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Our FY2025 Strategy commenced in 2015 and remains relevant in our operating context, despite uncertainties in the external environment.
The illustration below depicts an overview of our FY2025 Strategy.
Measured through defined Key Performance Indicators to track performance included in the organisation’s Balanced Scorecard and cascading to employee scorecards. Reward and remuneration is linked to both individual and business performance.
Our FY2025 Strategy commenced in 2015 and remains relevant in our operating context, despite uncertainties in the external environment.
The illustration below depicts an overview of our FY2025 Strategy.
Measured through defined Key Performance Indicators to track performance included in the organisation’s Balanced Scorecard and cascading to employee scorecards. Reward and remuneration is linked to both individual and business performance.
We are currently in our 8th year of executing our 10-year strategy. The strategy focuses on delivering the four goals below:
The Fund continues to deliver excellent results in all metrics we measure ourselves against to ensure the achievement of milestones and execution of strategy. We are confident that our business is well positioned to deliver another solid set of results in the year ahead as well as in the medium and long term.
To acknowledge what has to date been inherent in our strategy, we have included sustainability drivers in the strategy to demonstrate our commitment to delivering on the SDGs that we have prioritised as well as the environmental and social (ESG) impact we would like to make as a Fund.
We are currently in our 8th year of executing our 10-year strategy. The strategy focuses on delivering the four goals below:
The Fund continues to deliver excellent results in all metrics we measure ourselves against to ensure the achievement of milestones and execution of strategy. We are confident that our business is well positioned to deliver another solid set of results in the year ahead as well as in the medium and long term.
To acknowledge what has to date been inherent in our strategy, we have included sustainability drivers in the strategy to demonstrate our commitment to delivering on the SDGs that we have prioritised as well as the environmental and social (ESG) impact we would like to make as a Fund.
NSSF Amendment Act 2022
During the financial year, the NSSF Amendment Act 2022 was passed into law. This has opened endless possibilities and opportunities for the Fund and its members.
The new Act now enables:
The Fund onboarded OctoPAS, a next-generation core Pension Administrative System engineered for the new era which is agile and cost-effective.
Underpinning the execution of the Fund’s strategy is a spirit of innovation. Through the innovation strategy, the Fund aims to create an eco-system and community of innovators. Together with our strategic partners, the Fund is supporting small businesses that have the potential to scale and bring new economic opportunities to Uganda. These will enable a future pipeline of contributions and new investment opportunities.
The Fund will continue to strive for a better life for members even beyond 2025. The focus will always be to deliver excellent service through the various touch points and tangible value to the member through benefits. Our promise will remain on delivering a return that beats long-term inflation and protection against key social risks so that our members can take charge of their future and financial wellbeing.
The Fund will continue to strive for a better life for members even beyond 2025. The focus will always be to deliver excellent service through the various touch points and tangible value to the member through benefits. Our promise will remain on delivering a return that beats long-term inflation and protection against key social risks so that our members can take charge of their future and financial wellbeing.
