Before Wedding Tips

Things Couples Can Do BEFORE They Are Married to Prepare For a Successful Marriage.

https://www.thedatingdivas.com/10-tips-to-prepare-for-a-successful-marriage/

I asked my fellow

WILL AFRICA BE DIGITALLY RELEVANT IN THE NEXT 10 YEARS?

WILL AFRICA BE DIGITALLY RELEVANT IN THE NEXT 10 YEARS?

By: Wayne Houghton, Director of Growth Implementation Solutions, Frost & Sullivan Africa & Techjaja Staff

from: http://www.techjaja.com/will-africa-digitally-relevant-next-10-years/

By 2025, jobs which were common place in 2015 will no longer exist. Students graduating in 2016, will have obsolete qualifications for which there will no longer be a profession by 2025.

Front-line military personnel will be replaced with robots

Private bankers and wealth managers will be replaced with algorithms

Telemarketers, data entry capturers, tax preparers, lawyers, accountants, actuaries, statisticians and consulting engineers will be replaced with Artificial Intelligence (AI).

New business models, like those of Uber and Alibaba, are already industry-shaping disruptors, and each day, new Digital innovators are emerging to cause disintermediation and disruption across every industry imaginable.

Traditional enterprises, whilst presently successful by today’s standards, are scrambling to make sense of Business Digitisation in order to stay relevant in the Digital future. Many are attempting to create new Digital business models which will eventually cannibalise their traditional business, rather than capitulating to new disruptive Digital start-ups. Companies are also digitising their products and services, along with operational processes and customer channels. Over 70% of top fortune 500 companies have plans to offer their products as a Digital service by 2020. Presently, the 10 most valuable start-ups globally are estimated to have a value of $172.7 billion – all embracing Digital platform based business models. Around 90% of the business models in 2020 will be driven by the cloud.

Globally, the number of connected devices will nearly quadruple by 2025, significantly altering the skills employers hold most valuable. Increasing connectivity will change how employees choose to work (for example: remotely, part-time, independently, or dispersed), and provide employers with a spectrum of hiring options.

Millennials, most of whom are Digital Natives, will comprise an estimated 48.3% of the global labour force in 2025, while those aged 60 and older will comprise 9.9% (compared with 7.9% in 2015).

The line between what has traditionally been business and IT is becoming more and more blurred. Largely due to the early adoption and impact of Digital marketing, The Chief Marketing Officer or CMO, now controls a bigger “IT” budget and influence than the CIO. This is only set to increase and expand across the organisation, as Digital Natives become future business leaders.

What new skills and expertise will be required to lead and manage the Digital enterprise of the future?

As robots, AI and Digital algorithms continue to replace many jobs and professions; new and emerging professions by 2025 will focus more on human interaction, augmented through Digital mechanisms. Jobs requiring uniquely human characteristics, such as cultural deftness, caretaking, or empathy, and creative thinking, are those least threatened by automation.

The ability to work anywhere, anytime is fuelling the Digital nomad trend, which is highly appealing to millennials, but will also blur political and economic boundaries, and test national labour codes.

Artificial Intelligence, its subfields, and automation will create some specific reflecting trends associated with new and emerging technology advances. Career gains from AI and automation include:

Artificial Intelligence technology and automation salesperson

Specialist programmers

Cybersecurity experts

Engineering psychologists

Robot and automation technology manufacturer, distributor, servicer, and refurbisher

Technology-specific trainer

Neuro-implant technicians

Virtual health care specialist

Virtual reality experience designer

Conclusion

Digital transformation cannot be ignored without becoming irrelevant, and an adaptive Digital strategy is imperative. The Digital workforce will be largely millennial, and significantly different from today in terms of culture, leadership style and skills. Artificial Intelligence, robots and Digital algorithms will automate many professions, but jobs requiring uniquely human characteristics – or are critical to the development of Digital solutions – will be in great demand by 2025.

