Our Strategy
Stakeholder engagement and value creation
Meeting expectations
Falling short of expectations
Customers (our members and potential members)
Our customers have specific needs. We invest in providing them with a variety of relevant products and services. Communication is key to understanding their current and future demands.
Needs and expectations
Our customers expect improved service and care, timely payments, competitive returns, active engagement, and relevant high-value offerings.
Strategic response to deliver value
We listen through ongoing surveys and improve our systems for faster, more effective service. We facilitate benefits payments, raise product awareness, and offer financial literacy, business advice, and livelihood support, particularly to informal sector members.
Means of engagement
- Branch network, Contact centre, Outreach centres, digital channels, retail outlets, Voice of Customer feedback tools and focused engagements (radio, television, and newspapers)
How we engaged
- We engage directly with customers to understand and address their needs
- We engage employers to improve contribution collections and grow compliance
- We launched the goal-based voluntary savings programme and conducted the Smartlife campaign, alongside initiatives such as member details update and unconverted employers to improve self-delivery
- We integrated livelihood support, entrepreneurship, and financial literacy into onboarding and retention to strengthen member growth and savings
- Offered multiple service channels, combining walk-in branches, call centres, digital platforms, and outreach partners for greater accessibility
- We reviewed and resolved customer complaints timeously to ensure continuous improvement
- Simplified onboarding processes to include AI-assisted digital benefits claim processing
Performance measures/value delivered
- Customer satisfaction index 88% (2024: 87%) and Mystery shopper score 97% (2024: 90%).
- Improved Turnaround time (TAT) for payment of benefits to 5.6 days (2024:10.1 days)
- Growth in the number of customers interacting with our online channels (E-channels to walk-in ratio 96 to 4)
- Registered 219,542 new customers and 13,969 employers (2024: 199,980 new customers, 8,374 employers)
- Launched Voluntary Smartlife - a goal-based saving and enrolled 27,194 customers saving UGX 17.2 billion
- Piloted and launched 11 livelihoods programmes in 11 districts in Uganda to boast local production, incomes, and quality of life so beneficiaries can save
- Conducted regional employer engagements sessions with more than 2,500 employers attending
- Our Financial Literacy (FL) webinars and digital FL content reached 14.4 million viewers
Risks
- Inability to engage and educate members and the public on opportunities to save as per the NSSF Act Cap 230
- Inability to meet short-term and long-term savings needs of our members
Opportunities and outlook
- Expand and enhance the Smartlife product to deepen impact and reach
- Expand coverage in the informal sector and improve livelihoods and quality of life in local communities
- Expand and deepen financial literacy among customers and local communities
- Build partnerships and mobilise formal and informal sectors to save
- Continuously improve our processes, systems, and channels to improve turnaround times
- Rollout convenient products and services to increase coverage
SDGs
Quality of relationship
Government of Uganda National Development Plan IV Alignment
- Private sector: Reduce vulnerability, gender inequality, and inequity along the lifecycle
- Productivity and value addition: Sustainably increase production, productivity, and value addition in agriculture, minerals, oil & gas, tourism, ICT, and financial services