Our Governance
Governance structures and delegation
Stakeholder governance
We recognise the importance of stakeholder perspectives and adopt an inclusive approach that aligns their needs with our organisation's long-term success. By actively engaging with various stakeholders - we gain insights into their expectations and form strong relationships. Our Liaison Office enhances international outreach by coordinating activities with global organisations such as ISSA and ILO, while our commitment to transparency ensures open communication built on trust.
The Staff Administration and Corporate Affairs Committee (SACA) oversees our stakeholder engagement strategy, which includes regular reporting, surveys, and a clear policy framework. By analysing feedback and developing action plans, we continually improve our stakeholder relations, reinforcing our dedication to ethical practices and organisational integrity. To keep members informed and engaged, we launched the fully digital Savings Digest, a quarterly publication featuring financial literacy, product updates, and saving tips. In its first year, it reached nearly 3 million people, strengthening engagement and advancing financial awareness.
Continuous stakeholder engagement
- Active communication with diverse stakeholders, such as government bodies, the public, members, and service providers, including banks and custodians
- Dialogue with these groups help us grasp and address their unique needs and expectations
- Engaging with Fund Managers and other service providers enables us to tailor responses effectively
Strategic partnerships and relationships
- Developing and nurturing strategic relationships is a top priority
- Approach helps manage societal expectations and mitigate reputational risks
- Strong partnerships are crucial for ensuring the sustainability of the Fund
International outreach and innovation
- Liaison Office in place to coordinate global stakeholder engagement, including:
- Coordination of activities with the International Social Security Association (ISSA) throughout East Africa
- Collaboration with the Africa Social Security Association (ASSA) and the International Labour Organisation (ILO)
- Initiatives include exploring a locally adapted Social Protection Training Centre (still in progress)
Ongoing engagement and value evaluation
- Evaluating the impact and quality we deliver to stakeholders is critical for addressing sustainability issues and informing our strategic direction
Communication and transparency
- Prioritise open and transparent communication built on trust
- Approach ensures a clear understanding of stakeholder expectations
- Maintaining transparency strengthens relationships
- Supports the Fund’s sustainability, ethics, and integrity
- Communication aligns with the country’s social, legal, and economic framework
Stakeholder engagement governance
- The SACA supervises our stakeholder engagement strategy
- SACA ensures all activities are aligned with our policies and values
Stakeholder engagement practices
- Periodic reporting of engagement activities to SACA
- Conducting stakeholder engagement surveys
- Following a Board-approved Stakeholder Engagement Policy
- Maintaining a detailed log of stakeholder interactions
Feedback and improvement
- Analyse feedback from stakeholder engagement surveys
- Targeted action plans developed to address identified areas for improvement
- This process reflects our dedication to enhancing relationships with stakeholders continuously
Remuneration governance
The Board is committed to fair, responsible, and transparent remuneration practices that support our strategic goals and drive success in the short, medium, and long term. The Staff Administration and Corporate Affairs Committee (SACA), which operates under the Board's guidance, manages human resource policies related to employment terms, pay, training, promotions, discipline, and other benefits. These policies aim to be fair and competitive, helping us attract and retain top talent while fostering a motivated and high-performing workforce.
Our remuneration framework is aligned with key strategic performance indicators (KPIs) to ensure that pay reflects both individual and business success. The reward system accounts for the importance of sustainability and adaptability in a constantly changing business environment. Each fiscal year, the Board sets business targets and conducts a comprehensive review of outcomes at year-end. This review is vital for making informed decisions regarding incentive awards, ensuring that rewards align with both the organisation’s and individual achievements. For more information, see the Remuneration Report and SACA.