Corporate Governance Aligned to King IV Principles

Principle 8:
COMMITTEES OF THE BOARD

GOVERNING STRUCTURES AND DELEGATION

  • Principle 8 – The governing body should ensure that its arrangements for delegation within its own structures promote independent judgement and assist with the balance of power and the effective discharge of its duties

Outcomes

  • Effective governance structures

Staff Administration and Corporate Affairs Committee (SACA)

Chairperson

  • Sam Lyomoki

Members

  • Peninnah Tukamwesiga
  • Annet Nakawunde Mulindwa
  • Aggrey David Kibenge
  • Richard Byarugaba

saca Committee

The Staff Administration and Corporate Affairs Committee (SACA) of the Board is responsible for the following key areas:

  • Overseeing the effective and efficient administration and management of the Fund by establishing appropriate policies regarding staff, administration, and corporate affairs
  • Reviewing and recommending an appropriate organisational structure and staff establishment to ensure that it is resourced by competent and well-motivated staff to execute strategy
  • Overseeing the management of corporate services such as marketing, public relations, transport, and records


During the FY2021/2022, SACA held meetings where they considered several activities for recommendation to the Board.

SACA Committee’s key activities in FY2021/2022 included the following:

  • Conducting interviews for the Chief Information Officer position
  • Conducted a review of staff appraisals, salary reviews and performance bonus recommendations
  • Monitoring the organisational re-design implementation and roll-out
  • Contract renewals for grade 19 and above
  • Review and approval of the Human Resource Procedures Manual and policy changes
  • Consideration of the MD and DMD contract renewals
  • Reviewed all the balance scorecards
  • Monitoring of staff wellbeing and promotion of equality

  • Talent management and reskilling of staff
  • Product development and research such as the Fund’s smart card project
  • Monitoring the Fund’s communication through Financial Literacy awareness campaigns
  • Monitoring customer satisfaction and experience
  • Media tonality analysis and stakeholder engagement
  • Monitoring the marketing and branding of the Fund
  • Monitoring the Organisation re-design implementation and roll-out
  • Consideration of the MD’s and Deputy MD’s contract renewals
  • Reviewing quarterly updates received from management

Challenges during FY2021/2022:

  • Anxiety among staff and stakeholders because of the organisational redesign process
  • Negative tonality because of unfulfilled expectations with regards to midterm access for unqualifying members

Key focus for the following year FY2022/2023:

  • Focus on an agile organisation with leadership, staff and resources aligned to a clear and shared purpose
  • More aggressive stakeholder management, especially as the Fund undergoes a transformation
  • Strengthen gender diversity at top management and senior management level
  • Deliberate effort to develop women
  • Provide suitable working conditions for the disabled
  • Monitoring and overseeing the new structural changes following the organisational redesign
  • Completion of upskilling of staff because of the requirements in the NSSF Amendment Act 2022 and the new structure requirements
  • Oversight of talent management updating the Fund’s talent management and retention strategy
  • Continue embedding aggressive talent managing and succession planning strategies at all levels to ensure we have strong successors for all critical roles
  • Maintaining elevated levels of employee engagement

Capitals impacted

NATURAL
CAPITAL

HUMAN
CAPITAL

INTELLECTUAL
CAPITAL

MANUFACTURED
CAPITAL

SOCIAL & RELATIONSHIP CAPITAL

Stakeholders impacted

The Staff Administration and Corporate Affairs Committee of the Board complied with its mandate for the year under review. All the scheduled meetings were held.

MEMBERS

EMPLOYEES

REGULATORS & LEGISLATORS

COMMUNITIES

formalisation of an ESG COMMITTEE

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