our Risk Management Program
continues to be at the heart of our ability to effectively Customer Growth
anticipate, and therefore mitigate the effect of emergencies Other significant developments included robust customer
of various types. Growth in our various areas of operation. The addition of
52, 0000 connections to our customer base, with over
3700 pro-poor connections is a clear demonstration of our
Infrastructure expansion and upgrade commitment and relentlessness to serve more Ugandans.
Our commitment to emergency preparedness and its impact We shall continue reaching out to more Ugandans, while
on business continuity is significant. That commitment is ensuring affordability and willingness to pay through
not just a matter of preparing for emergencies in the near intensification of the pro-poor Public Tap Connections.
term, but also, designing and constructing infrastructure
to mitigate potential threats relative to water supply and In addition to water supply, we are also committed to
distribution well into the future. To step up water and improve raising the Sanitation profile. Management, together with
supply reliability and service coverage, we continued with the Board are working out modalities to ensure NWSC
implementation of the 100% Service Acceleration Project has increased presence in areas of Sanitation. We have
(SCAP100), with focus on mains extensions to the virgin prepared a Sanitation Investment Plan (SIP) with focus
areas, installation of Public Stand Posts (PSPs), commonly on Sewer Expansions and extensions, improvements on
known as Public Taps in various villages and strengthening sewer treatment facilities, construction of communal and
the existing water infrastructure to support the increased public toilets, construction of faecal sludge systems and
water demand. Over 3,700 PSPs were installed in the various procurement and deployment of cesspool emptiers. In line
locations. The PSPs are relatively affordable given their with the SIP, we shall ensure a well-developed , financed and
lower tariff compared to other consumer categories, with the implemented Sanitation Acceleration Plan (SAP45).
vendor price per jerrican going for UGX 50/=. In addition, 444
km of water mains extensions were implemented to reach
out to more virgin areas in the various NWSC towns. The Financial Resilience and Sustainability
performance in water mains extensions was relatively low Although the ongoing pandemic has severely impacted
compared to last FY 2019/20. This is because, with limited many businesses, we are fortunate that the Corporation
cash flows arising from the effect of the COVID 19 Pandemic, continued to register progress on the financial axis. With
more focus was put on availing connections to people and implementation of cost optimisation measures, we managed
ensure the existing lines are fully charged. to register Earnings before depreciation of UGX 106 billion
compared to UGX 103 billion registered in the FY 2019/20.
The SCAP100 project implementation period is expiring in Our billings grew by UGX 6 billion, from UGX 424 billion
June 2022, but with good feedback so far received from in the FY 2019/20 to UGX 430 billion, notwithstanding the
the various communities where the project has been shortfall in our target of UGX 465 billion. With shall continue
implemented, we’re are working with the Board to secure implementing frugal measures that aim at delivering
extension of the project implementation period to reach sustainable and reliable services to our customers
more Ugandans.

In addition to SCAP100, the Corporation made substantial Going forward

progress in implementation of other Water and Sanitation The FY 2020/21 marks the end of the Corporate Plan 2018-
investment projects, notably the completion of; a) Katosi – 2021. As we edge forward, first I would like to thank the
Kampala Drinking Water Treatment Plant with capacity of Board, Management and staff for the valuable contribution
160 million liters per day project and a 52 km transmission towards the development of the Successor Plan 2021-
main from Katosi to Kampala; b) Fort portal water production 2024. The Corporate Plan 2021-2024 clearly articulates our
improvement and c) Sembabule water supply improvement strategy and plans for our customers and stakeholders. It’s
projects. The completion of these projects has greatly a well thought plan that engenders the current challenges
augmented the efforts made under the SCAP100 of ensuring related to the impact of COVID 19 pandemic, growth in

National Water and Sewerage Corporation

Integrated Annual Report FY 2020/21
33
geographical coverage that has created pressure on the matters that form part of the water sector. We give absolute
existing infrastructure and the environmental degradation assurance that we shall continue upholding the mandate of
that has greatly affected the water sources. Our strategic the Corporation.
intent includes the following five strategic priorities:
We also wish to acknowledge the contribution that we get
a) Support industrialization as a critical driver for economic from members of the public, especially the innumerable
development and transformation. stakeholders in the water and sanitation sector. It is through
b) Development of Water and Sanitation Infrastructure to your feedback, partnerships and progressive association that
accelerate service coverage and to promote production the NWSC continues to make enormous strides in the Sector.
and productivity.
c) Effectively contribute to a more skilled, better motivated A special word of thanks goes to the Board for the dedicated
and healthier workforce. Human capital is the most strategic guidance over the last financial year. We are
important resource for the Corporation. indeed grateful to all the Board members for their collective
d) Support the strengthening of the private sector given guidance on matters critical to the Corporation and for
the need for a private-sector-led economy. mapping our Strategy for the next three years.
e) Enhance the Corporation’s health and sustainability as a
going concern. Last and certainly not least, I wish to thank management
and staff for the continued dedication and drive to contribute
The Plan has been structured in such a way that it covers a towards the NWSC’s success and aspiration of being the
three year period in line with NWSC Act. However, the Goals, Leading Customer Service Oriented Utility in the world.
targets, strategies and key deliverables span for five years to
effectively align NWSC strategic intent with the overarching I thank you all, and I am looking forward to a more fruitful and
National Strategy and Policy Framework of the National successful financial year 2021/22.
Development Plan (NDPIII). On behalf of Management, I
pledge our commitment to the successful implementation of
the Plan and its aspirations.

Acknowledgement and Appreciation Dr. Eng. Silver Mugisha

Allow me to take this opportunity to extend my gratitude Managing Director
to the Ministry of water and environment as well as Ministry
of Finance, Planning and Economic Development for their
unwavering support, especially during the financial year
ended June 2021. The guidance that these Ministries provide
is invaluable in improving water and sewerage services in
Uganda.

On behalf of NWSC, let me also take this opportunity

to congratulate our Ministers; the Minister of Water and
Environment and State Minister for Environment for
the reappointments. I wish also to welcome the newly
appointed State Minister for Water, Hon. Aisha Ssekindi. As a
Corporation, we pledge our total cooperation, and we look
forward to your continuous support and guidance.

In the same breadth, I wish to thank our development

partners who are always willing to augment our resources.
We wish to thank the Parliamentary Committee on natural
resources for providing the necessary guidance on complex

National Water and Sewerage Corporation

34 Integrated Annual Report FY 2020/21
Leading by example; Dr. Eng. Silver Mugisha at one of our Industrial consumers (UMEME) in Kampala.

National Water and Sewerage Corporation

Integrated Annual Report FY 2020/21
35
 Our Governance and
Leadership

Overview • Reviewing and approving Accounting Policies, Financial

Statements and Annual Reports.
There are two layers of leadership that govern the affairs of the • Reviewing and approving the Corporation’s Annual
Corporation; The Board of Directors and Executive Management. Budgets and Forecasts.
These bodies complement each other in the execution of our • Authorizing material borrowings and changes to the
mandate. Corporation’s Capital Structure.
• Appointment of the Managing Director, Management
and staff.
The Board of Directors
• Overseeing and reviewing the effectiveness of the Risk
Management and Internal Control Systems.
The NWSC Board is comprised of eight (8) Non-Executive
members and one (1) Executive member, the Managing
Director. According to the NWSC Act CAP, 317 Section 8 The Board has constituted five different Committees to enable
(1), appointment of the Board of Directors (except for the it discharge its mandate in a more efficient and timely manner.
Managing Director who is appointed by the Board) shall The recommendations of the Board Committees are presented
be done by “the Minister of Water and Environment” and to the full Board for review and final approval. The Board
this appointment will be for three years, with eligibility for Committees in place include;
reappointment for another term. The Board is accountable to
the Minister of Water and Environment. Audit Committee
Oversight and integrity of the financial statements and
The Board plays the following key Roles; performance reports.
• Developing policies to guide the operations of the
Corporation, taking into account the interests of the Risk Management Committee
various stakeholders. Overseeing the identification, classification and management of
• Putting in place the Corporate Plan that serves as risks.
a broad framework for guiding Management in the
medium and long- term, including development Human Resources, Legal and Administration
of strategy for Major Investments, Acquisitions and Committee
Disposal of Assets. Oversight of the human resource policies, health and safety,
• Approval of Major Capital Expenditure in the Corporation. corporate structure, recruitments, retention, exit and legal affairs.
• Risk Management and monitoring of operational and
financial performance.

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36 Integrated Annual Report FY 2020/21
Finance and Planning Committee Significant progress was registered on all the above Projects
Oversight of resource mobilization and allocation, Annual and the Board is determined to deliver them in time.
Budgets, Corporate Plans and Financial Reporting.

Technical Services Committee

Key Priority Areas for the Board over
Oversight on infrastructure planning, development and the next 3 Years
operational efficiency.
NWSC has developed a Corporate Plan covering the period
2021-2024, which is in line with the National Development
Key Board Achievements for the FY Planning Framework (NDPIII) – 2020-2025 and will focus on;
2019/20 Supporting Industrialization, expanding the Infrastructure
base, skilling and developing the workforce, collaboration
During the year, the Board oversaw the completion of the Katosi with the Private Sector, Green Economy and strengthening
Water Treatment Plant, which will produce additional 16 million the Corporation’s asset and financial base.
liters per day as explained on Page 12-13.

The Board is also implementing a number of other Infrastructure Board Skills, Experience, Gender and
Water Projects across the Country and they include the Age
following;
The Board has appropriate balance of skills, experience
• The Integrated Program for Improving Living and diversity of expertise to enable it discharge its duties
Conditions of People in Gulu which will draw water from and responsibilities effectively. Table 3 below shows the
River Nile at Karuma and transmit it for a distance of 80 individuals that served on the Board during the FY 2019/20.
km to Gulu City.
• The Water and Sanitation Infrastructure Project for
the Isingiro, Mbarara and Masaka Areas will draw water
Directors Remuneration
from River Kagera for production and domestic use in
The total remuneration paid to the Board of Directors during the
the mentioned towns.
period under review is summarized in Table 4 below
• The rehabilitation and expansion of the Mbale
Water Supply Schemes under the Integrated Water
Management Development Project (IWMDP). The Table 3: Directors Remuneration (UGX)
Project is at the design stage. Directors 2021 2020
• The development of the water facility for Adjumani is in Managing Director 561,848 635,650
the final design stage.
Non-Executive Directors 204,900 300,785
• The rehabilitation and expansion of the Kapeeka Water
Total 766,748 936,435
Supply Project will be completed by the end of March
2022 and is expected to double production to 5,000m3/
The Managing Director is an Executive Director and full time staff who is
day. entitled to monthly salaries and allowances. All other Directors are Non-
• The rehabilitation and expansion of the Sembabule Executive Directors and receive only retainer fees and allowances.

Water Supply Project is substantially completed and

will produce 30 million liters of water each day from the
current 0.3 million liters per day.
• The continued implementation of the Service Coverage
Acceleration Project (SCAP 100) in all the 258 towns
across the Country.

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Integrated Annual Report FY 2020/21
37
Table 4: Board Skills, Experience, Gender and Age
Name Professional Occupation Gender Age
Background Range
Eng. Dr. Badru Kiggundu Malimbo Civil Engineer Senior Presidential Advisor (Infrastructure M >70
(Board Chairman) and Works), Associate Professor, Dept. of
Civil Engineering, Makerere University, former
Chairperson of the Electoral Commission of
Uganda.
Rt. Hon. Daniel Kidega International Trade Policy Vice Chairman of the Makerere University M 45-50
(Board Member) and Law Council, Chairman Board of Directors of Horyal
Investment Holdings Ltd (Atiak Sugar), former
Speaker East African Legislative Assembly.
Ms.Rachel Ciconco Mbabazi Business Administration Board Member Rice Association of Uganda, F 45-50
(Board Member) Africa Infrastructure Development, Hong Kong
and East African Community Rice Platform.
Col. (Rtd) Stephen Mwesige Basaliza Military Officer, Lawyer, Retired Military Officer M 60-65
(Board Member) Teacher
Ms. Onyiru Sarah Social Worker Project officer, Civic Education Project with the F 40-45
(Board Member) Centre for Basic Research
Mr. Runge George Muzungyo Accountant Tax Manager, Nexia HMS Assciates-Certifed M 55-60
(Board Member) Public Accountants of Uganda
Josephine Kasya Teacher Former District Chairperson – Kanungu District F 60-65
(Board Member)
Eng. Joseph Oriono Eyatu Civil Engineer Director, Directorate of Water Development, M 55-60
(Board Member) Ministry of Water and Environment
Dr .Eng. Silver Mugisha Civil Engineer Managing Director, NWSC M 51-55
(Managing Director)

NWSC Board of Directors

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38 Integrated Annual Report FY 2020/21
Our Board Of Directors

Eng. Dr. Badru M. Kiggundu

Chairman Board of Directors

Eng. Kiggundu holds a PhD in Geotechnical/Bituminous Materials from the University of

New Mexico (USA), Masters in Civil Engineering and a BSc. Civil Engineering, both from
Carnegie-Mellon University (USA).

He is a registered civil engineer and a fellow of the Uganda Institution of Professional

Engineers with over 50 years’ experience in the field of Civil Engineering. He is formally
affiliated with the American Society of Civil Engineers, Association of Asphalt Paving
Technologies (AAPT).

He is currently a Senior Presidential Advisor (Infrastructure and Works), An Associate

Professor, Dept. of Civil Engineering, Makerere University and the Chairperson, Projects
Steering Committee for the Karuma and Isimba Hydro Power Projects under the
Ministry of Energy and Minerals Development, among others. He previously served as
the Chairperson, Electoral Commission of Uganda (2002-2016) and Dean, Faculty of
Technology, Makerere University (1999-2002).

Rt. Hon. Daniel F. Kidega

Board Member

Rt. Hon. Kidega holds Masters of Science and post graduate Diploma in International
Trade Policy and Law, Lund University, Sweden in collaboration with Eastern and South
Africa Management Institute (ESAMI), Arusha and a Bachelor of Business Administration
(Marketing) from Uganda Christian University.

He is currently the Vice Chairman of the Makerere University Council and the Chairman
Board of Directors of Horyal Investment Holdings Ltd (Atiak Sugar). He previously served
as a Member and Speaker of the East African Legislative Assembly (EALA, 2014-2017) and
a Youth Member of Parliament (North) in the Uganda National Parliament (2006-2011),
among others.

Ms. Rachel Mbabazi Ciconco

Board Member

Ms. Mbabazi holds a Bachelor of Science in Business Administration from Strayer

University, Washington, DC, USA. She has vast experience in Management and sits on
several Boards of various companies in the Country, including but not limited to; Rice
Association of Uganda (Chairperson), Africa Infrastructure Development, Hong Kong and
East African Community Rice Platform.

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Integrated Annual Report FY 2020/21
39
Our Board of Directors cont’d

Col.(Rtd) Stephen Mwesige Basaliza

Board Member

Col. Basaliza holds a Masters of Arts in Human Rights and a Bachelor’s degree in Social
Sciences, both from Makerere University. He also holds a Bachelors of Law degree
from Uganda Pentecostal University and a Diploma in Education, Business Studies from
Makerere University. Col. Basaliza is a graduate of the prestigious Senior and Command
Staff College, Kimaka where he attained the award of Passed Staff College, PSC(U).

Col. Basaliza possesses vast Management experience having previously represented

the people of Burahya County in the Uganda National Parliament (2001-06), served as
the Commissioner Uganda Human Rights Commission (2012-18) and served in Uganda
Revenue Authority under the Anti-Smuggling Unit, among other key Management
positions.

Ms. Sarah Onyiru

Board Member

Ms. Onyiru holds a Master of Arts in Development Studies from Uganda Martyrs University,
Nkozi, a post graduate Diploma in Project Planning and Management from Uganda
Management Institute and Bachelors of Arts degree in Social Sciences from Makerere
University.

Ms. Onyiru is an experienced Manager having served on different Boards, namely; Board
of Directors, Arua Diocese Media Centre (2014-17) and Community Resource Enterprise
Activity Management (CREAM), (2015-2019).

She has previously served as a Presidential Advisor on West Nile region under the Office
of the President and a Project Officer, Civic Education Project with the Centre for Basic
Research, among others.

Mr. George Runge Muzungyo

Board Member

Mr. Muzungyo is a Chartered Certified Accountant with over 15 years experience in Tax and
Revenue Administration at both Technical and Management levels. He is a fellow of the
Association of Chartered Certified Accountants (ACCA), UK. He holds a Bachelor of Science
degree of Economics/Geography and a post graduate diploma in Tax and Revenue
Administration. He is also a member of the Institute of the Certified Public Accountants of
Uganda (ICPAU).

He currently works as a Revenue Advisory consultant for the Oxford Policy Management
(OPM). He previously worked as a Manager Audits, Uganda Revenue Authority.

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40 Integrated Annual Report FY 2020/21
Our Board of Directors cont’d

Eng. Joseph Oriono Eyatu

Board Member

Eng. Eyatu holds a Masters in Business Administration specializing in Strategic Planning

from Herriot-Watt University, Edinburgh, Scotland, UK, Masters in Urban Engineering from
Loughborough University, UK and a BSc. Civil Engineering from Makerere University.
He is a registered Civil Engineer and a member of the Uganda Institute of Professional
Engineers (UIPE). He currently serves as the Ag. Director, Directorate of Water
Development. He is also the Commissioner, Rural Water Supply and Sanitation
Department.

Eng. Eyatu also serves as a member of the Engineers Registration Board (ERB). He
previously served as a chairman Regional Project Steering Committee Member for Uganda
(2006-2013).

Ms. Josephine Kasya

Board Member

Ms. Kasya is a teacher by profession, with a Grade 3 Certificate in Education, who has been
involved in local governance for over three decades, with a strong bias in community
development and gender equality.

She possesses a Certificate in good governance, Certificate in Information and

Communication Technology 2021 from Ifrane, Morocco and a Certificate in Women
Leadership 2008, from Dares Salaam, Tanzania.

She previously served as the District Chairperson (July 2001- July 2021) where she was
awarded as the first woman Local Government Chairperson in Uganda. Prior to that she
had served as the Vice Chairperson for Rukungiri District (1998-2001). She is passionate
about empowering rural women to achieve their potential.

Dr. Eng. Silver Mugisha

Managing Director

Dr Mugisha holds a PhD. in Engineering and Economics of Makerere University, Uganda.

His PhD research, which was carried out in collaboration with PURC University of Florida,
USA, focused on areas of performance monitoring, incentive design and productivity
analysis. Dr Mugisha who is currently the Managing Director of NWSC, was previously a
Chief Manager in charge of Institutional Development and External Services, at the National
Water and Sewerage Corporation (NWSC).

Dr. Mugisha has been with NWSC since 1994 and has risen through the ranks of the
Corporation. He has worked on external consultancies, in various organizations in Uganda,
Kenya, Tanzania, Zambia, Nigeria, Ethiopia, Rwanda, India, Trinidad and Tobago among
others. He has been a Board Member of the International Water Association (IWA) since
2014 and later become the Vice President of IWA. He is also the Vice President of the
African Water Association (AfWA). He is a Fellow of the International Water Association and
Sense Research School of the Netherlands.

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Integrated Annual Report FY 2020/21
41
Aerial View of the Katosi Water Treatment Plant

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42 Integrated Annual Report FY 2020/21
National Water and Sewerage Corporation
Integrated Annual Report FY 2020/21
43
 Our Executive Management

Eng. Johnson Amayo

Deputy Managing Director Technical
Services

Dr. Eng. Silver Mugisha

Ms. Sylvia A. Tumuheirwe
Managing Director
Deputy Managing Director Finance
and Corporate Strategy

Ms. Edith Kateete

Deputy Managing Director Board
Affairs and Management

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44 Integrated Annual Report FY 2020/21
Eng. Alex Gisagara Mrs. Prossy A. Lubowa Mr. George E. Okol
Director Engineering Services Director Internal Audit Director Commercial and Customer
Services

Mr. Paddy Twesigye Mr. Francis Owot Dr. Rose Christine Kaggwa
Director Planning and Capital Director Finance, Accounts and Director Business and Scientific
Development Revenue. Services

Mahmood Lutaaya Ms. Christine Amucu Mr. Jude Mwoga

General Manager Kampala Water Director Human Resources. Director Information and Business
Solutions

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Integrated Annual Report FY 2020/21
45
 Our Value Creation Model

Strategy Inputs

Financial Capital
Internally generated funds,
Mandate: Provide Water & Sewerage Services
Government and Donor
Funding

Human Capital
4,244 staff and Management,
Board of Directors, Consultants
& Contractors

Regulatory Capital
NWSC Act 1995, Cap. 317;
on a Commercially Viable Basis

NWSC Water Act 1997, Cap. 152, Laws

of Uganda

Manufactured Capital
Water Works, Reservoirs,
Chemicals, Water Pumps,
Water Pipes, IT Infrastructure
Water Meters

Natural Capital
Water Sources, Land, Trees

24/7 QUALITY AND AFFORDABLE WATER

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46 Integrated Annual Report FY 2020/21
 Outcomes and Impact

Customer Employee Shareholder Regulatory Value to Outcomes

Value Value Value Value Society
Innovations

Good policies

Rewards &
incentives
Processes
• Administration & Management
Reliable Data
• Investments
base
• Water Production
• Water Treatment
Stakeholder
• Water Supply and Distribution
engagements
• Procurement
• Water & Sewerage Connections
Website & social
• Billing and Revenue Collection
media platforms
• Wastewater Collection, Treatment and Disposal
Timely feedback

Impact

Customer Employee Shareholder Regulatory Societal Value

Value Value Value Value Employment,
Safe, reliable Motivated Increased Good Environmental
and affordable staff, Job shareholder governance protection,
water and satisfaction, value; Structure, CRS activities,
sewerage Team spirit Increased Increased tax Access to
services. and job service base, Information
security. coverage Service 24/7
expansion (www.nwsc.co.ug)

AND SEWERAGE SERVICES

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 Our Sustainability
The Corporation has
adopted a Sustainability
approach which is in
line with the Mission “To
sustainably and equitably
provide cost effective
and quality Water and
Sewerage services to the
delight of all stakeholders
while conserving the
environment”.

NWSC takes account of the need to meet our present This report measures, discloses and gives accountability
development needs without compromising the ability of to our stakeholders on the Corporation’s performance
future generations to meet their own needs. In our business, towards sustainable development in line with the guidelines
we are conscious of the fact that there is interdependence issued by the Global Reporting Council. We are also guided
of economic, social and environmental factors. The interests by the United Nations Sustainable Development Goals
of the poor are always provided for in our planning. The (SDGs), Agenda 2030 on Social and Economic Development,
measures that have been put in place to address sustainability especially on clean water and sanitation, achieving food
issues go beyond the legal requirements and industry security, eradication of poverty, good health, social justice
standards. and minimizing the negative impact of climate change on the
environment.
We measure our success in terms of financial performance,
the quality and range of products and services we offer and The report provides a balanced presentation of the
how we impact on the environment and the communities sustainability performance, results and outcomes of NWSC
in which we operate. The responsibility for implementing for the FY 2020/21 and they are summarized under Economic,
sustainability policies rests with the responsible Heads of Environmental and Social Sustainability
Directorates. The Risk Management Department is charged
with monitoring and reporting on the status of compliance
with the sustainability framework.

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48 Integrated Annual Report FY 2020/21
 Economic Sustainability NWSC Supporting Industrialisation and Economic Growth

The Corporation’s aim is to use, safeguard and sustain resources Our business directly impacts industrialization and economic
to create long-term sustainable values. NWSC therefore, takes development of our Country. We provide water and sewerage
keen interest in supporting private sector and industries to foster services to several small, medium and large enterprises which
economic growth of the Country. are engaged in business, agriculture, manufacturing, tourism
and hospitality.
Sustainability of the Corporation
The tourism industry is the leading foreign exchange earner,
The NWSC Act 1995, requires the Corporation to operate on a and relies heavily on NWSC water and sewerage services for
sound commercial basis with a reasonable return on investment. the comfort of their guests. Agriculture is the backbone of the
In line with this requirement, the Corporation made the following Ugandan economy but it faces the challenge of unreliable
progress during the FY 2020/21; rainfall patterns. The Corporation is embarking on developing
affordable water schemes which will provide water for human
Our turnover has been growing by an average of 9% annually consumption and also support agricultural production in the
over the last five years. This is a result of the steps taken to Country side.
extend the water networks, stabilize water supply in the existing
towns and growth in the number of towns from 218 to 258. Reliable and sufficient water supply is critical for the steady
growth of the manufacturing sector. The Corporation is therefore
The main source of revenue for the Corporation is derived from implementing a number of interventions which directly benefit
the provision of water and sewerage services. However, we the industrial sector.
have diversified our income sources to include revenues from
Consultancy Services, hire of Training facilities and provision of a) Provision of Water and Sewerage Services in Industrial
laboratory services in the bid to strengthen our Balance Sheet. Parks. NWSC has been working closely with the Uganda
Over the past 5 years, UGX 30 billion,(approximately USD 8 Investment Authority (UIA), to extend water to the twelve
million) has been generated from consultancy services. (12) established Industrial and Business Parks in Kampala,
Kapeeka, Jinja, Mbale, Soroti, Karamoja, Kasese, Mbarara
NWSC continues to emphasize cost optimization to improve on and Nshara.
the efficiency in providing services. This has led to a reduction
in operating expenditure by UGX 5 billion in the FY 2020/21 b) Creation of an industrial tariff. NWSC reduced the unit
from UGX 360 billion in the previous year. The reduction in price of industrial grade water by 42% from UGX 4,300 to
expenditure was achieved despite the growth in operating UGX 2,500 per unit to support industrial development.
capacity.
c) Supporting Local Businesses. The Corporation traded with
The Operating Profits increased by an average of 6 percent over 450 suppliers providing various inputs sourced from
per annum for the past 5 years. All the profits made by the within and from outside Uganda. We fully embrace the
Corporation have been reinvested in the refurbishment and Government Policy on “Buy Uganda and Build Uganda”
expansion of the infrastructure. The total amount of money (BUBU).
invested in the expansion of infrastructure, was approximately
UGX 3,400 billion over the past 5 years (approximately USD. 1 The industrial sector is a key priority sector in the Ugandan
billion).. Economy and occupies an integral part of the Governments
Social and Economic Development Plan, “Vision 2040”. NWSC
Our Impact on the General Economy is mindful of this, and commits to continuous improvement in
service delivery to the sector.

Our Contribution to the National Coffers

The Corporation is proud of its contribution to the National

Treasury. We paid UGX 234 billion in taxes in the past 5 years.
NWSC was recognized as one of the most compliant taxpayers
in 2017, 2018, 2019 and 2020.

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 National Water and Sewerage Corporation
50 Integrated Annual Report FY 2020/21
 Gender Equality – Female KW and Head Office staff at the
field visit of the Katosi Water Treatment Plant.

Social Sustainability Compensation and Reward

NWSC has competitive remuneration schemes. The staff are

The Corporation has a social obligation to both the internal paid monthly salaries, annual gratuities and incentives based
and external stakeholders. We seek to balance the competing on performance. UGX 150 billion was spent on staff in the FY
interests of all our stakeholders. NWSC goes beyond its legal 2020/21 compared to UGX 151 billion in FY 2019/20. Each
mandate and obligations to extend her outreach through staff supports an average of 6 other people. NWSC therefore
Corporate Social Responsibility. impacts on the welfare of over 25,000 people.

Looking after the Interests of Our Staff Staff Welfare

We aim at having a highly trained, skilled, healthy and motivated The Corporation has in place attractive welfare schemes to cater
workforce at all times. The Corporation has put in place for our staff and their families. The Medical scheme is designed
transparent recruitment, development and retention programs, to treat the employees and their immediate family members.
which offer opportunities to all. We have a policy of Non- All our staff are insured under the workers’ compensation plan.
Discrimination on the basis of tribe, religion, gender, disability We have activities for sports and recreation for staff including
or political views. During the year under review, 162 staff were Water Football Club. The Corporation caters fully for the funeral
recruited bringing the total number of employees to 4,244 as at arrangements and expenses for the fallen employees and their
June 2021. immediate family members.

Gender Composition Thinking about the Welfare of Our Staff in Retirement

The Corporation makes prompt payments of NSSF contributions

The Corporation is an equal opportunities employer employing
to the fund to ensure that our staff accumulate savings for their
staff of diverse backgrounds. Table 5 below shows the gender
retirement. NWSC has set up a Provident Fund which is over
composition in the Corporation.
and above the mandatory requirement of NSSF. Contributions to
Table 5: Gender Composition of Staff and Board of Directors the fund commenced on 1st October 2019. These schemes are
aimed at ensuring that the Corporation continues to attract and
Category Female Male Total
retain a committed workforce and that adequate provisions are
Board of Directors 3 6 9
made towards their retirement.
Employees
Executive Management 5 8 13
Other Staff 1,360 2,871 4,231
Total Number of Staff 1,365 2,879 4,244

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51
Health and Safety at work Training and Capacity Development

The health and safety of our employees, customers and the The Corporation ensures that value adding trainings are
general public is our greatest priority. Occupational safety and conducted, with the view of imparting relevant knowledge
health guidelines have been developed and are monitored for and skills aimed at enhancing staff productivity. NWSC
compliance. continued embarking on the journey of re–skilling and re–
tooling technicians and artisan staff, through Vocational Skills
Field staff are provided with protective wear and work uniforms. Training and Development. A fully- fledged Vocational Skills
Our offices are equipped with firefighting equipment. Staff are Development Facility (VSDF) was constructed at Gaba with
entitled to annual leave of up to 40 days, compassionate leave support from the German International Cooperation (GIZ).
of 7 days and maternity leave for female staff of 60 working
days. The Gaba VSDF school offers courses for Industrial Plumbers,
Electro–Mechanical Technicians, Industrial Welders, Water
NWSC has also put in place mechanisms to ensure security Quality Technicians, Sewerage Services Technicians, Photo
of the office premises and installations. The Corporation is Voltaic and Solar Energy Technicians, Customer Service
concerned about the safety of the general public. We have Advisors, Vocational Training Instructors and Heavy Equipment
installed Fire Hydrants at several locations across the Country Operators.
from which the police fire brigade draws water for firefighting.
The Corporation ensures full compliance with the COVID-19 The onset of Covid–19 greatly affected the implementation of
Standard Operating Procedures which have been issued by the the NWSC training plans. This new reality has compelled the
Government at all our premises across the Country. Corporation to rethink and refocus on how best learning could
be conducted, by coming up with new innovative ways of
Long Service Award delivering training using digital tools like zoom, skype and other
online technologies.
We have a policy of Long Service Award (LSA) scheme to
reward employees who have diligently served the Corporation NWSC has purchased a property in Bushenyi (Western Uganda),
for over 20 years before retirement. and is in the process of converting it into a Regional Training
Center. Another training facility will be constructed in Lira City to
Such employees are rewarded with building materials to enable serve our staff in the North and Eastern Regions.
them put up shelters where they can settle after retirement.
During the Financial Year 2020/21, UGX 32 million was spent
Customer Engagement
on long service awards compared to UGX 45 million for the FY
2019/20 The Corporation serves a diverse range of consumers
categorized under; Domestic, Commercial, Institutional and
Trade Unions Public Stand Posts. NWSC values every consumer and takes
it as an obligation to supply all of them with clean and reliable
NWSC allows freedom of association for its staff. Regular water and sewerage services.
discussions are held with the unions to negotiate terms of
employment and other issues affecting staff which has led to We carry out regular water quality tests to ensure that water
harmonious industrial relations and increased productivity over supplied to our consumers is safe for human consumption and
meets the WHO standards. We have invested in programmes
the years.
aimed at taking services nearer to the people including mains
extensions, water infrastructure projects and geographical
Giving Opportunities to the Senior Citizens coverage expansion.

The Corporation increased the retirement age of staff from NWSC aims at making water affordable to all. The Corporation
55 to 60 years to ensure that it does not lose the benefit of has deliberately kept the tariff for the PSPs at UGX 21 per 20-litre
experience and skills that senior citizens possess. This extension jerrycan for over 5 years to aid access to clean water by the
is also meant to give reassurance to employees that they urban poor and rural population, benefiting more than 4 million
will continue to enjoy full salary and employment benefits for PSP consumers across the Country.
the additional five years, thereby giving them more time and
resources to prepare for their retirement. We have set up many avenues for customers to communicate
with us, including a toll free telephone line, social media
platforms, NWSC website and annual customer satisfaction
surveys. We make every effort to ensure that all customer
complaints are promptly addressed and feedback given.

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52 Integrated Annual Report FY 2020/21
Engagement with Government Corporate Social Responsibility (CSR)

We are proud of the contribution that the Government is making The Corporations’ core mandate is to provide water and
in the water sector. The Government objective is to ensure sewerage services in Areas entrusted to it by Government.
100% access to water by every Ugandan. The Corporation Over and above that mandate, we believe that we have a duty
is committed to making a positive contribution towards that to make our Country a better place to live in. We also extend a
goal. The Government and the Corporation are implementing helping hand to those who are underprivileged in the society.
the SCAP 100 Project (100% Service Coverage Acceleration
Project) which will take water to 12,000 villages from July 2017. NWSC has developed a Corporate Social Responsibility Agenda
The Government is also responsible for providing counterpart which aims at supporting religious institutions, those who are
funding for Major Capital Infrastructure. terminally ill, the youth, women groups, disabled and urban
poor.
Engagement with Development Partners
During the Financial Year, UGX 1 billion was spent on Corporate
The Corporation has over the years been supported by Social Responsibility compared to UGX1.5 billion the year
Development Partners, especially with the Infrastructure before. In addition, our staff physically participated in activities
Financing. The key Development Partners include; KfW, like cleaning public places, re-painting zebra crossings, blood
AfDB, AFD, the World Bank, EU, EIB and the Royal Danish donations and Tree planting.
Embassy. We have developed good working relationships
with the Development Partners and we take keen interest in
ensuring that donor funds are handled with the highest level
of transparency and accountability and that the funds are fully
absorbed. In the past five years, Development Partners have
supported the Corporation up to a tune of UGX 2,600 billion
(approximately USD.705 million)

The GM-KW, Mr. Mahmood Lutaaya (extreme left), hands over donations to the
Moslem community to mark the end of the Ramathan period.

