Performance Against Strategy

Performance Against Strategy

The tables below illustrate how we performed against key metrics to measure performance

TARGETS EXCEEDED

ACHIEVED

BELOW TARGET

NEW MEASURE

The tables below illustrate how we performed against key metrics to measure performance

TARGETS EXCEEDED

ACHIEVED

BELOW TARGET

NEW MEASURE

Providing world-class service to our members

Weighting 30%

Objectives Key Measures Target 2020 2021 2022 Outlook for the year
ahead 2022/2023 target
Improve customer satisfaction
Customer satisfaction index score
85%
88%
86%
82%
red-circle
85%
Improve brand image
Tonality score
85%
88%
83%
95%
arrow-up
80%
Brand Health Survey Rating
70%
80%
71%
74%
arrow-up
75%

The overall CSI score has dropped slightly to 82%. A drop in communication (because of a low rating on members’ experience with the Interactive Voice Response system) and efficiency (due to a low rating on SMS alerts which were working intermittently) were the main contributors to the decline of the overall CSI. However, the Brand’s image improved compared to the previous year.

Providing world-class service to our members

Weighting 30%

Objectives Key Measures Target 2020 2021 2022 Outlook for the year
ahead 2022/2023 target
Improve customer satisfaction
Customer satisfaction index score
85%
88%
86%
red-circle
82%
85%
Improve brand image
Tonality score
85%
88%
83%
95%
arrow-up
80%
Brand Health Survey Rating
70%
80%
71%
74%
arrow-up
75%

The overall CSI score has dropped slightly to 82%. A drop in communication (because of a low rating on members’ experience with the Interactive Voice Response system) and efficiency (due to a low rating on SMS alerts which were working intermittently) were the main contributors to the decline of the overall CSI. However, the Brand’s image improved compared to the previous year.

Achieving competitive returns and sustainable growth

Weighting 30%

Objectives Key Measures Target 2020 2021 2022 Outlook for the year
ahead 2022/2023 target
Increase contributions
Average Monthly Contribution Collections
125Bn
106Bn
114Bn
125Bn
green-circle
135Bn
1 Month Employer Compliance rate
52%
56%
51%
55%
arrow-up
52%
Increase income earned
Gross Target return on investment
12.98%
13.82%
15.91%
11.62%
red-circle
11.52%
Expense ratio
1.15%
1.19%
1.06%
1.18%
red-circle
1.17%

The full reopening of the economy in January 2022 meant that many companies that had closed during the pandemic (especially in the hospitality, tourism, and education sectors) slowly started reopening. This in turn led to them being able to fulfil their obligations and thus have a positive impact on the compliance rate.

 

The Fund had to increase its investments in fixed deposits to implement Section 20A of the NSSF Amendment Act, enabling midterm access to benefits. This resulted in a lower return on investment of 11.62% compared to 15.91% attained in the previous financial year.

 

The expense ratio was 1.18% which is higher than the budget threshold of 1.15% due to a provision for restructuring arising from the organisational redesign aimed at aligning the Fund’s operations with requirements of the NSSF Amendment Act 2022.

Achieving competitive returns and sustainable growth

Weighting 30%

Objectives Key Measures Target 2020 2021 2022 Outlook for the year
ahead 2022/2023 target
Increase contributions
Average Monthly Contribution Collections
125Bn
106Bn
114Bn
125Bn
green-circle
135Bn
1 Month Employer Compliance rate
52%
56%
51%
55%
arrow-up
52%
Increase income earned
Gross Target return on investment
12.98%
13.82%
15.91%
red-circle
11.62%
11.52%
Expense ratio
1.15%
1.19%
1.06%
red-circle
1.18%
1.17%

The full reopening of the economy in January 2022 meant that many companies that had closed during the pandemic (especially in the hospitality, tourism, and education sectors) slowly started reopening. This in turn led to them being able to fulfil their obligations and thus have a positive impact on the compliance rate.

 

The Fund had to increase its investments in fixed deposits to implement Section 20A of the NSSF Amendment Act, enabling midterm access to benefits. This resulted in a lower return on investment of 11.62% compared to 15.91% attained in the previous financial year.

 

The expense ratio was 1.18% which is higher than the budget threshold of 1.15% due to a provision for restructuring arising from the organisational redesign aimed at aligning the Fund’s operations with requirements of the NSSF Amendment Act 2022.

