Our Strategy
Our employees
Employee retention and succession planning
Our commitment to nurturing talent and sustaining a culture of excellence remains central to our success. The average employee tenure increased to 9.8 years, up from 9.4 years the previous year. Staff turnover increased slightly to 4% from 3.4%, due to natural attrition. Notably, 73% of staff have served for five or more years, reflecting stability and loyalty within the workforce. The Fund continues to recognise and reward long-term service and exceptional performance.
Succession planning is embedded in our talent optimisation framework, supported by initiatives such as internal secondments, job shadowing, and the Pathfinder Leadership Programme, which has enabled career progression for many, particularly female staff.
By ensuring continuity and deepening institutional knowledge, these efforts position the Fund for long-term sustainability and growth.
Empowering growth: Employee training and development
During the year, we refreshed our learning and development framework to position talent growth as a strategic lever for performance and transformation. This approach is anchored on four pillars: organisation-first learning, strategic alignment, evidence-based decisions, and purposeful individual growth.
Key employee training and development initiatives
Workforce-wide development
Over 500 employees completed targeted learning programmes focused on leadership and technical competencies.
Inclusive leadership pipeline
The number of female staff graduating from the Pathfinder Catalyst Academy surpassed 100. This programme has equipped female staff with leadership skills and prepared them to grow into diverse roles across the Fund.
Leadership as a performance lever
Over 50 leaders were trained under the Manager as a Coach programme, strengthening the culture of feedback, accountability, and team engagement.
Always-On digital learning
A mobile e-learning platform with curated micro modules was launched, enabling continuous learning and faster onboarding.
Planned transitions and internal mobility
Over 70 employees were supported through structured transition plans, including role changes, stretch assignments and redeployments.
Data literacy for operational efficiency
Over 100 employees were upskilled in data analytics, driving evidence-based decision making and measurable efficiency gains.
These initiatives reflect our belief that employee growth is the Fund’s greatest dividend. By embedding learning into our strategy, we are developing a future-ready workforce equipped to deliver sustainable value to our members and contribute to Uganda’s socio-economic transformation.