The social security institution ensures equal access to workplace health promotion.

Based on analysis of the situational assessment and data on the health needs, the institution leads a consensual process of identifying priorities for action.

The institution recognizes the importance of capacity building for workplace health promotion within its client enterprises/organizations, to ensure its sustainability and positive health outcomes.

The basis chosen for determining the value of the social security scheme’s assets is consistent with the scheme’s sustainability measures or indicators.

This guideline should be read in conjunction with Guidelines 23 and 24.

The requirements for actuarial input and the role of the actuary are clearly defined in the investment governance framework.

Governance refers to the process of decision-making, control and monitoring of the processes carried out by an organization. Its aim is to ensure risks are known and managed effectively as well as improving efficiency of processes.

Actuaries are solicited in the assessment of some or all of the operational risks faced by social security institutions due to their knowledge of various elements of the management of a system. The internal actuarial department also conducts its own risk assessment which will feed into the overall risk assessment of the organization.

The social security institution and supervising authorities take measures which seek to ensure and maintain the independence of the actuary.

The institution develops adequate information and communication technology (ICT) capacity, including infrastructure, software and a team of professional staff.

The institution designs a citizen-centric service delivery plan that balances service with resources and establishes a road map for improvement.

Communication is an essential part of the institution’s strategic plan. It identifies shared objectives, aligns the work of staff and resources and sustains stakeholder support internally and externally.

A strategic plan spells out the key business strategies and plans of action of an institution over a three- to five-year period.

Internal communication can be used as a tool to develop and strengthen the corporate identity and culture of an institution. It does so by promoting values central to this identity such as a culture of teamwork, collaboration and performance excellence by enhancing employees’ sense of belonging, their engagement and their commitment to service excellence.

These four guidelines address strategies to carry out the mission and goals on contribution collection and compliance in line with social security laws, regulations and implementation approaches. Some of the main aspects are:

Coordination with government and non-government organizations provides additional capability to improve contribution collection and compliance and extension of coverage. Such coordination may range from joint information campaigns to joint audit and fraud activities and the exchange of information.

The board establishes and abides by a workable code of conduct, which includes a policy on the disclosure and management of conflict of interest on the part of any board member.

The objectives and actions of the Head of Management and senior officers are aligned with those of the board in pursuit of the mandated mission of the institution.

The management enforces compliance with the duties and responsibilities of the members of the institution.

Risk management involves having policies, measures and approaches to manage, mitigate or prevent the detrimental effects of risks faced by the institution. Whether risks arise from internal or external factors, the goal is to defuse their detrimental effects on the administration of the social security programme, including its financial sustainability; fund investments; the management of coverage and contributions, and the delivery of member benefits and services; and human and ICT resources capacities.

There are many areas to be addressed in enforcing the prudent person principle in the investment of social security funds. These guidelines are addressed specifically to institutions with internal investment units.

The institution provides its members with quality service in the collection of programme contributions.

The use of information and communication technology (ICT) in social security institutions represents a global trend. As institutions turn to ICT, the goal is the development of solutions that enable them to accomplish their mission, providing high-quality services, satisfying stakeholders and improving efficiency of key processes. Moreover, the challenges resulting from social security’s permanent evolution require a more intensive and sophisticated use of technology in the social security domain.

The institution monitors the performance of ICT-enabled investments and services, evaluates whether they generate the expected value and match the institution’s goals, and determines whether adjustments are necessary.

The overall goal is to ensure that value is created and continues to be created throughout the investment life cycle.

The institution establishes an interoperability framework to formalize a systematic and standardized approach to the implementation of integrated social security systems.

The framework covers all levels of the organization and specifies the political and legal context, the business processes and concepts involved in interoperability operations, and the technologies used to implement them.

The institution establishes a framework for the application of mobile technologies which defines the main procedures, duties and responsibilities, and technical standards, and includes an application strategy plan.

The application strategy could be a medium-term, three- to five-year plan.

The institution defines architectures for the master data system, the master data governance system and the master data management system.

These three information systems should be adequately defined and conveniently integrated into the institutional architecture in order to better support the master data operations through the master data life cycle. This implies designing adequate architectural styles for the master data systems and the management information system in order to leverage maximum value for the institution’s master data.