A holistic Digital transformation strategy, which considers the Digital workforce along with the business model, process and customer channel dimensions, will be imperative for organisations wishing to remain relevant in the next 10 years

Questions for Business StartUps

  STARTING A BUSINESS

Starting a business can be exciting and rewarding, however there are many challenges that you will encounter along the way, and that’s even before you open your doors.
A high percentage of businesses fail within their first three years of operation. Good ideas don’t always make good businesses! Businesses that survive and thrive have a number of things in common. This guide will be a great starting point when considering commencing any new business.

Below are some few questions you can ask yourself during the initial stage before starting your business.
You may not answer all of them with a BIG YES or 100% but its good to know where you stand.

Before you start any business you need to get a really good focus on your business idea and just what it is you want to do. Starting a business is risky at best and understanding the problems you will face and working out how you will tackle them before you start will increase your chances of succeeding.

ABOUT YOU
You will be your own most important asset, so an objective appraisal of your strengths and weaknesses is essential. Ask yourself:
i) Are you a self-starter?
ii) Do you get along with a variety of personalities?
iii) How good are you at making decisions?
iv) Do you have the physical and emotional stamina to run a business?
v) How well do you plan and organise?
vi) How will the business affect your relationships / family?
vii) Have you worked for someone else as a supervisor or manager?
viii) Have you had any business training?
ix) Are you willing to take advice and constructive criticism?


ABOUT THE MONEY
One of the leading causes of business failure is insufficient start-up capital. Once you have taken care of your building and equipment needs you must also have enough money on hand to cover operating expenses for at least one year. In addition you should include your salary as the owner and money to repay any loans.
Ask yourself:
i) How much money do you need to get started?
ii) Do you know how much you can contribute to the business set-up?
iii) What are the alternatives in financing your business?
iv) What do you need to do to get a loan?
v) What should you know about accounting and record keeping?
vi) What level of profits do you anticipate?
vii) How much credit can you get from your suppliers?
viii) Are you willing to reinvest your salary / business profits to help your business grow?
ix) Have you talked to your Bank Manager and Accountant about your plans?
x) Have you considered a partner?


ABOUT THE BUSINESS
There are four basic needs for success in small business –sound management practices, industry experience, technical support and planning ability. Few people start a business with all these areas covered.
Ask yourself:
· How does your business idea differ from other similar business?
· What will you name your business? Why?
· What purpose will your business serve?
· What is the state of the industry you are planning to enter?
· Who will your clients or customers be?
· How will you market your business’ goods or services?
· How much will you charge?
· How will you measure your business success or failure?
· Who is your competition?
· Who will be your suppliers?
· Where will you operate your business? Is it a good location?
· Will you have sufficient room to expand if necessary?
· Do you know exactly what equipment and supplies you will need and how much they will cost?
· Have you a plan to control your inventory?
· What technology will you rely on?
· How will your business impact the environment?
· What will the hours of operation be?
· If you are buying an existing business:
i) Are you sure you know the real reason why the owner wants to sell?
ii) Have you compared the cost of buying an existing business with the cost of starting a new business?
iii) Is the equipment / inventory up to date and in good condition?
iv) Is the building in good condition?
v) Will the landlord transfer the lease to you?
vi) Will the landlord allow any structural alterations?
vii) Have you considered buying a franchise?

ABOUT THE PEOPLE
Your staff will be critical to the success of your business.
Your goal should be to hire employees who will be productive
and add value to your business.
Ask yourself:
i) How many employees will you need?
ii) Who will you hire?
iii) How will you recruit / hire?
iv) What qualifications / experience will they require?
v) Will your family be involved?
vi) What wages will you pay?
vii) What training plans do you have?
viii) Should you employ contractors?
ix) Should you have an apprentice or trainee?
Before you employ staff you must ensure you understand how the structure of your business may affect the wages and conditions you will need to provide to your employees.
When you employ staff it is also important that you calculate your costs. The costs will not just include wages but also the ongoing costs of superannuation, workers compensation insurance, leave entitlements and possibly payroll tax. These can typically add 25-30% to wage costs. Other costs that should be considered are those associated with training, equipment, protective clothing, fringe benefits and supervision. Finding and keeping the right staff is often the major challenge in business.

