Menu
Historically, collections grew primarily from existing members through annual salary increments, bonuses and an increase in earnings through promotions. However, given the tough economic climate accelerated by the Covid-19 pandemic, growth has significantly slowed.
Growth in membership and collections during the financial year has largely been achieved through the onboarding of new employers.
The NSSF Amendment Act 2022 opens up new opportunities to grow our collections and customer base through voluntary top-ups from existing members and the onboarding of new employers. Previously employers who had five or more employees were mandated to make contributions to NSSF, however, with the new law, this applies to all companies, regardless of their number of employees. This opens tremendous growth opportunities for the Fund from 30,000 employers to 150,000.
In addition, voluntarily, anyone in the informal sector can open up an account with NSSF to save for their retirement. The working population in Uganda is approximately 20 million out of an estimated total population of 45 million. 70% of the working population are in the informal sector which means that we have the potential to reach another 14 million and encourage them to save for their retirement.
Historically, collections grew primarily from existing members through annual salary increments, bonuses and an increase in earnings through promotions. However, given the tough economic climate accelerated by the Covid-19 pandemic, growth has significantly slowed.
Growth in membership and collections during the financial year has largely been achieved through the onboarding of new employers.
The NSSF Amendment Act 2022 opens up new opportunities to grow our collections and customer base through voluntary top-ups from existing members and the onboarding of new employers. Previously employers who had five or more employees were mandated to make contributions to NSSF, however, with the new law, this applies to all companies, regardless of their number of employees. This opens tremendous growth opportunities for the Fund from 30,000 employers to 150,000.
In addition, voluntarily, anyone in the informal sector can open up an account with NSSF to save for their retirement. The working population in Uganda is approximately 20 million out of an estimated total population of 45 million. 70% of the working population are in the informal sector which means that we have the potential to reach another 14 million and encourage them to save for their retirement.
The Fund partnered with major mobile telecommunications companies, MTN and Airtel, to enable payment of social security contributions using Mobile Money during March 2022.
The partnership enables NSSF members on the NSSF Voluntary Membership Plan, as well as small and medium-sized entities to conveniently make payments using MTN Mobile Money. NSSF, on the other hand, will be able to receive contributions promptly, thus enhancing its contributions process efficiency.
The Mobile Money payment platform can be used by both members under the NSSF Voluntary Contributions Plan as well as established entities that remit less than USh4 million in social security contributions per month.
The service guarantees convenience in contributions payments and eases the reconciliation of payments to member accounts. Members receive instant confirmation of received contributions through SMS.
The Fund partnered with major mobile telecommunications companies, MTN and Airtel, to enable payment of social security contributions using Mobile Money during March 2022.
The partnership enables NSSF members on the NSSF Voluntary Membership Plan, as well as small and medium-sized entities to conveniently make payments using MTN Mobile Money. NSSF, on the other hand, will be able to receive contributions promptly, thus enhancing its contributions process efficiency.
The Mobile Money payment platform can be used by both members under the NSSF Voluntary Contributions Plan as well as established entities that remit less than USh4 million in social security contributions per month.
The service guarantees convenience in contributions payments and eases the reconciliation of payments to member accounts. Members receive instant confirmation of received contributions through SMS.
Meet Brenda the Co-founder of Lighting Bulb Edutainment, an online business that helps to build a reading culture among children by selling books to parents. Brenda and her sister started their online business in 2020 during the Covid-19 lockdown.
Jaffer Azhar, Chief Executive Officer of Fairway Hotel explains how they repurposed their staff and gave them an income throughout the Covid-19 lockdown and restrictions. The hotel is also teaching its staff to learn vertical farming and purchasing their fresh produce. This has helped their staff to earn additional income.
The name Dr. Ian Clarke is synonymous with leadership, entrepreneurship, and philanthropy. His story is one of hard work, resilience, and innovation. He explains how he is doing modern farming in Uganda, an inspiration to many.
Meet Brenda the Co-founder of Lighting Bulb Edutainment, an online business that helps to build a reading culture among children by selling books to parents. Brenda and her sister started their online business in 2020 during the Covid-19 lockdown.
Jaffer Azhar, Chief Executive Officer of Fairway Hotel explains how they repurposed their staff and gave them an income throughout the Covid-19 lockdown and restrictions. The hotel is also teaching its staff to learn vertical farming and purchasing their fresh produce. This has helped their staff to earn additional income.
The name Dr. Ian Clarke is synonymous with leadership, entrepreneurship, and philanthropy. His story is one of hard work, resilience, and innovation. He explains how he is doing modern farming in Uganda, an inspiration to many.
The key insights we use to continuously improve our services and remain customer-centric are based on the following performance metrics:
| Description | FY21 Outcomes | FY22 Outcomes | FY22 Target | FY25 Target |
|---|---|---|---|---|
|
Customer Satisfaction Index (CSI) |
86% |
82% |
85% |
95% |
|
Mystery Shopper rating |
86% |
82% |
85% |
95% |
|
Net Promoter Score (NPS) |
76 |
74 |
65 |
85 |
|
Customer complaints and resolution |
7380 resolved in 15 working days |
15,390 resolved in 5 working days |
15,502 to 4 working days |
1 day |
|
Service quality score |
86% |
95% |
90% |
95% |
|
Service Level |
86% |
84% |
80% |
80% |
|
Benefits Turn Around Time (TAT) |
8.4 |
12 .3 days |
7 |
1 |
The key insights we use to continuously improve our services and remain customer-centric are based on the following performance metrics:
| Description | FY21 Outcomes | FY22 Outcomes | FY22 Target | FY25 Target |
|---|---|---|---|---|
|
Customer Satisfaction Index (CSI) |
86% |
82% |
85% |
95% |
|
Mystery Shopper rating |
86% |
82% |
85% |
95% |
|
Net Promoter Score (NPS) |
76 |
74 |
65 |
85 |
|
Customer complaints and resolution |
7380 resolved in 15 working days |
15,390 resolved in 5 working days |
15,502 to 4 working days |
1 day |
|
Service quality score |
86% |
95% |
90% |
95% |
|
Service Level |
86% |
84% |
80% |
80% |
|
Benefits Turn Around Time (TAT) |
8.4 |
12 .3 days |
7 |
1 |