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53
DMD-Mrs. Sylvia A. Tumuhirwe (third from left) on a follow up of the trees planted during the ‘One Million Campaign’ exercise.
Mr. Sudhir Ruparelia (left), a prominent businessman waters one of the trees planted.

Environmental Sustainability

The prolonged droughts, flooding and encroachment on the catchment areas have presented enormous challenges to
our operations. NWSC works closely with NEMA to ensure full compliance with the environmental laws. The Corporation is
implementing a number of programs which are aimed at protecting the environment and they include; catchment protection
measures, involving school children in water and sanitation activities and tree planting campaigns. These measures go beyond
the requirement to comply with environmental laws to include voluntary measures.

National Water and Sewerage Corporation

54 Integrated Annual Report FY 2020/21
 Adherence to the Permit System people in the catchment restoration works like planting of trees,
papyrus and other grasses. The Corporation also gives financial
The NWSC adheres to the permit system as spelt out in the support to the communities to engage in economic activities
Water Abstraction and Wastewater Discharge Regulations, 1998. that do not negatively impact the catchment areas for example
Water abstraction and discharge permits are obtained from the fishing and other regulated farming activities.
Ministry of Water and Environment to make sure that the use
of water resources is environmentally friendly and encourages Incorporating catchment protection measures
sustainable development. These controls also ensure that water in all future projects
is not treated as a free good but as a good with a value to be The Corporation has made it a policy to include catchment
paid for. protection in all the major water projects that will be undertaken.
We have already implemented this policy under the KW LV
Catchment Protection Measures WATSAN Project (Katosi), Protection of Water Catchment in
Gulu, Arua and Bushenyi.
The Corporation has deep commitment to protecting our water
sources and restoring the degraded water catchment areas to The following activities have already been undertaken;
ensure that the quality and quantity of raw water is guaranteed a) A buffer protection through tree planting within the Katosi
for the future generations. The measures that the Corporation and Ggaba catchment areas has been set up.
has put in place include; Involving the local population in
catchment protection activities and incorporating catchment b) NFA donated forty-two (42) hectares of land near the Katosi
protection measures in all future projects. Water Treatment Plant, on which NWSC has already planted
18,000 trees, for the restoration of the biodiversity lost and
Sensitization of communities and local leaders to maintain the catchment as a restricted area.
Through our Area and Branch offices throughout the Country,
we sensitize the local communities and their leadership c) 10,000 trees were distributed to local communities and have
about the dangers of damaging the water catchment areas, been planted in the catchment area in Arua and Bushenyi
through activities like; farming, human settlement, industrial during the implementation of the water projects there.
establishments, sand mining, logging. Local Source Protection
Committees have been set up to coordinate the source The corporation will ensure that all water projects have
protection activities in all the Areas. Sensitization activities are components for catchment protection and restoration.
carried out through meetings, local radios, televisions, places of
worship, public address systems and local markets. School Water and Sanitation (SWAS)

Supporting Income generating activities for local communities The Corporation launched the School Water & Sanitation (SWAS)
The Corporation realizes that the people who derive their Clubs in October 2014. This was after NWSC realized that School
livelihood from the catchment area tend to lose out due to children are a critical segment of our society and need to be
regulation of activities there. We therefore involve the local involved in water, sanitation and environmental issues at an early

NWSC SWAS Club members at a catchment protection campaigning exercise

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55
age, to ensure sustainability of our business. They are the future Patron, Mrs. Sylvia A.Tumuheirwe. Two schools participated
leaders and decision makers for the Country. in the launch, St Leos College,Kyegobe and Buhinga Primary
School. 6,000 trees have been planted in Fort Portal by the two
SWAS started off with over 50 schools in the FY 2014/15 and Schools since the launch.
currently has over 293 schools participating. The membership of
the Clubs is drawn from urban and rural schools from all the four The Tree Planting Campaign
regions of the Country as per the table below;
The Corporation had a target of planting a million trees by
Table 6: NWSC SWAS Club regional membership 30th June 2020, which has been achieved. A new target of ten
Region No. of Schools million trees has been set to be completed over the next three
Central Region 114 years. The program involves planting trees and grass along
Eastern Region 28 the catchment areas. It is spearheaded by the Young Water
Northern Region 50 Professionals (an association of NWSC Staff who are under
Western Region 101 35 years of age). The seedlings are provided by the National
Total 293
Forestry Authority (NFA) and the planting is undertaken by the
The number of SWAS clubs did not increase from the previous Corporation across the Country.
year due to the COVID-19 lockdown

The main activities of the Clubs include; tree planting, debating, The Corporation also plans to dedicate a tree-planting day
essay and poem competitions relating to water, sanitation and every year for our staff to engage in environmental protection
environmental issues and Public exhibitions. These activities are and restoration activities.
financed by the Corporation through the Annual Budgets.
In the period 2014/15 to FY 2020/21, over 1 million trees were Due to the restrictions on public gatherings, activities stalled.
planted by the SWAS clubs across the Country. Water wells and However, members of the public who have demonstrated
drainages were cleaned by the clubs in the many parts of the the ability and interest in planting trees were provided with
Country. The SWAS activities were launched in Fort Portal in 8th seedlings
May 2021, at St Leos College, Kyegobe by the NWSC SWAS
The NWSC Board Chairman (with hat) –Prepares to plant a tree aimed at
catchment protection of the Katosi Water Treatment Plant.

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56 Integrated Annual Report FY 2020/21
 Table 7: Summary of NWSC Sustainability Performance
Category FY 2020/21 FY 2019/20
Economic Sustainability
Turnover (UGX ’000) 461,000,000 463,000,000
Operating Expenditure (UGX ’000) 355,000,000 360,000,000
Operating Profits (UGX ’000) 106,000,000 103,000,000
Investment made (UGX ’000) 373,000,000 365,000,000
Asset base (UGX ’000) 3,800,000,000 3,500,000,000
Number of Towns 258 258

Environmental & Ecological Sustainability

Number of Towns using Solar Pumps (Nos) 28 28
Number of towns using electrolysis instead of 25 25
Chlorination
Mpondwe Primary school SWAS club members preparing to Volume of Sewerage treated and Discharged 141 135
plant trees. (Million litres)
Expenditure on Energy (In UGX Billions) 70.3 70.1

Social Sustainability
Domestic Customers served 622,855 584,236
Commercial/ Industrial customers served 102,022 98,787
Institutional/Government customers served 20,135 19,383
PSP consumers served 24,892 21,600
Total number of consumers served 775,794 724,006
Water Mains Extension (kms) 444 2,135
Sewer Mains Extension (kms) 23 30
Number of customer complaints received 199,746 166,942
Number of Customer complaint handled 196,220 164,017
Resolution rate (%age of complaints resolved) 98% 98%
Number of Staff employed 4,244 4,082
Payment to staff (employee costs) UGX ’000 150,045,611 151,164,016
New Water Connections 51,788 61,521
New Sewer Connections 277 280

Hon. Rebekah Kadaga with Kampala Water Young Water Profes- Corporate Social Responsibility
sionals at the ‘one million tree planting campaign’ exercise
Amount spent on donations (UGX ’000) 779,446 1,376,341
Number of beneficiaries of donations 3,879,230 3,500,000
Amount paid in taxes (UGX ’000) 62,405,991 40,600,000

Human Resource Sustainability

Number of Staff recruited 162 304
Number of Employees over 55 Years 86 86
Total number of staff + Board 4,251 4,089
Gender Composition (Staff + Board) Female - 32% Female - 25%
Male - 68% Male - 75%
Amount spent in long time awards (UGX ’000) 32,000 45,000
Amount spent on research and training (UGX 368,044,000 1,675,546
’000)
Number of interns Trained 0 800

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57
 Stakeholder Engagement Materiality

The Corporation has a diverse range of stakeholders who include; Consumers, Government, Development Partners, Suppliers,
Employees and the Community. While focusing on the implementation of supplying water and sewerage services, we take into
consideration the need to balance this mandate with the needs of all the stakeholders.

We constantly engage with our stakeholders to understand their dynamic expectations and strive to meet them. Our main
stakeholders and the importance attached to them are summarized in the table below;

Table 8: Stakeholder Analysis

Stakeholders Importance How We Engage With Them
Consumers • Pay their bills • Monthly meter readings and issuing of bills.
• Consume ourservices • Prompt communication on service interruptions.
• Give us feedback. • Annual update of customer charter.
• Market our services. • Annual customer satisfaction surveys (CSS).
• Support our growth. • Social media platforms for customer interactions and engagements which
includes; NWSC website, twitter, WhatsApp, Facebook, Youtube and
Instagram.
• 24 hour toll free call Centre.
• Various payment options that are convenient to our customers. These
include; Bank counters, direct debit, mobile money and NWSC app.
• 184 branch offices spread to various parts of the Country.
• E-Branch where customers can access various services like new
connections.
Government • Sole equity owner. • Present Budgets, work plans and strategies for approval.
• Commitment to support • Make quarterly and annual reports to Government.
the provision of universal • Participate in Parliamentary Committee meetings to present our plans,
access to water. achievements and challenges.
• Providing investment • Working closely with other Government Ministries, Departments and
financing. Agencies in the implementation of Government programs.
• Providing Policy and • Payment of taxes which supports Government programs.
Regulatory framework. • Takeover Gazetted towns for MWE to increase coverage.

Development • Contribute funding to • Provide work plans and reports on a quarterly basis.
Partners our capital development • Participate in Donor Conferences to understand their changing priorities.
projects. • Participate in project review meetings with the Development Partners.
• Support capacity • Missions and development partners
development programmes • Project Monitoring (field visits and by the Board & Management)
• Timely implementation of Infrastructure Development Projects
Employees • They run the business. • Clear working terms and conditions of services
• They interface with all other • Written Work instructions, health and safety guidelines.
stakeholders. • Regular meetings between Staff and Management.
• Possess key skills required • Laid down procedures for resolving conflicts.
in our business. • Staff social activities like sports and training workshops.
• Bi-Annual Performance Appraisals and Reviews.
• Whistle Blower Policy to encourage staff report wrong doings.
• Coaching and mentoring with the Management teams.
• Regular visits to branch offices by Management and Board through Checkers
activities.

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58 Integrated Annual Report FY 2020/21
Stakeholders Importance How We Engage With Them
Suppliers • Provide in-puts required to • Advise the suppliers on the in-puts required.
our business. • Regular negotiation and review of business terms
• Provide working capital. • Prompt payments of the amount owed to suppliers.
(Credit sales) • Provision of Semi-Annual Accounts.
• Provides services/ works • Regular meetings with individual suppliers to resolve any trade conflicts.
that support our business. • Direct calls
• Comfort letters to facilitate access to credit.
• Confirmation of supplier balances to their auditors.
Community • Gives us feedback • Set up Water Community Communication Clubs (WACOCO) to sensitize
• They are affected by our communities about our services.
actions. • Visiting public places to market our services.
• Keep an eye on our assets • Public talk shows and sensitization programs.
and infrastructure. • School Water & Sanitation Clubs (SWAS) to create awareness about water,
• Assist in implementation of sanitation and environment among children and youth.
our projects. • Press releases to educate the general masses about our plans, programs and
challenges.
• Patrticipate in programs/seminars/workshops geared towards creating
community awareness and inclusion in planning/implementation of
programmes.

NWSC Management engages with the Natural Resources Committee of Parliament of Uganda

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Integrated Annual Report FY 2020/21
59
 Operational Performance

National Water and Sewerage Corporation

60 Integrated Annual Report FY 2020/21
The Key Performance Indicators (KPIs) for the Corporation are set out in the Corporate Plan and
the GOU Performance Contract and they include the following; Water Production, Capacity
Utilization, Water Supplied, Water Sold, Non-Revenue Water, Water Mains Extensions, New
Connections, Public Stand Posts installed, Billings, Collections and Compliance with the
Quality Standards. NWSC has witnessed improved performance on most of the KPIs over the
years. The Performance for the FY 2020/21 was largely affected by the COVID-19 pandemic.
However, despite the pandemic, the Corporation registered improvement in many areas.

Water production

This is water that has gone through a treatment process and is ready for consumption. Production increased by 3%, from
139.7 million m3 in the FY 2019/20 to 144.1 million m3 in the reporting period, achieving 101% of the annual target of 142.4
million m3.

The increase in production is attributed to efficiency gains, infrastructure upgrades and implementation of other Capital
Development Projects. This has increased access to clean and safe water to the people of Uganda.

NWSC continues to sink production wells to provide alternative water sources in the towns which are prone to adverse
effects of climate change. Generators and solar systems are being installed in the plants to provide alternative source of
energy for water production.

Table 9: Trend of Water Production in million m3 from FY 2013/14 to FY 2020/21

Financial Years FY 2020/21
Region 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Actual Growth Target % Achieved
Kampala 63.8 63.8 66.3 77.2 79.0 82.8 85.1 88.0 3.4% 86.9 101%

Central 15.4 16.9 18.3 18.6 20.3 22.1 22.8 23.5 3.0% 23.0 102%
Eastern &
7.0 9.8 9.5 10.8 12.5 14.0 15.4 15.6 1.0% 14.9 105%
Northern
Western & South
7.6 9.1 11.9 13.2 14.5 16.0 16.3 17.0 4.0% 17.6 96%
western
NWSC Global 93.8 99.6 106.0 120.7 126.3 134.9 139.7 144.1 3.1% 142.4 101%

150
Million Cubic Metres

120

90

60

30

0
13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21
Financial Year

Figure 2: Growth in water production for the last eight years (2013-2021)

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Integrated Annual Report FY 2020/21
61
 Capacity Utilization
This is a measure of the extent to which the water production capacity is being used. During the FY 2020/21, the Corporation
recorded 78% capacity utilization compared to 82% in the previous year. Average daily production increased from 405,091
million m3 per day in the FY 2019/20 to 554,716 million liters per day.

The Corporation is in the process of implementing a number of projects intended to increase Water Production capacity
across the Country. This will ensure that we improve our services to the existing customers and also enable us extend our
services to more Ugandans. Details of the infrastructure projects being implemented are explained in pages 79-107.

Table 10: Daily Capacity Utilization as at June 2021

Practical Capacity m3/day Capacity Utilization
Region
2019/20 2020/21 2019/20 2020/21
Kampala 240,000 278,500 97% 94%
Central 91,292 95,008 68% 74%
Eastern & Northern 73,948 101,310 57% 46%
Western & South western 59,851 79,899 75% 63%
NWSC Global 465,091 554,717 82% 78%

100

80

60
%

40

20

0
Kampala Central Eastern & Northern Western &
Financial Year South Western

FY 2019/20 FY 2020/21

Figure 3: Regional Capacity Utilization for FY 2019/20 an FY 2020/21

Water Supplied

This is water that enters the distribution system for use by the final consumers. The Corporation registered a growth in water
supply of 4% from 131.6 million m3 to 137.2 million m3 in FY 2020/21. The Corporation achieved 99% of the annual target of
138 million m3.

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62 Integrated Annual Report FY 2020/21
Table 11: Trend of Water Supplied in million m3 from FY 2013/14 to FY 2020/21
Financial Year FY 2020/21
%
Region 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Actual Growth Target
Achieved
Kampala 63.8 63.8 66.3 75.8 76.5 79.7 81.3 85.5 5% 86.7 99%
Central 15.2 15.9 16.6 18.1 19.1 20.5 21.2 22.3 5% 22.2 100%
Eastern &
6.5 8.0 8.8 10.1 11.3 12.9 14.2 14.3 1% 13.4 107%
Northern
Western & South
7.0 8.7 11.1 12.2 13.0 14.7 15.0 15.2 1% 15.6 97%
Western
NWSC Global 92.5 96.4 102.8 116.2 119.9 127.8 131.6 137.2 4% 138.0 99%

150
Million Cubic Metres

120

90

60

30

0
13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21
Financial Year

Figure 4: Trend of Water Supply in million m3 for the period 2013/14 to 2020/21

Water sales

This is the volume of water that actually reaches the customer and is billed. Water sales increased by 3% from 87.5 million
m3 in the FY 2019/20 to 89.8 million m3 in the FY 2020/21. The Corporation achieved 94% of the water sales target of 95.4
million m3 in the current year. The increase in water sales was as a result of growth in the customer numbers arising from
implementation of SCAP 100 and efficiency gains from the recently completed water projects in Kapchorwa, Fort-portal,
Arua, Bushenyi and Gulu..

Table 12: Trend of Water Sales in million m3 from FY 2013/14 to FY 2020/21

2020/21
Region 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 %
Actual Growth Target
Achieved
Kampala 40.3 42.5 45.2 47.7 48.8 52.2 49.2 50.8 3% 54.0 94%
Central 9.7 11.1 12.9 14.6 15.0 16.1 15.8 16.5 5% 17.8 93%
Eastern &
5.4 6.1 7.1 8.4 9.2 10.5 10.8 10.7 -2% 10.6 100%
Northern
Western & South
5.7 6.7 8.7 9.6 10.1 11.7 11.7 11.8 1% 13.0 91%
Western
NWSC Global 61.1 66.4 74.0 80.2 83.2 90.5 87.5 89.8 3% 95.4 94%

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63
 100
Million Cubic Metres

80

60
13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21
Financial Year

Figure 5: Trend of Water Sales in million m3 from FY 2013/14 to FY 2020/21

Non-Revenue Water (NRW)

This is water that is supplied into the distribution system but is not billed. NRW is caused by;

• Damages caused to water pipes due to road construction.

• Leakages from the old pipe network which requires replacement.
• Under registering of meters due to old age of some meters.
• Water theft through illegal connections.

The Corporation recorded Global NRW of 34.6% in the FY 2020/21, compared to 34% in the FY 2019/20. Kampala Water
registered NRW of 40.6%, Central Region (25.8%), Eastern & Northern (25.3%) and Western & South Western (22.5%).

The Corporation has put in place the following measures to reduce Non-Revenue Water;

• 100,000 meters will be serviced and at least 10,000 faulty meters will be replaced per quarter.
• The Water Loss and Prevention Units will be strengthened to ensure efficiency in dealing with cases relating to water
theft.
• We are engaging the Community for effective reporting and prosecution of illegal water users.
• All reported pipe bursts and leakages are being attended to promptly.
• Management is sourcing for funds to replace the old pipe network in the long term

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64 Integrated Annual Report FY 2020/21
Table 13: Trend of Non-Revenue Water from FY 2013/14 to FY 2019/20
Financial Year FY 2020/21
%
Region 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Actual Decline Target
Achieved
Kampala 37% 33% 32% 37% 36% 35% 35% 40.6% -3% 38% 94%
Central 36% 30% 22% 19% 21% 22% 22% 25.8% -1% 20% 78%
Eastern &
17% 24% 19% 17% 19% 18% 18% 25.3% -8% 21% 83%
Northern
Western &
19% 23% 22% 21% 22% 20% 20% 22.5% -2% 17% 76%
S.Western
Total NWSC 34% 32% 28% 31% 31% 29% 29% 34.6% -3% 31% 90%

Service Coverage Acceleration Project (SCAP 100)

This is a project aimed at achieving 100% water service coverage in all the 258 towns under NWSC. It focuses on ensuring
universal and equitable access to safe water by every Ugandan, in line with the National Development Plan III (NDPIII). The
project commenced in July 2017 and was supposed to end in June 2020, but NWSC and Government of Uganda extended
the implementation period to June 2022.

Under SCAP 100, the Corporation will extend water mains by 8,000 km, connect 140,000 new water consumers and install
20,000 Public Stand Posts in 12,000 villages. The Corporation is contributing 58% of the funds for the Project amounting to
an average of UGX 41 billion per year and GoU is providing the difference, 42%, which is approximately UGX 30 billion per
annum. The performance of SCAP 100 is analyzed in table 14 below;

Water Mains Extensions

The Corporation laid 444 km of water pipes against the target of 729 km for the FY 2020/21. The lockdown which Government
imposed to curb the COVID 19 pandemic delayed the implementation of the Project. The total water pipe network grew by
3% from 19,974 km to 20,495 km in the same period

Table 14: Trend of Water Mains extensions (km) from FY 2013/14 to FY 2019/21

Financial Year 2020/21

%
Region 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Actual Growth Target
Achieved

Kampala 83 83 157 161 358 216 73 21 -71% 169 13%

Central 100 289 189 194 430 577 516 127 -75% 172 74%

Eastern &
97 393 184 188 418 785 438 109 -75% 157 70%
Northern
Western and
190 576 358 368 816 1,150 1,107 186 -83% 231 81%
Southwestern
Total New Water
470 1,341 888 911 2,021 2,727 2,135 444 -79% 729 61%
Extensions
Water Network
190 547 1,242 332 430 283 77 0 0 0
from New towns
Growth in Water
6,994 8,525 9,960 12,113 14,466 17,623 19,974 20,495 3% 20,703 99%
Pipe Network

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Integrated Annual Report FY 2020/21
65
 25000

20000

Kilometers
15000

10000

5000

0
14/15 15/16 16/17 17/18 18/19 19/20 20/21
Financial Year

New Water Mains Extemsions Total water Pipe Network

Figure 6: Growth in New Mains Extensions and Total Pipe Network from FY2013/14 to FY2020/21

New Water Connections

The Corporation connected 51,788 new consumers during the year against a target of 55,501, representing 94% target
achievement. This grew the NWSC customer base by 7% from 724,006 in FY2019/20 to 775,794 in the reporting period.

Table 15: Trend of New Water Connections (FY 2013/14 to FY 2020/21)

Financial Year FY 2020/21

%
Region 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Actual Growth Target
Achieved

Kampala 18,951 20,577 25,147 32,130 23,472 -18% 85%

15,324 14,982 28,720 27,725

Central 8,253 8,330 9,883 13,959 11,389 10,599 -7% 97%

6,106 7,630 10,896
Eastern & Northern 3,341 5,026 4,796 5,271 6,215 10,387 8,978 7,657 -15% 6,852 112%
Western and South
3,297 6,344 6,836 6,534 9,096 12,739 12,434 10,284 -17% 10,028 103%
Western
Total New water
28,068 33,982 38,836 40,712 50,341 69,215 61,521 52,012 -15% 55,501 94%
connections
Connections from
20,970 17,719 15,326 11,752 12,865 2,079 3,328 - - - -
new Towns
Total Customer
366,330 418,031 472,193 524,657 587,863 659,157 724,006 775,794 7% 779,507 100%
base

800000

700000

600000
No. of Customers

500000

400000

300000

200000

100000

0
13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21
Financial Year

Total Customer Base New Connections

Figure 7: Growth in New Connections and Total Customer base from FY 2013/14 to FY 2020/21

National Water and Sewerage Corporation

66 Integrated Annual Report FY 2020/21
 Addressing the Challenges of the less privileged in Kampala with
Stakeholders; The Chief Executive Director Kampala, Mrs. Dorothy Kisaka, and
GM-KW Mr. Mahmood Lutaaya at one of the pre-Paid metres in Kampala.

Public Stand Pipes (Kiosks)

The Corporation’s mandate is to provide water to all people in Areas entrusted to it. We are well aware of the high number
of people who are unable to afford water connections to their homes. Public Stand Pipes (PSPs) are a convenient way
through which the economically disadvantaged members of the community can access clean and affordable water.
Our target is to ensure that every 200 people in a cell/village have access to a public standpipe. The tariff at the public
stand pipes is subsidized to UGX 21 per 20 liter jerrycan compared to the domestic tariff of UGX 70.

During the Financial Year 2020/21, the Corporation installed 3,267 new PSPs bringing the total number of PSPs to
24,867, an increment of 15% from 21,600 in June 2020.

Table 16: Trend of New PSPs from FY 2014/15 to FY 2020/21

Financial Year FY 2020/21

Region 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Actual Growth Target % Achiev't
Kampala 43 99 36 130 74 1,355 1,643 21% 331 496%
Central 243 227 183 975 954 619 446 -28% 992 45%
Eastern & Northern 276 299 356 1,173 1,066 1,018 459 -55% 1,194 38%
Western & Southwestern 360 504 589 1,064 1,456 1,437 1,245 -13% 1,083 115%
Total New PSPs 924 1,129 1,164 3,342 3,550 4,429 3,793 -14% 3,600 105%
Total No. of PSPs 9,082 10,841 10,424 12,305 17,186 21,600 24,867 15% 25,200 99%

25000

20000
No. of PSPs

15000

10000

5000

0
13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21
Financial Year

Total No. of PSPs New PSPs

Figure 8: Growth in PSPs from FY 2013/14 to FY 2020/21

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67
 Villages Served

The Corporation believes that access to clean and safe water is a human right that must be enjoyed by all. While access
to safe water supplied by NWSC is at 85% in the urban areas, only 30% of fellow citizens in the rural areas under its
jurisdiction have access. The Corporation plans to provide access to water for all people in the urban and rural areas.
We do this by extending our distribution mains into the villages and developing mini water schemes.

As at June 2021, the Corporation’s jurisdiction had 17,130 villages with an estimated population of 22.5 million people.
Our services are being enjoyed by approximately 16 million consumers, spread out in 8,811 villages (71% water service
coverage).

A number of consumers (29%) under NWSC jurisdiction are still not receiving our services. This calls for Government
and Development Partners to continue supporting the refurbishment, expansion and development of our Infrastructure
Projects.

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68 Integrated Annual Report FY 2020/21
 Sewer Services

NWSC operates centralized sewerage systems of collecting, treating and discharging effluent in 16 out of the 258
towns. The Corporation also operates faecal sludge treatment facilities in Buwama, Bukakata, Ntungamo, Mayuge and
Kampala (Lubigi and Bugolobi, Pallisa, Apac).

During the reporting period, 216 new sewer connections were made representing 72% of the target of 300 and bringing
the total sewer connections to 25,180 in June 2021.

The sewerage service coverage is still low due to the limited sewer pipe network coverage. The Corporation is devel-
oping the Sanitation Investment Plan (SIP) in the forthcoming Corporate Plan (2021-24). This will improve sanitation in
all our Areas of operation.

Table 17: Total Sewer Connections as at 30th June 2021

New Sewer Connections (Nos.) Total Sewer Connections
Region Total Sewer
Actual Annual Target % Achieved Active Accounts Inactive Accounts
Connections
Kampala 178 174 102% 10,957 1,027 11,984
Central 20 92 22% 4,882 706 5,588
Eastern & Northern 11 23 48% 4,435 779 5,214
Western and Southwestern 7 11 64% 2,058 336 2,394
NWSC Global 216 300 72% 22,332 2,848 25,180

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69
 Financial Performance

National Water and Sewerage Corporation

70 Integrated Annual Report FY 2020/21
 Billing (VAT Inclusive)

The Corporation registered a growth in billing of 1% from UGX 424 billion in FY 2019/20 to UGX 429.7 billion in FY 2020/21.
We achieved 92% of the annual billing target of UGX 465 billion. The growth in billing was attributed to increase in the
volume of water sold.

Table 18: Trend of NWSC Billings (Billion Shillings VAT Inc.) from FY 2013/14 to FY 2020/21
Financial Year FY 2020/21
%
Category 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Actual Target Growth
Achieved
Government 22 25 33 39 44 53 54 51.0 59 86% -5%
Non-Gov't 174 201 260 308 347 385 370 378.7 406 93% 2%
Total Billing 196 226 292 347 390 437 424 429.7 465 92% 1%

500
Billion UGX (VAT Inclusive)

400

300

200

100

0
13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21
Financial Year

Government Total Billing

Figure 9: Trend of Billing (VAT Inc.) from FY 2013/14 to FY 2020/21

Collections (VAT Inclusive)

The Corporation registered a growth in collections of 11% from UGX 391 billion in FY 2019/20 to UGX 435 billion in FY
2020/21, which translates into 91% achievement of the annual collections target of UGX 479 billion.

Table 19: Trend of NWSC Collections (Billion Shillings) from FY 2013/14 to 2020/21
Financial Year FY 2020/21

Category 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 %

Actual Target Achieved Growth
Government 23 29 42 47 45 64 42 58 88 66% 38%
Non-Gov't 132 170 243 276 340 373 349 377 391 96% 8%
Total
154 199 284 323 385 437 391 435 479 91% 11%
Collections

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Integrated Annual Report FY 2020/21
71
 500

400

300
Billion Shs

200

100

0
13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21
Financial Year

Non-Government Government Total Collections

Figure 10: Trend of Collections (VAT Inc.) from FY 2013/14 to FY 2020/21

Arrears and Debt age

Total arrears reduced by 5% from UGX 126 billion in FY 2019/20 to UGX 119 billion in FY 2020/21. Government arrears
reduced by UGX 7 billion (16%), while Non-Government arrears remained at UGX 86 billion. The Debt age reduced by
7% from 3.6 months in FY 2019/20 to 3.3 months in FY 2020/21.

Table 20: Summary of Arrears (Billion Shillings) and Debt age as at 30th June 2020

Arrears Debt age (Months)

Category
FY 2019/20 FY 2020/21 Target % Achieved Improv’t FY 2019/20 FY 2020/21 Improv’t
Government 40 33 33 99% 16% 9.0 7.9 13%
Non-Gov't 86 86 80 93% 0% 2.8 2.7 3%
NWSC Total 126 119 113 94% 5% 3.6 3.3 7%

National Water and Sewerage Corporation

72 Integrated Annual Report FY 2020/21
Quality Assurance
The mandate of NWSC is to supply safe and clean water to
customers. We must also ensure that the quality of wastewater
effluent discharged into the environment meets the National
Standards. Our team of Scientists including environmentalists,
chemists and microbiologists monitors the quality of the water
supplied and wastewater discharged on a regular basis. We also
offer laboratory services to the general public.

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73
 The Water Treatment Process

Our raw water is taken from different sources such as; Lakes, Rivers, dams, swamps, springs and boreholes.
Environmental degradation and pollution continues to affect the quality of water from these sources thus making it
unsafe for direct human consumption.

NWSC ensures that all the water supplied is treated to meet the National standards for drinking water. Depending on
the water quality at the source, treatment may include any or a combination of the following processes; screening,
aeration, coagulation, clarification, flocculation, filtration, disinfection and pH correction, as illustrated in the diagram
below:

Water Treatment Process

Coagulants

Coagulation Flocculation Sedimentation

Raw
Water

Disinfection

Distribution

Home Consumption Treated Water Storage Filtration

Figure 10: NWSC Water Treatment Process

Screening: Raw water is screened to remove large suspended matter, debris and aquatic plants,

Aeration: This may be incorporated to remove ions like iron and Manganese and bad smell due to dissolved gasses if
present in raw water.

Coagulation and Flocculation: Smaller lighter particulates are removed through this process. Here a coagulant is
added to cause these particles to agglomerate and form bigger particles which can easily settle out.

Clarification/Sedimentation: water is left in a tank/basin for some time to allow particles to settle at the bottom. This
process removes all particles that are heavy enough to settle in the given time e.g. sediments, oils, natural organic
matter

Filtration: water is sent through filters packed with sand media which filters out any remaining particles.

Disinfection: The water is disinfected with acceptable amounts of chlorine to kill any present pathogens. After this water
is fit for human consumption.

National Water and Sewerage Corporation

74 Integrated Annual Report FY 2020/21
pH correction: Water whose pH is outside the favourable conditions is brought to a pH between 6.5 to 8.5 which is
within the national standards for treated potable water.

Water Quality Assurance

We closely monitor water quality all the way from the source, through the treatment processes and distribution network,
right up to when it reaches the customers taps. We take over 11,000 samples from our supply network for testing on a
monthly basis.

Independent Quality Checks

The Corporation conducts it activities according to standard operating procedures and protocols and further participates
in proficiency testing with international accredited laboratories. Additionally, joint water quality monitoring is conducted
together with Kampala Capital City Authority (KCCA), Uganda National Bureau of standards (UNBS) and the Ministry of
Water and Environment.

The Table below outlines the compliance of NWSC water and wastewater to the National Standards in view of the
parameters that are frequently monitored.

Table 21: Water and wastewater Quality Compliance, July 2020 – June 2021
Water Quality Ingredients Indicator Actual Perf.
Compliance with National (No. of Samples passing Bacteriological Quality (%) 99.8
Standards for Drinking (potable) National Standards/ Total Colour (%) 87.1
Water 2008 samples tested ) X 100 Turbidity (%) 97.8
Chlorine residual (%) 98.7
pH (%) 100.0
Electrical Conductivity (%) 100.0
Alkalinity Total (%) 100.0
Hardness Total (%) 100.0
Average (%) 98.0
Sewage Quality
Compliance with all 54 Effluent (No. of Samples passing BOD (%) 54.9
discharge Parameters National Discharge Standards/ Total Suspended Solids (%) 60.3
Total Samples tested ) X 100 Average (%) 57.6

Water Quality Laboratories

The Corporation has a fully-fledged Water Quality Management Department with over 72 Laboratories spread across
the country. These include the Central Laboratory in Kampala which also offers water testing services to external clients
and the three Regional Labs in Gulu, Mbarara and Mbale. Parameters tested include Physical-chemical, bacteriological,
heavy metals and pesticides.