TYPES OF BUSINESSES
Before commencing a business you will need to decide what structure will suit your business. There are significant advantages and disadvantages for each type of structure and you should consult a business advisor, accountant or solicitor for advice.

The most common forms of business structure are:
SOLE TRADER
The business has no separate legal existence from its owner. As a sole trader you will be responsible for the liabilities of your business.
PARTNERSHIP
Is a contractual relationship between two or more people where the profits, losses, risks and assets are legally shared according to the terms of the contract.
TRUST
Is where a business is transferred to a third party who has legal control and has a duty to run that business to benefit someone else.



COMPANY
Is a legal entity separate from its shareholders. A company director has additional legal and reporting obligations.
You should discuss the advantages and disadvantages of each business structure with your accountant and determine which is the most appropriate for you. There are many and varied legal requirements when starting /operating a business. Because businesses are so diverse it is not possible or practical to list every mandatory requirement for all businesses. Businesses will also need to comply with federal, state and local council laws and requirements.

A few extra questions:
i) Are you passionate about entering business?
ii) Could you make more money working for someone else?
iii) Do you have supportive family and friends?
iv) Do you understand how your work / life balance may change?
v) Do you know where to get further help and advice?
vi) If you have answered all these questions carefully you have already done some hard work and serious thinking. The next step is to put all these thoughts into words by creating a business plan.


REFERENCE
A Guide to Starting a Restaurant / Café/ Take-away- Compiled & Produced by the South Australian, Department for Manufacturing,
Innovation, Trade, Resources and Energy © June 2013

HOW TO LOAD YAKA UNITS

BELOW ARE THE COMMON WAYS IN WHICH YAKA UNITS ARE PURCHASED.
Note: Yaka is a prepaid payment system that was started by UMEME Uganda Ltd since

There are several ways of topping up your Units without being disconnected remotely by the programmed machine/POS Terminal.

USING A PAYWAY/EZEE MONEY OR ANY OTHER AGENT

1. Have your YAKA Account Number ready and accurately written down.
2. Pay AGENT for the units you will consume and provide your phone number for a confirmation SMS.
3. The amount you pay must reflect exactly on the receipt you are given, e.g. if you pay for 20,000/=, the message must indicate you paid 20,000/= and the units are calculated accordingly!
4. Take the printed token, then go to your keypad terminal that was installed near the building entrance.
5. Key in the numbers accurately and wait for updating of the units.

USING MOBILE MONEY

1. *185#, then proceed to option 4
2. Choose UMEME TouchPay
3. Choose either PayBill or Buy YAKA 
4. Key in A/c Number
5. Amount
6. Confirm with Mobile Money PIN and accept
7. Wait for confirmation message and then you can load your units into the meter with the provided token number by simply keying them in and it will update automatically.

