Our Governance
Responsible stewardship
In our 2024 integrated report we provided stakeholders with our outlook and below we provide an update on these:
Technology and knowledge
Outlook
The Board, together with Management, aims to position the Fund as a technology-driven organisation, guided by data and algorithms in decision making and processes. To realise this vision, there is a need to upskill, reskill and acquire new capabilities that will equip the Fund with a cutting edge in executing technology-led in strategies.
Notable outcomes in FY25
Leveraging advanced data analytics, the Fund is gaining deeper insights into member behaviour, preferences, and saving patterns, enabling personalised interactions, relevant product recommendations, and proactive engagement that strengthens long-term relationships.
Aligned with new legislation and Vision 2035 targets, these insights informed the successful launch of the Smartlife platform, a fully in-house innovation designed, developed, and deployed by a cross-functional team. This investment in skills and capacity has enhanced customer engagement, improved operational efficiency, accelerated secure digital service delivery, and reduced reliance on external vendors.
Human capital development
Outlook
Continuous learning agenda for staff. Putting people at the centre of the corporate purpose.
Notable outcomes in FY25
NSSF’s continuous learning agenda places people at the centre of its purpose. With a staff turnover rate of just 4% and an average tenure of 10 years, the Fund has built stability through strong attraction and retention practices.
Targeted programmes such as Pathfinder have advanced 20% of female staff into leadership roles, while career development initiatives have enabled internal promotions across the Fund, demonstrating upward mobility. Employee engagement stands at 91%, well above regional benchmarks, reflecting a culture of excellence that empowers people to thrive and contribute to the Fund’s long-term success.
Innovation
Outlook
Drive innovation hubs in the Fund.
Notable outcomes in FY25
A Centre of Excellence is being established to serve as a hub for knowledge-sharing, leadership development, and innovation. It will harness in-house expertise, build future-fit capabilities, and create a strong pipeline of skilled leaders through a dedicated Leadership Academy.
Diversification
Outlook
Emphasis should be to diversify the Fund’s investments across various asset classes, sectors, and regions. Explore opportunities in alternative investments.
Notable outcomes in FY25
Real estate remained a strategic diversification pillar in the Fund’s portfolio, combining long-term income generation with tangible contributions to Uganda’s physical landscape. The portfolio focus was centred on unlocking value through promotional sales of its inventory; and reinvestment of flows into flagship developments covering affordable housing in Temangalo and commercial property in Kampala.
Collaborative partnerships
Outlook
Working together with others to identify and unlock the next areas of value.
Notable outcomes in FY25
The Fund is deepening impact partnerships that scale inclusion (through savings), productivity (particularly in agriculture), and access (in education and health). These partnerships will remain a key lever in delivering Vision 2035.
Ethical standards
Outlook
Integrity of our processes.
Notable outcomes in FY25
High standards of ethical leadership, accountability, and transparency. Operations are subject to rigorous internal and external audits to ensure accuracy, integrity, and compliance.
Resilience
Outlook
The Fund should be able to withstand pressure from the external environment.
Notable outcomes in FY25
In FY25, global and regional uncertainties, from geopolitical conflicts and shifting trade policies to currency fluctuations, affected contributions and asset valuations across markets. The Fund demonstrated resilience by expanding its contribution base, rolling out the Smartlife Flexi voluntary savings product, and strengthening collections to offset reduced inflows from USAID-funded projects.
Regionally, proactive management of markets such as Kenya and Tanzania, and a diversified investment strategy, helped mitigate currency-related pressures. Locally, Uganda’s stable macroeconomic environment supported growth, enabling continued expansion of social security coverage and safeguarding member benefits.
Sustainability
Outlook
Broaden and deepen the footprint in sustainability.
Notable outcomes in FY25
The Board has committed to broadening and deepening the Fund’s sustainability footprint by embedding ESG principles across operations, investments, and initiatives.
This commitment is reflected in initiatives such as environmental stewardship in land restoration and sustainable agribusiness; social inclusion through education, with Special Education Programme reaching 300 rural schools; health access via affordable healthcare partnerships; and entrepreneurship and job creation through the Hi-Innovator Programme, which supported 438 startups and created more than 202,323 jobs.
Financial inclusion was further advanced through micro-pensions, mobilising over UGX 2 billion in contributions from informal workers, expanding social security access to underserved communities where the Fund operates.