Laboratory Services to the General Public

The Corporation extends water and wastewater testing services to other private institutions and the public for a small
fee.

Challenges

The deteriorating raw water quality as a result of source pollution from un-regulated discharge of domestic
wastewater, industrial effluent and bad farming practices affects the quality of raw water and leads to use of more
water treatment chemicals to treat the same volume of water.

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 National Water and Sewerage Corporation
76 Integrated Annual Report FY 2020/21
Sharing the NWSC Experience
with the World

The NWSC established the External Services Unit in In the FY 2020/2021, the External Services unit was able
January 2005 conceived after effective implementation to raise an income of UGX 3,627,719,671 (1.0m USD).
of reforms that resulted in rapid expansion of the Three (3) contract were successfully completed bringing
customer base, reduction of Non-Revenue Water the total number of contracts completed since inception
(NRW), improvement of staff productivity, quadrupling to Eighty-Seven (87). One (1) new contracts was signed
of the annual turnover, a change of staff behavior and for assignments namely; Contract for provision of
attitude and sustained corporate profit after depreciation Third Party Measures under the “Water Supply and
to mention but a few. The External Services Unit’s vision sanitation for refugee settlements and host communities
is ‘To be a provider of world-class high impact innovative in Northern Uganda Programme” and funding
solutions’ and our mission is ‘To provide professional, source identified for Improvement of Faecal Sludge
innovative and customer-focused performance Management in the Greater Kampala Metropolitan Area
enhancement solutions in an efficient and cost effective under the Develop2Build programme financed by the
manner. Netherlands Enterprise Agency (RVO)

The core business streams for the ESU are: The NWSC External Services Unit implemented the
• Advisory Services in Utility Management, following projects during the FY 2020/21;
Performance Planning and Management and • Sustainable Water Fund (FDW) in Northern Uganda
modernization of utilities for increasing access to safe drinking water and
• Technical Assistance in:- sanitation in 6 districts;
- Water Quality Testing/Monitoring • Utility Support to Capacity Development for
- GIS Surveying and Mapping Sustainable Water Services within Uganda
- ICT Service (CaDeSWas), a Water Operator’s Partnership with
- Billing and Customer Care Management Vitens Evides International (VEI), Netherlands
• Water Utility Capacity development including tailor- geared at building capacity of the NWSC in Asset
made training programs, Staff Attachments, on-the- Management and Pro-poor services;
job training and vocational training • Strengthening Training Institutions of Uganda and
• Provision of Conferencing and Training facilities at Rwanda (STUUR Project) funded by the Dutch
the NWSC International Resource Centre (IREC) Government and;
and Western & South Western Resource Centre • BULAWAYO: Consultancy Services for Development
(WESREC) of Customer Relations Management Software and
its integration to GIS and BIQ Systems for City of
The NWSC External Service (ES) capitalizes on NWSC’s Bulawayo in Zimbabwe
unique experiences, expertise and home-grown • BAUCHI WOP: Consultancy Services for Water
solutions in Utility turnaround. It creates synergies within Operators Partnership (WOP) for Bauchi State Water
utility providers that result in improved service delivery and Sewerage Corporation
and sustainable utility operations in the long-term. The • KW Metropolitan Area Feacal Sludge Management
NWSC is therefore key in fostering both South-South Project (D2B FSM project)
and North-South Cooperation amongst utilities in the • ATIR: Provision of Third Party Measures under
region. the “Water Supply and sanitation for refugee
settlements and host communities in Northern
With its strong motivated professional experts drawn Uganda Programme”
from its own staff pool, and with strategic partners, the
NWSC ES since inception has been able to partner In order to keep up to date with global water and
with several water and electricity utilities in Bangladesh, sanitation trends, innovations and next practices, the
Benin, Burkina Faso, Ethiopia, Ghana, India, Kenya, team participated in the virtual AFWA STC Conference
Liberia, Malawi, Mali, Mozambique, Nigeria, Rwanda, from 15th to 17th March 2021 and the digital World Water
Sierra Leone, South Sudan, Tanzania, Trinidad and Congress organized by International Water Association
Tobago, Tanzania, Uganda, Zimbabwe and Zambia. (IWA) from 24th May 2021 to 4th June 2021.

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77
 Afwa Conference 2020

Plate 1:Aerieal View of Agago (left) and Kitgum (right) solar powered borehole systems constructed under the FDW Project

Plate 2: Borehole team training using some of the

borehole camera and equipment bought under the
CADEWAS project

National Water and Sewerage Corporation

78 Integrated Annual Report FY 2020/21
 Building a Strong
Infrastructure Base
The Government of Uganda aims to provide access to safe water and
sanitation to all its citizens by 2040 (NDPIII) and the Corporation is
committed to contribute to that goal. The Country is however faced
with a high population growth rate, which puts a lot of pressure on the
existing water infrastructure. Most of the facilities across the Country
have aged and were designed for a smaller population. There is need to
carry out major refurbishments on the existing facilities and development
of new ones. However, there is a gap in investment financing which
Eng. Johnson Amayo affects the rate at which the Corporation can develop the water systems.
Deputy Managing Director-
Technical Services

The Corporation is committed to revamping, expanding and a) The Integrated Program for Improving Living Conditions
developing new water and sewerage infrastructure across the of People in Gulu which will draw water from River Nile at
Country to ensure that we are able to meet the current and Karuma and transmit it for a distance of 80 km to Gulu City.
future demand for water and sanitation services. We ensure Six other towns enroute will also benefit from the project.
that the needs of the poor, women and children are catered for The Plant will produce 30,000,000 liters of water each day.
when planning for our projects. The two contracts for construction of the Water Treatment
Plant and the Transmission Mains are expected to be signed
All projects are implemented on time and within the Budget by the end of October 2021.
and are supervised by Project Managers and Independent
Consultants at every stage. Management and the Board of b) The Water and Sanitation Infrastructure Project for
Directors play an important role of monitoring and reviewing the Isingiro, Mbarara and Masaka Areas will draw water
progress on every project on a regular basis. from River Kagera for production and domestic use in the
mentioned towns. The existing infrastructure will also be
Our Infrastructure Development Budget is largely supported by rehabilitated. The Project will produce 20 million liters per
GoU and the Development Partners. We are grateful for their day and serve additional 75,000 people. Construction works
continued support. The Corporation also sets aside money from are expected to commence in March 2022.
its internal revenues on an annual basis for minor investment
purposes. c) We continued to make progress on implementation
of SCAP 100 Project, running since 2018. The Board
During the FY2020/21, the Corporation invested UGX 369 billion designed this project with equity in mind to benefit majority
in various infrastructure projects compared to UGX 508billion of Ugandans. We are giving considerable attention to
in the FY 2019/20. The progress made on the key projects developing Public Stand Posts, extending water to the
is summarized in the following paragraphs; Projects under urban poor population, geographical expansion across
Implementation; Projects Completed/ Substantially Completed the Country and maintaining a pro-poor tariff of UGX 50
During FY 2019/20, Projects under Implementation by 30th June per 20 liter jerrican of water. The project is expected to be
2020 and Projects at planning stage as at 30th June 2020 completed by June 2022.

During the Financial Year, 2019/20, the Katosi Water Treatment d) Other projects the Corporation is implementing include
Plant was substantially completed. The Plant was put in the Hoima, Lyantonde, Sembabule, Bushenyi, Mbale,
Operation with effect from July 2021, with the capacity to Adjumani, Parombo, Kisoro-Nkanka, Kiruddu , Kapeeka,
produce 160million liters of water per day. Wakiso-West Water Supply Projects.

The above projects underscore the commitment by NWSC to

Projects Under Implementation develop a strong Infrastructure base as a medium for serving
our consumers.
In the same vein, we continue to make progress on a number of
other ongoing projects and they include the following;

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79
The Corporation aims at ensuring value NWSC successfully implemented a during the FY 2019/20 but were not yet
for money for all our infrastructure number of Infrastructure Development completed by the end of the financial
projects. We do this by ensuring that Projects during the reporting period as year. The projects which are still under
all projects are implemented on time explained in the following paragraphs implementation include:
and within our agreed budget. The
process of project implementation is · Kampala Water Lake Victoria
Projects Completed/ Water and Sanitation project
strictly supervised by project managers
and independent consultants at every
Substantially - rehabilitation of Gaba Water
stage from planning to execution. The Completed During FY Treatment Plants, construction of
executive management and the Board 2019/20 a new Treatment Plant at Katosi,
of Directors play an important role of construction of 54 Km drinking
monitoring and reviewing progress on water transmission mains and 10
During the FY 2019/20, NWSC
every project on a regular basis. We strike Km of pumping main.
completed three major water and
a balance between water and sanitation
sanitation projects, namely:
projects. Our projects are spread across · The Integrated Program to
the Country. We ensure that the needs Improve Living Conditions of
of the poor, women and children are • Gulu Water Management and
people in Gulu - construction of a
catered for when planning for our Development Project - rehabilitation
Water Treatment Plant in Karuma,
projects. and expansion of existing water and
and construction of facilities for
sanitation facilities.
Our development budget is largely bulk transfer of water from Karuma
supported by GoU and the Development to Gulu and six other towns enroute
Partners and we are very grateful for • Kampala Sanitation Project has three to Gulu.
their continued support. The Corporation key components; the construction
also sets aside money from its internal of the Nakivubo and Kinawataka
· Development of Water and
revenues on an annual basis for sewers, construction of Kinawataka
Sanitation Infrastructure for the
investment purposes. But there is still a pre-treatment and pumping station
Isingiro, Mbarara and Masaka -
shortfall in investment financing due to and the construction of the Nakivubo
construction a new water intake
other competing priorities. Wastewater treatment plant. All
and Water Treatment Plant in
these components are substantially
Kagera, Isingiro and rehabilitation of
There are many infrastructure projects completed and are operational.
existing systems.
which have not taken off due to the
shortfall in funding. The Corporation • Kapchorwa Water Supply Project –
· Package Sewage Treatment
intends to address this problem by construction of new water works and
Plants for Fort Portal – supply and
sourcing for medium and long-term mains for Kapchorwa town.
installation of sewage treatment
funding from the capital markets to
plant.
implement the critical infrastructure
projects. Projects Under
During the FY 2019/20, the Corporation Implementation by 30th · Sembabule water supply
June 2020 improvement - construction of
invested UGX 365 billion in various
a new water treatment plant and
infrastructure projects compared to UGX
There are six projects where the rehabilitation of existing water
508 billion in the FY 2018/19 as shown in
Corporation made significant progress supply systems.
table 22 below.

Table 22: Expenditures on Capital Development Projects during the FY 2019/20 (UGX’ 000)

# Source of Funds FY 2019/2020 FY 2018/19

1. GoU 87,000,000 60,000,000
2. Development Partners 246,000,000 398,000,000
3. NWSC 120,000,000 50,000,000
Total 453,000,000 508,000,000

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80 Integrated Annual Report FY 2020/21
 Katosi Water Treatment Plant intake construction works

· Fort Portal Water Production; · Mbale Water Supply and · Kiruddu Waste water Treatment
modification of Water Treatment Sanitation Project – construction Plant – construction of wastewater
Plant to increase supply. and rehabilitation of water and treatment plant targeting Kiruddu
sanitation systems. Hospital and the surrounding
community.
Projects at Planning · Wakiso West WatSan Project
Stage as at 30th June (WWWSP) – construction of water
and wastewater treatment plants Table 26 on pages 105 - 107 shows a
2020 list of completed, ongoing and planned
The Corporation has identified a number projects as at 30th June 2020. The level
· Kyotera Water Supply Project – of progress on each of these projects is
of Areas that require Capital Investments
construction of Water Treatment outlined therein.
to address the water and sewerage
Plant and bulk transfer to Kyotera,
services challenges. We are at various
Kalisizo, Sanje, Kakuuto, Mutukula,
stages of planning and sourcing funds for
Rakai, Lyantonde and Kalisizo.
these projects and hope to commence
implementation as soon as the planning
is completed and funds secured. · Albertine Graben Cluster North
WatSan Project - development
· Adjumani Water Supply and of WatSan Infrastructure for the
Sanitation Project – improvements Hoima - Masindi Areas.
in existing Water supply and
sanitation infrastructure.

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 Water and Sanitation Projects
Across the Country

Water Projects Across The Country

Water is life. In NWSC, we believe that access to safe water is
a human right. We feel the pain of our mothers and young girls
having to travel long distances to collect water. The high population
growth rate of 3.3% and the outbreak of the COVID-19 pandemic
have continued to exert more pressure on the Corporation to
supply more water to the population. Unfortunately, the existing
Eng. Alex Gisagara water infrastructure across the country cannot support the existing
Director Engineering Services demand and needs to be refurbished and expanded.

To respond to the challenges mentioned above, the Corporation

has designed a number of water infrastructure projects that cover
the whole country. Many projects are already under implementation
and we are sourcing for funds to implement those that have not yet
commenced. Our projects are largely financed by the Development
Partners and Government of Uganda. The Corporation also sets
aside funds from its internal revenues for refurbishing and expanding
the water infrastructure on an annual basis.

It gives me pleasure to unveil to our stakeholders the water projects,

which are currently being implemented to serve our customers in
Kampala Metropolitan Areas, Western, Central, Eastern and Northern
Regions.

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82 Integrated Annual Report FY 2020/21
Water Projects for Greater Kampala
Metropolitan Area (GKMA)

The Greater Kampala Metropolitan Area (GKMA) has been million Grant), AfD (Euros 225 million loan), EIB (Euros 75 million
experiencing water challenges for over 10 years due to rapid loan) and EU-ITF (Euros 8 million Grant).
urbanization, industrial growth, and expansion of the Service
Area which now covers Kampala, Mukono and Wakiso Districts. The key components of the project include:
The problem has been worsened by the deterioration in raw
(i) Rehabilitation and upgrading of Ggaba I & II Water
water quality.
Treatment Plants.

Following a study which was carried out by the Corporation, the (ii) Construction of the Katosi Water Treatment Plant.
Kampala Water Supply Master Plan (KWSMP) was published
(iii) Construction of the Katosi – Kampala Drinking Water
in 2015, which made recommendations for addressing water
Transmission main & Distribution system.
supply crisis in the short, medium and long term. Water
demand was predicted to increase from 250,000m3/d to over (iv) Water Supply and Sanitation to the Informal Settlements:
530,000m3/d by the year 2040, and yet the infrastructure was
(v) Network Restructuring & Rehabilitation
not sufficient to meet this demand. The Corporation therefore
developed the Kampala Water Lake Victoria Water and (vi) Project Management Assistance
Sanitation (KW-LVWATSAN) Project for addressing the water
challenges in Kampala. i) Rehabilitation and upgrading of Ggaba I & II Water
Treatment Plants:

The Kampala Water Lake Victoria Water and

This component was aimed at addressing water supply
Sanitation (KW-LVWATSAN) Project:
challenges in greater Kampala Metropolitan Area up to the
year 2035. It involved upgrading and rehabilitation of Ggaba
KW-LVWATSAN is aimed at providing adequate and good I & II, construction of new 8,000m3 reservoir at Namasuba,
quality water supply to the Greater Kampala Metropolitan Area laying 9.6 km of transmission mains from Gaba to Namasuba,
by the year 2040. The project has been running from 2011 and rehabilitation of the Muyenga reservoirs, reinforcing the
will continue until 2023. The estimated project cost is Euros 372 Gaba-Naguru transmission line. This Project component was
million, being funded by GoU (Euros 34 million), KfW (Euros 30 completed in July 2018.

Aerial view of the Ggaba water treatment Plants after rehabilitation.

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83
(ii) Construction of the Katosi Water Treatment Plant, East of (iv) Network Restructuring & Rehabilitation.
Kampala
This component involves the following;

The Corporation commenced the construction of a new Water • Laying of Transmission, secondary and tertiary mains.
Treatment Plant in Katosi in 2018 and it is expected to serve our
• Construction of 4 Booster pumping stations
customers, located in the eastern parts of Kampala until 2040.
The project was substantially completed by 30th June 2021 and • Construction of 3 Reservoirs of volume 30 – 200m3 (03 No.)
became operational in July 2021. The detailed report on the
• Installation of District Metering Areas (DMAs)
Katosi Water Treatment Plant is covered on Page 12.
• Implementation of a SCADA system for network monitoring
(iii) Water Supply and Sanitation to the Informal Settlements at 08 No. critical stations in the distribution network and
linking to the main station at Gaba water works.
This component involves construction of;
• Rehabilitation of existing 20,000 m3 Gunhill reservoir.
• Nalukolongo faecal sludge treatment plant (400m3/d)
This project component is at the design stage.
• 240 toilet stances in 17 Government schools

• 85 toilet stances in Kampala. Challenges experienced in the implementation of

KW-LVWATSAN Project
• Hygiene and sanitation promotion in 16 informal
settlements in Kampala. a) Securing of sites (in road reserves and built up areas) has
proved to be a lengthy process. This delayed the handover
of site to the contractor.
Designs were completed and contractor for the project works is
being procured. b) Unexpected adverse ground conditions at some sites
contributed to delays in implementation.

c) Works were affected by restrictive measures put in place

by government to curb the spread of COVID-19.

Aerial view of the newly constructed water storage reservoirs at Ssonde.

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84 Integrated Annual Report FY 2020/21
National Water and Sewerage Corporation
Integrated Annual Report FY 2020/21
85
 H.E Y.K.T Museveni launches the newly refurbished and expanded Gulu Water Supply Plant. Looking on is
Hon Beatrice Anywar (left), the late Rt. Hon. Jacob Oulanyah, (2nd left), Hon. Ronald Kibuule (2nd Right) and the
NWSC Board Chairman Dr. Eng. Badru M. Kiggundu (Right).

Water Projects for the Northern Region

The Gulu Water Supply Improvement Project Six production wells were also drilled, developed with a total
daily water production capacity of 2,500 m3. These interventions
ensured that the Corporation was able to meet the demand
Gulu City has experienced rapid growth in population mainly
for water in and around Gulu City until the medium-term
due to the insurgency, which drove many people from the
intervention was completed in January 2020.
villages to take shelter in relatively safe areas around the town.
The water supply infrastructure that was developed in the
Medium-Term
1950’s and refurbished in 1991 proved incapable of fulfilling
the demand for water for the town. The biggest challenge is
The Long-term strategy for addressing the water challenges
the inadequate source of raw water, which could only provide
in Gulu is to draw water from River Nile at Karuma and transfer
5,000m3 against the demand of 10,000m3 per day by 2017.
in bulk to Gulu. However, this intervention is unlikely to be
implemented until 2025. The Corporation and the GoU therefore
The problem was worsened in 2016 and 2017 when Gulu Area
decided to implement a medium-term project, which would
experienced the worst drought in more than 30 years. The water
ensure that the demand for water is met until the long-term
sources dried up, vegetation was destroyed, fish and animals
project is implemented.
died in big numbers. The Corporation was therefore unable to
supply water to the population for a period of four months. In
The Corporation is grateful for the support given to us by
response to the above challenges, the Corporation together
the Development Partners; The World Bank and KfW, who
with the GoU came up with short, medium and long-term
provided approximately USD 24.6 million for the medium-term
interventions to address the water crisis in Gulu.
interventions. These interventions were implemented from 2017
and was completed in December 2020.
Short-Term

The main achievements included the following;

The short-term measures were quickly developed to improve
• Rehabilitated and upgraded the existing abstraction
water production and sustain the population for the period of
facilities, Water Treatment Plant and the Water Distribution
three years (2017-2020). A temporary dam was developed with
Network.
additional Raw Water abstraction capacity of 2,500m3 per day.

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86 Integrated Annual Report FY 2020/21
• Increased the holding capacity of the existing dam by The intake structure at Karuma has been constructed. The
raising its embankment by 0.6 metres. works contracts for the Water Treatment Plant, Raw Water intake
• Constructed an additional Raw Water Intake Structure at and Water Transmission Pipeline are undergoing the tendering
Oyitino and a New Water Treatment Plant alongside the process. The Project is expected to be completed in 2025.
rehabilitated one.

Other Projects in the Northern Region

The above interventions improved the operating efficiency and
reliability of the Water Infrastructure in Gulu and increased the
daily water production capacity by an additional 5,000m3, which The Corporation is also implementing projects in the following
can sustain the population until 2025. towns

Long-Term Measures Adjumani Project

The Corporation and the Government plan to set up a Water The Project will involve construction of a new water system
Treatment Facility at Karuma on River Nile and transfer it in Bulk which includes an intake, Water Treatment Plant, Transmission
for 72 Km up to Gulu. Six other towns en-route to Gulu will also Pipeline, Reservoir and Distribution System, to supply
be served by the project, and they include Karuma, Kamdini, approximately 5,000m3 per day. This project will also be funded
Minakulu, Bobi, Palenga and Koro Abili. using a loan of USD 17 million from the World Bank and the
GoU. A feasibility study is in the final stages and the design
The Karuma Project will be implemented at the Total Cost of stage will commence in October 2021. The Project is expected
USD 53 million. The World Bank provided a loan worth USD to be completed by 2024.
28 million to the GoU for implementing the project, while the
German Government through KfW provided a grant to the Parombo Project
Government of USD 25 million.
The Project involves the development of production wells,
The Key Components of the Karuma Project include; construction of a Sump, Transmission Pipeline, Reservoir and
• Construction of a Raw Water Intake on River Nile at Karuma. Distribution System, to supply approximately 500m3 per day.
• Construction of the Water Treatment Plant. The project is being funded using market financing from a
• Construction of a Water Transmission Pipeline for a distance Commercial Bank and is expected to cost UGX 3.7 billion,
of 72 Km to Gulu. approximately USD 1 million. The project was substantially
• Construction of a 5,000m3 Reservoir in Gulu. completed by 30th June 2021 and became operational in
September 2021.
The Project will initially deliver 10,000m3 per day but will be
increased to 30,000 m3 per day after carrying out additional
expansion works by 2035.

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Water Projects for the South Western Region

The South Western Cluster Water Project Table 23: South Western Cluster Project components

No. Package Description

In the past 20 years, Mbarara, Masaka and the surrounding
towns did not receive any major investments in Water
i Kagera (i) Construction of New Water Intake on
infrastructure. The existing infrastructure has not been able Kagera River at Nshungyezi
to cope with the rapid expansion of these towns. Masaka and (ii) Construction of a new Water Treatment
Mbarara have recently been elevated to City status which Plant and associated infrastructure
pushes higher the demand for water services.
ii Mbarara Rehabilitation and expansion of the existing
water supply infrastructure in Mbarara City
The existing water source for Mbarara City, River Rwizi is
and surrounding areas
degraded due to human activities, is prone to flush floods
during rainy periods, and almost completely dries up during the
iii Masaka Rehabilitation and expansion of the existing
dry season. water supply infrastructure in Masaka City
and some towns along the Lukaya-Masaka
Isingiro District is water stressed and has no reliable source of Highway.
water for domestic use and production. In 2017, Isingiro District
suffered the worst drought which led to adverse famine and
death of animals. The AfD provided a grant of EUR 0.9 million to the Government
of Uganda for conducting a feasibility study for the South
In an effort to address the above situation, in 2013, the Western Water and Sanitation Project. The construction works
Government secured a grant from the French development are expected to cost EUR 126 million out of which the AfD
Agency (AfD) to conduct a feasibility study for the development extended a loan of EUR 120 million to Government of Uganda.
of water and sanitation infrastructure in the South Western Government will provide additional EUR 6 million to ensure that
Cluster Towns. The study was used to establish baseline the project is fully financed. The Project will produce 20,000,000
conditions, infrastructure requirements and financial needs for liters per day and serve additional 75,000 people. Construction
the project. works are expected to commence in March 2022.

This project aims at upgrading, expansion and development of Water for Virungas Project (Kisoro)
water infrastructure in the following towns and settlements;
The Project aimed at improving water supply in the 17 villages
around the Virunga ranges, to deter the locals from entering the
a) Mbarara supply area, the en-route towns and rural growth
Mgahinga National Park to compete with the Animals for water.
centres in Isingiro District.
The source of water for the project is the Nkanka Treatment
b) Masaka supply area including towns and settlements on Plant.
the corridors leading from Masaka service area to Lukaya,
Kyamulibwa , Kalisizo and Mbirizi. The project involved construction of new pumping stations
and transmission lines at Bukara, Buzeyi and Gishondori, and
c) The towns of Kyotera, Sanje, Kakuto, Mutukula, Rakai,
rehabilitation of existing reservoirs. It was being funded using a
Lyantonde, Rushere, Kazo, Kyazanga, Katovu and Sanga.
grant from MDF global consortium at an estimated cost of Euros
1.2 million. It commenced in May 2019 and was commissioned in
The project will be implemented under three components;
May 2021
Package 1: Kagera Water Treatment Plant, Package 2: Mbarara
and Package 3: Masaka as per the summary table below;

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88 Integrated Annual Report FY 2020/21
 Fort Portal Water Production Improvements

The project aimed at increasing water production by 2500m3/

day. It involved construction of flocculator, coagulator, clarifier
and filter at a contract price of UGX 2.5 billion. Construction work
is complete, was commissioned and is now Operational

Rehabilitated Fort Portal Water Treatment Plant

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Water Projects for the Eastern Region

Mbale Water Supply And Sanitation Project v. Rehabilitation, upgrading and expansion of the Distribution
Systems in Mbale City
Mbale has a backlog of infrastructure development due to
lack of funding. This has placed immense pressure on the vi. Laying of new water supply mains to Butaleja, Busolwe,
capacity of NWSC to effectively deliver water and sewerage Budaka, Kadama, Tirinyi and Kibuku.
services. A number of interventions have been undertaken in the
production systems but little has been done in the distribution The Project will benefit a total of more than 646,000 Ugandans
network and the expansion of sanitation services. in the Areas of Mbale City, Butaleja, Busolwe, Budaka, Kadama,
Tirinyi and Kibuku up to 2040. It will also address the problem
The water system of Mbale was constructed around 1939 and of access to water in the informal settlements in Mbale
relies on Bungokho and Manafwa Water Treatment Plants Municipality where 43 New Public Stand Posts will be installed
with a total production of 9000m3/day. The system was to serve about 74,000 people.
originally constructed for a population of around 45,000 but the
population currently stands at over 100,000 people. The Project design is almost complete and the tenders for
construction works are expected to be issued out in October
In 2015, the Ministry of Water and Environment (MWE) and 2021.
National Water and Sewerage Corporation (NWSC) jointly
prepared a feasibility study report, detailed design and tender
Other Water Projects in the Eastern Region
documentation for Mbale Water Supply and Sanitation Project,
funded by a loan from the World Bank to the Government of The Corporation is also implementing two other projects to
Uganda. cover the Eastern part of the Country and they include the
following.
The construction works for Mbale Water Supply and Sanitation
Project will now be funded under the new Integrated Water
• The Kapchorwa Water Supply Systems have been
Management and Development Project (IWMDP) and has the
refurbished, expanded and commissioned in April 2020.
following scope;
They are now operational.

• The Jinja-Iganga Water Project has been upgraded to

i. Rehabilitation and expansion of the Bunghoko Water
stabilize and increase water supply for residents of Jinja
Treatment Plant and its abstraction points at Nabijjo and
and Iganga.
Nabiyonga.

ii. Construction of a new intake at Namatala. The details about the above Projects have been captured under
the Chapter on Market Financing on page 98
iii. Upgrading of the Manafwa Water Works.

iv. Catchment Protection for the Manafwa and Bunghoko

water sources

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90 Integrated Annual Report FY 2020/21
Water Projects for the Central Region

The Kapeeka Water Supply Project involves modification of the Water Intake, expansion of the
water treatment plant, construction of new reservoir, laying
NWSC initiated a Water Supply Project for Kapeeka in 2016,
of bulk transfer main to the Industrial Park and development
aimed at developing a new supply system for Kapeeka
of borehole system. The second phase is funded by the
Industrial Park, Town Council and other neighboring settlements
Government of Uganda. It is substantially complete and is
such as Kakoola Township, Kyelerezi Township, Singo Army
expected to be commissioned by December 2021.
Barracks, Semuto and Bukomero Towns.The Project is being
implemented in two phases.
The Sembabule Water Project
Phase 1 of the project entailed; construction of a Raw Water
The Corporation is implementing the Sembabule Water Supply
Intake at River Mayanja and a Conventional Water Treatment
project using Market Finance. The project aims at increasing
Plant (capacity 2,500m3/day) at Kakoola, a Reservoir and
water production from 300,000 liters day to 30 million liters
Water Supply Network. This project phase was completed in
day serving over 370,000 people (UBOS population projection
September 2017, leading to significant improvement in water
statistics) by the year 2030. Details of the project are provided on
supply. This phase was fully financed by the Corporation using
page 98
internally generated funds.

Phase 2 entails upgrading of the Kapeeka Water Supply

System to address the existing water supply challenges for the
Kapeeka community and industrial park through increasing
water production from 2,500 m3/day to 7,000 m3/day. This

The aerial view of the expansion works of the Kapeeka Water Supply Project.

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Sanitation Projects across the Country

The main draw back in the implementation of sanitation Phase 1 of the Project was successfully completed and
projects is the heavy investment required. Never the less, we commissioned in 2014 and is now operational.
have embarked on refurbishing and building infrastructure
projects in Kampala and across the Country. The support from The second phase of the Kampala Sanitation Project was
Development Partners and Government of Uganda is very funded by African Development Bank (AfDB) - Euro 65.5
crucial in ensuring the success of our sewer projects. million (loan), KfW Entwicklungsbank - Euro 10 million (grant)
and the Government of Uganda - Euro 66.3 million. It involved

The Sanitation Projects for Kampala Metropolitan the following Key Components:
Area • Laying 30 Km of sewer pipes within the Central Business
The sewerage facilities for Kampala were constructed in the District of Kampala and the surrounding city suburbs of
1940s and they were meant to serve a much smaller population Ntinda, Nakawa, Banda, Kyambogo, Mbuya, Mutungo &
within the Central Business District. There has been no major Butabika.
expansion or refurbishment since the facilities were set up. Less • Construction of a Pre-treatment station in the Kinawataka
than 10% of the population is currently served by the current with capacity of 9,000m3/day to carry out preliminary
system. There are many challenges faced by the old sewerage treatment of the wastewater from Nakawa, Ntinda, Banda,
facilities, which include the following: Kyambogo, Butabika, Mutungo, Mbuya and Bukoto, before
pumping it to the Nakivubo WWTP for full treatment.
• Small diameter of pipes, which are unable to hold the
current volume of sewage. • Construction of the Nakivubo Wastewater Treatment Plant
at Bugolobi with the capacity of 45,000m3/day.
• Frequent blockages, due to old age and small sizes of the
pipes. The second Phase of the KSP was substantially completed
in June 2020 and the plant is fully operational. It will serve a
• Damaged sewer lines;
population of over 380,000 people and contribute towards
• Illegal storm water connections; improvement of urban hygiene and sanitation. The Plant will
also lead to improvement of the quality of water in the Inner
• Missing manhole covers and dumping of solid waste and
Murchison Bay of Lake Victoria.
rubbish into the sewer.
The Corporation is currently working on the Lake Victoria
In 2003, NWSC commissioned the preparation of a Sanitation Protection III which will benefit approximately 1.5 million people
Master Plan for Kampala City, which proposed a series of and will entail the following key components;
interventions over a 30-year period up to 2033. The Plan
i. Developing a sewage treatment system in Mukono and
recommended the construction of the Bugolobi Sewerage
Gaba sub- catchments to reduce discharge of untreated
Treatment Works, a new modern Wastewater Treatment Plant
effluents into Lake Victoria.
at Nakivubo, Replacement and Upgrading of the existing sewer
networks, Extension of the sewer network in new catchments ii. Expanding the tertiary and secondary sewer networks to
and the gradual implementation of additional wastewater have more people connected onto the centralized sewer
treatment capacities at Kinawataka, Lubigi and Nalukolongo. system.
The Plan was updated in 2008 and implementation was
planned to be in phases.
Sanitation Projects in Other Parts of Country
The Lake Victoria Protection Project 1 (LVPI) was implemented In addition to the Kampala Sanitation Projects, the Corporation is
between 2008 and 2015 at a cost of Euro 15.3 million funded by also implementing projects, which are intended to improve the
KfW, EU and GoU. The key components of the project included: sanitation facilities across the Country and they include;

• Rehabilitation, modification and extension of the sewer

Arua Sanitation Project: A new sewerage system and 10
networks,
public toilets were constructed. More than 200 customers have
• Implementation of a new combined wastewater (5,000 been connected to the new sewer system. The project was
m³/d) and faecal sludge (400 m³/d) treatment facility at completed in February 2019 and is fully operational.
Lubigi for the North-West catchment area of the City.