Presumptive and Advance Tax Regime Under the Income Tax Act 2015

Presumptive and Advance Tax Regime Under the Income Tax Act 2015

PRESS RELEASE PRESUMPTIVE AND ADVANCE TAX REGIME UNDER THE INCOME TAX (AMENDMENT) ACT 2015. Pursuant to the amendment of Section 4(5), Section 134 and the Second Schedule of the Income Tax Act, the following tax measures were introduced: 1.   A revised presumptive tax regime that provides for new thresholds and rates based on turnover, location and business activity. 2.    Advance tax for goods and Passenger Transport Service vehicles (PSVs). Effective Date: These tax measures become effective on the 1st of July 2015. Objectives: The above measures are intended to; Simplify procedures for small tax payers to comply Widen the tax base thus improving revenue contribution from the informal sector; and Reduce the cost of compliance among the Small Enterprises. Implications: The implication of the above amendments is that all the affected taxpayers shall be paying tax at the new prescribed rates. The taxpayers affected are; Small enterprises whose turnover does not exceed UGX 150 million. Operators of Passenger Transport Service Vehicles (PSVs) Goods vehicles with a loading capacity of more than 2 tonnes. Presumptive Tax for SMEs Taxpayers are encouraged to study the rates below so that they are able to comply even before URA staff visit their premises. URA staff shall conduct door to door activities country wide aimed at identifying businesses who have not complied. These businesses shall be assessed based on location, type of business activity or turnover as shown in the tables below. Table 1:                         Businesses based in Kampala City and its Divisions.  Business Trade  With turnover between 35 million to 50 million  With turnover between 20 million to 35 million  With turnover between 10 million to 20 million  General Trade 500,000  400,000  250,000  Carpentry/ Metal Workshops  500,000 400,000 250,000  Garages (Motor Vehicle Repair)  550,000  450,000  300,000  Hair and Beauty Salons  550,000  400,000  300,000  Restaurants or Bars  550,000  450,000  300,000  Clinics  550,000  450,000  300,000  Drug Shops  500,000  350,000  100,000  Others  450,000  300,000  200,000 Table 2:                          Businesses based in the Municipalities of Uganda  Business Trade  With turnover between 35 million to 50 million  With turnover between 20 million to 35 million  With turnover between 10 million to 20 million  General Trade 400,000 300,000  150,000  Carpentry/ Metal Workshops 400,000  300,000  150,000  Garages (Motor Vehicle Repair)  450,000 350,000  200,000  Hair and Beauty Salons  450,000 350,000 200,000  Restaurants or Bars  450,000  350,000  200,000  Clinics  450,000  350,000 200,000  Drug Shops  400,000  300,000  150,000  Others  400,000  350,000  150,000 Table 3:                                  Towns and Trading Centres Business Trade  With turnover between 35 million to 50 million  With turnover between 20 million to 35 million  With turnover between 10 million to 20 million  General Trade  300,000 200,000  100,000  Carpentry/ Metal Workshops  300,000  200,000  100,000  Garages (Motor Vehicle Repair)  350,000  250,000  100,000  Hair and Beauty Salons  550,000 200,000  100,000  Restaurants or Bars  350,000 250,000 100,000  Clinics  350,000 250,000  100,000  Drug Shops 300,000  200,000  100,000  Others  300,000  250,000  100,000 Table 4:                         Turnover of over 50 million but not exceeding 150 million  Turnover  Tax Rate or Amount of Tax  Where the gross turnover of the taxpayer exceeds Shs. 50 million  but does not exceed Shs. 75 million per annum  Shs. 937,500 or 1.5% of the gross turnover, whichever is lower   Where the gross turnover of the taxpayer exceeds Shs. 75 million  but does not exceed Shs. 100 million per annum  Shs. 1,312,500 or 1.5% of the gross turnover, whichever is lower  Where the gross turnover of the taxpayer exceeds Shs. 100 million  but does not exceed Shs. 125 million per annum  Shs. 1,687,500 or 1.5% of the gross turnover, whichever is lower  Where the gross turnover of the taxpayer exceeds Shs. 125 million  but does not exceed Shs. 150 million per annum  Shs. 2,062,500 or 1.5% of the gross turnover, whichever is lower Advance Tax on Passenger Transport Service (PSVs) and Goods Vehicles:Taxpayers are encouraged to to have paid their advance Income tax in accordance with the laws and schedules below: Any taxpayer operating Goods Vehicles, PSVs, PMO and any other commercial vehicle who will not have complied, shall be asked to comply before assessing certain services including: a)    Operator's Licenses at Transport Licensing Board (TLB) under the Ministry of Works and Transport (MoWT), b)    Transfer of Ownership and c)    At spot checks to be conducted by URA along major roads. Spot checks shall be mounted from time to time by TLB and URA in collaboration with Uganda Police to ensure operators have complied. Goods Vehicles: A tax of UGX 50,000 per ton for goods vehicles with a loading capacity of more than 2 tons. PSV/ PMO: A tax of UGX 20,000 per passenger per year for PSVs/ PMOs. Examples,  Passenger Service Vehicle  Goods Vehicles Licensed Seating Capacity  Tax payable at rate of UGX 20,000 per person  Licensed Tonnage   Tax payable at rate of UGX 50,000 per ton  Y  Z=Y*20,000  P  Q=P*50,000  1  20,000  2  100,000  5  100,000  4  200,000  14  280,000  6  300,000  25  500,000  8  400,000  32  620,000  10  500,000  49  980,000  20  1,000,000  50  1,000,000  30  1,500,000  62  1,240,000  40  2,000,000 Benefits:1.    Taxpayers will have the opportunity to self assess and pay conveniently using a method of their choice including mobile money applications. 2.     Reduced number of visits to URA & Licensing authority 3.     Access URA and TLB services at one stop centre for assessment at Transport Licensing Board (TLB). 4.    Reduced cost of doing business 5.  Taxpayers are also requested/ advised not to attempt to under assess based on lower passenger / load carrying capacity, otherwise they will be required to pay the balance upon inspection by an Inspector of  Vehicles at TLB/ MoWT. Please note that even taxpayers already filing tax returns are expected to pay advance income tax and will be given a credit at the end of their respective tax periods at the filing time. URA therefore appeals to the public to embrace this initiative wholeheartedly to ensure that if everybody pays a little nobody has to pay too much. For further assistance please contact us on 0800117000 (toll free) or 0417444602 (not toll free) or email us at services@ura.go.ug. Henry Saka COMMISSIONER DOMESTIC TAXES

