I recently had a conversation with a friend who runs a company based in Namanve. Somehow, our discussion shifted to investment specifically, the development of Namanve Industrial Park.
While he acknowledged the government’s efforts, he also highlighted the growing frustration among investors operating in the park. Curious, I asked him why, and that’s when I learned about the troubling situation.
The Namanve Industrial Park project, a $265 million investment, was intended to transform Uganda’s industrial landscape by enhancing road infrastructure, traffic systems, solar lighting, water distribution, and waste management.
However, what should have been a landmark development has instead become a frustrating example of poor execution, endless delays, and a lack of accountability.
When Lagan Dott Namanve Ltd secured the contract in 2019, the expectations were clear: complete the work by 2023. Fast forward to 2024, and the project is barely 50% complete, with no clear commitment from the contractor on when it will be finished.
Instead of progress, we hear excuses blaming fuel siphoning, theft of materials, and unforeseen feasibility challenges.
According to a reliable source, Lagan Dott Ltd claims that fuel theft is a major cause of delays, with 1,500 liters siphoned daily since the project began.
The real question is, how has this been allowed to continue for years? A well-managed project implements security measures to prevent such losses.
If fuel theft has been so rampant, where are the interventions enhanced security, tracking mechanisms, or supplier accountability? The company cannot simply lament these issues without demonstrating serious efforts to curb them.
The same applies to the reported theft of construction materials, including stone aggregates, murrum, hardcore, and cement. Large-scale construction projects always face security risks, but it is the contractor’s responsibility to mitigate them.
Were adequate site security measures in place? Was there proper inventory tracking? Were suppliers thoroughly vetted? These are fundamental project management practices that any competent contractor should implement.
Additionally, the company cites flooding as an unforeseen feasibility challenge. This excuse is unacceptable Uganda does not experience flooding on a daily basis.
Feasibility studies are conducted precisely to anticipate such risks and develop mitigation strategies before construction begins. How did such a fundamental issue escape the project’s initial assessment? This points to poor planning and incompetence rather than an unavoidable setback.
The Uganda Investment Authority (UIA) and the Ministry of Finance, Planning and Economic Development which extended the project deadline to 2024, must demand greater accountability.
We cannot allow contractors to hide behind excuses while industrial investors bear the consequences. Businesses operating in Namanve Industrial Park are losing money due to these delays. Uganda’s industrial growth depends on well-developed infrastructure, and each delay weakens investor confidence in the country’s ability to deliver on major projects.
Lagan Dott Ltd must understand that a contract is not just a payment agreement it is a commitment to deliver results. They were awarded $265 million to complete a project, and it is their obligation to overcome operational challenges, not use them as justifications for poor performance.
Investors and the Ugandan public deserve better. If Lagan Dott Ltd cannot deliver on their obligations, stronger action including contract termination should be considered.
Infrastructure development is too crucial to be derailed by poor planning and weak management. The time for excuses is over it’s time to build Namanve as promised.