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92 Integrated Annual Report FY 2020/21
 Aerial View of the Lubigi Waste Water Treatment Plant in Kampala

Gulu Sanitation Project. A new faecal sludge reception and The Namatala and Doko Wastewater Treatment Ponds will be
treatment center was constructed and the existing wastewater rehabilitated under the Project.
treatment plant was upgraded and expanded. The Project also
involved the construction of over 200 toilet facilities to serve the Adjumani Sanitation Project: This is another project under the
Areas which are not connected to the sewers. The Project was IWMDP funding. It has a component for improving the sanitation
substantially complete by June 2020. infrastructure in Adjumani-Pakele and the neighbouring towns.
The Corporation is currently procuring a Consultant for Design
The Arua and Gulu Sanitation works were implemented under and Supervision of the Project.
the Water Management and Development Project, which was
financed using a loan from the World Bank. Sanitation Investment Plan (SIP); The Corporation is working on
a Sanitation Investment Plan, which will cover all the towns under
Fort Portal Package Sewage Treatment Plant: This project its jurisdiction. The SIP will focus on addressing the sanitation
involves design, supply and installation of a compact Sewage challenges across the Country by collaborating with the private
Treatment Plant. The project was completed in December 2020. sector. The estimated cost of implementing the Project is
approximately UGX 88 billion. It will focus on sewer expansions
Kisoro Package Sewage Treatment Plant: This project entailed and extensions, improvements on sewage treatment facilities,
design, supply, and installation of a compact Sewage Treatment construction of communal and public toilets, development of
Plant and was completed in December 2018. faecal sludge systems and deployment of cesspool emptier
trucks. The Project has not yet taken off because the Corporation
Mbale Sanitation Project. The Corporation is procuring a is still sourcing for funds.
consultant for the Mbale WATSAN project under the Integrated
Water Management and Development Project (IWMDP).

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Financing Capital Infrastructure Projects

The main sources of funding for the Water Infrastructure Projects are Loans and Grants from the
Development Partners and Equity contributions from the Government of Uganda. The Corporation also
sets aside funds from its internal revenues on an annual basis for refurbishing and maintaining the Water
Systems. The Development Partners contribute the biggest percentage (72%) of funding for our Capital
Projects. The Corporation is grateful to the Kreditanstaltfür Wiederaufbau (KfW), European Investment
Bank (EIB), the European Union, World Bank, Agence Française de Development (AFD), DANIDA and the
African Development Bank, who have supported our Projects over the years

Table 24: Sources of Funding for the Nwsc Infrastructure Projects

FY2019/20 FY2020/21
Funding Source UGX
UGX (Billions) %ge (Billions) %ge
Development Partners
-Kreditanstaltfür Wiederaufbau (KfW)
-European Investment Bank (EIB)
246 55% -The European Union 308 65%
-Agence Française de Development (AFD)
-Danish International Development Agency (DANIDA
-The African Development Bank
GOU
87 19% MoFPED/ 79 17%
MWE
NWSC
112 25% Internally Generated Funds 85 18%
Market Finance
445 100% Total 473 100%

Due to the high population growth rates and other competing demands for funding however, there is a huge infrastructure gap
which may continue to pause a challenge for many years to come. As a result, the Corporation has recently ventured into the
Financial Markets as a complimentary source for funding for our Infrastructure Projects.

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94 Integrated Annual Report FY 2020/21
Borrowing from the Financial Markets to solve Water Infrastructure Challenges

At the beginning of the Financial Year 2019/20, the Corporation was faced with a number of challenges.
Fifty billion shillings (UGX50 billion) was required to implement a number of Critical Capital Projects in
different parts of the Country, but there was no available funds. The Corporation therefore, decided to
take a medium term facility for a period of six (6) years to address the urgent financing gap.

The Projects which are being implemented using Market Finance include; Water Projects in Kapchorwa,
Sembabule, Kisoro, Iganga-Jinja, Parombo and office blocks for Rukungiri, Kasese, Bushenyi, Lira and
Arua. A training center was also procured for the Western region using the facility. As at 30th June 2021,
the following progress had been registered.

The Kapchorwa Water Supply Project Reservoir. The Chebukat Water Treatment Plant and Cheseber
Intake were also rehabilitated. Other components of the project
NWSC took over operations of the Kapchorwa Water Supply included the construction of the following;
System in June 2016 from a Private Operator. Since that time,
a number of achievements were registered, which included • Coagulator and Flocculator units.
improvement in water quality and system expansion. However, a • Chemical Dosing Structures (for Alum and Chlorine dosing).
number of challenges remained; • Clarifier with lamella plates.
• Rapid sand filters and filter media.
• The supply was restricted to only 4 hours per day and yet • A clear water tank.
the population was projected to grow from 110,700 in 2016 • Staff houses, office block and store.
to 155,000 by 2030 (UBOS population projection statistics). • Blowers, backwash water pumps, solar panel system,
• The Chebukat Water Treatment Plant was producing only battery backup and a standby generator.
1,100m3/day which was not sufficient to meet the demand • Extension of high voltage power line to the Water Treatment
for water. Plant.
• The raw water quality had deteriorated due to the increased
agricultural activities upstream. The project was completed at a cost of UGX 10 billion
(approximately USD 2.7 million) and was commissioned in March
In spite of the above challenges, there was no funding available 2020, becoming the first project to be completed using the
to deal with the water crisis in Kapchorwa Town. The Board Market Finance. Water production increased from 1, 000 m3/day
noted that the problems needed to be urgently resolved and to 28,000 m3/day. Over 120,000 people in Kapchorwa Town are
therefore earmarked the Kapchorwa Water Supply System to be benefiting from the Project
implemented using Market Finance.

The Corporation embarked on a project to construct a 3,000

m3/day Water Treatment Plant at Kapenguria, and lay a 4
km bulk water transfer main from the Plant to the Kaptebum The Kapchorwa Water Treatment Plant after rehabilita-
tion and Expansion works.

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The Fort Portal Water Treatment Plant after refurbishment and expansion works were completed.

Fort Portal Water Production Improvement Project

The Project was meant to expand the water production

capacity of the treatment plant in order to match the current
and increasing demand. The Plant was already operating at
full capacity, which affected the quantity and quality of water
produced. NWSC therefore, decided to construct an additional
water treatment line with a capacity of 3,000 m3/day at a cost
of UGX 2.7 billion. The Project was completed in June 2021. The
Project scope included construction of the following;

• A Coagulator and Flocculator unit,

• A Chemical Dosing Structure (for Alum and Chlorine
dosing),
• A hopper bottom clarifier with lamella plates
• Rapid sand filters and filter media and
• Refurbishment of the existing Water Treatment Plant.

The Project was completed in August 2020 and it produces an

additional 3,000m3 of water per day.

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The Sembabule Water Supply Project • A 1.3 km main pipeline of 10 inches has been laid from
main reservoir to Sembabule Town Centre.
NWSC took over operations of the Sembabule Town Water • A 42 km distribution main has been laid from Sembabule
Supply System in April 2016 and Mateete Town System in March Town Centre to Lugusulu.
2018 from the Private Operators. The Corporation immediately • A boosting station has been constructed at Mbuye.
realized that there was an urgent need to improve water supply • A 100,000 ltr water reservoir was constructed at Lusheshe
services and extend piped water to the neighboring areas within Hill and another one at Kyabi.
Sembabule District, but the water produced was not enough
to supply the population. In addition, the systems experienced
The Project has been implemented at a cost of UGX 14
frequent pipe bursts and leakages, hence interrupting water
Billion (approximately USD 3.8 million) and was substantially
supply services. People in unserved areas usually drew water for
completed at 31st August 2021. The system is now operational,
domestic consumption from ponds, which often dried out in the
serving approximately 300,000 people in the following
dry seasons forcing them to walk up to 10 km to access water
locations;
from Kyogya Swamp and River Katonga.
• Kyabi, Lutunku, Mbuye, Bisese, Kisekera, Kabulasoke,
It is against this background that the NWSC Board allocated Kawanda Parish, Kanoni, Kabalekera, Karuzire,
part of the proceeds from the Market Finance to refurbish and Keruwambo, Nyakatabo, Kyatukwire, Lugusulu, Misi
expand the Sembabule Water Supply System. The following Parish, Kairasha, Mitima and Lwentale parishes.
works were implemented under the Project. • Kabundi Trading Centre, Bukana, Kiterede, Sozi,
Lwamwende A, Lwamwende B, Nakagongo, Katyaza and
• The Water Treatment Plant in Kikoma has been
Kikoma Trading Centre
rehabilitated and expanded from a capacity of 300,000
• Kasirye, Katimba A, Katimba B
liters to 3,000,000 ltrs per day.
• Nabiyagi A, Nabiyagi B, Mitete A, Mitete B, Nakaseeta,
• The 4.1 Km raw water pumping main at Kyogya Intake has
Lukaka A, Lukaka B, Kalukungu, Kafumu, Kalububu.
been upgraded from 4 to 8 inches.
• Nambirizi in Mijwala Sub County and Lwebitakuli.
• The 8.6 Km Water Transmission Mains have been
upgraded from 4 to 8 inches.
• The Water Storage Reservoir has been expanded from
110,000 to 1,000,000 ltrs.

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Jinja - Iganga water Supply Improvement Project

The Jinja Water Supply system was set up in 1939, and was
extended to Iganga in 2005. The system had the following
challenges;

• Intermittent water supply in Jinja/Njeru, Mayuge and Iganga

leading to public outcry.

• The demand of 28,000 m3/day compared to production of

24,000 m3/day led to a supply shortage.
• Low water pressure in areas of Kakiira, Magamaga, Njeru,
Bugembe, Iganga and Mayuge.
• Demand for water was projected to grow from 28,000 m3 to
32,000 m3 per day.

The following works were carried out;

• New 4 Km transmission mains was laid from the Water

Treatment Plant to Rubaga Hill Reservoir.
• 4 No. Higher Capacity High Lift Pumps were installed.
• A 1,000 KVA transformer was installed.
• Overhauled 06 Filters
• Drilled and developed 7 new production boreholes in
Iganga, Mayuge, Jinja and Njeru.
• Constructed 2 new 100m3 Steel Tanks in Jinja and Njeru.

The Project was implemented at a cost of UGX 5.6 billion, and

has added 6,000 m3 of water per day serving additional 300,000
people in over 200 Villages in Jinja, Iganga, Mayuge, Kayunga
and Buikwe.

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98 Integrated Annual Report FY 2020/21
Parombo Water Supply Project Porombo Water Supply System at the initial stage of construction.

In 2018, His Excellency the President of the Republic of Uganda

visited Parombo Town Council. He noted that this township with
a total population of about 28,000 people is fast growing but
lacked adequate water supply. He therefore, directed NWSC to
extend water to Parombo Town. However, the Corporation did
not have the funds to implement this Project and GoU had not
budgeted for the Project.

The NWSC Board allocated UGX 3 billion, out of the Market

Finance Facility to fast track the development of the Parombo
Water Scheme. The project was commissioned in August 2021
with the following works completed;

• Two production wells were developed.

• The 162 m3 capacity water storage tank was constructed
on Acana hill.
• The 60 m3 capacity sump and a break pressure tank was
constructed.
• 4.3 Km of transmission mains and 10.3 Km of distribution
mains were laid.

Over 20,000 people are being served by the newly constructed

Parombo Water Supply Scheme.

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Kisoro -Nkanka Water Supply project

The Kisoro-Nkanka Water Supply Project was constructed

from 2017-2019 with a capacity of 3,120 cubic meters per day.
However, a number of challenges remained;

• The distribution main cannot adequately supply water to

the Areas of Muramba, Nyarusinza, Bunagana, and Kisoro
Municipality.
• Areas like Busanza Sub County, Mwihe Parish and Nyundo
Sub County remain without water.

The Board allocated UGX 1.5 Billion (approximately USD

0.4 million) to address the above challenges. The project
components include the following;

• Upgrading of the Water Treatment Plant from 3,120 to 5,760

cubic meters per day.
• Laying of a pumping main to supply Bunanagana Town
Council, Muramba and Nyarusinza.
• Construction of a 270 cubic meter reservoir at Gishegera
Hill.

The Project is expected to be commissioned by 30th June 2022.

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100 Integrated Annual Report FY 2020/21
Bushenyi Water Supply Augmentation Project

The Bushenyi Water Production Improvement Project is aimed

at expanding water supply services in Bushenyi District, by
constructing a new Water Treatment Plant. The designs and
tender documents for the works have been finalized, and the
works are due to be tendered by the end of March 2022

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Development of Training Facilities in the North, East and West of the Country

The Corporation attaches a lot of emphasis on The Corporation acquired a property in Bushenyi
continuous learning to equip our staff with up to which can readily be used for training purposes.
date and modern skills of performing their duties. Management is now making final preparations and
Training has been centralized at our International improvements to use the property as a Training
Resource Center (IREC) in Bugolobi and the Center for the Western Region. More than 1,200
Vocational Institute at Gaba. However, the staff staff will benefit from the Facility. It will also offer
numbers have exceeded 4,000 spread in every training and conference facilities to the general
corner of the Country. The centralized training public in the Western Region.
facilities have become inadequate and too far
away for many of our staff. The Facilities for the North and Eastern regions are
at the planning stage and Management expects to
The Board decided therefore, that additional develop them in the next two years
training facilities be developed in the North, East
and West of the Country and allocated UGX6
billion out of the Market Finance Facility for this
purpose.

The recently acquired facility by NWSC for Staff Training

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102 Integrated Annual Report FY 2020/21
 The NWSC Office for Bushenyi, recently constructed.

Construction of office premises

in Lira, Arua, Bushenyi, Rukungiri
and Kasese

The Corporation has challenges

regarding office space in a number of our
upcountry stations;

• The current office space is too small

to accommodate all our staff.

• Some Area offices are located in

temporary structures that were
meant to be side offices during
project implementation. Their
condition has deteriorated.

• Land allocated for building offices

is being encroached on by some
investors.

• Some Town Councils have

threatened to withdraw the lease
offers due to the delay by NWSC to
develop the land allocated for office
blocks.

• Many office premises are being

rented from private land lords but
their condition, location, size do not
reflect the image of NWSC.

• Construction of offices in up
Country towns has not made
significant progress due to cash
The NWSC Office for Kasese, under construction.
flow challenges.

The Board allocated UGX 3 billion to

fast-track the completion of the office The NWSC Office for Lira, under construction.
blocks in Rukungiri, Bushenyi, Lira, Arua
and Kasese. Substantial progress has
been made on all the above offices and
Management expects to have all of them
completed by 30th June 2022

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The Need for Additional Borrowing of UGX 95 Billion

The NWSC Corporate Plan (2021-24) puts emphasis on refurbishment, expansion and development
of new water infrastructure. This is consistent with the Government Policy of achieving universal and
equitable access to safe and affordable drinking water

The Corporate Plan is to be implemented over a period of three These projects cannot be delayed due to the acute water
years. However, the water supply facilities in Lyantonde, Hoima, challenges facing the affected Towns. The Board resolved
Kyankwanzi, Tororo, Soroti, Bushenyi and Moroto Areas require therefore, that the Corporation should take a second medium
immediate attention. Except in Bushenyi, no major interventions term facility of UGX 95 billion and implement the Critical
have been carried out in the above Towns in the past 5 years. Projects within the next two years in order to alleviate the
The Corporation also intends to continue setting up Regional challenges being faced.
Training Facilities and Area offices. These interventions require
UGX 95 billion. The table below shows a summary of how the Corporation
proposes to allocate the additional Loan of UGX 95 billion and
The cash flows of the Corporation cannot support the the expected duration of the Projects.
immediate financing needs of the Projects. In addition, the
Corporation has not been able to secure funding from either
GoU or the Development Partners.

Table 25: Proposed allocation of the additional UGX 95 Billion and expected project durations

Cost Estimate
# Area/Town/City Project Duration
(UGX)
1 Lyantonde Lyantonde Water Supply Project 15,800,000,000 12 months
2 Hoima Hoima Water Production Improvement Project 5,900,000,000 9 months
3 Kyankwanzi Kyankwanzi Water Supply Project 7,700,000,000 12 months
4 Tororo Tororo Water Production Improvement Project 7,400,000,000 12 months
5 Soroti Soroti Water Production Improvement Project 6,000,000,000 12 months
6 Moroto Moroto Water Supply Project 7,200,000,000 12 months
7 Bushenyi Bushenyi Water Supply Augmentation Project 10,000,000,000 12 months
8 Kalungu Kalungu Water Supply Project 16,000,000,000 12 months
9 Kanungu Kanungu Water Supply Improvement Project 4,000,000,000 12 months
10 Training Facilities (New) Kachung in Lira Area 8,000,000,000
Training Facilities
11 Bushenyi – Ishaka 2,000,000,000
(Rehabilitation) 12 months
12 Area Offices (Completion) Lira, Kasese, Bushenyi, Rukungiri and Arua 2,000,000,000
13 Area Offices (New Offices) Fort Portal, Kanungu, Busia, Kalungu 3,000,000,000
Total Cost Estimate 95,000,000,000
Subject to the successful conclusion of the loan acquisition process, the above Projects are expected to commence in April 2022.

NWSC Experience with Market Finance

The tariff structure for the water bills cannot absorb the huge The main drawback to Market Financing is the high cost
investment requirements of the Corporation. There is no doubt of Capital and short-term nature of the facility. Not many
therefore, that the Government and the Development Partners Commercial Banks are willing to lend beyond eight (8) years.
will need to continue investing in the Major Water Projects These challenges will be taken into account when considering
across the Country because of the existing infrastructure gap. future Debt Capital.
The UGX50 billion Market Finance has demonstrated the
Corporation’s preparedness and commitment to seek private
capital for implementing the most critical projects.

The outbreak of COVID-19 pandemic led to drastic drop

in revenues of the Corporation. Despite this challenge, the
Corporation has promptly repaid the Loan installments due.

National Water and Sewerage Corporation

104 Integrated Annual Report FY 2020/21
Summary of the Infrastructure Projects since July 2016

The key project matrix below summarizes the projects that were completed since 2016, the ones which
were still being implemented and those that are at the planning stage.

Table 26: NWSC Key Project Implemented in the past 5 Years

COMPLETION
PROJECT OBJECTIVE SCOPE STATUS
DATE
PROJECTS COMPLETED/ SUBSTANTIALLY COMPLETED
Packaged Sewerage To address wastewater Design, supply and installation of Completed FY 2016/17
Treatment Plants for disposal challenges in Sewerage Treatment Plants for
Fort portal and Kisoro Fort portal and Kisoro. both towns.
Kapeeka Water Supply Developing a new Construction of a 4000m3/d Completed FY 2016/17
Project-Phase 1 water supply system for Water intake and Water
Kapeeka Town. Treatment Plant

Construction of 600m3 reservoir.

Laying of 15 km Piped Water
network.
New Soroti Intake To replace the old intake • Construction of Intake Completed FY 2017/18
Project which was washed away Structure.
by floods. • Installation of 3 Pumps of
288m3/h each.
• Installation delivery main.
Masindi Water To increase water • Construction of additional Completed FY 2017/18
Production production from water treatment units to
Improvement Project. 1,700m3/day to increase capacity.
3,700m3/day.
Water Management To improve water supply • Construction of the Water Completed Dec-18
and Development and sewerage services Treatment Plant at Kitagata
Project (WMDP)- in Bushenyi Municipality (3,150m3/day)
Bushenyi Water Supply and surrounding areas. • Refurbishment of
Project Nyaruzinga Water
Treatment Plant
• Construction of reservoirs in
Kikuba-Ishaka (1,600m3) and
Kitagata (90m3)
• Laying of 17 Km of
transmission main from
Kitagata to the new reservoir
at Kikuba hill.
• Laying of 5.9 Km gravity
main from Kikuba to
Katungu.
Water Management To improve water supply • Upgrading of the current Completed Feb-19
and Development and sewerage services water treatment plant to
Project (WMDP)- Arua in Arua Municipality and 10,000m3 per day
Water Supply and surrounding areas. • Increasing the storage
Sanitation Project capacity for treated water
from 1,400m3 to 5,000m3.
• Expansion of water
distribution Systems
• Construction of a new
sewerage system.
• Construction of 10 public
toilet facilities.
Kapchorwa Water Improvement of water • Construction of New Water Completed Oct - 19
Supply Project supply services in works (3,000m3/ day
Kapchorwa Town. capacity)
• Laying a 4 km Delivery main.

National Water and Sewerage Corporation

Integrated Annual Report FY 2020/21
105
 COMPLETION
PROJECT OBJECTIVE SCOPE STATUS
DATE
Water Management To improve water and • Upgrading of the existing Completed June-19
and Development sewerage services in Water Treatment Plant from
Project (WMDP)-Gulu Gulu. 4,000 m3/ day to 10,000
Water Supply and m3/ day.
Sanitation Project • Upgrading of the water
distribution network
• Construction of a faecal
sludge reception and
treatment centre
• Rehabilitation of the
wastewater treatment plant.

Kampala Sanitation To improve urban • Construction of the Completed Dec-2019

Programme Phase 2 hygiene and sanitation Nakivubo Waste Water
(KSP – LVP2) services for Kampala city Treatment Plant.
residents, and protection • Construction of Nakivubo
of the environment. and Kinawataka sewers.
• Construction of Kinawataka
Pre-treatment and pumping
station.
Kampala Water Lake To provide long-term • Construction of new Water Completed June 2021
Victoria WatSan solutions to the water Treatment Plant at Katosi
Project 2 supply challenges of (160,000 m3 per day).
Kampala and meeting • Construction of the 54 Km
Kampala’s water Water Transmission Main
demand by the year from Nsuba to Sonde Hill.
2040. • Construction of a reservoir
at Ssonde Hill.
• Construction of a pump
station and a pumping main
to Naguru
• Construction of a Booster
Station at Namugongo.
• Extension of Water Supply
in Informal Settlements of
Kampala.

Fort Portal Water Improvement in water Construction of Completed Dec 2020

Production quality and increase · Flocculator
Improvements water production by · Ccoagulator
2,500m3/day. · Clarifier
· Filter

PROJECTS UNDER IMPLEMENTATION BY 30TH JUNE 2021

Integrated Program To sustainable source of Construction of Water Treatment Intake structure at June 2025
to improve Living water for Gulu City. Plant at Karuma Karuma has been
conditions in Gulu – constructed.
(Phase II Nile option)

Bulk transfer of water from The works contracts for

Karuma to Gulu the Water Treatment
Plant, Raw Water
Intake and Water
Transmission Pipeline
are undergoing the
tendering process
Development of To improve the • Rehabilitation and Detailed designs June 2024
Water and Sanitation living standards and expansion of the existing were completed and
Infrastructure for the productivity of the water supply and sanitation Contractors for the
Isingiro, Mbarara- population in the infrastructure in Mbarara construction works are
Masaka Areas- South project areas through and Masaka. being procured
Western Cluster provision of good • Construction of new water
quality water and intake and Water Treatment
improved sanitation Plant at Kagera.
services.

National Water and Sewerage Corporation

106 Integrated Annual Report FY 2020/21
 COMPLETION
PROJECT OBJECTIVE SCOPE STATUS
DATE
Sembabule Water Increasing water • Construction of a new Completed August 2021
Supply Improvement production from intake and water treatment
Project 300m3/ day to 3000m3/ line including; flocculator,
day and upgrading and coagulator, clarifier and filter
extension of the water • Upgrading the distribution
distribution network. network.

PROJECTS AT PLANNING, PROCUREMENT AND INCEPTION STAGE

Integrated Water To improve water supply Construction of Water and Procurement has Dec 2024
Management and and sewerage services in sanitation infrastructure commenced.
Development Adjumani for Adjumani-Pakele and
Project (IWMDP) neighbouring towns.
–Adjumani Water
Supply and
Sanitation Project.
Kiruddu Waste Water To improve Sanitation Construction of a 300m3/day Design of the Plant June 2022
Treatment Plant in the Kiruddu Hospital Wastewater Treatment Plant Units was completed
and the surrounding targeting Kiruddu Hospital and the and the site was
community surrounding community. handed over to the
Contractor.

Integrated Water To improve water • Upgrading of the Bungokho Procurement has Dec 2024
Management and supply and sanitation Water Treatment Works to commenced.
Development infrastructure in Mbale 9,450 m3/day
Project (IWMDP) – City. • Construction of a new
Mbale Water Supply raw water intake along
and Sanitation Namatala River
Project. • Construction of a raw water
transmission main from
the Namatala to Bungokho
Water Treatment Plant
• Construction of a new
transmission main to Mbale
town
• A new reservoir
• Upgrading the Manafwa
Treatment Works to 9,000m3
per day.
• Rehabilitation of the
Namatala and Doko
WasteWater Treatment Ponds
Wakiso West WatSan To improve the quality of • Development of the new Procurement for April.2023
Project (WWWSP) life, health and economy Water Treatment Plant detailed design
of people in the South • Construction of storage consultancy is
and West of greater reservoir, pumping main and ongoing.
Kampala. distribution system
• Construction of a faecal
Sludge Treatment Plant
• Supply of Water in Informal
Settlements.
Kyotera Water Works To improve water supply • Water abstraction and The Corporation is Subject to
and Bulk Transfer to reliability in Kyotera and treatment at Malembo sourcing for funds to availability of
neighbouring towns the surrounding areas. landing site along Lake implement the project. funds
Victoria.
• Transfer of water to Kyotera,
Kalisizo, Sanje,Kakuuto,
Mutukula, Rakai, Lyantonde
and Kalisizo.
Development of To develop water and Feasibility study, and preliminary The Corporation is Subject to
WatSan Infrastructure sanitation infrastructure design sourcing for funds to availability of
for The Hoima in the Albertine Region. implement the project. funds
- Masindi Areas
(Albertine Graben
Cluster North)

National Water and Sewerage Corporation

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 National Water and Sewerage Corporation
108 Integrated Annual Report FY 2020/21
 Financial Statements
For the year ended 30th June 2021
National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

Report of the Directors

The Directors hereby submit their report together with the Financial Statements for the National Water and Sewerage
Corporation for the year ended 30th June 2021.

Activities

The NWSC Act 1995 mandates the Corporation to provide water and sewerage services in areas entrusted to it on a
commercially viable basis.

Results

The financial performance of the Corporation during the reporting period is summarized below:

2021 2020
UGX‘000 UGX‘000
Income 460,816,731 463,168,236
Profit Before Depreciation and Amortisation 106,439,432 103,323,677
Depreciation and Amortisation (87,763,893) (82,593,441)
Finance cost (6,954,959) (1,838,776)
Taxation Credit/(Charge) 36,068,585 (18,385,162)
Profit for the year 47,789,165 506,297

Income

Total Income reduced from UGX463 billion in FY2019/20 to UGX460.8billion in the reporting period, a reduction of
1%. Water and Sewerage Income increased by 1.5%, while Other Incomes registered an increase of 8.4%. Investment
Income registered a decline of 28%. The main reason for the reduction in Income however, was a result of the fall in
Deferred Income by UGX 8.5 billion (10%).

i) Water and Sewerage Income

This is the main source of revenue to the Corporation. Water and Sewerage Income increased by 1.5% from
UGX371 billion in the year ending 30 June 2020 to UGX376 billion in 2021. This was due to the increased water
production from 139.7 million m3 in the Financial Year 2019/20 to 144.1 million m3 in FY2020/21. Production grew
as a result of efficiency gains, infrastructure upgrades and implementation of other Capital Development Projects.

ii) Other Income

This includes revenues from External Services contracts, Sale of Tender documents and provision of Laboratory
services. During the reporting period, UGX9.2 billion was realized from Other Operating Incomes compared to
UGX8.5 billion in the previous year.

iii) Investment Income

The Income from Investments reduced from UGX110 million in FY2019/20 to UGX80 million in the reporting
period, a reduction of 28%.

iv) Deferred Income

The Corporation receives grants from GoU and Development Partners for implementing Major Capital Projects.
For completed projects, the Grant provided is recognized as income over the expected useful life of the projects.
The grants from GoU in relation to the SCAP 100 and Subvention Projects are treated as income in the period in
which it is received.

During the reporting period, Deferred Income of UGX75 billion was released to the Statement of Profit or Loss
compared to UGX84 billion in the previous year.

National Water and Sewerage Corporation

110 Integrated Annual Report FY 2020/21
 National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

Report Of The Directors continued

Operating Costs

Staff Costs

Staff costs, reduced by 0.7% from UGX151 billion in 2020 to UGX150 billion in the current year. This is because
Management put on hold the planned recruitment of additional staff in response to the COVID-19 pandemic.

Administrative Costs

Administrative expenses reduced by 8% from UGX51 billion in 2020 to UGX 47 billion in 2021.

Static Plant and Pipe Network Maintenance

Static plant and pipe network maintenance costs increased by 0.8% from UGX99.6 billion in the previous year
to UGX100 billion in 2021. The increase was mainly due to refurbishments and expansion works of the existing
infrastructure.

Supplies and Services

Supplies and services costs reduced by 2.1% from UGX32 billion in 2020 to UGX31 billion in 2021.

Premises Maintenance Costs

Premises maintenance costs increased by 12.5% from UGX10 billion in 2020 to UGX11 billion in 2021. Additional
expenditure was incurred on rent, rates and telephone.

Transport expenses

Transport costs reduced by 9.5% from UGX16 billion in 2020 to UGX15 billion in 2021.

Finance Costs

Finance costs increased from UGX1.8 billion in 2020 to UGX7 billion in 2021. All the amount approved under Market
Finance (UGX50 billion) was fully disbursed during the Year ended June 2021.

Operating Profit

The Corporation reported an increase in the operating profit before depreciation from UGX103 billion in the FY
2019/20 to UGX106 billion in the current Financial Year.

Dividends

The Directors do not propose any dividend payment for the Financial Year 2020/21. Profits generated will be
reinvested to expand the infrastructure and increase access to water and sewerage services.

Total Assets

The Total Asset base increased from UGX3.5 trillion in the FY2019/20 to UGX3.8 trillion in the FY2020/21, a growth
of 8%.

National Water and Sewerage Corporation

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National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

Report Of The Directors continued

Non-Revenue Water (NRW)

The Corporation recorded Global NRW of 34.6% in the FY 2020/21, compared to 34% in the FY 2019/20. Kampala
Water registered NRW of 40.6%, Central Region (25.8%), Eastern & Northern (25.3%) and Western & South Western
(22.5%). Measures that the Corporation is undertaking to address the Non-Revenue Water challenge are summarised
on page 65.

Land

During the reporting period, the Corporation took over additional towns from Government which had no titles. The
process of acquiring the titles for all our properties is continuing.

Our Auditors

In accordance with section 15 of the Public Enterprise Reform and Divestiture Act, the Financial Statements of the
Corporation shall be audited once every year by the Auditor General or an Auditor appointed by him to act on his
behalf.

During the Financial Year 2020/21, the Auditor General appointed Sejjaaka, Kaawaase and Company Certified Public
Accountants to carry out the audit of the Corporation on his behalf and report directly and solely to him.

By order of the Board,

………………………………………………………………………
Edith Katete
Corporation Secretary
11th October 2021

National Water and Sewerage Corporation

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 National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

Corporate Governance Report

The Board and Management

The National Water and Sewerage Corporation’s Board and Management are committed to ensuring the best principles
of Corporate Governance. These principles are applied throughout all the operations of the Corporation.

The Board

The Board of Directors is the policy making body of the Corporation and it makes the policies on behalf of the
Government of Uganda. The Board of Directors’ functions and responsibilities are set out in the National Water and
Sewerage Corporation Act Cap 317 (Laws of Uganda, 2000) and these include: -

a) Developing policies and strategies to be followed by the Corporation in achieving its objectives and carrying
out its functions.

b) Ensuring that Management performs its functions and exercises its powers in a proper, efficient and
economical manner in accordance with policies and strategies established by the Board.

c) While Management remains responsible for the day to day running of the affairs of the Corporation, there are
specific decisions that have to be referred to the Board for approval.

Board Constitution

The Board comprises of nine Government appointed Directors plus the Managing Director of the Corporation. One of
the Directors heads The Directorate of Water Development.

In appointing the Directors, the Hon. Minister of Water and Environment appoints persons having qualifications in the
following fields;

a) Knowledge and experience in the Water Sector.

b) Public Finance, Banking or Economics.
c) Business Management.
d) Commerce and Industry.
e) Environmental Management.
f) Public Health.

Meetings of the Board

The Board meets at least once every three months. Board Committee meetings take place every quarter or as and
when there is business. The Board operates through five committees which have been mentioned under Governance
and Leadership.

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National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

Statement of Director’s Responsibilities

The National Water and Sewerage Corporation Act Cap 317 (Laws of Uganda 2000), requires the Directors to prepare
Financial Statements for each Financial Year which give a true and fair view of the state of affairs of the Corporation as
at the end of the Financial Year and of the operating results for that year. The Directors are also required to ensure that
the Corporation keeps proper accounting records which disclose with reasonable accuracy at any time the financial
position of the Corporation. They are also responsible for safeguarding the assets of the Corporation.

The Directors are responsible for the preparation and fair presentation of these Financial Statements in accordance
with International Financial Reporting Standards and in the manner required by the National Water and Sewerage
Corporation Act (Laws of Uganda 2000). This responsibility includes: designing, implementing and maintaining
internal controls relevant to the preparation and fair presentation of Financial Statements that are free from material
misstatement, whether due to fraud or error, selecting and applying appropriate accounting policies, and making
accounting estimates that are reasonable in the circumstances.

The Directors accept responsibility for the Annual Financial Statements, which have been prepared using appropriate
accounting policies supported by reasonable and prudent judgments and estimates, in conformity with International
Financial Reporting Standards and in the manner required by the National Water and Sewerage Corporation Act (Laws
of Uganda 2000). The Directors are of the opinion that the Financial Statements give a true and fair view of the state
of the financial affairs of the Corporation and of its operating results. The Directors further accept responsibility for the
maintenance of accounting records which may be relied upon in the preparation of Financial Statements, as well as
adequate systems of internal financial control.

Nothing has come to the attention of the Directors to indicate that the Corporation will not remain a going concern for
at least the next twelve months from the date of this statement.

