Strategy, performance, and sustainable value creation
The Board ensures that the Fund’s purpose, strategy, and business model support performance that creates sustainable value within its economic, social, and environmental context.
Outcomes supported
The Board ensured that purpose, strategy, and business model remained aligned to sustainable value creation for members within Uganda's economic, social, and environmental context. Guided by Vision 2035, it balanced financial sustainability, expanded coverage and service excellence, safeguarding member interests through disciplined governance, prudent capital allocation, and performance oversight.
The Board considered how the Fund could contribute more to Uganda's development through investments generating both financial and developmental returns, consistent with its fiduciary obligations. This included oversight of portfolio diversification, responsible investment, broader social security inclusion, and initiatives strengthening long-term financial resilience. Further detail is provided in the ‘Board commitments: FY2025/26 outcomes and FY2026/27 focus’ section.
The Board also focused on the enablers of sustainable value creation – organisational capability, digital transformation, stakeholder confidence, ethical leadership, and environmental stewardship. Sustainability was increasingly integrated into decision-making through enhanced ESG oversight and approval of an ESG Policy. Further detail is provided in the ‘Mindful governance: strategic objectives, the Board’s role and the value created’ section and throughout the relevant King V™ principle disclosures.
Through this integrated approach the Board sought to create, preserve, and protect value across the Fund's financial, human, intellectual, social, and natural capitals while contributing to Uganda's development.
Purpose & vision
Approves and reviews Vision 2035 aligned with stakeholder needs, national priorities and Sustainable Development Goals.
Strategy
Ensures sustainability and ESG considerations are embedded in strategic decisions and performance objectives.
Business model
Uses six capitals to create, preserve and protect value across the short, medium and long term.
Risk & governance
Oversees materiality assessments, ESG risks, controls and enterprise-wide risk management.
Stakeholder engagement
Maintains active engagement with members, regulators, government and communities.
Performance monitoring
Reviews KPIs linked to financial performance, social impact and environmental outcomes.
The requirements of this principle are achieved because NSSF has the following in place:
Vision 2035 (50:50:95, revised to 50–80–95) approved as the ten-year strategic plan, anchored on coverage, assets under management and stakeholder satisfaction.
Strategy reflects integrated thinking across all six capitals, with Assets Under Management growing 26.1% (FY2024/25: 18.0%) year-on-year to UGX 32.87 trillion, against an annual target of UGX 29.13 trillion.
Annual budget submitted to, and approved by, the Minister of Finance, Planning and Economic Development.
Oversight includes continual assessment of solvency, liquidity, and going-concern status.
Area for future focus
Accelerate NAMCO implementation; continue to diversify into alternative investments and infrastructure; continue to expand informal sector coverage. Read more about our strategy and performance.