- Press Release New Vision September 17, 2015

RENEWING DRIVING PERMIT

Please follow the steps below for renewal of your driving permit:
Go to URA Website www.ura.go.ug

Click e-services,

Choose payments
Choose NTR,

Under NTR Head-choose renewal of driving permit
Fill in the required fields.
Identification Details must be current & valid and not having expired dates or details

Under payment mode field area, choose cash/cheque, bank, proceed to print and pay at the bank
NOTE: URA Permit Fee - 56000, Face Technologies-60,000, Bank Charges-less than 3000/-
Proceed to face technologies and be served.

UMEME POWER RATES UP

UMEME RATES HIKED

Electricity end–user tariffs are a function of the generation, transmission and distribution costs divided by the units generated minus the units lost.
The Bujagali hydropower plant, which generates 43.5 per cent of the electricity on Uganda’s national grid, sells each unit at the average of $0.11 (Shs398.75).
Eskom Uganda Limited generates 37.8 per cent of the power, and it sells each unit at $0.1 (Shs36.25).
Kakira Sugar Works generates 8 per cent of the electricity used, and sells it at Shs290.

Bugoye–Tronder, which produces 1.3 per cent of the power, charges Shs290, too, per unit.
All these companies sell their electricity to Uganda Electricity Transmission Company Limited (UETCL), the sole buyer of bulk electricity in Uganda.
This quarter (October to December), UETCL will spend Shs834.8b, up from Shs738.1b last quarter, to buy electricity from the generation companies.

UETCL sells the power to the distribution companies such as Umeme, Wenreco and Ferdsult at Shs270.7 per unit, for the power it transmits between 6am and 5pm.
From 6pm to 12am, when many people are in their homes and have turned on electrical gadgets, UETCL sells each unit at Shs324.8.
It charges Shs200.8 per unit at off–peak (from midnight to 6am when many people are asleep and their electrical gadgets are switched off).
Umeme, which distributes 97 per cent of the power, charges Shs295.4 during peak hours, Shs261.4 during shoulder hours and Shs202.4 at off peak hours.

