The Nigeria Social Insurance Trust Fund (NSITF), has strategized for improved service in the country.
The management of the Fund converged in Abuja recently to reflect on its performance in the past one year and chart the course for 2026.
Speaking at the annual Management Performance Review (MPR) holding from 12-13 February, 2026, the Fund’s Managing Director and Chief Executive, Barrister Oluwaseun Falaye, said “This review is not a routine calendar event; it is a deliberate pause to reflect, to evaluate performance honestly, and to reset our priorities where necessary in order to deliver better outcomes for the institution and the people we serve.”
He implored the staff to see themselves as stakeholders who must continue to drive the success of the organisations bearing in mind it affects all.
Falaye,who reflected on the import of such appraisal, said, “The session held last year in Lagos was a crucial moment for the Fund.It marked a shift in how we interrogate performance, moving away from assumptions and comfort zones toward clarity, responsibility,
and measurable results. Decisions taken at that session set thetone for a more disciplined and outcome-driven approach to management across the organisation.”
“Since then, our actions have been purposeful. We have focused on strengthening operational structures, improving manpower alignment, expanding service presence, accelerating automation, and engaging more deliberately with key stakeholders.
These steps reflect a clear strategic direction: repositioning NSITF as a responsive, credible, and value-driven social security institution that commands confidence and trust.”
The theme of this year’s Review, “Reinforcing NSITF’s Role in Building Trust and Delivering Value Towards Strengthening the Social Security System”, he said, goes to the core of the Fund’s mandate.
He stated:”Trust is earned through consistency, transparency, and professionalism.Value is demonstrated when our processes work, when decisions are fair, and when outcomes meet expectations.
“Every interaction with employers, every inspection, every claim processed, and every decision taken by management either strengthens or weakens these two pillars.”
According to the MD, the meeting was expected to roll out performance targets for the future.
Setting agenda for the MPR, he said: “As we deliberate, we must remain anchored on five strategic priorities: expanding coverage, particularly within the private and informal sectors; improving the timeliness and transparency of claims processing; strengthening operational efficiency and financial discipline; deepening digital transformation; and upholding integrity and professionalism across all levels of the Fund.”
He urged participants to hinge their presentation on facts and data and to be honest in self-appraisal.
The Executive Director of Operations in the Fund, Mojisoluwa Ali-Macaulay, summarised the MPR providing “a structured opportunity to assess how far we have come,evaluate the effectiveness of our execution, and identify areas where greater focus and discipline are required. It is also a platform to align our operational priorities with the Fund’s strategic objectives for 2026.
“Over the past two years, we have worked deliberately to strengthen the operational foundations of the Fund;improving service delivery structures, aligning manpower with operational needs, deepening automation, and reinforcing performance monitoring at all levels.
“These efforts have been guided by a clear objective: to ensure that NSITF’s operations consistently translate policy into measurable value for employers and employees,” she stated.
On the new outlets for compliance activities established by the Fund for easy access to NSITF officials, she stated that new branches and service delivery centres have been established, adding that implementation of the solutions from the 2024 MPR were successful.
