Board skills, experience, tenure and diversity

Tenure

The Board has a strong balance of continuity and renewal, with 30% of directors serving between five and 10 years, 50% serving less than five years, and only one director having a tenure exceeding 10 years. The average tenure is approximately 4.4 years across the 10 directors. Tenure ranges from 1 to 11 years across the Board, supporting both institutional memory and renewal.

4.4

Years average tenure

Number of directors

< 1 year

1–2 years

2–3 years

3–4 years

5–10 years

> 10 years

Up nextExperience and skills

Experience and skills

Grouped by number of directors

1 director

Law · Information technology · Medicine and occupational health · Insurance and risk pooling · Procurement

3 directors

Customer and member experience · Economics · Audit and assurance

4 directors

Banking and financial services · Social security and pensions · Project management

5 directors

Human resources

6 directors

Risk management

7 directors

Accounting / finance · Public policy, regulation and government affairs · Stakeholder relations and engagement

9 directors

Strategy

10 directors

Governance

Skill effect on Vision 2035 — 1 director

Law — Supports compliance and legal stewardship.
Information technology — Enables digital transformation and resilience.
Medicine and occupational health — Supports wellbeing and social protection outcomes.
Insurance and risk pooling — Supports benefit design and sustainability.
Procurement — Supports governance over major expenditure.

Skill effect on Vision 2035 — 3 directors

Customer and member experience — Supports the 95% stakeholder satisfaction target.
Economics — Supports investment and growth decisions.
Audit and assurance — Strengthens controls and reporting integrity.

Skill effect on Vision 2035 — 4 directors

Banking and financial services — Enhances liquidity and investment oversight.
Social security and pensions — Advances social protection and coverage growth.
Project management — Supports execution of strategic initiatives.

Skill effect on Vision 2035 — 5 directors

Human resources — Builds talent, culture and succession capability.

Skill effect on Vision 2035 — 6 directors

Risk management — Protects value through prudent risk oversight.

Skill effect on Vision 2035 — 7 directors

Accounting / finance — Supports growth in assets under management and financial sustainability.
Public policy, regulation and government affairs — Supports coverage growth through policy alignment.
Stakeholder relations and engagement — Supports stakeholder confidence and legitimacy.

Skill effect on Vision 2035 — 9 directors

Strategy — Supports delivery of the 50-80-95 agenda.

Skill effect on Vision 2035 — 10 directors

Governance — Strengthens oversight, accountability and trust.

Up nextInternational experience and gender split

International experience

The Board brings regional and international experience, reflecting broad exposure to governance, finance, social security, labour relations, public policy and economic development.

East Africa

8 directors

Southern Africa

5 directors

Europe (primarily UK)

6 directors

North America (primarily USA)

7 directors

Gender split

The Board composition provides diversity of perspectives, skills and experience to support effective governance and oversight.

Female directors

4 (40%)

Male directors

6 (60%)

Agriculture and informal-sector financial inclusion, and AI and emerging-technology governance, are not separately represented as named Director competencies despite their centrality to the Creating Our Own Members pillars and the AI governance policy in development. This is a focus area for continuing professional development and future nominations. Tenure ranges from 1 to 11 years across the Board, supporting both institutional memory and renewal.

Up nextContinuous professional development