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Our Business

11

Risk and opportunity management

Explore how the Fund manages risks and opportunities to protect member value, strengthen resilience and support sustainable growth.

NSSF leaders attending a formal Fund event
Edward Senyonjo, Chief Risk Officer

Risk and opportunity management

Edward Senyonjo, Chief Risk Officer

“Effective risk management is not about avoiding risk, but about making informed decisions today that protect what matters and create lasting value for tomorrow.”
Up next Risk landscape

Risk and opportunity management

Risk landscape - overview

Geopolitical tensions and regional conflicts, particularly in the Middle East, continued to increase market volatility, disrupt trade, and heighten cyber security threats, with the conflict involving the United States, Israel and Iran, further exacerbating global uncertainty. At the same time, the rapid adoption of artificial intelligence and digital technologies created new opportunities while increasing exposure to cyberattacks, data breaches, privacy risks and technology governance challenges.

Against this backdrop, organisations increasingly focused on strengthening enterprise risk management, enhancing operational resilience, improving cybersecurity, and maintaining robust governance and business continuity arrangements to navigate an increasingly complex and rapidly changing risk environment.

Within this context, management recognises that uncertainty may affect the achievement of the Fund’s financial and operational objectives and is committed to identifying, assessing and mitigating strategic, financial, operational, and emerging risks through robust risk management framework.

While no system of internal controls can eliminate risks entirely, the Fund maintains appropriate policies, procedures and oversight mechanisms to manage risk within its approved risk appetite and provide reasonable assurance regarding the reliability of financial reporting, the safeguarding of assets, compliance with applicable laws and regulations, and the achievement of the Fund’s objectives.

Ultimately, our objective is to create sustainable value for our members. We believe that every contribution entrusted to the NSSF represents a dream, a family, a livelihood, and an opportunity for a better tomorrow. Accordingly, our risk management activities are designed not only to preserve value but also to enable its sustainable growth for the benefit of our members.

Up next Our risk management framework

Risk and Opportunity Management

Our risk management framework

01

Risk philosophy

  • Risk is integral to business activities
  • Risk management is a shared responsibility
  • The line between success and failure is effective risk management
02

Risk appetite

We pursue opportunities within our approved risk appetite while avoiding exposures that could materially erode member value

03

Structure

Well established three-line of defence – Operational management, Enterprise risk management and Internal audit

04

Risk culture

We have established a strong risk culture, where risk consideration is embedded in strategic decision- making

05

Resilience

We maintain robust business continuity and disaster recovery capabilities that are tested regularly to strengthen organisational resilience

Up next Risk governance

Risk and Opportunity Management

Risk governance

01

Board of Directors

The Board oversees the Fund’s overall risk management strategy, ensuring effective enterprise risk management and compliance with relevant policies, laws, and regulations.

02

Audit & Risk Assurance Committee (ARC)

The ARC ensures the integrity of financial reporting, the effectiveness of internal controls, and compliance with policies and regulations. It reviews risk reports from management and advises on the adequacy of the Fund’s risk management strategy.

03

Executive Committee

Management handles risks and opportunities within the Board-approved risk appetite to create value, ensuring alignment with strategic objectives and effective risk management.

04

Risk Management Committee (RMC)

The RMC evaluates the effectiveness of the enterprise risk management strategy and activities, providing guidance to the Chief Risk Officer on managing risk exposures.

05

Enterprise Risk Management Department

The ERM Department is crucial in coordinating the risk management process across the Fund and delivering risk awareness training and sensitisation throughout the Fund.

06

Risk Owners

Risk Owners are employees directly responsible for managing risks by implementing actions to mitigate them.

Up next Risk heatmap

Risk and Opportunity Management

Risk heatmap

Risk severity comparison for 2025 and 2026 Draft radar chart using estimated values from the supplied reference. Numbered risk icons mark the 2026 positions. Dark blue shows 2025 and yellow shows 2026. 0 2 4 6 8 10 Reputational risk — 2025: approximately 4; 2026: approximately 4 Geopolitical risk — 2025: approximately 5.5; 2026: approximately 8 Cyber risk — 2025: approximately 8; 2026: approximately 8 Information security risk — 2025: approximately 7.5; 2026: approximately 7.5 Regulatory risk — 2025: approximately 7; 2026: approximately 7 Foreign exchange risk — 2025: approximately 6.7; 2026: approximately 5.5 Counterparty risk — 2025: approximately 6; 2026: approximately 6 Fraud risk — 2025: approximately 5; 2026: approximately 5 Interest rate risk — 2025: approximately 5.5; 2026: approximately 5.5 Litigation risk — 2025: approximately 7.5; 2026: approximately 7.5

Legend

Low Medium High 2025 2026
Risk severity 2025/26
Geopolitical risk
Cyber risk
Information security risk
Regulatory risk
Foreign exchange risk
Counterparty risk
Fraud risk
Interest rate risk
Litigation risk
Reputational risk
Up next Top risks in the period under review

NSSF Integrated Report 2026

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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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