Committee purpose and how it contributes to value creation

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 FY2023/2024, SACA held meetings where they considered several activities for recommendation to the Board.

Declaration

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.

SACA Committee’s key activities in FY2023/2024 included the following:

• Recommendation to appoint the new substantive Managing Director and Deputy Managing Director
• Improved media tonality to 92% from 79% in the last Financial Year
• Conducted a review of staff appraisals, salary reviews, and performance bonus recommendations
• Monitoring the organisational re-design implementation, roll-out and aligned it to the 2030 vision
• Contract renewals for senior managers, service awards and recruitment of the Head of Procurement and Disposal Unit
• Review and approval of the Brand and Donations Policy
• Reviewed departmental 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 Life project
• Promoted Digital Channels through communications campaigns
• Monitoring the Fund’s communication through Financial Literacy awareness campaigns
• Monitoring customer satisfaction and experience
• Monitoring the marketing and branding of the Fund
• Reviewing quarterly updates received from Management
• Employee engagement improved from 86% to 89%
• Reviewed budgets for People and Culture and Marketing and Corporate Affairs FY2024/2025
• Review the Proposed Executive committee succession plan and the critical staff

Challenges during FY 2023/2024:

• Anxiety among staff and stakeholders resulting from the organisational redesign process
• Negative tonality because of investigation by various Government agencies such as the Parliament of Uganda, IGG and the Uganda Police

Key focus for the following year FY2024/2025:

• Focus on the 10-year strategy Vision 2035 (50:50:95)
• Focus on redefining the Fund culture
• Building the right partnerships to enforce the provisions of the NSSF Act
• Strengthen job shadowing, secondment, and upskilling of staff to give staff more opportunities for growth
• Strengthen gender diversity at top management and senior management level through the Pathfinder programme
• Deliberate effort to develop women
• Reconstituting the new Enterprise and Growth Department with the right skills
• Monitoring and overseeing the new structural changes following the organisational redesign
• Completion of upskilling of staff because of the amendments in the NSSF Act Cap 230 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
• Redefine the funds culture
• Explore new areas of investment
• Reskilling and re-aligning staff towards the 2030 vision