We could not get distribution prices of West Nile Rural Electrification Company Limited and Ferdsult, which distribute electricity in Arua, Yumbe, Moyo as well as Adjumani and in Kibaale, Kanungu as well as Kyenjojo districts respectively.
The end–user tariffs also factor in the electricity generation, transmission and distribution companies’ return on investment (ROI) – profit.

Bujagali’s ROI is 19 per cent, UETCL’s 14 per cent, Umeme’s 20 per cent and Wenreco’s is 15.2 per cent.
The tariffs have a generation levy of between Shs0.9 and Shs1.5 and agreed loss caps, which varies from utility to utility.
Since 2014, the Electricity Regulatory Authority (ERA) has on a quarterly basis been reviewing end–user tariffs to reflect changes in the exchange rate, price of imported oil and inflation.
This is meant to ensure that tariffs are cost–reflective since many of the power utilities use imported machinery and spare parts, in the case of thermal plants, heavy fuel oil and dollar–denominated loans.

What electricity consumers are paying?
The end–user tariff for Umeme’s domestic consumers is Shs667.4 while Ferdsult’s domestic consumers pay Shs511.91 whereas Wenreco’s domestic consumers pay Shs610 for each unit.
Ferdsult’s commercial consumers pay Shs477.24, Wenreco’s Shs574.5 while Umeme’s Shs594.2 for each unit of electricity.
Umeme’s medium industrial consumers now pay Shs580.8 whereas its large industrial clients pay Shs389.6 for each unit.
A week ago, ERA increased the end–user tariffs by between Shs52.2 and Shs109.

The increments, which apply October through December, impact mainly on Umeme’s just over 600,000 customers.
Its domestic customers (households, shops, kiosks and the like) will, this quarter, pay Shs667.4 for each unit of electricity, up from Shs558.4 whereas welders and millers will pay Shs604.6 from Shs508.6; while medium industrial consumers’ tariffs have increased to Shs567.3 from Shs483.2.
Large industrial consumers will pay Shs381.1 for each unit, up from Shs328.7 while local authorities will pay Shs630.1, up from Shs527.7 per unit for street lighting.

This is the fourth increment in as many quarters, and, just like the previous ones, is largely attributed to the depreciation of the Shilling against the dollar.
A dollar that cost Shs3,301.8 in June now costs Sh3,578.17 – partly because of low exports and low remittances by Ugandans living and working abroad, which could have brought in dollars to shore up the Shilling.
Electricity companies incur dollar–denominated costs: commercial banks lend money to them in dollars, the companies use dollars to purchase electrical spare parts, fuel or, in the case of UETCL, electricity.

UETCL’s chief executive officer, engineer Eriasi Kiyemeba, told this newspaper on telephone that whenever the Shilling depreciates, they use more money to get few dollars to purchase inputs.
But Fred Muhumuza, an economist, says to mitigate the depreciation of the Shilling against the dollar, Uganda should produce more agricultural items for export. Uganda has a comparative advantage in agriculture, he says.
“We still have sufficient demand for agricultural products on the global market that we can tap,” Muhumuza said in a telephone interview.
“We also have to check our imports from Kenya, China and India,” he added.

As much as tourism is a good foreign exchange earner, he says “it is susceptible to the economic conditions, especially in the West.
During tough economic times in, say, Western Europe or the US, many of the potential tourists from those areas put off travelling to countries such as Uganda.
Equally, Simon D’Ujanga, the state minister for Energy, believes that tariffs can be brought down if the cost is subsidised, “but it is not sustainable”.
“Subsidies put stress on the budget. So the only alternative is to increase tariffs,” he explains.

Challenge 

The increasing cost of electricity continues to be a challenge, especially to industrialisation, one of the key attributes that could drive growth and creating employment.

http://www.monitor.co.ug/Business/Prosper/What-it-costs-to-take-power-to-consumers/-/688616/2930668/-/f1sg2jz/-/index.html