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National Social Security Fund Integrated Report 2026
02 Our Business 04 Operating Context
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Operating Context

04

Internal environment

Explore how the Fund is building employee capability, embedding its values, strengthening engagement and supporting leadership continuity.

The Fund implemented several strategic initiatives aimed at strengthening organisational capability, cultivating a high-performance culture, and enhancing employee experience.

Introduction

FY2025/26 marked a significant milestone in the Fund’s journey, reinforcing its position as East Africa's largest and most trusted social security institution, and accelerating progress towards its long-term ambition of becoming Africa's leading social security provider. Against a backdrop of rapid technological advancement, changing workforce expectations, and an increasingly dynamic operating environment, the Fund implemented several strategic initiatives aimed at strengthening organisational capability, cultivating a high-performance culture, and enhancing employee experience. These interventions were deliberately designed to equip employees with future-focused skills, reinforce the Fund's desired culture, and ensure that our people remain the primary drivers of organisational transformation and sustainable growth.

The initiatives undertaken during the year focused on four key strategic areas: building organisational capability through targeted learning and development, embedding a purpose-driven organisational culture, strengthening employee engagement, and supporting leadership stability across the organisation.

Strategic learning and capability development

01

Aligned with the Fund's Vision 2035 and its ambition to build a future-ready workforce, a series of targeted learning interventions were implemented aimed at strengthening leadership capability, digital readiness, technical expertise, and overall organisational effectiveness. The programmes were strategically designed to address both current business priorities and future capability requirements.

02

Collectively, they focused on developing emotionally intelligent leaders, enhancing cyber resilience, improving data literacy to support evidence-based decision-making, equipping managers to navigate leadership transitions, and strengthening talent acquisition through competency-based recruitment practices.

03

By investing in the continuous development of our people, the Fund is building the capabilities required to respond to an evolving operating environment, drive organisational performance, and support the successful delivery of its Vision 2035 aspirations.

Up nextLaunch of the Fund’s new organisational values

Launch of the Fund’s new organisational values

We have rethought our values! How do we live with others? How do we see each other? How do we treat each other? HOW DO WE LIVE WITH OTHERS? HOW DO WE SEE EACH OTHER? HOW DO WE TREAT EACH OTHER? We have rethought our values!

Member focused

Focusing on our members inspires us.

Creativity

Doing more, doing better with what we have.

Collaboration

Different skills, one body, one purpose.

Integrity

Truthful in our actions, responsible for our decisions.

Up nextLaunch of the Fund’s new organisational values

NSSF Chief Marketing and Corporate Affairs Officer signs a pledge to uphold the organisation's new values, launched in May during the Annual Staff Conference.

Employee engagement and organisational climate

The annual Employee Engagement Survey was conducted to assess employee sentiment and identify opportunities for continuous organisational improvement. The survey recorded an overall Employee Engagement Index of 93%, demonstrating sustained levels of employee commitment, motivation, and confidence in the Fund.

Encouragingly, the “Opportunities to Develop” dimension improved to 80%, highlighting the positive impact of the Fund's continued investment in learning and development, career growth, and leadership development initiatives. The survey findings continue to provide valuable insights into employee perceptions and organisational culture, informing targeted, evidence-based interventions aimed at enhancing employee experience, organisational effectiveness, and business performance.

Kenneth Owera

Leadership stability and organisational continuity

During the financial year, the Fund achieved an important leadership milestone with the appointment of Mr. Kenneth Owera as the substantive Chief Investment Officer (CIO) following nearly two years in an acting capacity.

His appointment strengthened leadership stability and continuity within one of the most strategic functions, reaffirming the Fund’s commitment to effective succession planning and sound governance.

Conclusion

The initiatives implemented during the year demonstrate continued commitment to building organisational capability, strengthening leadership, embedding a high-performance culture, and enhancing employee experience.

Up nextExternal environment

NSSF Integrated Report 2026

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01

Report Overview

02

Our Business

03

Our Strategy

04

Our Governance

05

Our Sustainability

06

Our Performance

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