Our Governance
Governance structures and delegation
Technology and information governance
At the heart of the Fund's operations lies a robust governance structure for technology and information, firmly anchored in the Board Charter. Here, the Board plays a pivotal role in overseeing the Information and Technology Policy, as well as the overarching strategy and systems that guide our digital landscape.
To support the Board in fulfilling its vital oversight duties, the Finance Committee is specifically tasked with technology governance. This committee ensures that our technological initiatives align seamlessly with our strategic objectives. Taking the helm on IT oversight, the Finance Committee operates within a well-defined IT governance strategy and framework, with regular audits reinforcing our commitment to secure and responsible technology management.
In line with our ambitious digitalisation strategy, the Fund is making significant investments in information security to improve operational efficiency and enhance communication, all while harnessing the power of automation and digital platforms.
At the forefront of our technological progression is the Technology and Enterprise Solutions Department at NSSF. This department is dedicated to leveraging technology to expand services, enrich customer interactions, and increase operational efficiency. Their initiatives include driving digital expansion in social security, developing user-friendly digital interfaces, employing data analytics to tailor services, integrating artificial intelligence for greater efficacy and insightful decision-making, and forging strategic partnerships to foster service innovation.
Mindful design of products and digitalisation enhancing our governance
Smartlife exemplifies good governance through inclusivity, accountability, transparency, and data-driven engagement, laying the foundation for a sustainable savings culture that empowers Uganda's diverse population.
1
Transparency and accessibility
Simplified access: Smartlife allows individuals in the informal sector to easily register and track their savings, enhancing transparency and building trust in NSSF operations.
2
Inclusiveness
Targeting the informal sector: By catering to informal workers, Smartlife promotes inclusivity, enabling all segments of society to engage with savings solutions. Integration with payment providers and community savings groups further enhances collaboration and shared responsibility.
3
Data-driven decision making
Utilising advanced analytics: Smartlife uses data to understand member behaviour and personalise experiences, improving user satisfaction. This proactive engagement exemplifies accountability and responsiveness in governance.
4
Encouraging a culture of savings
Promoting regular savings: By providing easy access and multiple channels for deposits, Smartlife promotes a habitual savings culture, contributing to economic stability and resilience.
5
Accountability and performance measurement
Tracking financial progress: Members can monitor their savings, enhancing accountability and public trust. Clear communication of goals further strengthens NSSF's commitment to its members.
For a deeper dive into our initiatives, insights can be obtained from the Chief Technology and Enterprise Solutions Officer.
We proudly use the OctoPAS Pension Administration System to ensure streamlined pension administration. Our unwavering commitment to maintaining secure and stable IT services is reflected in our comprehensive control measures and frequent security assessments, which include penetration testing and vulnerability scans designed to protect our systems and safeguard sensitive data.
Staff Administration and Corporate Affairs Committee (SACA)
Chairperson: Dr. Sam Lyomoki
Members
- Mr. Richard Bigirwa
- Ms. Annet Nakawunde Mulindwa
- Mr. Aggrey David Kibenge
- Mr. Patrick M. Ayota (ex – officio)
- Mrs. Agnes Tibayeita Isharaza (Corporate Secretary)
Declaration
The Staff Administration and Corporate Affairs Committee of the Board complied with its mandate for the year under review. All the scheduled meetings were held.
Attendance: 77%
A message from the Chairman
As we mark 40 years of dedicated service, we celebrate you, our Members for your loyalty and trust which have been the foundation of our progress and achievements. Together, we have built a strong legacy. We encourage each member to embrace saving as a lifestyle, empowering personal financial security and securing the Fund’s strength for the benefit of future generations.
Composition and meeting procedures
The chairperson and members of the committee were suitably qualified and had the necessary expertise required to discharge their responsibilities. The committee met on 6 occasions, with meetings scheduled in line with the company’s financial reporting cycle.
Committee purpose and how it contributes to value creation
The Staff Administration and Corporate Affairs Committee (SACA) of the Board is responsible for the following key areas:
- Overseeing the effective and efficient administration and management of the Fund by establishing appropriate policies regarding staff, administration, and corporate affairs
- Reviewing and recommending an appropriate organisational structure and staff establishment to ensure that it is resourced by competent and well-motivated staff to execute strategy
- Overseeing the management of corporate services such as marketing, public relations, transport, and records
During the FY2024/2025, SACA held meetings where they considered several activities for recommendation to the Board.
Matters considered FY25
- Recruitment of the Head of Procurement and Disposal unit
- Conducted a review of staff appraisals and remuneration reviews salary reviews
- Monitoring the organisational re-design implementation and roll-out of the Enterprise and Growth Department
- Contract renewals for Senior Managers and Executive Committee
- Review and approval of the Human Resource Procedures Manual and policy changes
- Review and approval of the Marketing and Corporate Affairs policies
- Monitoring of staff wellbeing and promotion of equality
- Talent management and reskilling of staff
- Monitoring the Fund’s communication through Financial Literacy awareness campaigns
- Monitoring customer satisfaction and experience
- Media tonality analysis and stakeholder engagement
On a quarterly basis, the committee considers:
- Contract Renewals for Senior Managers and Executives
- Updates of the Fund’s Performance
- Updates from the People and Culture and Marketing and Corporate Affairs Departments
- Recruitments (Ag. Chief Investment Officer)
- Staff Appraisals and remuneration reviews
- Enterprise and Growth(E&G) Department Job Evaluation
Key challenges and milestone FY25
Challenges:
- Time constraints hindered delivery of planned activities and impacting overall execution.
- Stabilisation and alignment of the departmental structure
- Alignment of the Board Mandate and functionality
Milestone:
- Launch of the Enterprise and Growth Department empowered to access over 15 million members
Value preservation in FY26
The committee will continue to operate within its terms of reference and ensure that meetings address all regular matters reserved for its consideration. Additionally, the following key activities are expected to receive the committee’s attention during FY26:
- Oversight on implementing Vision 2035 and membership growth
- Enhance stakeholder management
- Strengthen gender diversity at top management and senior management level
- Deliberate effort to develop women
- Introduction of “Men’s Space” to address men’s issues
- Monitoring and overseeing the new structural changes following the organisational redesign
- Oversight of talent management and retention strategy
- Oversight in implementation of the succession plan
- Maintaining elevated levels of employee engagement
Capitals
Stakeholders
King IV™