Board Chairman Managing Director Director

National Water and Sewerage Corporation

114 Integrated Annual Report FY 2020/21
 National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

Report of the Auditor General on the Financial

Statements of National Water and Sewerage
Corporation for the Year Ended 30th June 2021

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National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

Report of the Auditor General on the Financial Statements of National Water and
Sewerage Corporation for the Year Ended 30th June 2021 cont’d

National Water and Sewerage Corporation

116 Integrated Annual Report FY 2020/21
 National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

Report of the Auditor General on the Financial Statements of National Water and
Sewerage Corporation for the Year Ended 30th June 2021 cont’d

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National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

Report of the Auditor General on the Financial Statements of National Water and
Sewerage Corporation for the Year Ended 30th June 2021 cont’d

National Water and Sewerage Corporation

118 Integrated Annual Report FY 2020/21
 National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

Report of the Auditor General on the Financial Statements of National Water and
Sewerage Corporation for the Year Ended 30th June 2021 cont’d

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National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

Report of the Auditor General on the Financial Statements of National Water and
Sewerage Corporation for the Year Ended 30th June 2021 cont’d

National Water and Sewerage Corporation

120 Integrated Annual Report FY 2020/21
 National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

Statement of Profit or Loss and other Comprehensive

Income for the period ended 30th June 2021
30-Jun 30-Jun
2021 2020

Note UGX '000 UGX '000

Income

Water and sewerage income 5 376,170,941 370,705,256

Other incomes 6 9,268,693 8,547,204

Investment income 7 79,849 110,493

Deferred income 22 75,297,248 83,805,283

Total Income 460,816,731 463,168,236

Expenditure

Staff 8 150,048,611 151,164,016

Administrative Cost 9 46,975,959 51,115,559

Static Plant and Pipe Network 10 100,428,234 99,632,978

Supplies and Services 11 31,336,176 32,022,607

Premises Maintenance 12 10,916,970 9,703,666

Transport & Mobile Plant 13 14,671,349 16,205,734

Total expenditure before Depreciation 354,377,299 359,844,559

Operating Profit Before Depreciation 106,439,432 103,323,677

Depreciation and amortisation 15 87,763,893 82,593,441

Operating profits before finance costs 18,675,539 20,730,236

Net financial cost 14 (6,954,959) (1,838,776)

Net (Loss) Profit Before Tax 11,720,580 18,891,459

Tax Credit/ (Charge) 16 (a) 36,068,585 (18,385,162)

Profit (Loss) for the year 47,789,165 506,297

The Accounting policies and notes on pages 125 to 148 form an integral part of these Financial Statements

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National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

Statement of Financial Position

as at 30th June 2021
As at As at
Note 30-Jun 30-Jun
2021 2020
EQUITY UGX '000 UGX '000
Equity and reserves
Government funding 17 317,233,669 317,204,458
Revaluation reserves 630,782,617 641,366,709
Retained earnings 389,737,727 332,122,207
Total Equity 1,337,754,013 1,290,693,374

Non-current liabilities
Borrowings 18 49,113,316 36,700,000
Terminal Benefits 20 4,137,395 5,129,958
Deferred tax liabilities 21 297,042,135 333,143,686
Lease Obligations 26( c ) 8,367,233 -
Deferred Income 22 1,783,825,057 1,462,813,556
Total Non- Current liabilities 2,142,485,136 1,837,787,200
Total Equity and Non- Current liabilities 3,480,239,149 3,128,480,573

Represented By
Non-current Assets
Property plant and equipment 23 2,549,199,070 2,508,233,817
Capital Works- in-Progress 24 810,703,143 554,807,537
Intangible Assets 25 64,619 99,298
Right of Use Assets 26 (b) 12,385,111 4,101,177
Investment in NWSC Captive Insurance Co. 34 60,000 -
3,372,411,943 3,067,241,829
Current assets
Tax recoverable 16 (b) 2,027,969 3,585,302
Inventories 27 31,839,826 37,000,742
Trade and other receivables 28 168,128,852 222,607,714
Short term Bank deposits 29 11,178 1,544,626
Cash and bank balances 30 (a) 197,411,145 140,533,864
Total current assets 399,418,970 405,272,248
Total Assets 3,771,830,913 3,472,514,077

Current liabilities
Borrowings 18 3,063,553 3,353,814
Annual Terminal Benefits 19 12,084,383 17,754,819
Deferred income 22 75,297,248 83,805,283
Trade and other payables 31 201,146,580 239,119,589
291,591,764 344,033,504
Net Current Assets 107,827,206 61,238,744
Net Assets 3,480,239,149 3,128,480,573

The Financial Statements and their notes set out on pages 13 to 16 were approved by the Board of Directors on
11th October 2021 and were signed on its behalf by:

The Accounting policies and notes on pages 125 to 148 form an integral part of these Financial Statements

.................................................... ............................................................. ....................................................

Board Chairman Managing Director Director

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Annual Report and Financial Statements For the year ended 30th June 2021

Statement of changes in Equity

for the period ended 30th June 2021
Government Revaluation Retained Total Equity

Funding Reserve Earnings

UGX 000 UGX 000 UGX 000 UGX 000

At 1st July 2019 317,134,727 651,193,064 322,099,001 1,290,426,792

Exchange translate - - (309,446) (309,446)

Net profit (loss) for the year - - 506,297 506,297

Assets Taken over 69,731 - - 69,731

Transfer of excess depreciation - (9,826,355) 9,826,355 -

At 30th June 2020 317,204,458 641,366,709 332,122,207 1,290,693,374

At 1st July 2020 317,204,458 641,366,709 332,122,207 1,290,693,374

Opening Balance Restatement (PPE) note 23 (555,342) (555,342)

As at 30th June 2020 317,204,458 640,811,367 332,122,207 1,290,138,032

Exchange translate - (202,395) (202,395)

Net profit (loss) for the year - - 47,789,165 47,789,165

Assets Taken over 29,211 - - 29,211

Transfer of excess depreciation - (9,826,355) 9,826,355 -

At 30th June 2021 317,233,669 630,782,617 389,737,727 1,337,754,013

The Accounting policies and notes on pages 125 to 148 form an integral part of these Financial Statements

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Annual Report and Financial Statements For the year ended 30th June 2021

Statement of Cash Flows

for the period ended 30th June 2021
Note 30-Jun 30-Jun
2021 2020
Operating Activities UGX’000 UGX’000
Cash generated from operations 33 47,573,423 134,158,828
Prepayment of operating lease (138,520) (1,852,852)
Tax paid (32,707) (50,217)
Net cash generated from operating activities 47,402,196 132,255,759

Investing Activities
Additions to capital work in progress (255,379,807) 190,294,700
Purchase of property, plant and equipment 23 (129,161,997) (678,096,936)
Interest received 79,849 110,493
Investment in NWSC Captive Insurance Co. 34 (60,000) -
Net cash used in investing activities (384,521,955) (487,691,743)

Financing Activities
Loan Received 12,123,055 36,700,000
Payments of borrowings (7,169,915) (1,821,865)
Proceeds from grants 387,800,714 332,835,462
Net Cash Used in Financing Activities 392,753,854 367,713,597
Increase /(decrease) in cash and cash equivalents 55,634,094 12,277,614

Movement in Cash and Cash Equivalents

At start of the year 138,724,676 126,447,062
Increase/( decrease) 55,634,095 12,277,614
At year End 30(b) 194,358,771 138,724,676

The Accounting policies and notes on pages 125 to 148 form an integral part of these Financial Statements

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Annual Report and Financial Statements For the year ended 30th June 2021

Notes to the Financial Statements

1 Summary of Significant Accounting Policies

The financial statements have been prepared in accordance with International Financial Reporting Standards
(IFRS). The principal accounting policies adopted in the preparation of these financial statements are set out
below. These policies have been consistently applied to all years presented, unless otherwise stated.

(a) Basis of Preparation

The financial statements have been prepared under the historical cost convention, except where the assets have
been revalued. The historical cost convention is generally based on the fair value of the consideration given in
exchange of assets. Fair value is the price that would be received to sell an asset or paid to transfer a liability in
an orderly transaction between market participants at the measurement date, regardless of whether that price
is directly observable or estimated using another valuation technique. In estimating the fair value of an asset
or liability, the Corporation takes into account the characteristics of the asset or liability if market participants
would take those characteristics into when pricing the asset or liability at the measurement date. Fair value for
measurement and/or disclosure purposes in these consolidated financial statements is determined on such
a basis, except for measurements that have some similarities to fair value but are not fair value, such as net
realisable value in IAS 2 or value in use in IAS 36.

Going concern

The financial performance of the Corporation is set out in the Director’s report and in the statement of profit or
loss and the other comprehensive income. The financial position of the Corporation is set out in the statement of
financial position.

The NWSC is a Statutory Public Corporation empowered under the NWSC Act CAP 317 Laws of Uganda 2000 as
a body corporate, to enter into such Contracts and act as a Water Supply and Sewerage Authority in Uganda.

The Ministry of Water and Environment is mandated under the Water Act CAP 152, Laws of Uganda 2000 to enter
into Performance Contracts with Water and/or Sewerage Authorities appointed in accordance with Section 46
of this Act, to provide water supply and sewerage services to the people of Uganda efficiently and economically
and it is understood that the areas specified on page 11 are already declared Water and Sewerage Supply Areas,
and National Water and Sewerage Corporation (NWSC) has been appointed as such the Water and Sewerage
Authority.

The Performance Contract (PC 6) which is the main instrument for regulating water supply and sewerage services
provided and managed by NWSC was renewed and is deemed to take effect on and from the 1st day of July
2018 and for a period of three (3) years or until it is terminated in accordance with the provisions of this agreement
or any other governing law in Uganda. Accordingly, the directors are of the opinion that the Corporation is well
placed to continue in business for the foreseeable future and as a result the financial statements are prepared on
a going concern basis.

These financial statements comply with the requirements of the National Water and Sewerage Corporation Act,
1995, Cap. 317, Laws of Uganda. The statement of comprehensive income represent the Statement of financial
transactions during the year referred to in the Act. The statement of financial position is as referred to in the Act.
.
New and amended standards adopted by the Corporation

A number of new and revised Standards and Interpretations have been adopted in the current year. Their adoption
has had no material impact on the amounts reported in these financial statements.

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Notes to the Financial Statements continued

New standards, amendments and interpretations issued

International Financial Reporting Standards 9 (IFRS 9): Financial Instruments

IFRS 9 requires all financial assets to be measured at fair value on initial recognition and subsequently at amortised
cost or fair value (through profit or loss or through other comprehensive income), depending on their classification by
reference to the business model within which they are held and their contractual cash flow characteristics.

For financial liabilities, the most significant effect of IFRS 9 relates to cases where the fair value option is taken: the
amount of change in fair value of a financial liability designated as at fair value through profit or loss that is attributable
to changes in the credit risk of that liability is recognised in other comprehensive income (rather than in profit or loss),
unless this creates an accounting mismatch.

For the impairment of financial assets, IFRS 9 introduced an “expected credit loss” (ECL) model based on the concept
of providing for expected losses at the inception of a contract; this requires judgement in quantifying the impact of
forecast economic factors. For financial assets for which there has not been a significant increase in credit risk since
initial recognition, the loss allowance should represent ECLs that would result from probable default events within 12
months from the reporting date (12-month ECLs). For financial assets for which there has been a significant increase in
credit risk, the loss allowance should represent lifetime ECLs. A simplified approach is allowed for trade receivables and
lease receivables, whereby lifetime ECLs can be recognised from inception.

The Corporation has adopted IFRS 9 as issued by the IASB in July 2014 with a date of transition of 1 January 2018, which
resulted in changes in accounting policies and adjustments to the amounts recognised in the financial statements. The
Corporation adopted IFRS 9 in the financial year 2018/19.

The adoption of IFRS 9 has resulted in changes in the accounting policies for recognition, classification and
measurement of financial assets and financial liabilities and impairment of financial assets. IFRS 9 also significantly
amends other standards dealing with financial instruments such as IFRS 7 ‘Financial Instruments

IFRS 15: Revenue from contracts with customers

Under IFRS 15, revenue from sale of goods is recognised when the customer obtains control of the goods. Revenue
from sales of services is recognised over time provided the consumption of the service by the customer is simultaneous
with the performance of the service by the Company. The application of the standard, retrospectively, in the current
year has not had a material impact on the financial position or financial performance of the company, and a prior period
adjustment has, therefore, not been required. However, minor changes in presentation have been necessary, including
the separate presentation of contract assets and contract liabilities, which were previously presented net as ‘work-in-
progress’.

Amendments to IAS 12 ‘Income Taxes’ effective for annual periods beginning on or after 1 January 2019 clarifying on the
recognition of income tax consequences of dividends. Amendments to IAS 19 ‘Employee Benefits’ effective for annual
periods beginning on or after 1 January 2019 clarifying the effects of a retirement benefit plan amendment, curtailment
or settlement.

b) Critical accounting estimates and judgement

In the application of the accounting policies, the directors are required to make the judgments, estimates and
assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources.
The estimates and associated assumptions are based on historical experience and other relevant factors.
Such estimates and assumptions are reviewed on an ongoing basis. Revisions to estimates are recognised
prospectively.

The directors have made the following assumptions that have a significant risk of resulting in a material adjustment
to the carrying amounts of assets and liabilities within the next financial year.

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Notes to the Financial Statements continued

b) Critical accounting estimates and judgement continued

Measurement of expected credit losses (ECL)

The measurement of the expected credit loss allowance for financial assets measured at amortised cost and
FVTOCI is an area that requires the use of complex models and significant assumption about future economic
conditions and credit behaviour. A number of significant judgements are also required in applying the accounting
requirements for measuring ECL, such as:

- Determining criteria for significant increase in credit risk;

- Choosing appropriate models and assumptions for the measurement of ECL;
- Establishing the number and relative weightings of forward-looking scenarios for each type of product/
market and associated ECL; and
- Establishing groups of similar financial assets for the purposes of measuring ECL

ECLs are measured as the probability-weighted present value of expected cash shortfalls over the remaining
expected life of the financial instrument.

The measurement of ECLs is based primarily on the product of the instrument’s Probability of Default (PD), Loss
Given Default (LGD), and Exposure at Default (EAD).

The ECL model applied for financial assets other than trade receivables and contains a three-stage approach that
is based on the change in the credit quality of assets since initial recognition.

Stage 1 - If, at the reporting date, the credit risk of non-impaired financial instruments has not increased
significantly since initial recognition, these financial instruments are classified in Stage 1, and a loss allowance that
is measured, at each reporting date, at an amount equal to 12-month expected credit losses is recorded.
Stage 2 - When there is a significant increase in credit risk since initial recognition, these non-impaired financial
instruments are migrated to Stage 2, and a loss allowance that is measured, at each reporting date, at an
amount equal to lifetime expected credit losses is recorded. In subsequent reporting periods, if the credit risk
of the financial instrument improves such that there is no longer a significant increase in credit risk since initial
recognition, the ECL model requires reverting to recognition of 12-month expected credit losses.

When one or more events that have a detrimental impact on the estimated future cash flows of a financial asset
have occurred, the financial asset is considered credit-impaired and is migrated to Stage 3, and an allowance
equal to lifetime expected losses continues to be recorded or the financial asset is written off.

Assessment of significant increase in credit risk

The determination of a significant increase in credit risk takes into account many different factors including a
comparison of a financial instruments credit risk or PD at the reporting date and the credit or PD at the date
of initial recognition. IFRS 9 however includes rebuttable presumptions that contractual payments are overdue
by more than 30 days will represent a significant increase in credit risk (stage 2) and contractual payments that
are more than 90 days overdue will represent credit impairment (stage 3). The group uses these guidelines in
determining the staging of its assets unless there is persuasive evidence available to rebut these presumptions
For trade receivables, the group has applied the simplified model under IFRS 9 where lifetime expected credit
loss allowance is recognised on the basis of a provisioning matrix.

Useful lives of property and equipment

Management reviews the useful lives and residual values of the items of property and equipment on a regular
basis. During the financial year, a revaluation of property, plant and equipment was undertaken, the result of
which are reported under Note 23.

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Notes to the Financial Statements continued

b) Critical accounting estimates and judgement continued

Impairment of receivables

The directors review the portfolio of trade receivables on an annual basis. In determining whether receivables are
impaired, the directors make judgment as to whether there is any evidence indicating that there is a measurable
decrease in the estimated future cash flows expected.

c) Revenue recognition

Revenue comprises the fair value of the consideration received or receivable for sale of services, in the ordinary
course of business and is stated net of Value Added Tax (VAT).

The Corporation recognizes revenue when the amount of revenue can be reliably measured, it is probable that
future economic benefits will flow to the Corporation and when specific criteria have been met for each of the
Corporation’s activities as described below. The amount of revenue is not considered to be reliably measured until
all contingencies relating to the sale have been resolved. The Corporation bases its estimates on historical results,
taking into consideration the type of customer, the type of transaction and the specifics of each arrangement.

The Corporation recognizes all revenues at the time of billing. Should the Corporation consider that the criteria for
revenue recognition are not met for a transaction, revenue recognition would be delayed until such a time as the
transaction becomes fully earned.

(i) Sale of water is recognized based on periodic meter readings or estimates thereof when readings cannot be
taken;

(ii) Sewerage income is recognised based on the water billing for the month multiplied by the rate applicable to
the client’s classification/category;
(iii) Sale of goods is recognised upon delivery of products and customer acceptance;;

(iv) Interest income is accrued by reference to time in relation to the principal outstanding and the effective;

(v) Interest rate applicable;

d) Insurance Contracts

Transactions in foreign currencies during the year are converted into Uganda Shillings (the functional currency),
at the rates ruling at the transaction dates. At the end of each reporting period, monetary items denominated in
foreign currencies are retranslated at the rates prevailing at that date. The resulting differences from translation
are dealt with in the statement of Profit or loss in the year in which they arise.

(e) Property, plant and equipment

All property, plant and equipment are initially recorded at cost and therefore stated at historical cost less
depreciation. Historical cost comprises expenditure initially incurred to bring the asset to its location and condition
ready for its intended use.

Freehold and leasehold land, buildings and plant and machinery are subsequently shown at market value,
based on periodic valuations and is not less subsequent amortisation for leasehold land. Freehold land is not
depreciated.

Revaluations are performed with sufficient regularity such that the carrying amounts do not differ materially
from those that would be determined using fair values at the end of each reporting period. Any accumulated
depreciation at the date of revaluation is eliminated against the gross carrying amount of the asset, and the net
amount is restated to the revalued amount of the asset.

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Notes to the Financial Statements continued

(e) Property, plant and equipment continued

Increases in the carrying amount arising on revaluation are credited to other comprehensive ‘income except to
the extent that it reverses a revaluation decrease for the same asset previously recognised in profit or loss, in
which case the increase is credited to profit or loss to the extent of the decrease previously expensed. Decreases
that offset previous increases of the same asset are charged to other comprehensive income; all other decreases
are charged to profit or loss. Each year the difference between depreciation based on the revalued carrying
amount of the asset (the depreciation charged to profit or loss) and depreciation based on the asset’s original cost
is transferred from the retained earnings to revaluation reserve.
Subsequent costs are included in the asset’s carrying amount or recognized as a separate asset, as appropriate,
only when it is probable that future economic benefits associated with the item will flow to the Corporation and
the cost of the item can be reliably measured. The carrying amount of the replaced part is derecognised. All other
repairs and maintenance are charged to profit or loss in the year which they are incurred.

Depreciation on other assets is calculated using the straight-line method to write down the cost of each asset, to
its residual value over the estimated useful life using the following annual rates:

Rate%
Civil structures and buildings 1%
Technical Structures 3%
Pipe works 3%
Electro-mechanical equipment 3%
IT and office equipment 20%
Office furniture and fittings 20%
Mobile plant 20%

The assets residual values and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting
period.

An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount
is greater than its estimated recoverable amount.

Gains and losses on disposal of property and equipment are determined by comparing the proceeds with the
carrying amount and are taken into account in determining operating profit.

(f) Intangible assets

Intangible assets with finite useful lives that are acquired separately are carried at cost less accumulated
amortisation and accumulated impairment losses. Amortisation is recognised on a straight-line basis over their
estimated useful lives. The estimated useful life and amortisation method are reviewed at the end of each
reporting period, with the effect of any changes in estimates being accounted for on a prospective basis.

Computer software

Computer software licences are capitalised on the basis of the costs incurred to acquire and bring to use the
specific software. These costs are amortised over their estimated useful lives which are estimated to be 5 years.
Intangible assets comprise the accounting, billing and audit software.
Costs associated with developing or maintaining computer software programmes are recognised as an expense
as incurred. Costs that are directly associated with the production of identifiable and unique software products
controlled by the Corporation, and that will probably generate economic benefits exceeding costs beyond
one year, are recognised as intangible assets. Direct costs include software development staff costs and an
appropriate portion of relevant overheads.

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Notes to the Financial Statements continued

(g) Leases

IFRS 16 ‘Leases’ (issued in January 2016) effective for annual periods beginning on or after 1 January 2019, replaces
IAS 17 ‘Leases’, IFRIC 4 ‘Determining whether an Arrangement Contains a Lease’ and their interpretations (SIC-
15 and SIC-27). IFRS 16 establishes principles for the recognition, measurement, presentation and disclosure
of leases, with the objective of ensuring that lessees and lessors provide relevant information that faithfully
represents those transactions

(h) Inventories

Inventories are stated at the lower of cost and net realizable value. Cost is determined by the weighted average
cost basis less provisions for impairment. The cost of finished goods and work-in-progress comprises raw
materials, direct labour and other direct costs. Net realizable value is the estimated selling price in the ordinary
course of business, less the costs of completion and applicable variable selling expenses.

(i) Capital and revenue grants

Grants are recognized at their fair value where there is reasonable assurance that the grant will be received and
all attaching conditions will be compiled with.

When the grant relates to an expense item, (revenue grant) it is recognised as income over the periods necessary
to match the grant on a systematic basis to the costs that it is intended to compensate.

Where the grant relates to an asset, (capital grant) it is recognised in the profit and loss account on a systematic
basis over the expected useful life of the relevant asset.

(j) Government funding

Government contribution to the activities of the Corporation in form of assets transferred and long term debt
capitalized into equity are classified as government funding within equity.

(k) Cash and Cash Equivalents

For the purpose of the cash flow statement, Cash and cash equivalents comprises cash in hand, deposits held at
call with banks, and financial assets with maturities of less than 91 days, net of bank overdrafts and money market
lines.

In the statement of financial position, bank overdrafts are included within borrowings in current liabilities.

(l) Retirement benefit obligations

The Corporation and its employees contribute to the National Social Security Fund (NSSF), a statutory defined
contribution scheme registered under the NSSF Act. The company’s contributions to the defined contribution
scheme are charged to profit or loss in the year to which they relate.

(m) Annual Terminal Benefits

The Corporation operates an annual contract gratuity scheme. Under the scheme, the Corporation’s employees
are paid their contract gratuity at the end of each year of service. All the Corporations employees have renewable
contracts that run for three years.

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Annual Report and Financial Statements For the year ended 30th June 2021

Notes to the Financial Statements continued

(m) annual terminal benefits continued

The Corporation recognizes a liability and an expense for bonuses based on prior year performance. The
Corporation recognizes a provision where contractually obliged or where there is past practice that has created a
constructive obligation.

The estimated monetary liability for employees’ accrued annual leave entitlement at the reporting date is
recognized as an expense.

(n) Financial instruments

Financial instruments are recognised when, and only when, the Corporation becomes party to the contractual
provisions of the instrument. All financial assets are recognised initially using the trade date accounting which is
the date the Corporation commits itself to the purchase or sale.

Financial assets

The corporation classifies its financial assets in accordance to amortised cost.

Amortised cost
Financial assets that are held within a business model whose objective is to hold assets in order to collect
contractual cash flows, and for which the contractual terms of the financial asset give rise on specified dates to
cash flows that are Solely Payments of Principal and Interest (SPPI) on the principal amount outstanding and are
not designated at Fair Value Through Profit or Loss (FVTPL), are classified and measured at amortised cost. The
carrying amount of these assets is adjusted by any expected credit loss allowance recognised and measured.

At initial recognition of a financial asset, the Corporation determines whether newly recognised financial assets
are part of an existing business model or whether they reflect the commencement of a new business model. The
Corporation reassess its business models each reporting period to determine whether the business models have
changed since the preceding period. For the current and prior reporting period the Corporation has not identified
a change in its business models.

Derecognition/write off
Financial assets are derecognised when the rights to receive cash flows from the financial asset have expired,
when the Corporation has transferred substantially all risks and rewards of ownership, or when the Corporation
has no reasonable expectations of recovering the asset.

Financial instruments that are subsequently measured at amortised cost are subject to impairment.

Impairment
The Corporation recognises loss allowances for Expected Credit Losses (ECLs) on the following financial
instruments that are measured at amortised cost:

- Cash and cash equivalents

- Trade and other receivables
- Short term deposits

The loss allowance is measured at an amount equal to the lifetime expected credit losses for trade receivables
and for financial instruments for which:

- the credit risk has increased significantly since initial recognition; or

- there is observable evidence of impairment (a credit-impaired financial asset).

If, at the reporting date, the credit risk on a financial asset other than a trade receivable has not increased

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Financial assets continued

significantly since initial recognition, the loss allowance is measured for that financial instrument at an
amount equal to 12-month expected credit losses. All changes in the loss allowance are recognised in profit
or loss as impairment gains or losses.

Lifetime expected credit losses represent the expected credit losses that result from all possible default
events over the expected life of a financial instrument. 12-month expected credit losses represent the portion
of lifetime expected credit losses that result from default events on a financial asset that are possible within
12 months after the reporting date.

Expected credit losses are measured in a way that reflects an unbiased and probability-weighted amount
determined by evaluating a range of possible outcomes, the time value of money, and reasonable and
supportable information that is available without undue cost or effort at the reporting date about past
events, current conditions and forecasts of future economic conditions.

All financial assets are classified as non-current except those that are held for trading, those with maturities
of less than 12 months from the balance sheet date, those which management has the express intention
of holding for less than 12 months from the reporting date or those that are required to be sold to raise
operating capital, in which case they are classified as current assets.

Financial liabilities

Financial liabilities that are held for trading (including derivatives), financial guarantee contracts, or
commitments to provide a loan at a below-market interest rate are classified and measured at fair value
through profit or loss. The Corporation may also,on initial recognition, irrevocably designate a financial
liability as at fair value through profit or loss if doing so eliminates or significantly reduces a measurement
or recognition inconsistency.

All other financial liabilities are classified and measured at amortised cost.

2 Provisions

Provisions for environmental restoration, restructuring costs and legal claims are recognised when the
company has a present legal or constructive obligation as a result of past events, it is probable that an
outflow of resources embodying economic benefits will be required to settle the obligation and the amount
has been reliably estimated. Restructuring provisions comprise lease termination penalties and employee
termination payments. Provisions for future operating losses are not recognised.

Where there are a number of similar obligations, the likelihood that an outflow will be required in settlement
is determined by considering the class of obligations as a whole. A provision is recognised even if the
likelihood of an outflow with respect to any one item included in the same class of obligation may be small.
The amount recognised as a provision is the best estimate of the present value of expenditures expected
to be incurred to settle the obligation using a pre-tax rate that reflects the current market assessments of
time value of money and the risks specific to the obligation. The increase in the provision due to passage of
time is recognised as interest expense in profit or loss under finance costs

3 Taxation

The tax expense for the period comprises current and deferred income tax. Tax is recognized in the profit
and loss account except to the extent that it relates to items recognized in other comprehensive income or
directly in equity. In this case the tax is also recognized in other comprehensive income or directly in equity
respectively.

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Annual Report and Financial Statements For the year ended 30th June 2021

3 Taxation continued

Current tax

Current income tax is the amount of income tax payable on the taxable profit for the year determined in
accordance with the relevant tax legislation.

Deferred Income Tax

Deferred tax is provided using the liability method for all temporary differences arising between the tax
bases of assets and liabilities and their carrying values for financial reporting purposes. Currently enacted
tax rates are used to determine deferred tax. Deferred tax assets are recognised only to the extent that it
is probable that future taxable profits will be available against which temporary timing differences can be
utilised.

Deferred income tax assets are recognized only to the extent that it is probable that future taxable profits
will be available against which the temporary differences can be utilized.

4 Comparatives

Where necessary, comparative figures have been adjusted to conform with changes in presentation in the
current year.

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Annual Report and Financial Statements For the year ended 30th June 2021

Notes to the Financial Statements continued

30-Jun 30-Jun
2021 2020
UGX’000 UGX’000
5 Water and sewerage income
Water and sewerage charges 348,854,204 345,222,833
Service charges 14,246,720 13,004,406
Connection fees 8,427,739 933,068
Reconnection fees 171,590 659,299
Other water and sewerage incomes 4,470,688 3,885,650
Total Water and Sewerage Income 376,170,941 370,705,256

6 Other income
Sale of Scrap - 125,274
Decrease in provision for obsolete stock 9,820 4,982
Other operating incomes 9,258,873 8,416,948

Total other incomes 9,268,693 8,547,204

7 Investment income
Interest receivable on bank deposits 79,849 110,493
Total Investment Income 79,849 110,493

8 Employee Benefit Expenses

The following items are included within the employee expenses:-

Basic pay 68,235,471 67,263,001

Housing expense 16,195,758 15,954,396
Medical expense 8,322,001 7,544,772
National Social Security Fund contributions 10,550,785 10,890,054
Lunch and transport allowance 6,741,585 6,648,863
Car and cycle allowance 7,801,663 7,240,379
Performance/attendance bonus and overtime 3,247,091 3,208,222
Work bonus 706,090 6,857,375
Leave transport and allowance 2,212,299 2,150,685
Annual Terminal Benefits (Note 19) 21,895,430 20,408,952
Shift allowance 456,941 448,126
Terminal benefits interest 133,616 151,490
Provident Fund 2,737,676 1,863,372
Workmen’s compensation 509,531 254,266
Funeral expenses 302,674 280,062
Total employee expenses 150,048,611 151,164,016

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Annual Report and Financial Statements For the year ended 30th June 2021

Notes to the Financial Statements continued

30-Jun 30-Jun
2021 2020
UGX’000 UGX’000
9 Administrative expenses
Board expenses 1,258,381 917,788
Meeting expenses 1,938,417 3,148,689
Local travels 9,512,914 10,902,891
Foreign travels 93,645 2,657,081
Publicity 12,478,769 8,530,998
Entertainment 6,187 141,113
General insurance 95,903 237,956
Legal and professional expenses 2,560,830 1,530,499
Training expenses and allowances 368,044 1,635,000
Donations and subscriptions 966,333 1,581,539
Lunch and transport 9,107,596 9,424,046
Contribution to staff sports 183,844 185,474
Process bench marking - 804,696
Security 4,350,634 4,454,578
Bad debts - water services written off 1,463,728 1,313,689
Stock losses (Stock write down) 53,410 155,766
Staff transfer 308,910 304,897
Other professional charges 1,693,766 2,531,775
Bank charges 320,930 413,803
Research Expense 2,560 40,546
Performance Review Expenses 605 2,045
Audit fees payable 210,553 200,181
Courier - 509
Total Administrative expenses 46,975,959 51,115,559

10 Static plant and pipe network expenses

Electricity 70,349,225 70,120,463
Plant repairs & maintenance 6,511,267 5,413,518
Pipe network repairs & maintenance 18,186,500 16,914,043
Fuel and lubricants 4,391,467 5,936,596
Insurance 311,056 505,519
Sand 182,674 405,896
Disludging Sewerage Ponds 110,995 28,784
Water abstraction permits 306,518 164,994
Catchment Restoration 78,532 143,165
Total static plant and Pipe network expenses 100,428,234 99,632,978

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Annual Report and Financial Statements For the year ended 30th June 2021

Notes to the Financial Statements continued

30-Jun 30-Jun
2021 2020
UGX’000 UGX’000
11 Supplies and services expenses
Water treatment chemicals 21,106,461 21,781,322
Equipment repairs and minor purchase 292,511 556,374
Printing and stationery/publications 544,702 722,420
Tools and light plant 1,068,599 714,917
Uniforms and protective wear 500,601 363,003
Computer license 3,214,671 2,707,910
Lease of data communication links 1,071,495 2,226,133
Office supplies 3,351,128 2,733,404
Laboratory equipment and reagents 186,008 216,629
Laboratory Equipments - 496
Total Supplies and services expenses 31,336,176 32,022,607

12 Premises expenses
Repairs and maintenance 6,083,499 4,308,719
Cleaning materials 1,248,694 1,012,788
Electricity 494,751 624,380
Water 286,031 272,850
Fixtures and fittings 199,213 296,799
Total premises expenses 10,916,970 9,703,666

13 Transport and mobile plant costs

Fuel and lubricants 7,409,385 9,039,904
Repairs and maintenance 1,542,956 1,678,827
Hire of transport 5,573,805 5,105,157
Insurance 11,848 237,336
License, road toll and taxes 133,355 144,511
Total Transport and Mobile Plant Costs 14,671,349 16,205,734

14 Finance costs
Exchange loss 75,304 153,078
Interest on Long term loan 6,879,655 1,222,817
Interest on short term loan - 462,881
Total Finance costs 6,954,959 1,838,776

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Annual Report and Financial Statements For the year ended 30th June 2021

Notes to the Financial Statements continued

30-Jun 30-Jun
2021 2020
UGX’000 UGX’000
15 Depreciation and amortisation
Depreciation (Note 23) 87,641,401 2,474,412
Amortisation of intangibles (Note 25) 34,679 52,026
Amortisation of operating lease prepayments :
Note 26 (a) 87,813 67,003
Total depreciation & amortisation 87,763,893 82,593,441

16 Income tax expense

Current income tax 32,966 35,707
Deferred tax credit to profit or loss (Note 21a) (36,101,551) 18,349,455
16 (a) Total Income tax expenses (36,068,585) 18,385,162

The tax on the Corporation’s profit before income tax differs from the theoretical amount that would arise using
the statutory income tax rate as follows:
30-Jun 30-Jun
2021 2020
UGX’000 UGX’000
Profit before income tax: 11,720,580 45,828,530
Tax calculated at the statutory income tax Rate of 30% (2021,2020-30%) 3,516,174 13,748,559
Tax effects of:
Income not subject to tax (Note 23) (22,589,174) (25,141,585)
Expenses not deductible for tax purposes 19,073,000 11,393,026
Rental tax 32,966 35,707
Income tax expense 32,966 35,707

The movement in current Income tax recoverable for the year is as follows:
2021 2020
Shs’000 Shs’000
At start of year 3,585,302 3,570,792
Rental tax charge (32,966) (35,707)
Tax Recovered (1,557,074) -
1,995,262 3,535,085
Income tax paid 32,707 50,217
16 (b) At end of year 2,027,969 3,585,302

17 Government funding

At the start of the year 317,204,458 317,134,727

Assets taken over during the year 29,211 69,731
As at 30 June
th
317,233,669 317,204,458
Details
Kumi Area-stock 13,267 56,687
Ntoroko Area-stock 15,944 -
Total Government funding 29,211 69,730

Government funding represents a build-up of capital contributions to the Corporation from GoU overtime. The contributions in the year
ended 30th June 2021 consists of verified stock which were handed over by MWE to Kumi and Ntoroko Areas following the completion
of the Water projects in those towns. The Non-Current Assets of the new towns were handed over without book values and the process
of verification and valuation could not be done in the last two years due to disruptions caused by COVID-19. When business normalizes,
the assets in the new towns will be verified, valued and then added to the assets of the Corporation

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Notes to the Financial Statements continued

30-Jun 30-Jun
2021 2020
UGX’000 UGX’000

18 Borrowings
Equity Bank 49,113,316 36,700,000
Interest charge 6,465,273 1,222,817
Interest payments (6,465,273) (1,222,817)
49,113,316 36,700,000
Short Term Loan (Bank of Africa) 3,063,553 3,353,814
Total borrowings 52,176,869 40,053,814

Movement
At the start 3,353,814 4,712,798
Interest on overdraft 414,381 462,881
Repayments (loan and overdraft) (704,642) (1,821,865)
3,063,553 3,353,814
Due within one year 3,063,553 3,353,814
Due after one year 49,113,316 36,700,000
Total Borrowings 52,176,869 40,053,814

In the FY2019/20, Government authorized NWSC to obtain a medium term loan of UGX50billion to address the
urgent water challenges around the Country. By the end of the FY2020/21, the facility had been fully disbursed.
UGX49,113,316,000, which appears under the Non-Current Liabilities is the outstanding principal amount as at
30th June 2021. The facility is repayable on a quarterly basis until 2026, when it will be fully amortised.