Increasing efficiencies to improve service delivery

Weighting 20%

Objectives Key Measures Target 2020 2021 2022 Outlook for the year
ahead 2022/2023 target
Improve data quality
Data Quality Index
100%
124%
98%
101%
arrow-up
100%
Improve service delivery
Benefits processing Turn Around Time, days
7 days
7 days
8 days
12.3 days
red-circle
9 days
Improve governance, compliance & risk mgt
Governance and Compliance Index
100%
104%
100%
100%
green-circle
100%
Enhance strategic partnering
% completion of Target Partnerships & Stakeholder milestones (NSSF Act Amendments)
Internal milestones for the NSSF Act were all achieved. The bill is awaiting parliament’s decision
100%
Parliament passed the NSSF Amendment Bill which was sent to the President for assent
NSSF Amendment Act 2022 was passed into law
green-circle
The focus will be on the execution of the NSSF Amendment Act 2022
Increase value-added products and services
Number of new products and services
2
1
0
2
green-circle
1
% uptake of new product/service
33%
33%
10.5%
100%
arrow-up
85% of the planned benefits realised
Enhance technology impact
% completion of milestones for the deployment of the new Pensions Administration System
100%
83%
92%
96%
red-circle
Full deployment of supporting digital infrastructure

With the Fund now having the capability to develop and pay new types of benefits as specified in ILO convention 102, we believe that once we fully deploy the PAS system, we shall be able to resolve some of the processes challenges around claiming and payment of benefits.

 

In addition, the Fund hopes to fully implement the new structure to support the efficient processing of benefits at a minimum cost to the member.

Increasing efficiencies to improve service delivery

Weighting 20%

Objectives Key Measures Target 2020 2021 2022 Outlook for the year
ahead 2022/2023 target
Improve data quality
Data Quality Index
100%
124%
98%
101%
arrow-up
100%
Improve service delivery
Benefits processing Turn Around Time, days
7 days
7 days
8 days
red-circle
12.3 days
9 days
Improve governance, compliance & risk mgt
Governance and Compliance Index
100%
104%
100%
100%
green-circle
100%
Enhance strategic partnering
% completion of Target Partnerships & Stakeholder milestones (NSSF Act Amendments)
Internal milestones for the NSSF Act were all achieved. The bill is awaiting parliament’s decision
100%
Parliament passed the NSSF Amendment Bill which was sent to the President for assent
NSSF Amendment Act 2022 was passed into law
green-circle
The focus will be on the execution of the NSSF Amendment Act 2022
Increase value-added products and services
Number of new products and services
2
1
0
2
green-circle
1
% uptake of new product/service
33%
33%
10.5%
100%
arrow-up
85% of the planned benefits realised
Enhance technology impact
% completion of milestones for the deployment of the new Pensions Administration System
100%
83%
92%
red-circle
96%
Full deployment of supporting digital infrastructure

With the Fund now having the capability to develop and pay new types of benefits as specified in ILO convention 102, we believe that once we fully deploy the PAS system, we shall be able to resolve some of the processes challenges around claiming and payment of benefits.

 

In addition, the Fund hopes to fully implement the new structure to support the efficient processing of benefits at a minimum cost to the member.

Becoming the employer of choice

Weighting 20%

Objectives Key Measures Target 2020 2021 2022 Outlook for the year
ahead 2022/2023 target
Enhance performance culture
Staff satisfaction & engagement index
90%
93%
94%
92%
arrow-up
95%
Enhance talent management
Talent Development and Management Index Score
85%
85%
92%
93%
arrow-up
95%

Due to the numerous changes taking place as a result of the Fund restructure, the talent development and management strategies are being revised for relevance in our new operating environment.

Becoming the employer of choice

Weighting 20%

Objectives Key Measures Target 2020 2021 2022 Outlook for the year
ahead 2022/2023 target
Enhance performance culture
Staff satisfaction & engagement index
90%
93%
94%
92%
arrow-up
95%
Enhance talent management
Talent Development and Management Index Score
85%
85%
92%
arrow-up
93%
95%

Due to the numerous changes taking place as a result of the Fund restructure, the talent development and management strategies are being revised for relevance in our new operating environment.