Our Strategy
Stakeholder engagement and value creation
Meeting expectations
Falling short of expectations
Employees (our staff)
Our employee engagement is essential. Their skills and determination drive our ability to realise our purpose of making lives better, and savings a way of life.
Needs and expectations
Employees seek recognition, competitive rewards, and benefits, along with diversity and inclusion, job security, safety, and well-being. They also desire growth, learning, enabling tools, and better communication and engagement.
Strategic response to deliver value
Enhanced work experience and people impact by creating a thriving work environment, improving performance management to increase productivity, and adopting best practices in reward and recognition.
Means of engagement
- Employee surveys, Board, management, and MD quarterly and annual engagements
- Staff annual conference and wellness engagements
- Implementing targeted initiatives to improve the representation of women in leadership positions
- Leadership training, coaching and mentorship forums
- Engaging via internal magazine and electronic platforms
- Engaging colleagues on their experiences and responding to areas of improvement
How we engaged
- Conducted quarterly MD Townhalls to share organisational performance and developments
- Our Managing Director and Chief People and Culture Officer conducted regional employee workshops
- Conducted weekly engagements on health and wellness, including Men’s mental health
- Shared HR policy updates, legal insights, and risk awareness nuggets with employees
- Equipped employees with enhanced tools to effectively communicate value to customers
- Encouraged self-led development and opportunities for career progression
Performance measures/value delivered
- Employee engagement score 91% (2024: 89%)
- Refreshed the Fund values as part of our cultural transformation and alignment to the 2035 strategy
- Upskilled more than 30 female employees (2024: 30) through the Pathfinder Academy
- Implemented an integrated health initiative covering mental, physical, and medical wellbeing, including NSSF Men's Space, which engaged over 200 male employees
- At least 30 supervisors underwent workshops on HR for Non-HR Managers to help improve employee engagements
Risks
- Inability to attract, retain and motivate employees could impact negatively on service delivery, thereby leading to negative reputation
Opportunities and outlook
- Increase employee engagements and satisfaction
- Improve our talent development and management practices
- Commitment to equal opportunities
SDGs
Quality of relationship
Government of Uganda National Development Plan IV Alignment
- Human capital: Achieve a healthy, knowledgeable, skilled, ethical, and productive population