19 Annual terminal benefits

At start of year 17,754,819 10,186,491
Charge for the year 21,895,431 20,408,953
Payments during year (27,565,867) (12,840,625)
At end of year 12,084,383 17,754,819

20 Terminal benefits (Ring-fenced)

At start of year 5,129,958 5,278,115
Accrued interest 133,616 175,985
Provision Adjustment (442,850) -
Payments during the year (683,329) (324,142)
At end of year 4,137,395 5,129,958
- -
Due within one year
Due after one year 4,137,395 5,129,958

Total Terminal benefits (Ring-fenced) 4,137,395 5,129,958

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138 Integrated Annual Report FY 2020/21
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Annual Report and Financial Statements For the year ended 30th June 2021

Notes to the Financial Statements continued

21 Deferred tax

Deferred income tax is calculated using the enacted income tax rate of 30% (2021: 30%).
The movement on the deferred income tax account is as follows:
30-Jun 30-Jun
2021 2020
Shs’000 Shs’000
At start of year 333,143,686 314,794,231
Credit to statement of profit or loss (Note 16) (36,101,551) 18,349,455
At end of year 297,042,135 333,143,686

Deferred income tax assets and liabilities, deferred tax charge in the Statement of Profit or Loss and Other
Comprehensive Income, and deferred tax charge in equity are attributable to the following items:

Year ended 30 June 2021

Charged to
Deferred income tax liabilities 01 July 2020 Profit or Loss 30 June 2021
Shs’000 Shs’000 Shs’000

Property, plant and equipment:

- On historical cost basis 230,191,186 77,115,673 307,306,859
- On revaluation surpluses 255,059,179 (65,597,073) 189,462,106
Tax losses carried forward (150,111,912) (48,217,767) (198,329,679)
Provision for bad debts (1,931,971) 605,124 (1,326,847)
Provision for obsolete stock (62,796) (7,508) (70,304)
Net deferred income tax liability 333,143,686 (36,101,551) 297,042,135

National Water and Sewerage Corporation National Water and Sewerage Corporation
139 Integrated Annual Report FY 2018/19 Integrated Annual Report FY 2020/21
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National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

30-Jun 30-Jun
22 Deferred Income 2021 2020
UGX’000 UGX’000
At 1st July (A) 1,546,618,839 1,297,588,660
GoU Contributions
GoU Contributions to major Projects 30,930,321 28,626,008
Revenue Grant (SCAP 100 and Subvention) 48,471,536 58,000,000
Subtotal (B) 79,401,857 86,626,008
Contributions by Development Partners
Kampala Sanitation Project (KFW/AFD) 11,338,022 48,140,248
KW LV -WATSAN project (AFD/KFW/EU) 83,893,131 82,951,227
KW - LV WATSAN Project II (AFD) 200,619,724 85,221,269
Intergrated Program to improve Living conditions (KFW/IDA) 7,511,735 13,707,004
Intergrated Water Management Development Project (IDA/KFW) 767,139 2,009,914
South Western Cluster Water and Sanitation Project (AFD) - 13,158,916
Water for Virunga 4,269,106 1,020,876
Subtotal (C) 308,398,857 246,209,454
Total as at 30th June (D) 1,934,419,553 1,630,424,122
Completed Projects 26,825,712 25,805,283
Revenue Grant (SCAP 100 and subvention) 48,471,536 58,000,000
Released to income statement (E) 75,297,248 83,805,283
1,859,122,305 1,546,618,839

a) Due within one year (75,297,248) (83,805,283)

b) Due after more than one year 1,783,825,057 1,462,813,556

National Water and Sewerage Corporation

140 Integrated Annual Report FY 2020/21
Notes to the Financial Statements continued

23. Property, Plant and Equipment

Office Furniture
Civil Land Pipe Technical Electromech IT and Office Transport Transport Total
and
Structures Freehold Works Structures Equipment Equipment Equipment Heavy Light
UGX '000 UGX '000 UGX '000 UGX '000 UGX '000 UGX '000 UGX '000 UGX '000 UGX '000 UGX '000
COST / VALUATION
At 1st July 2020 478,752,780 174,260,718 1,544,971,900 235,296,212 194,359,706 14,072,846 6,237,022 4,831,499 5,188,485 2,658,517,510

Accumulated depreciation (20,901,432) - (90,423,130) (11,449,583) (14,943,264) (5,599,042) (2,373,785) (2,943,176) (1,650,281) (150,283,693)
Closing net book value
457,851,348 174,260,718 1,454,549 223,846,629 179,416,442 8,473,804 3,863,237 1,888,323 3,538,204
30/06/2020 2,508,233,817
Restatement of Closing Balance
(555,342)
2018/19

As at 1st July 2020 478,752,780 174,260,718 1,544,971,900 235,296,212 194,359,706 14,072,846 6,237,022 4,831,499 5,188,485 2,657,971,168

Additions 9,864,393 2,006,394 - 101,157 7,225,689 2,681,954 881,069 - 144,068 22,904,724

Additional Expenditure on existing
243,842 - - - - - - - 243,842
land
Reclassification from WIP 21,689,549 79,901,448 1,187,053 3,235,381 106,013,431
Restated Balance as at 30th June
510,306,722 176,510,954 1,624,873,348 236,584,422 204,820,776 16,754,800 7,118,091 4,831,499 5,332,553 2,787,133,165
2021

DEPRECIATION

As at 1st July 2020 (20,901,432) - (90,423,130) (11,449,583) (14,943,264) (5,599,042) (2,373,785) (2,943,176) (1,659,281) (150,292,693)

Charge for the year (11,995,842) - (52,130,553) (7,120,511) (9,394,392) (3,582,126) (1,444,248) (1,681,999) (291,731) (87,641,402)

At 30th June 2021 (32,897,274) - (142,553,683) (18,570,094) (24,337,656) (9,181,168) (3,818,033) (4,625,175) (1,951,012) (237,934,095)

NET BOOK VALUE

As at 30th June 2021 477,409,448 176,510,954 1,482,319,665 218,014,328 180,483,120 7,573,632 3,300,058 206,324 3,381,541 2,549,199,070
Annual Report and Financial Statements For the year ended 30th June 2021
National Water & Sewerage Corporation (NWSC)
National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

Notes to the Financial Statements continued

30-Jun 30-Jun
2021 2020
UGX’000 UGX’000
24 Capital work in progress

Work in Progress 42,595,101 59,277,086

Gulu - IPILC 8,613,620 6,165,021
Albertine graben Hoima 2,675,165 2,373,430
Water Management Development Programme 3,360,723 2,039,859
Devt of Water and Sanitation in Mbarara 17,711,035 11,769,985
Fortportal Water production 2,428,669 669,855
Kampala WS & SP 2,528,981 1,108,657
Kampala Sanitation Project 42,369 3,488,154
Kapeeka upgrade 5,145,176 -
Sembabule Water Project 11,577,289 -
IWMDP 2,028,397 -
KW-LV WATSAN Project 711,996,618 467,915,490
810,703,143 554,807,537
25 Intangible assets

Intangible Assets 1 July 980,436 838,761

Opening balance re-statement - (31,724)
Restated balance 980,436 807,037
Additions - 173,399
Total 980,436 980,436

Amortisation
Amortisation 1 July (881,138) (829,112)
Opening balance adjustment
Charge for the year (34,679) (52,026)
At 30th June 20 (915,817) (881,138)
NBV as at 30th June 20 64,619 99,298

National Water and Sewerage Corporation

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Annual Report and Financial Statements For the year ended 30th June 2021

Notes to the Financial Statements continued

30-Jun 30-Jun
2021 2020
26 Rights of use assets (Operating Lease Contracts) UGX’000 UGX’000

Leasehold Property
Cost
At 1 July 4,210,900 2,531,447
Additions 138,520 1,679,453
At 30 June 4,349,420 4,210,900

Amortisation
At 1 July 2019 (109,723) (176,726)
Adjustment (134,006) -
26 (a) Charge for the year (87,813) 67,003
(331,542) (109,723)
At year end 4,017,878 4,101,177

Lease of Vehicles
Value attributable to the remaining period of Use 7,351,303 -
Amortisation - -
At year end 7,351,303 -

Rental Agreements
Value attributable to the remaining period of Use 1,015,930 -
Amortisation - -
At year end 1,015,930 -
26 (b) Total NBV of Right of Use Assets 12,385,111 4,101,177

26 (c) Lease Obligations

Lease of Vehicles (7,351,303) -
Rental Agreements (1,015,930) -
(8,367,233) -

The Corporation recognises Leasehold Properties as Non-Current Assets which are amortised over the remaining
lease term. At the end of the FY2020/21, the Corporation adopted IFRS 16. Lease of Vehicles and Rent agreements
have been brought under this Standard.

On 30th June 2021, all vehicle lease agreements and rental agreements with the remaining periods of more than 12
months were valued. The outstanding payments for the remaining periods were discounted (15%), to derive the Net
Book Value as at the date of Statement of Financial Position.

The Assets have been recognised as Non-Current Assets (Right of Use Assets). The corresponding Liabilities have
been recognised as Lease Obligations (Non-Current Liabilities). The Assets and Liabilities will be amortised over the
remaining useful life starting 1st July 2021.

The Corporation also had additional 27 rental vehicles whose remaining contract period is less than 12 months and
is expected not to be renewed as at year end. The monthly rental payments are approximately UGX18 million. These
agreements have not been capitalised.

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Annual Report and Financial Statements For the year ended 30th June 2021

30-Jun 30-Jun
2021 2020
27 Inventories UGX’000 UGX’000

Stationery 549,747 633,128

Chemicals 6,263,416 5,162,271
Pipes and fittings 16,343,477 27,685,395
Pump spares 8,802,150 3,602,961
Fuel & lubricants 115,384 126,308
Provision for slow moving stock (234,348) (209,321)
Total Net Inventory 31,839,826 37,000,742

28 Trade and other receivables

Water and sewerage debtors 140,870,793 144,493,951
Credit Loss adjustments (7,151,757) (6,455,907)
Water and sewerage debtors - net 133,719,036 138,038,044
Prepayments 550,907 382,933
Other receivables 30,636,948 81,286,442
Value Added Tax 3,221,961 2,900,295
168,128,852 222,607,714

Movements in the expected credit loss for trade receivables are as follows:
At start of year 6,791,832 6,231,637
Provision in the year 679,844 1,313,689
Reduction during the year - (1,020,812)
Provision no longer required - 267,318
At end of Year 7,471,676 6,791,832

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Annual Report and Financial Statements For the year ended 30th June 2021

Notes to the Financial Statements continued

30-Jun 30-Jun
2021 2020
UGX’000 UGX’000
29 Short term bank deposits
DFCU Call Account 7,451 368,698
NWSC Reserve Account 3,727 1,175,928
Total Short Term Deposits 11,178 1,544,626

30 (a) Cash at bank and in hand

Cash in hand 135,017 2,693

Cash collection accounts 3,027,097 7,744,851

Equity loan service account 733,301 218,926

KW-WATSAN 1 84,923,088 56,946,044

South Western Cluster water 11,321,970 15,527,102

BOU KW WATSAN 2 61,004,763 21,449,642

WMDP (IWMDP) project A/c 28,578,478 30,555,579

Bank balances 7,687,431 8,089,027

197,411,145 140,533,864

30 (b) For the purposes of the statement of cash flows, cash and cash equivalents comprise the following:-

30-Jun 30-Jun
2021 2020
UGX’000 UGX’000
Cash and bank balances as above 197,411,145 140,533,864
Short term bank deposits (Note 29) 11,178 1,544,626
Bank overdraft facility (3,063,553) (3,353,814)
194,358,770 138,724,676

31 Trade and other payables

Trade payable 41,206,260 68,070,717
Rechargeable works 2,313,342 2,686,005
Accruals and provision 32,682,700 40,554,457
Projects 63,019,355 54,512,726
Retention Money 39,903,144 50,335,836
Letters of credit - 4,217,155
Customer deposits 22,021,779 18,742,694
Total trade and other payables 201,146,580 239,119,589

Customer deposits increased from UGX19 billion in the FY 2019/20 to UGX22 billion in the current financial
year. This is because the Corporation has completed the project of installing prepaid water meters and most
Government accounts have prepaid bills.

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Notes to the Financial Statements continued

32 COVID-19 Disclosure

The COVID-19 pandemic continued to affect countries and businesses at the time of issuing these financial
statements. The risks arising from this pandemic could manifest in a number of ways including but not limited
to market, services and supply chain disruptions, unavailability of key people resources, locations being
quarantined, among others. The directors have assessed that, at the time of issuing these financial statements,
it was impracticable to determine and disclose the extent of the possible effects of the pandemic on the
Corporation. It is reasonably possible, based on existing knowledge, that outcomes within the next financial
year that are different from the judgements and assumptions used, could require a material adjustment to the
carrying amount of the assets or liabilities reported in these financial statements.

33 Cash generated from operations

Reconciliation of profit before income tax to cash generated from operations:

30-Jun 30-Jun
2021 2020

Note UGX’000 UGX’000

Profit before income tax 11,720,580 45,828,530
Adjustments for:
Investment income 7 (79,849) (110,493)
Bad debts written off 9 1,463,728 1,313,689

Movement in obsolete stock 6 (9,820)

Stock losses 9 53,410 155,766

Interest expense 14 6,879,655 462,881

Exchange loss 14 75,304

Deffered income 22 (75,297,248) (83,805,283)

Depreciation 15 87,641,401 55,537,341

Amortisation of intagible Assets 25 34,679 52,026

Amortisation of prepaid operating lease rentals 26 87,813 67,003
Changes in working capital:
Inventories 27 5,160,916 7,547,769

Trade and other receivables 28 54,478,862 44,499,930

Trade and other payables 31 (37,973,009) 55,189,497

Annual Terminal Benefits 19 (5,670,436) 7,568,328

Terminal benefits 20 (992,563) (148,157)
Cash (utilised in)/generated from operations 47,573,423 134,158,828

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Annual Report and Financial Statements For the year ended 30th June 2021

Notes to the Financial Statements continued

34 Related parties

The Corporation is wholly owned by the Government of Uganda. The following transactions were carried out with
related parties. Being the sole distributor of water in the country, the Corporation supplies water to all government
institutions that are connected to the water network. The corporation also receives Grants from Government for
investment in our infrastructure.

Key Management Compensation

Key management includes directors (executive and non-executive) and members of senior management. The
compensation paid or payable to key management for employee services is shown below:

30-Jun 30-Jun
2021 2020
i) Deputy Managing Directors and other Directors UGX’000 UGX’000

Salaries and other employment benefits 2,656,460 2,581,944

Termination Benefits 651,475 632,845
Bonus 37,689 482,873
Total key management compensation 3,345,624 3,697,662

ii) Board of Directors’ remuneration

Salaries and benefits to the Managing Director 561,848 635,650

Retainer fees and benefits to Non - Executive Directors 204,900 300,785

766,748 936,435

iii) Sale of water

Being the sole distributor of water in the country, the corporation supplies water to all government institutions
that are connected to the water network

iv) Investment in the NWSC Captive Insurance Company

Amount Invested 60,000 -

Total investment as at 30 June 60,000 -

The Corporation is in the process of setting up a firm to manage most of its risks. The Company will be wholly
owned by the Corporation. During the year, the Corporation spent UGX60 million on cost of setting up the firm.
The firm has already been incorporated, The NWSC Captive Insurance Company Limited (SMC) but has not
been licenced by the Insurance Regulatory Authority. It had not yet commenced business as at 30th June 2021.

35 Contingent Liabilities

The Corporation is involved in five court cases which were not concluded by the end of the Financial Year. These
cases were brought up by the Project Affected Persons who rejected the compensation recommended by the
Chief Government Valuer and demanded higher sums. The Projects have however been fully implemented. The
Corporation is not certain of when the legal cases will be resolved and what will be the final outcomes.

a) NWSC vs. Asiimwe Ambrose HCCS 325 of 2020 - A suit was instituted by NWSC with the aim of obtaining relief
from court authorising NWSC to access part of Mr. Asiimwe’s land comprised in Kyadondo Block 221 Plots

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35 Contingent Liabilities continued

938,942 and 941 for the purpose of executing the KW –LV Watsan Project. Mr. Asiimwe also filed a
counter claim for recovery together with other reliefs. The matter is yet to be fixed for hearing.

b) Meera Investments Ltd v NWSC HCCS No.195 of 2015 – Meera Investments instituted a suit against
NWSC claiming trespass on their land comprised in LRV 4184 Folio 6 Plots M800 and M88O at
Industrial Area in Kampala. Meera filed applications including M/A No.336 of 2015 seeking an interim
order to restrain the Corporation from constructing sewerage pipes in the suit land. NWSC successfully
objected to this application, which was dismissed with costs. The parties appeared before Hon Lady
Justice Busingye Immaculate who ordered the CGV to value the damage occasioned by the laying
of sewer pipes. No new date has been fixed for the hearing as the past dates issued were within the
COVID 19 Lock down period.

c) Meera Investment Ltd v NWSC and Sogea Satom HCCS No.518 of 2016 – Meera Investments
instituted a suit claiming for a declaration that NWSC had trespassed on its land situate at Plot 6 Hill
Crescent and Plots 30-35 at Makubuya Close Banda. The application for a temporary injunction was
dismissed. The plaintiff claims for the value of the land while the position of NWSC is that its liability
is being the value furnished by the CGV. The main suit was fixed for hearing on 9th July 2020 wherein
directions were issued to file witness statements and trial bundles. No new date for the hearing has
been issued.

d) David Mugalya & 3 Ors v NWSC & 2 Ors HCCS No. 139 of 2018 – The plaintiff’s claim that the activities
of NWSC in the construction of the Nakivubo – Kinawataka Sewer lines affected the use of their
properties and occasioned damage thereon. NWSC averred that most of the alleged PAPs were
unknown to the NWSC and the suit was largely frivolous. NWSC applied for dismissal. The matter was
to be heard on 23rd August 2021 but was adjourned owing to absence of the Judge who is handling
election petitions.

e) Hilary Kirya v NWSC HCCS No.109 of 2019 – The plaintiff instituted a suit claiming trespass by NWSC
and contesting the valuation of the CGV. The matter is for hearing

36 Events after the Reporting Period

There are no material reportable events after the reporting period.

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Annual Report and Financial Statements For the year ended 30th June 2021

Annexes and key

contacts

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Annual Report and Financial Statements For the year ended 30th June 2021

ANNEX 1: Water Production (m3) and Capacity Utilisation (%) as at 30th June 2020
Practical capacity m3/ Total Water Produced Average Production Capacity
Area
day m3 m3/day Utilisation (%)
Kampala Metropolitan 278,500 88,013,881 241,134 87%
Central Region
Jinja 22,410 7,337,522 20,103 90%
Entebbe/Kajansi 28,460 8,301,177 22,743 80%
Masaka 9,220 2,296,649 6,292 68%
Mubende 2,850 625,984 1,715 60%
Lugazi 2,170 477,295 1,308 60%
Luweero 8,736 926,939 2,540 29%
Mityana 4,800 868,878 2,380 50%
Kigumba 983 154,563 423 43%
Bweyale/Kiryandongo 1,114 219,724 602 54%
Kyotera 3,021 588,781 1,613 53%
Iganga 1,296 177,665 487 38%
Bugiri 1,128 96,697 265 23%
Kamuli/Mbulamuti 1,370 206,723 566 41%
Mpigi 3,200 433,523 1,188 37%
Sembabule 1,624 271,214 743 46%
Kapeeka 2,966 521,713 1,429 48%
Sub Total 95,348 23,505,048 64,397 68%
Eastern & Northern Region
Tororo 15,948 1,478,853 4,052 25%
Mbale 17,801 2,544,092 6,970 39%
Soroti 6,348 1,938,009 5,310 84%
Lira 8,944 2,269,080 6,217 70%
Gulu 8,520 1,839,239 5,039 59%
Arua 6,192 1,737,112 4,759 77%
Pader 2,440 261,073 715 29%
Nebbi/Paidha 4,622 623,976 1,710 37%
Kitgum 3,554 362,936 994 28%
Apac/Aduku 2,874 220,714 605 21%
Moroto 1,056 291,206 798 76%
Adjumani 2,819 339,042 929 33%
Kapchorwa 5,410 360,921 989 18%
Kumi 10,500 412,547 1,130 11%
Kotido 803 135,778 372 46%
Moyo 1,130 204,220 560 50%
Koboko 1,182 320,958 879 74%
Pakwach 1,167 254,867 698 60%
Sub Total 101,310 15,594,623 42,725 42%
Western & Southwestern
Mbarara 16,000 5,276,333 14,456 90%
Bushenyi/ Ishaka 5,970 1,354,965 3,712 62%
FortPortal 9,280 1,531,078 4,195 45%
Kasese 4,100 1,540,861 4,222 103%
Hoima 3,000 775,828 2,126 71%
Kyankwanzi 109 35,141 96 88%
Masindi 4,000 991,004 2,715 68%
Kabale 9,200 697,860 1,912 21%
Kisoro 4,580 449,803 1,232 27%
Rukungiri 989 241,057 660 67%
Ibanda 1,770 415,130 1,137 64%
Kamwenge 2,616 501,188 1,373 52%
Kanungu 2,490 410,978 1,126 45%
Lyantonde 2,800 692,263 1,897 68%
Rushere 1,503 231,140 633 42%
Ntungamo 2,120 460,910 1,263 60%
Mpondwe 2,544 449,315 1,231 48%
Ruhama 1,250 167,791 460 37%
Lwengo 1,010 287,423 787 78%
Rubirizi 1,695 326,945 896 53%
Ntoroko 3,600 154,692 424 12%
Subtotal 80,626 16,991,705 46,553 58%
Total 555,784 144,105,256 394,809 71%

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Annual Report and Financial Statements For the year ended 30th June 2021

ANNEX 2: Volume of Water Supplied (m3) and Water Sold (m3) as at 30th June 2021
Area Water Supplied m3 Water Sold m3 Billing Efficiency (%) NRW (%)
Kampala Metropolitan 85,514,419 50,836,251 59.5% 40.6%
Central Region
Jinja 6,396,073 5,157,411 80.6% 19.4%
Entebbe/Kajansi 7,822,682 4,841,827 61.9% 38.1%
Masaka 2,108,190 1,738,237 82.5% 17.6%
Mubende 617,620 520,257 84.0% 15.8%
Lugazi 477,295 370,305 77.6% 22.4%
Luweero 870,027 761,640 87.5% 12.5%
Mityana 812,269 515,309 63.4% 36.6%
Kigumba 151,552 135,562 89.5% 10.6%
Bweyale/Kiryandongo 219,724 191,147 86.9% 13.0%
Kyotera 543,907 445,932 81.9% 18.0%
Iganga 886,106 722,941 81.6% 18.4%
Bugiri 94,888 81,361 85.7% 14.3%
Kamuli/Mbulamuti 182,897 167,017 91.3% 8.7%
Mpigi 386,774 315,085 81.5% 18.5%
Sembabule 266,940 186,845 70.0% 30.0%
Kapeeka 435,437 379,106 87.6% 12.9%
Sub Total 22,272,381 16,529,982 74.2% 25.8%
Eastern & Northern Region
Tororo 1,478,853 1,202,264 81.3% 18.7%
Mbale 2,334,119 1,770,354 75.9% 24.2%
Soroti 1,660,542 1,207,130 72.7% 27.3%
Lira 2,071,628 1,510,281 72.9% 27.1%
Gulu 1,566,460 1,181,841 75.5% 24.6%
Arua 1,621,385 1,220,901 75.3% 24.7%
Pader 257,879 158,891 61.6% 38.4%
Nebbi/Paidha 548,933 404,857 73.8% 26.3%
Kitgum 328,351 276,543 84.2% 15.8%
Apac/Aduku 220,714 186,298 84.4% 15.6%
Moroto 266,348 228,662 85.9% 14.2%
Adjumani 337,945 245,769 72.7% 27.3%
Kapchorwa 337,006 130,841 38.8% 61.2%
Kumi 354,309 256,330 72.4% 27.7%
Kotido 134,014 115,777 86.4% 13.7%
Moyo 204,220 134,140 65.7% 34.3%
Koboko 307,742 265,451 86.3% 13.7%
Pakwach 249,005 163,580 65.7% 34.3%
Sub Total 14,279,453 10,659,910 74.7% 25.4%
Western & Southwestern Region
Mbarara 4,687,629 3,608,150 77.0% 23.3%
Bushenyi/ Ishaka 1,255,870 991,926 79.0% 21.2%
FortPortal 1,377,053 1,153,284 83.8% 16.3%
Kasese 1,339,828 1,083,160 80.8% 19.2%
Hoima 625,244 460,330 73.6% 26.4%
Kyankwanzi 33,362 32,057 96.2% 3.9%
Masindi 911,568 670,515 73.7% 26.4%
Kabale 677,776 552,945 81.6% 18.4%
Kisoro 446,374 328,958 73.7% 26.3%
Rukungiri 241,057 191,189 79.3% 20.7%
Ibanda 402,770 327,708 81.4% 18.6%
Kamwenge 461,592 330,976 71.7% 28.3%
Kanungu 410,978 313,259 76.2% 23.8%
Lyantonde 336,065 268,163 79.8% 20.2%
Rushere 263,209 221,962 84.3% 15.7%
Ntungamo 390,559 296,503 75.9% 24.1%
Mpondwe 421,382 365,618 86.8% 13.2%
Ruhama 167,791 119,171 71. 2% 29.0%
Lwengo 287,423 174,648 60.8% 39.2%
Rubirizi 323,450 195,642 60.5% 39.5%
Ntoroko 102,794 65,421 63.6% 36.4%
Subtotal 15,163,774 11,751,585 77.5% 22.5%
Total NWSC 137,230,027 89,777,728 65.4% 34.6%
Total Other Areas 51,715,608 38,941,477 75.3% 24.7%

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ANNEX 3: Status of NWSC Pipe Network (Km) as at 30th June 2021

Area Water Mains (KM) Sewer Mains (KM)
New Extensions Total Pipe Network New Extensions Total Pipe Network
Kampala Metropolitan 21 3,669 3 290
Central Region
Jinja 4 805 1 89
Entebbe/Kajansi - 478 - 63
Masaka 60 436 - 26
Mubende 11 268 - -
Lugazi 1 197 - -
Luweero 20 793 - -
Mityana 1 252 - -
Kigumba 24 225 - -
Bweyale/Kiryandongo - 183 - -
Kyotera - 218 - -
Iganga 2 344 - 6
Bugiri 0 87 - -
Kamuli/Mbulimuti 1 147 - -
Mpigi 3 220 - -
Sembabule 1 322 - -
Kapeeka - 125 - -
Sub Total 127 5,099 1 185
Eastern & Northern Region
Tororo - 650 13 31
Mbale 9 667 0 37
Soroti 10 434 - 25
Lira 11 316 0 23
Gulu 5 271 - 18
Arua 21 496 1 29
Pader 13 257 - -
Nebbi/Paidha 4 98 - -
Kitgum 7 135 - -
Apac/Aduku 13 153 - -
Moroto 4 97 - -
Adjumani - 138 - -
Kapchorwa 3 132 - -
Kumi 2 270 - -
Kotido 6 78 - -
Moyo - 80 - -
Koboko - 111 - -
Pakwach - 186 - -
Sub Total 109 4,569 15 163
Western & Southwestern Region
Mbarara - 783 - 34
Bushenyi/ Ishaka 17 800 - -
FortPortal 16 564 - 2
Kasese 3 327 - -
Hoima 4 253 - 5
Kyankwanzi - 21 - -
Masindi 6 323 4 14
Kabale 16 351 - 18
Kisoro 41 292 - 5
Rukungiri 1 342 - -
Ibanda 18 280 - -
Kamwenge 37 471 - -
Kanungu 0 487 - -
Lyantonde 1 336 - -
Rushere - 389 - -
Ntungamo 5 356 - -
Mpondwe 5 144 - -
Ruhama 5 260 - -
Lwengo 7 217 - -
Rubirizi 3 95 - -
Ntoroko - 66 - -
Subtotal 186 7,157 4 77
TOTAL 444 20,495 23 715

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Annual Report and Financial Statements For the year ended 30th June 2021

ANNEX 4: Status of Water Connections as at 30th June 2021

Area New Total Active Inactive Metered Metered
Connections Accounts Accounts Accounts Accounts Accounts (%)
Kampala Metropolitan 23,248 364,886 323,110 41,776 364,883 100%
Central Region
Jinja 1953 33,160 27,195 5,965 33,160 100%
Entebbe/Kajansi 2557 40,967 35,370 5,597 40,967 100%
Masaka 1051 19,804 17,628 2,176 19,804 100%
Mubende 336 6,089 5,242 847 6,089 100%
Lugazi 323 4,796 4,319 477 4,796 100%
Luweero 932 10,809 9,826 983 10,809 100%
Mityana 600 6,499 5,837 662 6,499 100%
Kigumba 133 2,026 1,676 350 2,026 100%
Bweyale/Kiryandongo 209 2,218 2,036 182 2,218 100%
Kyotera 460 6,002 5,347 655 6,002 100%
Iganga 705 10,105 8,050 2,055 10,105 100%
Bugiri 126 1,654 1,275 379 1,654 100%
Kamuli/Mbulimuti 238 3,329 2,852 477 3,329 100%
Mpigi 374 5,198 4,711 487 5,198 100%
Sembabule 277 2,055 1,991 64 2,055 100%
Kapeeka 325 2,687 2,577 110 2,687 100%
Sub Total 10,599 157,398 135,932 21,466 157,398 100%
Eastern & Northern Region
Tororo 734 17,703 13,671 4032 17,703 100%
Mbale 1223 20,652 15,650 5,002 20,652 100%
Soroti 616 10,339 7,527 2,812 10,339 100%
Lira 982 15,182 11,951 3,231 15,182 100%
Gulu 1088 10,315 9,178 1,137 10,315 100%
Arua 593 10,175 7,614 2,561 10,175 100%
Pader 161 3,433 2,839 594 3,433 100%
Nebbi/Paidha 294 5,285 4,685 600 5,285 100%
Kitgum 328 4,546 3,971 575 4,546 100%
Apac/Aduku 190 2,605 2,423 182 2,605 100%
Moroto 134 1,392 1075 317 1,392 100%
Adjumani 302 3,213 2,661 552 3,213 100%
Kapchorwa 208 2,331 2,111 220 2,331 100%
Kumi 299 3,148 2,922 226 3,148 100%
Kotido 83 1049 771 278 1049 100%
Moyo 125 2,248 2,024 224 2,248 100%
Koboko 163 2,211 1,962 249 2,211 100%
Pakwach 134 1,965 1,532 433 1,965 100%
Sub Total 7,657 117,792 94,567 23,225 117,792 100%
Western & Southwestern Region
Mbarara 2,493 29,931 28,448 1,483 29,931 100%
Bushenyi/ Ishaka 1,577 12,669 12,276 393 12,669 100%
FortPortal 1034 14,703 13,516 1,187 14,703 100%
Kasese 609 10,777 9,201 1,576 10,777 100%
Hoima 343 6,391 5,195 1196 6,391 100%
Kyankwanzi 76 137 134 3 137 100%
Masindi 322 6,705 5,827 878 6,705 100%
Kabale 445 8,260 7,030 1,230 8,260 100%
Kisoro 327 4,560 4,153 407 4,560 100%
Rukungiri 193 4,222 3,853 369 4,222 100%
Ibanda 364 5,570 4,850 720 5,570 100%
Kamwenge 360 4,473 4,322 151 4,473 100%
Kanungu 376 5,271 4,710 561 5,271 100%
Lyantonde 228 2,892 2,603 289 2,892 100%
Rushere 192 2,469 2,418 51 2,469 100%
Ntungamo 443 4,797 4,255 542 4,797 100%
Mpondwe 239 4,205 3,494 711 4,205 100%
Ruhama 161 2,151 1,854 297 2,151 100%
Lwengo 276 2,950 2,595 355 2,950 100%
Rubirizi 160 1,846 1,647 199 1,846 100%
Ntoroko 66 739 609 130 739 100%
Subtotal 10,284 135,718 122,990 12,728 135,718 100%
TOTAL 51,788 775,794 676,599 99,195 775,791 100%

