) apex i, ii, iii & iv investment term credit refinance fund ( itcrf ) source of funding usaid ( gou ) bou & commercial banks eib ( gou ) world bank ( gou ) export refinance scheme ( ers ) cotton sub - sector development project ( csdp ) crop finance fund ( cff ) bou world bank / ifad libyan government export promotion fund ( epf ) export credit guarantee scheme ( ecgs ) energy for rural transformation refinance fund ( ertrf ) distressed flower project fund ( dfpf ) source : bank of uganda gou bou / usaid ( gou ) world bank ( gou ) gou in the period prior to 2006 / 07, when the development finance department and all its activities were transferred to the uganda development bank limited ( udbl ), dfd also coordinated a number of credit related programs. these included the linkage banking program under the africa regional agricultural credit association ( afraca ) ; the capacity building program ( cbp ) for micro finance institutions under the cotton sub - sector development project ; research and advocacy on government programs, policies and processes from a gender perceptive under the gender and economic reform for africa ( gera ) initiative of the north south institute of canada ; capacity building for rural women financial intermediaries program financed by a grant sourced from ifad ; and the danida - funded rural financial services component ( rfsc ), which was aimed at widening financial services outreach to the rural areas. although these schemes yielded some individual successes, they have not transformed agriculture in this country. agriculture valued added per worker measured at constant 2005 us dollars, has remained very low, despite uganda ’ s favorable resource endowments, increasing only marginally from an average of us $ 212 in the 1990s to an average of us $ 219 in the past five years, according to the world bank ’ s world development indicators. public support to the agriculture sector over the decade to 2015 has also included tax exemptions and subsidies, including the current agriculture credit facility ( acf ) that primarily targets value addition in agriculture and provides for a maximum interest rate of 12 percent using budgetary resources. the fiscal incentives have included : i ) tax exemption on income earned by financial institutions lending to agriculture that was introduced in 2006 / 07 ; ii ) income tax exemptions for new rural agro - processing investments ; and iii ) zero rating for vat on most agricultural inputs and services.

muhammad bin ibrahim : talent management – sustaining dynamic economic growth and development in malaysia keynote address by mr muhammad bin ibrahim, deputy governor of the central bank of malaysia ( bank negara malaysia ), at the hr knowledge bazaar, organised by the asian institute of chartered bankers, kuala lumpur, 22 april 2015. * * * thank you for giving me the opportunity to speak at this hr knowledge bazaar 2015, organised by the asian institute of chartered bankers ( aicb ). the theme chosen for this conference “ talent management 2020 for superior business performance ” is both timely and relevant in sustaining the dynamism of our economic growth and development. it rightly accords the recognition that talent management is the key factor in determining the health and prospect of a particular business. i will touch on a number of issues which to my mind have significance to the topics that the conference will deliberate. retaining top talent will be increasingly challenging as the economy expands, and demand for talent will come from many sectors. with the asean economy expected to grow steadily over the next decade following enhanced economic and financial integration, the competition for talent will intensify. for ready - made talent, in particular, the competition will be fierce and will be compounded by the fact that mobility for this group is high. while mobility presents an opportunity for career advancement at the individual level, at the macro level, it could potentially and adversely impact the economy, if not managed appropriately. so it is critical that we are able to devise a strategy that could continuously retain and develop talent. while the supply of talent is abundant, the supply of top talent is scarce. the so - called “ talent paradox ”, where we find ourselves with a large pool of talent in the market, but have difficulty in finding competent talent, particularly in the more specialised areas is a reality, requiring a solution. in the context of organisational learning and development, i wonder whether we have been effective in equipping our employees with the needed competencies or proficiencies in our learning interventions, where teaching approaches such as case studies, experiential learning and reflective practices are common pedagogies applied to strengthen our developmental curriculum. this i believe requires profound pondering. most of the problems we face in the 21st century, would likely require unique and creative solutions, especially if we want to position ourselves in that elite position where possessing the competitive edge is an imperative. matthew e may, the author of “ in pursuit of elegance ” wrote about “ design thinking ”,