Our Strategy
Progress on 2025 aspirations
Increasing efficiencies to improve service delivery
Operational excellence – turnaround time for payout of members’ benefits
2022/2023
- Target: 9 days
- Achieved: 11.9 days
2023/2024
- Target: 7 days
- Achieved: 10.1 days
2024/2025
- Target: 24 hours
- Achieved: 5.6 days
2026
- Target: 4.6 days
Key developments for 2024/2025
This year, we made significant strides in transforming our digital and operational landscape, reducing the member benefit turnaround time (TAT) from 10.1 days to just 5.6 days. This achievement was driven byprocess reorganisation, smarter use of in-house talent, and strategic investments in technology.
Key achievements included:
- Streamlined processes for faster approvals: Redesigned workflows andapproval structures to remove bottlenecks, enabling quicker processing and payment of member benefits.
- Leveraging in-house talent to enhance Fund core systems: Enhanced core systems and delivered new value-adding features without reliance on external vendors, improving functionality while reducing costs.
- Progress on ERP system development: Advanced the design of a new Enterprise Resource Planning (ERP) system to centralise data, improve decision-making, and enable future innovations such as virtual customer service agents and language-based support tool.
- Medium-term digitisation roadmap: Finalised a structured plan to deepen digital integration across the Fund’s operations.
Outlook for the year ahead
As we look ahead to Vision 2035, our priority is to build a future-ready digital foundation that enables scale, agility, and innovation. Our technology strategy is designed to meet today’s needs while evolving with member expectations, data demands, and business model changes.
Key priorities for the year ahead:
Implementing Platform NEXT
Roll out our next-generation digital architecture to accelerate automation, improve system integration, and prepare for a post-OctoPAS environment, ensuring the Fund remains agile and competitive.
Operationalising a scalable data lake with AI capabilities
Consolidate data across the Fund into a central Data Lake, embedding AI-driven insights to enhance decision-making, predictive capabilities, and operational efficiency.
Establishing an organisational AI policy
Develop and secure approval for a comprehensive AI governance framework to ensure responsible, ethical, and compliant adoption of advanced AI solutions.
Developing a digital skills and capability roadmap
Implement a structured development pathway for our IT teams, moving from basic proficiency to mastery and autonomy, ensuring in-house expertise to lead the Fund’s digital transformation into Vision 2035 and beyond.
Becoming the employer of choice
Employer of choice – staff satisfaction
2022/2023
- Target: 90%
- Achieved: 86%
2023/2024
- Target: 95%
- Achieved: 89%
2024/2025
- Target: 95%
- Achieved: 91%
2026
- Target: 91%
Key developments for 2024/2025
This year, we continued to invest in one of our greatest assets,our people. Our commitment tobuilding a purposeful, inclusive, and high-performing workplace is delivering tangible results, with employee satisfaction rising from 89% to 91%, reflecting the impact of our engagement and development efforts.
- Reimagining our organisational values: To ensure our culture supports the Fund's long-term vision, we engaged staff in a collaborative process to re-express and align our core values. This fostered a stronger sense of ownership and led to the adoption of values that define how we work, lead, and serve.
- Driving innovation and productivity: We introduced agile methodologies across teams, encouraging greater collaboration, adaptability, and continuous improvement. We also began establishing national subject matter experts and expanded staff secondments and placements to deepen expertise, recognise talent, and support leadership development.
- Promoting well-being and inclusion: We embedded our comprehensive wellness programme-including mental health support,-into daily operations, while strengthening inclusivity initiatives, with a focus on gender parity.
Outlook for the year ahead
Investing in our people remains central to our strategy. In the year ahead, we will focus on unlocking employee potential, driving innovation, and embedding a purpose-driven culture aligned with our values and long-term goals.
Key priorities include:
Establishing a Centre of Excellence
Operationalise a hub for knowledge-sharing, leadership development, and innovation. This will deepen the use of in-house expertise, build future-fit capabilities, and develop a pipeline of skilled leaders through a dedicated Leadership Academy.
Facilitating two-way secondments
Formalise and expand secondments with investee companies and International Social Security Association (ISSA) organisations tobroaden staff exposure, strengthen cross-sectoral learning, and build leadership capacity.
Launching a staff showcase platform
Create a platform for employees to share ideas, innovations, and skillsencouraging cross-functional collaboration and tapping into the full creativity of our workforce.
Accelerating culture transformation (Project Ignite)
Align leadership, behaviours, and resources with our purpose and values, reinforcing a performance- driven, values-led culture across the organisation.