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Annual Report and Financial Statements For the year ended 30th June 2021

ANNEX 5: Status of Pro-Poor Connections as at 30th June 2021

Area New PSPs Total PSPs
Active Inactive Total
Kampala Metropolitan 1,117 4,480 2,433 6,913
Central Region
Jinja 104 1,122 69 1,191
Entebbe/Kajansi 17 408 19 427
Masaka 45 403 16 419
Mubende 32 229 9 238
Lugazi 29 197 10 207
Luweero 24 261 9 270
Mityana 24 326 0 326
Kigumba 3 81 2 83
Bweyale/Kiryandongo 13 217 8 225
Kyotera 13 205 12 217
Iganga 53 497 31 528
Bugiri 5 57 11 68
Kamuli/Mbulamuti 22 184 10 194
Mpigi 17 236 4 240
Sembabule 21 106 0 106
Kapeeka 24 107 1 108
Sub Total 446 4,636 211 4,847
Eastern & Northern Region
Tororo 142 1,044 254 1,298
Mbale 40 633 113 746
Soroti 30 372 84 456
Lira 21 632 119 751
Gulu 17 162 22 184
Arua 33 280 49 329
Pader 16 125 13 138
Nebbi/Paidha 28 353 4 357
Kitgum 10 102 5 107
Apac/Aduku 23 237 6 243
Moroto 12 71 33 104
Adjumani 16 83 7 90
Kapchorwa 22 83 4 87
Kumi 11 86 8 94
Kotido 3 49 13 62
Moyo 13 81 11 92
Koboko 6 128 2 130
Pakwach 16 118 3 121
Sub Total 459 4,639 750 5,389
Western & Southwestern Region
Mbarara 59 649 36 685
Bushenyi/ Ishaka 501 1,123 11 1134
FortPortal 61 653 60 713
Kasese 25 329 30 359
Hoima 12 142 15 157
Kyankwanzi 9 23 0 23
Masindi 17 273 16 289
Kabale 74 386 54 440
Kisoro 54 207 7 214
Rukungiri 10 345 20 365
Ibanda 34 194 7 201
Kamwenge 63 540 22 562
Kanungu 90 807 61 868
Lyantonde 38 252 9 261
Rushere 27 166 1 167
Ntungamo 19 259 30 289
Mpondwe 16 265 7 272
Ruhama 48 219 12 231
Lwengo 15 181 6 187
Rubirizi 21 211 24 235
Ntoroko 52 62 4 66
Subtotal 1,245 7,286 432 7,718
TOTAL 3,267 21,041 3,826 24,867

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 National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

ANNEX 6: Status of Sewer Connections as at 30th June 2021

Area New Sewer Connections Total Sewer Connections
Active Inactive Total
Kampala Metropolitan 178 10,957 1,027 11,984
Central Region
Jinja 11 3,931 538 4,469
Entebbe/Kajansi 5 440 29 469
Masaka 1 352 101 453
Mubende 0 0 0 0
Lugazi 0 0 0 0
Luweero 0 0 0 0
Mityana 0 0 0 0
Kigumba 0 0 0 0
Bweyale/Kiryandongo 0 0 0 0
Kyotera 0 0 0 0
Iganga 3 159 38 197
Bugiri 0 0 0 0
Kamuli/Mbulamuti 0 0 0 0
Mpigi 0 0 0 0
Sembabule 0 0 0 0
Kapeeka 0 0 0
Sub Total 20 4882 706 5,588
Eastern & Northern Region
Tororo 1 407 116 523
Mbale 4 2279 356 2635
Soroti 1 407 121 528
Lira 0 393 109 502
Gulu 2 758 51 809
Arua 1 191 26 217
Pader 0 0 0 0
Nebbi/Paidha 0 0 0 0
Kitgum 0 0 0 0
Apac/Aduku 0 0 0 0
Moroto 0 0 0 0
Adjumani 2 0 0 0
Kapchorwa 0 0 0 0
Kumi 0 0 0 0
Kotido 0 0 0 0
Moyo 0 0 0 0
Koboko 0 0 0 0
Pakwach 0 0 0 0
Sub Total 11 4435 779 5,214
Western & Southwestern Region
Mbarara 0 742 96 838
Bushenyi/ Ishaka 0 0 0 0
FortPortal 1 205 24 229
Kasese 0 0 0 0
Hoima 0 73 32 105
Kyankwanzi 1 0 0 0
Masindi 0 218 26 244
Kabale 5 663 145 808
Kisoro 0 157 13 170
Rukungiri 0 0 0 0
Ibanda 0 0 0 0
Kamwenge 0 0 0 0
Kanungu 0 0 0 0
Lyantonde 0 0 0 0
Rushere 0 0 0 0
Ntungamo 0 0 0 0
Mpondwe 0 0 0 0
Ruhama 0 0 0 0
Lwengo 0 0 0 0
Rubirizi 0 0 0 0
Ntoroko 0 0 0 0
Subtotal 7 2,058 336 2,394
TOTAL 216 22,332 2,848 25,180

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Annual Report and Financial Statements For the year ended 30th June 2021

ANNEX 7: Commercial Performance as at 30th June 2021

Area Billings (UGX) Collections (UGX) C/B Ratio Arrears (UGX) Debt Age
Kampala 252,464,425,855 256,040,974,891 101% 39,905,262,814 1.9
Central Region
Jinja 27,507,547,915 27,296,332,090 99% 9,391,146,137 4.1
Entebbe 23,372,140,962 23,252,680,291 99% 9,264,493,607 4.8
Masaka 9,199,696,196 9,686,897,466 105% 4,555,735,507 5.9
Mubende 2,191,121,869 2,193,587,662 100% 1,201,403,967 6.6
Lugazi 1,553,942,825 1,487,572,554 96% 547,250,128 4.2
Luweero 3,190,981,378 3,102,175,969 97% 1,037,089,898 3.9
Mityana 1,932,764,943 1,907,417,895 99% 435,567,307 2.7
Kigumba 578,504,822 540,815,407 93% 234,295,619 4.9
Bweyale 756,546,218 728,646,396 96% 189,493,772 3
Kyotera 1,879,581,421 1,872,520,628 100% 432,464,499 2.8
Iganga 2,720,443,060 2,843,279,083 105% 759,425,725 3.3
Bugiri 338,366,020 330,421,463 98% 141,599,865 5
Kamuli 706,806,173 707,417,471 100% 239,182,728 4.1
Mpigi 1,274,476,110 1,220,939,059 96% 311,221,901 2.9
Sembabule 656,832,968 633,188,231 96% 193,473,493 3.5
Kapeeka 1,384,529,879 1,084,011,315 78% 856,464,668 7.4
Sub Total 79,244,282,758 78,887,902,982 100% 29,790,308,821 4.5
Eastern & Northern Region
Tororo 5,000,700,357 5,623,968,616 112% 3,070,197,455 7.4
Mbale 8,634,062,260 10,697,262,463 124% 7,807,251,066 10.9
Soroti 5,261,692,443 5,248,209,330 100% 2,088,113,964 4.8
Lira 6,129,059,041 6,320,101,424 103% 2,463,999,113 4.8
Gulu 6,226,547,920 6,435,677,258 103% 3,508,887,277 6.8
Arua 5,536,898,361 5,214,920,708 94% 2,355,692,970 5.1
Pader 645,252,393 589,494,443 91% 381,287,641 7.1
Nebbi 1,469,649,664 1,251,478,976 85% 1,233,951,093 10.1
Kitgum 1,208,946,276 1,221,073,896 101% 485,978,857 4.8
Apac 675,300,339 690,020,221 102% 143,455,221 2.5
Moroto 831,822,630 690,027,093 83% 567,681,408 8.2
Adjumani 1,009,076,276 971,136,445 96% 309,148,198 3.7
Kapchorwa 573,096,509 482,807,120 84% 310,003,322 6.5
Kumi 1,032,651,297 968,665,967 94% 279,910,993 3.3
Kotido 418,725,950 394,359,432 94% 180,493,612 5.2
Moyo 510,769,193 479,763,315 94% 121,399,406 2.9
Koboko 986,304,973 827,139,148 84% 591,612,273 7.2
Pakwach 513,847,284 524,148,911 102% 157,582,232 3.7
Sub Total 46,664,403,164 48,630,254,769 104% 26,056,646,100 6.7
Western & South Western
Mbarara 16,852,446,139 18,161,472,218 108% 10,262,926,310 7.3
Bushenyi 3,987,194,079 3,819,726,645 96% 1,254,883,208 3.8
Fort Portal 5,384,795,364 5,012,507,506 93% 2,043,269,179 4.6
Kasese 4,203,078,664 4,224,812,296 101% 1,292,148,494 3.7
Hoima 2,131,413,047 2,256,965,735 106% 693,666,288 3.9
Kyankwanzi 102,162,326 52,807,263 52% 78,032,228 9.2
Masindi 3,577,892,504 2,908,245,223 81% 2,958,458,119 9.9
Kabale 2,807,455,079 2,865,309,902 102% 889,641,570 3.8
Kisoro 1,412,635,567 1,387,546,090 98% 546,244,941 4.6
Rukungiri 815,070,331 805,088,800 99% 228,267,340 3.4
Ibanda 1,415,322,248 1,310,771,273 93% 569,991,249 4.8
Kamwenge 1,214,215,060 1,142,685,608 94% 316,064,291 3.1
Kanungu 1,097,803,135 1,032,944,202 94% 405,363,202 4.4
Lyantonde 1,025,818,163 980,591,265 96% 282,557,971 3.3
Rushere 945,582,551 906,793,837 96% 259,920,201 3.3
Ntungamo 1,215,884,196 1,172,331,539 96% 506,171,922 5
Mpondwe 1,188,532,868 1,158,623,802 97% 477,867,649 4.8
Ruhama 439,560,443 396,702,310 90% 187,484,527 5.1
Lwengo 633,980,195 618,240,261 98% 142,240,774 2.7
Rubirizi 628,856,290 592,036,138 94% 203,076,270 3.9
Ntoroko 228,103,440 155,824,867 68% 70,830,628 3.7
Subtotal 51,307,801,687 50,962,026,780 99% 23,669,106,361 5.5
Total NWSC 429,680,913,464 434,521,159,422 101% 119,421,324,096 3.3

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 National Water & Sewerage Corporation (NWSC)
Annual Report and Financial Statements For the year ended 30th June 2021

ANNEX 8: Unit Cost of Production (UGX) for the FY 2020/21

Area Volume of Water Produced Operating Costs Cost per m3 (Ushs.) Cost per m3 including
m3 (Ushs. “000”) HeadQtr Costs (Ushs.)
2019/20 2020/21 2019/20 2020/21 2019/20 2020/21 2019/20 2020/21
Head Office - - 90,537,028 86,351,464 - - - -
Kampala Water 85,134,735 88,013,881 156,646,137 131,094,430 1,840 1,489 2,488 2,093
Central Region
Jinja 7,483,183 7,337,522 10,488,584 9,447,000 1,402 1,287 2,050 1,891
Entebbe 8,094,156 8,301,177 13,010,997 9,440,000 1,607 1,137 2,256 1,741
Masaka 2,162,805 2,296,649 7,750,084 5,833,000 3,583 2,540 4,232 3,144
Mubende 598,116 625,984 3,558,758 1,947,000 5,950 3,110 6,598 3,714
Lugazi 477,878 477,295 2,704,646 1,788,000 5,660 3,746 6,308 4,350
Luweero 1,305,006 926,939 4,639,826 2,739,000 3,555 2,955 4,204 3,559
Mityana 708,741 868,878 2,897,760 2,345,000 4,089 2,699 4,737 3,303
Kigumba 156,448 154,563 979,994 850,000 6,264 5,499 6,912 6,103
Bweyale 194,410 219,724 931,425 810,000 4,791 3,686 5,439 4,290
Kyotera 562,905 588,781 2,279,455 2,167,000 4,049 3,680 4,698 4,284
Iganga 171,211 177,665 2,895,664 2,055,000 16,913 11,567 17,561 12,171
Kamuli 223,790 206,723 1,049,799 890,000 4,691 4,305 5,339 4,909
Mpigi 371,543 433,523 3,270,813 2,218,000 8,803 5,116 9,452 5,720
Sembabule 233,065 271,214 1,207,551 1,052,000 5,181 3,879 5,829 4,483
Bugiri 86,549 96,697 583,104 692,000 6,737 7,156 7,386 7,760
Kapeeka - 521,713 335,000 1,664,000 - 3,189 0 3,793
Nakasongola - - 54,000 - - - -
Sub Total 22,743,257 23,505,047 58,583,459 45,991,000 3,398 1,957 3,224 2,561
Eastern & Northern Region
Tororo 1,682,653 1,478,853 6,075,041 5,418,456 3,610 3,664 4,259 4,268
Mbale 2,912,078 2,544,092 9,387,332 7,429,024 3,224 2,920 3,872 3,524
Soroti 1,787,353 1,938,009 6,164,070 3,775,847 3,449 1,948 4,097 2,552
Lira 2,300,565 2,269,080 6,180,577 4,570,555 2,687 2,014 3,335 2,618
Gulu 1,620,125 1,839,239 7,440,711 5,150,102 4,593 2,800 5,241 3,404
Arua 1,708,441 1,737,112 6,170,992 3,567,479 3,612 2,054 4,260 2,658
Pader 280,040 261,073 1,809,482 1,297,157 6,462 4,969 7,110 5,572
Nebbi 904,267 623,976 2,522,638 1,541,972 2,790 2,471 3,438 3,075
Kitgum 365,500 362,936 1,635,050 1,161,156 4,473 3,199 5,122 3,803
Apac/Aduku 204,296 220,714 1,360,775 1,140,343 6,661 5,167 7,309 5,770
Moroto 249,649 291,206 1,240,506 1,342,981 4,969 4,612 5,617 5,216
Adjumani 326,745 339,042 994,213 757,234 3,043 2,233 3,691 2,837
Kapchorwa 154,410 360,921 1,381,532 1,008,528 8,947 2,794 9,595 3,398
Kumi 336,426 412,547 1,590,068 1,561,264 4,726 3,784 5,375 4,388
Kotido 124,082 135,778 1,211,425 988,224 9,763 7,278 10,411 7,882
Moyo 203,598 204,220 827,630 797,859 4,065 3,907 4,713 4,511
Koboko 279,074 320,958 949,162 1,033,367 3,401 3,220 4,049 3,824
Pakwach - 254,867 - 643,781 - 2,526 - 3,130
Sub Total 15,439,302 15,594,623 56,941,205 43,185,329 3,688 2,769 4,336 3,373
Western & Southwestern
Mbarara 5,674,716 5,276,333 13,907,425 12,161,000 2,451 2,305 3,099 2,909
Bushenyi 1,466,335 1,354,965 6,475,212 3,534,000 4,416 2,608 5,064 3,212
FortPortal 1,335,755 1,531,078 4,434,975 3,820,000 3,320 2,495 3,968 3,099
Kasese 1,303,030 1,540,861 2,074,157 1,803,000 1,592 1,170 2,240 1,774
Hoima 770,395 775,828 2,388,113 1,919,000 3,100 2,473 3,748 3,077
Masindi 997,291 35,141 3,030,061 2,105,000 3,038 59,902 3,687 60,505
Kabale 676,428 697,860 3,210,330 2,819,000 4,746 4,039 5,394 4,643
Kisoro 479,773 449,803 2,165,408 1,941,000 4,513 4,315 5,162 4,919
Rukungiri 274,149 241,057 1,554,879 1,175,000 5,672 4,874 6,320 5,478
Ibanda 428,041 415,130 1,040,172 870,000 2,430 2,096 3,078 2,700
Kamwenge 384,794 501,188 1,958,604 1,682,000 5,090 3,356 5,738 3,960
Kanungu 357,298 410,978 1,428,219 1,182,000 3,997 2,876 4,646 3,480
Lyantonde 670,817 692,263 2,923,086 2,565,000 4,358 3,705 5,006 4,309
Rushere 177,473 231,140 1,756,239 1,431,000 9,896 6,191 10,544 6,795
Ntungamo 456,992 460,910 2,044,186 1,400,000 4,473 3,037 5,121 3,641
Mpondwe 462,840 449,315 1,176,867 964,000 2,543 2,145 3,191 2,749
Ruhama 150,092 167,791 1,205,857 1,062,000 8,034 6,329 8,682 6,933
Lwengo 252,289 287,423 1,611,322 1,098,000 6,387 3,820 7,035 4,424
Rubirizi - 326,945 109,250 562,000 - 1,719 - 2,323
Kyankwanzi 23,319 35,141 413,857 464,000 17,747 13,204 18,396 13,808
Ntoroko - 154,692 - 573,000 - 3,704 - 4,308.01
Sheema - - - 123,000 - - - -
Subtotal 16,341,827 15,881,150 54,908,220 44,557,000 3,360 2,806 4,008 3,410
Total 139,659,122 142,994,701 417,616,049 351,179,223 3,124 2,456 3,639 3,060

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ANNEX 9: Break-Even Analysis (UGX) as at 30th June 2021

Income (‘’000’’’) Operational Expenses (‘’000’’) Working Ratio
Area
2020/21 2019/20 2020/21 2019/20 2020/21 2019/20
Head Office 81,027,640 92,055,128 86,351,464 95,230,530 1.1 1.1
Kampala Water 220,263,876 214,604,059 131,094,430 156,697,643 0.6 0.7
Central Region
Jinja 23,976,000 22,097,581 9,447,000 10,488,584 0.4 0.5
Entebbe 20,703,000 20,868,944 9,440,000 13,010,997 0.5 0.6
Masaka 8,132,000 7,184,628 5,833,000 7,750,084 0.7 1.1
Mubende 1,969,000 1,942,984 1,947,000 3,558,758 1 1.8
Lugazi 1,401,000 1,376,865 1,788,000 2,704,646 1.3 2
Luweero 2,876,000 3,426,989 2,739,000 4,639,826 1 1.4
Mityana 1,783,000 1,432,947 2,345,000 2,897,760 1.3 2
Kigumba 520,000 489,637 850,000 979,994 1.6 2
Bweyale 692,000 588,444 810,000 931,425 1.2 1.6
Kyotera 1,687,000 1,688,407 2,167,000 2,279,455 1.3 1.4
Iganga 2,490,000 2,322,099 2,055,000 2,895,664 0.9 1.2
Kamuli 641,000 654,423 890,000 1,049,799 1.4 1.6
Mpigi 1,176,000 1,043,010 2,218,000 3,270,813 1.9 3.1
Sembabule 601,000 542,106 1,052,000 1,207,551 1.8 2.2
Bugiri 314,000 282,800 692,000 583,104 2.2 2.1
Kapeeka 1,227,000 347,041 1,664,000 335,000 1.4 1
Nakasongola 32,000 - 54,000 - 1.7
Subtotal 70,220,000 66,288,905 45,991,000 58,583,460 0.7 0.9
Eastern & Northern Region
Lira 5,535,671 5,657,301 4,570,555 6,180,577 0.85 1.1
Gulu 5,762,057 5,909,216 5,150,102 7,440,711 0.93 1.3
Apac/Aduku 611,389 593,609 1,140,343 1,360,775 1.87 2.3
Mbale 7,688,421 10,611,380 7,429,024 9,387,332 0.99 0.9
Tororo 4,427,023 4,528,224 5,418,456 6,075,041 1.24 1.3
Arua 5,151,289 4,691,206 3,567,479 6,170,992 0.73 1.3
Nebbi 1,316,050 1,660,958 1,541,972 2,522,638 1.15 1.5
Packwach 460,679 - 643,781 - 1.4 0
Kitgum 1,106,999 1,098,630 1,161,156 1,635,050 1.07 1.5
Pader 569,459 535,705 1,297,157 1,809,482 2.28 3.4
Soroti 4,650,637 4,565,240 3,775,847 6,164,070 0.83 1.4
Moroto 743,002 632,710 1,342,981 1,240,506 1.83 2
Adjumani 918,084 858,534 757,234 994,213 0.83 1.2
Kapchorwa 521,825 409,612 1,008,528 1,381,532 1.94 3.4
Kumi 986,423 842,923 1,561,264 1,590,068 1.65 1.9
Moyo 542,927 378,507 797,859 827,630 1.47 2.2
Kotido 377,403 336,507 988,224 1,211,425 2.62 3.6
Koboko 841,386 807,950 1,033,367 949,162 1.1 1.2
Sub Total 42,210,724 44,118,212 43,185,329 56,941,204 1.05 1.3
Western & South Western Region
Mbarara 14,840,000 16,079,633 12,161,000 13,907,425 0.84 0.9
Bushenyi 3,576,000 3,964,115 3,534,000 6,475,212 0.99 1.6
Fortportal 4,924,000 4,581,337 3,820,000 4,434,975 0.8 1
Kasese 4,194,000 3,552,259 1,803,000 2,074,157 0.5 0.6
Hoima 1,933,000 1,730,315 1,919,000 2,388,113 1.03 1.4
Masindi 3,130,000 3,031,467 2,105,000 3,030,061 0.7 1
Kabale 2,544,000 2,503,635 2,819,000 3,210,330 1.15 1.3
Kisoro 1,263,000 1,427,514 1,941,000 2,165,408 0.77 1.5
Rukungiri 769,000 788,944 1,175,000 1,554,879 1.6 2
Ibanda 1,286,000 1,265,090 870,000 1,040,172 0.68 0.8
Kamwenge 1,096,000 1,032,445 1,682,000 1,958,604 1.54 1.9
Kanungu 1,045,000 954,490 1,182,000 1,428,219 1.21 1.5
Lyantonde 910,000 1,051,919 2,565,000 2,923,086 2.87 2.8
Rushere 844,000 906,804 1,431,000 1,756,239 1.78 1.9
Ntungamo 1,057,000 1,080,684 1,400,000 2,044,186 1.33 1.9
Mpondwe 1,064,000 1,089,538 964,000 1,176,867 0.91 1.1
Ruhama 389,000 387,325 1,062,000 1,205,857 2.73 3.1
Lwengo 598,000 471,258 1,098,000 1,611,322 1.84 3.4
Rubirizi 568,000 148,796 562,000 109,250 0.99 0.7
Kyankwanzi 97,000 54,835 464,000 413,857 4.81 7.5
Ntoroko 195,000 0 573,000 - 2.94 0
Sheema - 0 123,000 - 0 0
Sub Total 46,322,000 46,102,403 45,253,000 54,908,219 1.0 1.2
Total 460,044,240 463,168,707 351,875,223 422,361,056 0.8 0.9

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ANNEX 10: Number of Staff as at 30th June 2021

Area Male Female Total Staff % of Female Water Connections Staff Productivity
Head Office 333 234 567 41%
Kampala Metropolitan 1030 497 1527 33% 364,886 4
Central Region
Jinja 89 44 133 33% 33,160 4
Entebbe/Kajansi 79 57 136 42% 40,967 3
Masaka 61 25 86 29% 19,804 4
Mubende 18 13 31 42% 6,089 5
Lugazi 13 13 26 50% 4,796 5
Luweero 36 16 52 31% 10,809 5
Mityana 20 8 28 29% 6,499 4
Kigumba 12 7 19 37% 2,026 9
Bweyale/Kiryandongo 16 1 17 6% 2,218 8
Kyotera 25 16 41 39% 6,002 7
Iganga 24 20 44 45% 10,105 4
Bugiri 7 4 11 36% 1,654 7
Kamuli/Mbulamuti 14 5 19 26% 3,329 6
Mpigi 20 13 33 39% 5,198 6
Sembabule 14 4 18 22% 2,055 9
Kapeeka 16 8 24 33% 2,687 9
Sub-Total 464 254 718 35% 157,398 5
Eastern & Northern Region
Tororo 60 22 82 27% 17,703 5
Mbale 88 36 124 29% 20,652 6
Soroti 41 16 57 28% 10,339 6
Lira 56 12 68 18% 15,182 4
Gulu 54 18 72 25% 10,315 7
Arua 41 11 52 21% 10,175 5
Pader 26 5 31 16% 3,433 9
Nebbi/Paidha 19 7 26 27% 5,285 5
Kitgum 14 6 20 30% 4,546 4
Apac/Aduku 21 4 25 16% 2,605 10
Moroto 13 3 16 19% 1,392 11
Adjumani 8 3 11 27% 3,213 3
Kapchorwa 17 3 20 15% 2,331 9
Kumi 22 7 29 24% 3,148 9
Kotido 12 1 13 8% 1,049 12
Moyo 10 1 11 9% 2,248 5
Koboko 13 4 17 24% 2,211 8
Pakwach 11 2 13 15% 1,965 7
Sub-Total 526 161 687 23% 117,792 6
Western & Southwestern Region
Mbarara 106 50 156 32% 29,931 5
Bushenyi/ Ishaka 46 22 68 32% 12,669 5
FortPortal 45 15 60 25% 14,703 4
Kasese 35 13 48 27% 10,777 4
Hoima 17 8 25 32% 6,391 4
Kyankwanzi 5 0 5 0% 137 36
Masindi 23 7 30 23% 6,705 4
Kabale 35 7 42 17% 8,260 5
Kisoro 20 3 23 13% 4,560 5
Rukungiri 19 10 29 34% 4,222 7
Ibanda 11 8 19 42% 5,570 3
Kamwenge 20 9 29 31% 4,473 6
Kanungu 20 7 27 26% 5,271 5
Lyantonde 19 7 26 27% 2,892 9
Rushere 14 15 29 52% 2,469 12
Ntungamo 21 10 31 32% 4,797 6
Mpondwe 18 7 25 28% 4,205 6
Ruhama 16 5 21 24% 2,151 10
Lwengo 15 8 23 35% 2,950 8
Rubirizi 12 4 16 25% 1,846 9
Ntoroko 9 4 13 31% 739 18
Subtotal 526 219 745 29% 135,718 5
TOTAL 2,879 1,365 4,244 32% 775,794 5

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ANNEX 11: Compliance to Internal Audit Recommendations for the FY 2020/21

Total number of
Number acted Percentage (%)
AREA recommendations Target (%)
upon (No) acted upon
made (No)
Kampala Metropolitan 67 59 88% 100%
Central Region
Bweyale 24 21 88% 100%
Iganga 28 22 79% 100%
Kyotera 14 9 64% 100%
Kigumba 32 23 72% 100%
Sembabule 16 14 88% 100%
Kapeeka 40 37 93% 100%
Masaka 18 16 89% 100%
Sub-total 172 142 83% 100%
Eastern & Northern Region
Kapchorwa 36 25 69% 100%
Adjumani 14 9 64% 100%
Apac 17 15 88% 100%
Arua 17 12 71% 100%
Kumi 36 30 83% 100%
Mbale 36 24 67% 100%
Moroto 33 31 94% 100%
Lira 18 15 83% 100%
Soroti 28 25 89% 100%
Sub-total 235 186 79% 100%
Western & Southwestern Region
Fortportal 30 22 73% 100%
Hoima 34 30 88% 100%
Ibanda 23 21 91% 100%
Kamwenge 36 25 69% 100%
Kanungu 16 14 88% 100%
Kisoro 17 14 82% 100%
Lwengo 17 13 76% 100%
Lyantonde 32 28 88% 100%
Rushere 32 28 88% 100%
Sub-Total 237 195 82% 100%
Total 711 582 82% 100%

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National Water & Sewerage Corporation - GRI G4 Content Index

COVERED
PAGE REFERENCE
IN THIS
OR COMMENT
REPORT
STRATEGY AND PROFILE DISCLOSURES
STRATEGY AND ANALYSIS
G4-1. Statement from the most senior decision maker YES Page 28-30
G4-2. Description of key impacts, risks and opportunities YES Our Value Creation Model,
Page 46; Our Sustainability
Report 48-57; Our Stakeholder
Engagement Page 58 and our
Operational Report page 60.
ORGANIZATIONAL PROFILE

G4-1. Name of organization YES Cover Page

G4-2. Primary brands, products and/or services YES Pages 5

G4-3. Location of organization’s headquarters YES Cover Page page-165.

G4-4. Number of (towns)where the organization operates YES Page 18; under geographical
expansion & Table 2; Key
performance Indicators Row 1.
G4-5. Nature of ownership and legal form YES Page No.4

G4-6. Markets served by the organization (including geographic breakdown, YES Table 2; Pages 20, 21(Service
sectors (Our Customers/Subscribers). Coverage-Figure 1) Page 26
under service coverage sub-
tittle. Map on Page 14 and
Page 15 showing the growth
in No. of Towns since 1972.
Table 2 on Key Performance
Indicators; Table 7 under social
sustainability.
G4-7. Scale of the reporting organization. YES Government Parastatal

G4-8. Total number of employees and gender. YES Table 5; Page 51; Annex 10 on
Page 159.
G4-9. Percentage of total employees covered by collective bargaining agreements. YES All staff below Scale 2 (about
(Staff under Union) 85%)
G4-10. Description of the organization’s supply chain YES Water Treatment Process. Page
74; Figure 10.
G4-11. Significant changes during the reporting period regarding the organization’s YES Operational Performance Report
size, structure, ownership or it supply chain Page: 60-107.
G4-12. Precautionary approach or principle is addressed by the organization. YES Our Sustainability Report ( Page
48)
G4-13. Precautionary Approach YES Risk Department in place.

G4-14. Membership of associations in which the organization has positions in YES AFWA, IWA, UIPE, FEU, SPA,
governance bodies, participates in projects or communities, provides funding WACOCO, UBTEB, SWAS Clubs,
beyond routine memberships dues or views membership as strategic. Rotary Clubs etc. Table 7; Page
57.
IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES
G4-1. List of all entities included in the organization’s consolidated financial Pages :109-147
statements or equivalent documents
G4-2. Explanation of the process of defining report content and the Aspect YES Page :24
boundaries
G4-3. List of all Material Aspects identified in the process for Defining Report Our Sustainability Report
on Social, Economic and
Environmental Issues Page
48-58.
STAKEHOLDER ENGAGEMENT
G4-24. List of stakeholder groups Pages 58-59; Table 8;
engaged by the organization Stakeholder Analysis.
G4-25. Basis for identification and selection of stakeholder with whom to engage Page 36; 2ND Paragraph on
Board of Directors.
G4-26. Report the organization’s approach to stakeholder engagement, including Page 58; Meeting with suppliers,
frequency of engagement by type and by stakeholder group, and an customer engagements
indication of whether any of the engagement was undertaken specifically as through social media platforms
part of the report preparation process e.g. page 6-8.

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G4-27. Key topics and concerns that have been raised through stakeholder YES e.g. during project
engagements, and how the organization has responded to those key topics implementation where Project
and concerns, including through its reporting. Report the stakeholder groups Affected Persons (PAPs) are
that raised each of the key topics and concerns. usually compensated and
projects implemented as
shown in our infrastructure
development projects report on
Pages;( 79-108) – Other reports
not included here.
G4-28. Reporting period for information provided YES Cover Page and Financial
Statements from Page 109.
G4-29. Date of most recent previous report. YES From Page ( 109-Financial
Statements)
G4-30. Reporting cycle. YES Cover Page/Financial
Statements/Operational
Performance.
G4-31. Contact point for questions regarding the report or its contents. YES Annexed to this report
addresses for all Areas of our
Operations. Pages 165-171.
G4-32. Report an “in accordance” option that the organization has chosen. YES Page No.24; About this Report.

