Our Strategy

Stakeholder engagement and value creation

Aligning with stakeholders to power growth

In our 40-year legacy of building Uganda’s future, we have continued to strengthen our relationships with stakeholders across the country and globally with purpose, through prudent investments, innovation, and strategic partnerships that build financial resilience and economic opportunity. Our stakeholder engagements are guided by a shared vision to power growth by boosting Uganda’s productivity, and to empower generations by placing our members at the heart of sustainable, inclusive social protection.

During the reporting period, our stakeholders included oversight bodies, government entities, trade unions, media, professional associations, suppliers, entrepreneurs, financial institutions, members, partners and our management and employees. We were also guided by our Stakeholder Engagement/Management Policy enabling us foster shared prosperity among our members, the economy, and society at large.

Listening to our stakeholders

We engaged a broad cross-section of stakeholders, including members, employers, government, communities, partners, and the public, to better understand their evolving needs and expectations. We listened through surveys, forums, meetings, and digital media, gathering their views on service delivery, accessibility, transparency, and our contributions to nation-building. Their feedback has helped shape how we serve, communicate, and generate long-term value. We also proactively engage with stakeholders to gain deeper insight into their priorities and to share information transparently about our strategy, practices, and performance.

Both management and the Board continue to engage constructively with policymakers, regulators, and all stakeholders to fulfil our commitments and, most importantly, to serve our customers, who remain at the heart of everything we do.

As we reflect on our 40-year journey, and pursue Vision 2035, we continue to listen, adapt, and co-create solutions that respond to evolving stakeholder expectations, enabling long-term national transformation.

Stakeholder interest and influence matrix
Interest
	High	Members Potential members	Employees/Staff	Regulators Ministry of finance Ministry of Gender, Labour and Social Development
	Moderate	Employers	Trade unions Industry associations Partners Media Funders	Policy makers Parliament ISSA
	Low	General public Communities Planet	Suppliers	PPDA Solicitor General Attorney General Auditor General Uganda Revenue Authority (URA)
		Low	Moderate	High
Influence

Quality of stakeholder relationships

We measure the quality of stakeholder relationships through defined metrics to monitor satisfaction levels on an ongoing basis. Overall, for the period under review, we believe that through focused engagement with our stakeholders, the Fund has maintained healthy and mutually rewarding relationships.

Below, we demonstrate our commitment, engagement, and quality of our relationships with key stakeholders through the value we have delivered.

Meeting expectations

Falling short of expectations

Regulators and Government

Our relationship with the government supports our strategic pillars and is the basis for creating value. Regulation helps protect our customers and promotes healthy competition.

Needs and expectations

The Fund focuses on robust performance relative to strategy, good management, profitability, growth potential, and competitive annual returns. We maintain high ethical standards, compliance with regulatory requirements, and incorporate ESG factors, including policy engagement, technical input, and transparent information sharing.

Strategic response to deliver value

The Fund invites and is invited by regulators to play an active role in accordance with legislations such as the NSSF Act (CAP) 230, Ministry of Gender, Labour & Social Development (MGLSD), Ministry of Finance (MoFED), PPDA, Attorney General, Solicitor General, and ISSA. We have effective corporate governance for transparency and accountability. Our emphasis on sustainable business practice and stakeholder management is for long-term organisational value.

Means of engagement

Participation in consultations and public forums
Submission and engagement on draft regulations
Engagements when submitting regulatory returns, policies, and performance reports
Partnering on key areas such as education and livelihoods-based programmes

How we engaged

We kept an open dialogue with government through our Board Chairman, Managing Director, Executive Committee members and senior leaders
Proactively engaged with the regulator to advocate for an enabling voluntary contributions environment, resulting in the approval of various products and services, including the voluntary savings programme

Performance measures/value delivered

Liaised openly and constructively with various regulators on compliance matters, including investments, contracts, taxes, regulations, and policy
Contributed to the tax base
Continued to co-design solutions and regulatory frameworks aimed at expanding social security coverage
Supported realisation of ESG good practice and prioritised SDGs
In collaboration with MGLSD, conducted the 3rd Annual National Labour Convention and Expo 2025
Focused on operational risk management, with increased efforts to prevent financial crime and fraud

Risks

Lack of awareness of legal and regulatory changes may result in non-compliance, reputational damage, and associated cost implications

Opportunities and outlook

Engage with various ministries, departments, and agencies (MDAs) to expand awareness and coverage of social security services
Constantly monitor, evaluate, and audit our corporate governance practices, legal and regulatory requirements
Work with MoFED and MGLSD to promote investments, innovation, policy, and coverage