Overview:
Board chairman Jimmy D. Mugerwa said 2025 was defined by deliberate consolidation and strategic focus as the institution adapted to evolving regulatory demands and macroeconomic pressures.
Kampala — dfcu Limited has reported a steady improvement in financial performance for the year ended December 31, 2025, posting a profit after tax of UGX 74.9 billion, up from UGX 72.1 billion in 2024, as the Group’s ongoing internal transformation begins to yield results.
The performance reflects a year of disciplined execution, operational recalibration, and growing traction in digital banking, positioning the institution for longer-term, sustainable growth despite a complex economic environment.
The results come as the Group enters what it describes as a “reengineering” phase, an operational reset focused on efficiency, value creation, and resilience.
Board chairman Jimmy D. Mugerwa said 2025 was defined by deliberate consolidation and strategic focus as the institution adapted to evolving regulatory demands and macroeconomic pressures.
He noted that the improved performance was driven by tighter control of internal processes, prudent capital allocation, and disciplined cost management, all of which have become increasingly important in a high-cost funding environment.
“We are now firmly in a phase of Reengineering, with emphasis on how we operate and how to consistently deliver value for our customers and shareholders,” Mugerwa stated
At the operational level, dfcu Bank chief executive officer Charles M. Mudiwa described the results as the outcome of a structured, multi-phase transformation. He explained that the Bank first undertook a period of stabilisation to restore performance and strengthen internal controls before reorganising leadership structures and addressing structural inefficiencies.
According to him, the institution is now moving into a phase of scaling operations through the use of data and digital capabilities.
Despite operating in a challenging macroeconomic climate characterised by elevated interest rates, high funding costs, and global trade uncertainties, the Group recorded broad-based growth across key indicators. Total income rose by 16 percent to UGX 526 billion, supported by improved lending activity and growth in non-funded income.
Customer deposits increased by 15 percent to UGX 2.7 trillion, reflecting sustained customer confidence, while total assets expanded by 8 percent to UGX 3.7 trillion. Earnings per share also improved to UGX 100.2 from UGX 96.4 in the previous year. In line with this performance, the Board recommended a dividend of UGX 21.8 per share, amounting to a total payout of UGX 16.3 billion, signalling confidence in the Group’s earnings outlook.
A central pillar of the reengineering strategy is the acceleration of digital banking. The Bank’s USSD platform (*240#) now reaches approximately 68 percent of customers, significantly expanding access to services, particularly among retail and underserved segments.
At the same time, digital lending solutions such as Mobi Loan are driving frequent engagement among individuals and small businesses seeking quick and convenient access to credit. Management says the integration of digital tools and data analytics is improving efficiency, responsiveness, and customer experience while gradually reducing operational costs.
Beyond retail banking, the Group continues to prioritise lending to sectors that are critical to Uganda’s economic development, including agriculture, trade, manufacturing, and small and medium enterprises. By aligning its strategy with these sectors, dfcu aims to strengthen its role as a key intermediary supporting production, employment, and income generation across the economy.
The Group also highlighted its continued investment in social impact initiatives. Through its Women in Business programme, dfcu engaged more than 74,000 women entrepreneurs and disbursed UGX 95 billion to support enterprise growth. Its financial inclusion efforts reached over 600,000 members through SACCOs and investment clubs, mobilising UGX 105 billion in savings and extending access to formal financial services. In healthcare, the Group partnered with Rotary Uganda to conduct 11 medical camps, providing services to 21,790 Ugandans, including specialised treatment for children with heart conditions. It also supported youth skills development through a contribution to Watoto Child Care Ministries, funding vocational training equipment such as sewing machines and photography tools.
Looking ahead, management indicated that the Group will build on its transformation by scaling its digital infrastructure, strengthening data-driven decision-making, and deepening its focus on key economic sectors. With the reengineering phase gaining traction, dfcu is positioning itself not only as a financial institution but also as a broader ecosystem driver, connecting businesses and individuals to opportunities while supporting Uganda’s long-term economic growth.