G4-33. Assurance – Policy and current practice with regard to seeking external YES Done by the Financial Reporting
assurance for the report, if not included in an assurance report, explain (Fire) Awards Institute of
the scope and basis of any external assurance provided. Also explain the Certified Public Accountants.
relationship between the organization and the assurance provider.
GOVERNANCE
G4-34. Governance structure of the organization, including committees under YES Page No.36-41
the highest governance body and responsibilities in decision-making on
economic, environmental and social impacts.
G4-35. Process for delegating authority for economic, environmental and social YES Pages No. 30 under Our
topics from the highest governance body to senior executives and other Governance and Leadership.
employees.
G4-35. Process for delegating authority for economic, environmental and social YES Pages No. 36 under Our
topics from the highest governance body to senior executives and other Governance and Leadership.
employees. Section under the Board of
Directors.
G4-36. Report whether the organization has appointed an executive-level position or YES Pages No. 36 under Our
positions with responsibility for economic, environmental and social topics, Governance and Leadership.
and whether post holders report directly to the highest governance body.
G4-37. Processes for consultation between stakeholders and the highest YES Pages No. 36 Field visits,
governance body on economic, environmental and social topics. If meetings with Donor Partners
consultation is delegated, describe to whom and feedback processes to the by the Board members.
highest governance body.
G4-38. Composition of the highest governance body by independence, tenure on YES Page No. 38, Table 4
the governance body, number and nature of other significant positions and
commitments, gender, membership of under-represented social groups,
competences, and stakeholder representation.
G4-39. Report whether the Chair of the highest governance body is also an executive YES Page No.36- The Board
officer (and, if so, his/her function within the organization’s management and Chairman NWSC is the overall
the reasons for this arrangement). Head and Managing Director
manages the daily operations of
the Corporation.
G4-40. Nomination and selection processes for the highest governance body YES Page No. 36 (Appointment
and its committees and the criteria used for nominating and selecting the of the Board is done by the
highest governance body members including where and how diversity, Minister-2nd Paragraph).
independence experience and expertise are considered, and the extent of
involvement of stakeholders including shareholders.
G4-41. Processes in place for the highest governance body to ensure conflicts of YES Page 36, (Board Committees
interest are avoided and managed. meetings)-Not reported here
this time; and data is available
in Management reports and
Minutes of the Board.
G4-42. The highest governance body’s and senior executives’ roles in the Page 36-37
development, approval and updating of the organization’s purpose, value YES
or mission statements, strategies, policies, and goals related to economic,
environmental and social impacts.
G4-43. Measures taken to develop and enhance the highest governance body’s YES Training of the Board members ;
collective knowledge of economic, environmental and social topics. Not reported here.
G4-44. Processes in place for evaluation of the highest governance body’s YES External Consultants usually
performance with respect to governance of economic, environmental and hired to evaluate the Board. This
social topics. Report whether such evaluation is independent or not, and its is done annually.
frequency. Report whether such evaluation is a self-assessment.

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G4-45. The highest governance body’s role in identification and management of YES Through our Corporate Planning
economic, environmental and social impacts, risks and opportunities. Process
INCLUDE THE HIGHEST GOVERNANCE BODY’S ROLE IN THE IMPLEMENTATION OF DUE DILIGENCE PROCESSES.
G4-46. The highest governance body’s role in reviewing the effectiveness of the YES Risk Management Committee
organization’s risk management processes for economic, environmental and Page 36.
social topics and social topics.
G4-47. The frequency of the highest governance body’s review of economic, YES Board meetings. Not reported
environmental and social impacts, risks and opportunities. here.
G4-48. Report the highest committee or position that formally reviews and approves YES Page No.37(Finance Committee)
the organization’s sustainability report and ensures that all material aspects
are covered.
G4-49. Report the process for communicating critical concerns to the highest YES Page 36-under conformance
governance body. (Committee meetings)
G4-50. Report the nature and total number of critical concerns that were YES Procurement of Chemicals and
communicated to the highest governance body and the mechanism(s) used other procurements that fall
to address and resolve them. in the threshold of the Board.
(Board Minutes)
G4-51. Remuneration policies for the highest governance body and senior YES Page 37-Directors Remuneration
executives. (Table 3)
G4-52. Report the process for determining remuneration. Report whether YES Available in other Policy
remuneration consultants are involved in determining remuneration documents and guidelines-
and whether they are independent of management. Report any other NWSC Act
relationships which the remuneration consultants have with the organization.
G4-53. Report how stakeholders’ views are sought and taken into account regarding YES Available in other Policy
remuneration, including the results of votes on remuneration policies and documents and guidelines
proposals, if applicable.
G4-54. Report the ratio of the annual total compensation of the organization’s NO -
highest-paid individual in each country of significant operations to the medial
annual total compensation for all employees (excluding the highest-paid
individual) in the same country.
G4-55. Report the ratio of percentage increase in annual total compensation for the NO -
organization’s highest-paid individual in each country of significant operations
to the medial annual total compensation for all employees (excluding the
highest-paid individual) in the same country.
ETHICS AND INTEGRITY
G4-56. Description of the organization’s values, principles, standards and norms of YES Page No.4-7 (Mission, Quality
behavior such as codes of conduct and codes of ethics. Policy)
G4-57. Internal and external mechanisms for seeking advice on ethical and lawful YES Page 7; Customer Charter, water
behavior, and matters related to organizational integrity, such as helplines or committees etc.
advice lines.
G4-58. Internal and external mechanisms for reporting concerns about unethical YES Page 7; and also existence also
or unlawful behavior, and matters related to organizational integrity, such the Whistle Blowing
as escalation through line management, whistleblowing mechanisms or
hotlines.
DISCLOSURES ON MANAGEMENT APPROACH
G4-DMA Report the evaluation of the management approach, including the YES Our Strategy Page 17-19 and
mechanisms for evaluating the effectiveness of the management approach; Governance Report Page 36-37
results of the evaluation of the management approach and any related
adjustments to the management approach.
G4-DMA Report why the Aspect is material. Report the impacts that make this Aspect YES Sustainability Report 48-57.
material.
G4-DMA Report how the organization manages the material Aspect or its impacts. YES Sustainability Report 48-57.

ECONOMIC INDICATORS
ECONOMIC PERFORMANCE, INCLUDING MARKET PRESENCE AND INDIRECT ECONOMIC ASPECTS.

G4-EC1 Direct economic value generated and distributed, including revenues, YES Page 49-Economic
operating costs, employee compensation, donations and other community Sustainability .
investments, retained earnings, and payments to capital providers and
governments.
G4-EC2 Financial implications and other risks and opportunities for the organization’s YES Statement of Financial Position,
activities due to climate change. Income Statement. Page 120-121
G4-EC3 Coverage of the organization’s defined benefit t plan obligations. YES Provident Fund started in
October 2020. Pages 51-53-Our
Social Sustainability Report.
G4-EC4 Financial assistance received from government. YES Note 17 Page 121 (Ushs.317bn)

G4-EC5 Ratios of standard entry level wage compared to local minimum wage at YES Graduate Trainees paid
significant locations of operation. Ushs.260,000 (which is double
of the minimum wage of
Ushs.130,000)

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G4-EC6 Proportion of senior management hired from the local community at YES EMM Members on Page 44-45).
locations of significant operation.
G4-EC7 Development and impact of infrastructure investments and services YES Pages 79-107-Implementation
supported. of Capital Dep’t Project
G4-EC8 Significant indirect economic impacts, including the extent of impacts. YES Table 7 Page, 57.

G4-EC9 Proportion of spending on local suppliers at significant locations of operation. YES Being implemented under the
BUBU Policy.
ENVIRONMENTAL INDICATORS
ENVIRONMENTAL PERFORMANCE, INCLUDING MATERIALS, ENERGY, WATER, BIODIVERSITY, EMISSIONS, EFLUENT & WASTE,
COMPLIANCE AND TRANSPORT.
G4-EN1 Materials used by weight or volume. YES Chemicals, Fuel etc.

G4-EN2 Percentage of materials used that are recycled input materials. NO shredding of used paper; and
production of gas from Bugolobi
Wastewater Treating Plant. (on-
going).
G4-EN3 Energy consumption within the organization. YES Note 10, Page 134 (Ushs.70.3 Bn.
& Ushs.494m, Note 12 Page 135.
G4-EN6 Reduction of energy consumption. YES Page 57; Table 7 under
Environmental & Ecological
Sustainability.
G4-EN7 Reductions in energy requirements of products and services. NO Not reported here

G4-EN8 Total water withdrawal by source. YES Annexed 1; page 150

G4-EN8 Water sources significantly affected by withdrawal of water. YES. Page 86; Utingo River in Gulu
and R. Rwizi Page 88-Affected
by climate change and human
activities. River Rwizi.
G4-EN10 Percentage and total volume of water recycled and reused. YES Page 57; Table 7. Under
Environmental and Ecological
sustainability
G4-EN11 Operational sites owned, leased, managed in, or adjacent to, protected areas YES Noted reported here
and areas outside of high biodiversity value outside protected areas.
SOCIAL INDICATORS – HUMAN RIGHTS
HUMAN RIGHTS PERFORMANCE, INCLUDING STRATEGY & MANAGEMENT, NON-DISCRIMINATION, FREEDOM OF ASSOCIATION, CHILD
LABOUR AND FORCED LABOUR
G4-HR3 Total number on incidents of discrimination and corrective action taken. NO -

G4-HR4 Operations and suppliers identified in which the right to exercise freedom of NO -
association and collective bargaining may be violated or at significant risk,
and actions taken to support these rights.
G4-HR5 Operations and suppliers identified as having significant risk for incidents of NO -
child labour and measures taken to contribute to the effective abolition of
child labour.
G4-HR6 Operations and suppliers identified as having significant risk, for incidents of NO -
forced or compulsory labour and measures to contribute to the elimination of
all forms of forced or compulsory labour.
G4-HR9 Total number and percentage of operations that have been subject to human NO -
rights reviews or impact assessments.
SOCIAL INDICATORS – SOCIETY
SOCIETY PERFORMANCE, INCLUDING COMMUNITY, CORRUPTION, PUBLIC POLICY AND COMPLIANCE

G4-SO9 Percentage of new suppliers that were screened using criteria for impacts on NO -
society.
G4-SO10 Significant actual and potential negative impacts on society in the supply NO -
chain and actions taken.
SOCIAL INDICATORS – PRODUCT RESPONSIBILITY
PRODUCT RESPONSIBILITY, INCLUDING CUSTOMER HEALTH & SAFETY, PRODUCTS & SERVICES, MARKETING & COMMUNICATION
AND CUSTOMER PRIVACY
G4-PR1 Percentage of significant product and service categories for which health and YES -Page 72-75 (Quality Assurance).
safety impacts are assessed for improvements.
G4-PR5 Results of surveys measuring customer satisfaction. YES Customer Satisfaction survey
report (87%)
END

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Office Addresses and Contacts

HEAD OFFICE SALAAMA BRANCH KAKIRI BRANCH

3 Nakasero Road, P.O Box 7053 Salaama Road Tel: 0752-919218/0717-314144
Kampala, Uganda Tel: 0313-315567
Tel: +256313315101/102 CENTRAL REGION
Email: info@nwsc.co.ug, WAKISO BRANCH
Website: http://www.nwsc.co.ug, Kirumira Road JINJA AREA
Twitter: @nwsc Tel: 0752-919301/0715114465 Plot 7 Bell Avenue Jinja
Facebook: www.facebook.com/waterug Tel: 043-121150/122052
Toll Free: 0800200977, 0800300977 URBAN PRO-POOR BRANCH
Kisenyi: 0313-315693 JINJA TOWN CENTER
KAMPALA METROPOLITAN Plot 7 bell avenue Jinja
Plot 18/20, 6th Street Industrial Area NANSANA BRANCH P.O Box: 301, Jinja
P.O Box 70255, Kampala Hoima Road 0751-127013
Tel: +256-313-315-500/501 Tel: 0313-315690/2
Email: gm@kampalawater.co.ug NJERU BRANCH
KANSANGA (NSAMBYA) BRANCH Mbiko town
GABA road- Kabalagala Tel: 0751-124958
KAMPALA WATER BRANCHES Tel: 0313-315610/1/2
BUGEMBE/KAGOMA BRANCH
CITY CENTER BRANCH KIREKA BRANCH Opposite Bugembe stadium
Plot 18/20, 6th Street Industrial Area Wabyona Plaza ground floor. Tel: 0751-122590
P.O Box 70255, Kampala Tel: 0313-315669/518
Tel: 0752-919001/0313-315601/2/5 BUWENGE BRANCH
KASANGATI BRANCH Tel: 0751-122673
MUKONO BRANCH Gayaza road Kasangati trading center
Jinja Road Tel: 0313-315635 NAMULESA BRANCH
Tel: 0313-315696/611 Tel: 0772-540906
NTINDA BRANCH
NATEETE BRANCH Kigobe Rd-Bangkok Road Junction. KAGOMA BRANCH
Plot 615 Gamba Plaza. Nalukolongo Tel: 0414-315650/2 Tel: 0751-117898
Tel: 0313-315680/682
MATUGGA BRANCH ENTEBBE AREA
BUNGA BRANCH Bombo - Gulu highway Plot 19/20 Kampala road
Plot 947 GABA Road-Bunga Tel: 0313-315652 P.O Box 79, Entebbe
Tel: 0313-315538/509 Tel: 0414-321692/320706
KYENGERA BRANCH
KYALIWAJJALA BRANCH Kyengera Masaka highway KAWUKU BRANCH
Along Kira Road Tel: 0313-315583 Tel: 0751-121346/0717-315065
Tel: 0313-315594
KANYANYA BRANCH KAJJANSI BRANCH
NAKAWA BRANCH Block 207, Plot 2549 Tel: 0414-200351/07511122036
Tel: 0313-315656 Tel: 0313-315651/657
ABAITA BRANCH
NAKULABYE BRANCH NAJJANANKUMBI Tel: 0751-114927/0717-315744
2nd floor Mamu Supermarket Entebbe road Plot No 668
Tel: 0313-315670/1 Tel: 0313-315630/1 MASAKA AREA
Plot 29/31 Victoria Road
NDEJJE BRANCH BULENGA BRANCH P.O Box 56, Masaka
Opposite Rainbow Junior school Bulenga Trading Centre Tel: 0481 420561
Tel: 0752-919248/0717-315434 Tel: 0752-919802/0772403662
BUKAKATA BRANCH
MASANAFU BRANCH BWAISE BRANCH Tel: 0752919671
Opposite Cleanex Petrol Station. Bombo road,
Tel: 0752-919354/0717-316635 Tel: 0313-315640/2/6 KALUNGU BRANCH
Kalungu Road
SEETA BRANCH LUZIRA BRANCH P.O Box:56, Masaka
Kalahari Building Near UMEME Office Tel: 0751-119156
Next to Kalahari Bar and Restaurant. Tel: 0313-315660/2
Tel: 0313-315559

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Office Addresses and Contacts continued

LUKAYA BRANCH ZIROBWE BRANCH RAKAI BRANCH

P. O Box 56, Masaka Tel: 0751-128045/0717-315404 P. O Box 56, Masaka
0752-919436 Tel: 0751-110421
SEMUTO BRANCH
MPUGWE BRANCH Tel: 0751-114446 KIGUMBA AREA
P.O Box 56, Masaka Mpumwe Road
Tel: 0751129831 NAKASEKE BRANCH P. O Box 132 Kigumba
Tel: 0751-120392/0717-315866 Tel: 0751-114837/0717-315954
SUNGA BRANCH
Tel: 0751-120409 KAPEEKA BRANCH MPIGI AREA
Tel: 0751-117970 P. O Box 273 Mpigi
IGANGA AREA Tel: 0751-111563
P. O Box 94, Iganga Town NAKASONGOLA BRANCH
Tel: 0434-120531/120285 Tel: 0751-117970 BUWAMA/KAYABWE
Tel: 0751 110746
BUSEMBATYA BRANCH MUBENDE AREA
P.O Box 94, Iganga Town Kiwalabye road GOMBE BRANCH
Tel: 0751-117424 P. O Box 348, Mubende Tel: 0751-111563
Tel: 0464-44986, 0751-128839
LUKKA BRANCH KAMULI BRANCH
P.O Box 94, Iganga Town KIGANDA BRANCH P. O Box: 215, Kamuli
Tel: 0752-916560 Tel: 0752-919219/0717-316598 Tel: 0751-117132/0714-019303
Tel: 0752-919435
MAYUGE BRANCH LUGAZI AREA
Kaguta Road Plot 44 Mubarak Saidi Road, MBULAMUTI BRANCH
P.O Box 94 Iganga Town P.O. Box: 296, Lugazi P.O Box 215 Kamuli
Tel: 0751-115654/0717-316856 Tel: 0751-113798/0717-315403 Tel: 0751117139

KALIRO BRANCH NKOKONJERU BRANCH SEMBABULE AREA

Plot 1 Kadama Road P.O. Box: 296, Lugazi P.O Box 56, Masaka
P.O Box 94 Iganga Tel: 0751-113892 Tel: 0751-111791
Tel: 0751-111550
BUIKWE BRANCH MATEETE BRANCH
BUGIRI BRANCH Tel: 0751-113819 Tel: 0752-919385
P.O Box 94, Iganga
Tel: 0751-125137/0717-316956 MITYANA AREA NTUSI BRANCH
P.O Box 458, Mityana Tel: 0751-111791
BUWUNI BRANCH Tel: 0751-128518/0877717148
Tel: 0751117127 NORTHERN & EASTERN REGION
KYOTERA AREA
BWEYALE / KIRYADONGO AREA P. O Box: 56, Masaka ARUA AREA
P.O Box 92, Bweyale Tel: 0751110421 Plot 14 Avenue Road, Arua Town
Tel: 0392-002364 P. O Box 980, Arua
SSANJE BRANCH Tel: 0392-672979/0751123925
KIRYANDONGO BRANCH P. O Box 56, Masaka
Tel: 0392-002364 Tel: 0751-110421 WANDI / OMUGO BRANCH
Tel: 0751-119567
LUWERO AREA MUTUKULA BRANCH
Plot 2 Kiwoko road P. O Box 56, Masaka TORORO AREA
P.O Box 06, Luwero Tel: 0751-110421 Plot 44/48 Uhuru Drive
Tel: 0717-315332/0751-117970 P. O Box 889, Tororo
KAKUUTO BRANCH Tel: 0454-661-180,
BOMBO OFFICE P. O Box 56, Masaka 0454-445/0751121354/0717315747
Tel: 0751-130217/0717-316886 Tel: 0751-110421
TORORO GRAVITY SCHEME
WOBULENZI BRANCH KALISIZO BRANCH Tel: 0717-316319/0751-120658
Plot 4 street. Sikanusu road Opposite Kalisizo Town Council
Tel: 0717-315275/0751-130208 P. O Box 56, Masaka MALABA BRANCH
Tel: 0752-916902/0717-314160 Chegereni Road
Tel: 0751123849

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Office Addresses and Contacts continued

MANAFWA - BUBUTO BRANCH KALAKI BRANCH IBUJE BRANCH

Tel: 0787-171102 Tel: 0751-115798 Tel: 0392-001050/ 0751-118856

MANAFWA - LWAKHAKHA BRANCH ATIRIRI BRANCH KITGUM AREA

Tel: 0779-201610 Tel: 0751-115798 P.O Box 212, Kitgum
Tel: 0751-113812
NAGONGERA BRANCH KABERAMAIDO BRANCH
Busolwe Road Tel: 0751-115795 MOROTO AREA
Tel: 0751-119656 Plot 33, Circular Road
MBALE AREA P.O Box 49, Moroto
KWAPA BRANCH Plot 1 Works Road Tel: 0751-111856/0717-315842
Tel: 0787-877938 P.O Box 2548, Mbale
Tel: 0454 433742/0751122591 KANGOLE/MATANY BRANCH
BUSIA BRANCH Tel: 0751-115710/0717-314068
P. O Box 264, Busia SIRONKO BRANCH
Tel: 0717-316951/0752-916522 P.O Box 2548, Mbale ADJUMANI AREA
Tel: 0751-114259 P.O Box 3, Adjumani
LIRA AREA Tel: 0751-114851
Plot 10-12 Maruzi road, BUDADIRI BRANCH
P.O Box: 243, Lira P.O Box 2548, Mbale KAPCHORWA AREA
Tel: 0392-176082/0751-115861 Tel: 0751-121010/0717-315143 Tel: 0752-916543/0715-989252

DOKOLO BRANCH KACHUMBALA BRANCH SIPI BRANCH

P. O Box: 243, Lira P.O Box:2548, Mbale Tel: 0775-044999
Tel: 0752-919704 Tel: 0752-919182
PADER AREA
AMACH BRANCH BUKEDEA BRANCH P.O Box 8 Pader
Tel: 0751-129847 / 0783-200706 P.O Box 2548, Mbale Tel: 0773-228271
Tel: 0751-114635
NEBBI AREA PAJULE BRANCH
Plot 3 Omaki Road NKOMA BRANCH P.O Box 8
P.O Box 282, Nebbi Tel: 0751-111550/0717-315508 Tel: 0751-117866
Tel: 0751-128229/0717-315681
BUGEMA BRANCH PATONGO BRANCH
PAIDHA BRANCH Tel: 0751-111665 Moroto road
Nebbi Road, Paidha Town Tel: 0751-117828
P.0 Box: 80, Paidha BUTEBO BRANCH
Tel: 0751-120959 Tel: 0751-111789 KALONGO BRANCH
Tel: 0783-452107
PACHWACH BRANCH GULU AREA
Tel: 0751-128454 Plot 25, Gulu Avenue KUMI AREA
P.O Box 167, Gulu Kumi Municipality,
NYAPEA BRANCH Tel: 0471-432381/0751119522 Wiggins Rd
Tel: 0751-113798 Tel: 0752919746/0701077318
UNYAMA BRANCH
SOROTI AREA Tel: 0751128445 PALLISA BRANCH
Plot 4 Engwau Rd Katukei Street, Kumi
P.O Box 377, Soroti ANAKA BRANCH Tel: 0717-317116
Tel: 0454-461968/61306 P.O Box 167, Gulu
Tel: 0751-118990 NGORA BRANCH
SERERE BRANCH Tel: 0752919746 / 0701077318
P.O Box 377, Soroti APAC / ADUKU AREA
Tel: 0751115808 P.O Box 112, Apac KOTIDO AREA
Tel: 0751-115745 Losillang Road
OTUBOI BRANCH P.O Box 81 Kotido
Tel: 0751-115798 ADUKU BRANCH Tel: 0752-916590
Tel: 0392-000876
AMURIA BRANCH KABONG BRANCH
Tel: 0751-115795/0717-317133 Tel: 0752-916937

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Office Addresses and Contacts continued

MOYO AREA MITOOMA BRANCH KATWE-KABATOORO BRANCH

Plot 18 Kerelu Crescent P.O Box 339, Bushenyi Tel: 0703-904450
P.O Box 27 Moyo Tel: 0751-126961
Tel: 0751-123660 FORT PORTAL AREA
RUTOOKYE BRANCH P.O Box 805, Fort Portal
KOBOKO AREA P.O Box 339, Bushenyi Tel: 0483-427793,
Koboko Highway Tel: 0703-014642 0392-548331/0751110665
P.O Box 102 Koboko
Tel: 0779-393121 KASHENSHERO BRANCH KIBITO/RUBONA
P.O Box 339, Bushenyi Tel: 0751-127282
YUMBE BRANCH Tel: 0751-126863
Moyo Road KICHWAMBA BRANCH
P.O Box 59 Yumbe RUBIRIZI BRANCH Tel: 0751-127049
Tel: 0776500858 P.O Box 339, Bushenyi
Tel: 0751-113979/0717-315474 KICUCU BRANCH
WESTERN & SOUTHWESTERN REGION Tel: 0751-110665
KABIRA BRANCH
MBARARA AREA P.O Box 339, Bushenyi KASUNGANYANJA BRANCH
Plot 3 Galt road Tel: 0751-126929 Tel: 0751-110665
P.O Box 1371, Mbarara
Tel: 0485-421547/0751121172 BUGONGI BRANCH RUGENDABARA BRANCH
P.O Box 339, Bushenyi Tel: 0751-114643
MBARARA TOWN CENTRE Tel: 0751-127121/0717-315474
Tel: 0751-124758/0717-315425 KATEBWA BRANCH
KABWOHE BRANCH Tel; 0751-110665
BIHARWE BRANCH P.O Box 15, Kabwohe/ Itendero
Tel: 0751-122758/0717-316490 Tel: 0752-919266/0717-316551 KABALE BRANCH-KABALORE
Tel: 0751110665
KABEREBERE BRANCH ISHAKA BRANCH
Tel: 0752-916538/0717-316688 P.O.BOX 339 BUSHENYI RUBOONA BRANCH
Tel: 0751127049 Tel: 0751-110665
RUBINDI BRANCH
Tel: 0751-117473 RYERU BRANCH KYENJOJO BRANCH
Tel: 0751-127049 Tel: 0752929340 / 0751119525
KINONI BRANCH
Tel: 0751-117473 MAGAMBO BRANCH MASINDI AREA
Tel: 0751-127049 Plot 29/31, Masindi Port Road.
NYEIHANGA BRANCH P.O Box 545, Tel: 0465-20607/0751127787
Tel: 0751-122591 BUHWEJU-NSIIKA BRANCH
Tel; 0752-917085 HOIMA AREA
KASHAKA BRANCH Plot 12, Kampala Road.
Tel: 0751-110472 KASESE AREA P.O Box 275, Hoima
Plot 1 Rukidi Street Tel: 0465-40686
BUSHENYI AREA P.O Box 356, Kasese
Plot 3 Tank Hill, Bushenyi Municipality Tel: 0392-548282/0751114643 KYAMUKUBI BRANCH
P.O Box 339, Bushenyi Tel: 0751110665
Tel: 0485-42339 HIMA BRANCH
Tel: 0751-114807 KABALE AREA
KATERERA BRANCH P.O Box 627, Kabale
P.O Box 339, Bushenyi BUGOYE BRANCH Tel: 0486-3153380/381/0751118541
Tel: 0751-120826 Tel: 0751-114643
MUHANGA BRANCH
KITAGATA BRANCH NYAKIGUMBA BRANCH Tel 0751-120762
P.O Box 339, Bushenyi Tel: 0751-110665
Tel: 0751-120372
BWERA/MPONDWE KISORO AREA
KYABUGIMBI BRANCH Tel: 0752-919472 P.O Box 273, Kisoro
P.O Box 339, Bushenyi Tel: 0717-315445
Tel: 0751-127227

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Office Addresses and Contacts continued

RUKUNGIRI AREA RWENKOBWA BRANCH MIRAMA HILLS BRANCH

P.O Box 29, Rukungiri Tel: 0752-916543 Tel: 0751-118978
Tel: 0751-117079/0705380700
LYANTONDE AREA RUSHERE AREA
KEBISONI BRANCH Plot 47 Block 78 Kabula P.O Box 03 Rushere
Ntungamo road P.O Box 33, Lyantonde Tel: 0751-123311
Tel: 0751-115474 Tel: 0752-919140
KIRUHURA BRANCH
BUYANJA BRANCH KALIRO BRANCH Tel: 0704-333724
Ntungamo road Tel: 0773-007584
Tel: 0751-111838 KAZO BRANCH
KAMWENGE AREA Tel: 0703-904483
RWERERE BRANCH P.O Box 1546, Kamwenge
Kanungu road Tel: 0751-123844 SANGA BRANCH
Tel: 0774-020163 Tel: 0772-963328
ISHONGORO BRANCH
NYAKAGYEME BRANCH Tel: 0751-117740 LWENGO AREA
Ntungamo road Tel: 0752-916859
Tel: 0751111177 KABUNGA BRANCH
Tel: 0785-010058 KINONI-MASAKA BRANCH
KYANGYENYI BRANCH Tel: 0752-916859
Tel: 0751122784 KAHUNYE BRANCH
Tel: 0751-117606 KYAZANGA BRANCH
KANUNGU AREA Tel: 0752-9168
P.O Box 26, Kanungu NTUNGAMO AREA
Tel: 0751-120660/0717-314113 P.O Box 384 Ntungamo
Tel: 0751-120027/0717-315616
KIHIHI BRANCH
Amama road RUBAARE BRANCH
P.O Box 26 Kanungu Tel: 0751-116676 / 0717-315398
0751-110717
RWASHAMAIRE-KAGARAMA
KAMBUGA BRANCH Tel: 0751-115989
Rukungiri road opp Kambuga Hospital
Tel: 0751-110637 RWENTOBO BRANCH
Kabale road
KANYAMPANGA BRANCH Tel: 0751-115989
Tel: 0751-120660
KAGARAMA BRANCH
KANYANTOROGO BRANCH Rukungiri Road
Butogota road P O BOX 384 Ntungamo
Tel: 0751-110567 Tel: 0200907595

KATEETE BRANCH KYAMPENE –RUGARAMA

Rugando road Tel: 0751-116676
Tel: 0751-110640
RUHAAMA AREA
NYAMIRAMA BRANCH P.O Box 70, Ruhaama - Ntungamo
Kihihi road Tel: 0752-919301
Tel: 0751-110580
KITWE BRANCH
BUTOGOTA BRANCH Tel: 0751-118978/0717-316607
Tel: 0751-110760
KIKAGATE BRANCH
IBANDA AREA Tel: 0751-118978
P.O Box 307, Ibanda
Tel: 0752-916543

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NWSC Bankers

Centenary Bank KCB Bank

Plot 44 Mapeera House Kampala Road Plot 7 Commercial Plaza
P.O Box 1892 P.O Box 7399 Kampala
Kampala
Cairo International Bank
Stanbic Bank Plot 30 Kampala Road
Umoja House Nakasero P.O Box 7052
P.O Box 7131 Kampala
Kampala
United Bank of Africa
Standard Chartered Bank Spear House Plot 22 Jinja Road
Plot 5 Speak Road P.O Box 7396 Kampala
P.O Box 7111
Kampala Guaranty Trust Bank
Plot 56 Kira Road
Equity Bank P.O Box 7323
Plot 390 Muteesa 1 Road Katwe Kampala
P.O Box 10184
Kampala Diamond Trust Bank
Plot 17/19 Diamond Trust Building
Bank of Africa Kampala Road
Plot 45 Jinja Road P.O Box 7155
P.O Box 2750 Kampala
Kampala
Tropical Bank
DFCU Bank Amis Kintu Plot 27 Kampala Road
Plot 26 Kyadondo Road P.O Box 9485/7292
P.O Box 70 Kampala
Kampala
Ecobank
Citi Bank Plot 4 Parliament Avenue
Centre Court 4 Ternan Avenue P.O Box 7368
P.O Box 7505 Kampala
Kampala
I&M Bank
Bank of Baroda Plot 16/18 Nyonyi Gardens Kololo
Plot 18 Kampala Road P.O Box 3072
P.O Box 7197 Kampala
Kampala
NC Bank
Absa Bank Plot 4/6 Rwenzori Towers Nakasero
Plot 2 Hannington Road P.O Box 28707
P.O Box 7101 Kampala
Kampala
Bank of Uganda
Post Bank Plot 37/45 Kampala Road
Plot 4/6 Nkrumah Road P.O Box 7120
P.O Box 7189 Kampala
Kampala
Housing Finance Bank
Finance Trust Bank Plot 25 Kampala Road
Plot 4 Katwe Road P.O Box 1539
P.O Box 3290 Kampala
Kampala

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NWSC Lawyers

K & K Advocates J.S Mayanja Nkangi & Co. Advocates

Plot 67, Lugogo By Pass Plot 32, Jinja Road
P.O. Box 6061 P.O. Box 1604
Kampala Kampala

Katende, Ssempebwa & Co. Advocates REM Advocates

Plot 20, Kampala Road Plot 43, Nkrumah Road
P.O Box 2344 P.O. Box 35949
Kampala Kampala

MMAKS Advocates Ensafrica Advocates

Plot 17/19, Jinja Road Plot 6, Nakasero Road
P.O. Box 7166 P.O. Box 24665
Kampala Kampala

Birungyi Barata & Associates Kibeedi & Co. Advocates

Plot 14, Acher Road, Kololo Plot 2, Bombo Road
P.O Box 12141 P.O Box 5780
Kampala Kampala

Kampala Associated Advocates Ligomarc Advocates

Plot 41, Nakasero Road Social Security House, Jinja Road
P.O Box 9566 P.O Box 8230
Kampala Kampala

Kaddu & Partners Advocates Osinde Sentomero, Himbaza

Plot 90/92, Kanjokya Street, Kamwokya Advocates
P.O Box 11034 Plot 30, Kampala Road
Kampala P.O. Box 27289
Kampala
Karuhanga Tabaro & Associates
Esami House Plot 52, Bombo Road BNB Advocates
P.O Box 37366 Plot 6/8, Nakasero Lane
Kampala P.O. Box 12386
Kampala
Turyakira & Company Advocates
Plot 13-15, Kimathi Ave Impala Legal Advocates & Consultants
P.O Box 23811 Plot 6, Kanjokya Street
Kampala P.O. Box 34651
Kampala
Arcadia Advocates
Plot 6, Acacia Avenue Kentaro Mugerwa & Advocates
P.O Box 28987 Plot 13, Buganda Road
Kampala P.O Box 1176
Kampala
Tamale & Co. Advocates
Plot 23-27, Prime Plaza Madaba & Associates Advocates
P.O. Box 34585 Plot 47 Nkokonjeru, Mbale
Kampala P.O. Box 172
Mbale
Shonubi Musoke & Co.
Plot 14, Hannington Road
P.O. Box 3213
Kampala

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National Water and Sewerage Corporation

172 Integrated Annual Report FY 2020/21
National Water & Sewerage Corporation
3 Nakasero, P. O. Box 7053 Kampala - UGANDA
Tel: +256 313 315 101/102
Email: info@nwsc.co.ug
www.nwsc.co.ug

Doc Ref. No.: HQ/DMD-F&CS/CS&IF/GR/003