In most cases, social security institutions are not legally required to become involved in workplace health promotion (WHP). However, there are a number of compelling reasons to do so, including the following.

When the basic elements for workplace health promotion are in place, the social security institution can move forward by:

• Assessing the needs of the target group;
• Planning its activities.

The institution recognizes the importance and benefit of positive public relations and marketing opportunities arising from workplace health promotion initiatives.

The social security institution ensures that regular actuarial valuations are conducted to assess and monitor the financial situation of social security programmes. The social security institution further ensures that an actuarial valuation is conducted at the inception of a new programme, or whenever an existing programme is materially changed.

The rate of return to be credited to notional accounts is determined in accordance with the laws and regulations governing the scheme. The actuary ensures the correct application of the rate and performs related calculations to assess the adequacy and financial implications of returns credited.

The social security institution establishes a risk function that oversees the management of risk and reports to the board, if any, and/or management. This function, and the processes carried out or overseen by it, require actuarial input. The risk function coordinates with other functions to ensure effective risk management.

As a part of sound social security scheme governance, the social security institution continually monitors the sustainability of a social security scheme.

The notion of sustainability may encompass not only financial but social and political sustainability. Public trust and confidence in the design, implementation and operation of the scheme are a major factor contributing to the sustainability of the scheme.

The institution ensures it has the required authority to pursue the innovative administrative solutions it has identified.

The institution attaches great importance to electronic payment, and uses the most appropriate methods for and frequency of contribution payments in light of the needs and capacities of targeted groups.

Communication is a strategic tool that is used to motivate and inspire employees to work as a coherent team, in the pursuit of excellence.

Communication staff are able to develop their skills and capabilities through a specialized communication staff development programme.

The following guidelines are organized in seven parts:

Part A, Governance, covers definition of the mandate, mission and organizational structure of the contribution collection and compliance system.

Part B, Strategy, assists in defining aspects that are strategic for accomplishing the mission on contribution collection and compliance.

The institution provides online services to foster the effectiveness and efficiency of interaction with contributors.

Functionalities would include follow-up of contributions and compliance status, a help desk on ICT-based services, and management of claims and communication in general. Such services play a fundamental role in improving transparency and communication with contributors, as well as reducing errors in self-service operations and building confidence in the social security system.

Good governance is central to the effective delivery of social security and is a priority of the International Social Security Association (ISSA), which has the constitutional mandate to promote and develop social security worldwide through technical and administrative improvement.

Legislation, policy or decree provides for the establishment of internal and external systems of control for the social security institution.

The leadership of the board motivates and inspires the institution to propose and work on innovations that would increase operational efficiency and improve the implementation of the mandate of the programme.

The management implements a board-approved policy on disclosure of information. The policy identifies the limited instances when the management may choose to exercise discretion in the disclosure of information to stakeholders.

The management provides leadership, sets the priorities and defines the strategic agenda for the planning period. The management consults the board and key stakeholders of the institution to define and build consensus on the strategic priorities. External and internal factors are thoroughly analysed to better position the institution for the future.

The actuarial measures of the social security programme are well defined and documented to enhance accountability, transparency and predictability in the administration of each of the social security programmes established by the institution.

The board ensures that its representatives on the boards of companies represent the interests of the social security institution. To avoid potential conflicts of interest, there is a priori alignment and compatibility between the institution’s objectives and the corporate objectives of the company.

ICT is an indispensable enabler in the administration of social security programmes. It often determines whether services and processes can or cannot be done, within the institution and between the institution and its external partners. For this reason, the board and management must promote an efficient and adequate ICT infrastructure to support programme administration and operations.

The institution implements ICT management processes aligned to the planning, building, running and monitoring of ICT-related activities, and to full coverage of ICT services within the institution.

The institution carries out data development and operation activities in a systematic and consistent way.

Data development concerns the analysis, design, implementation, deployment and maintenance of data and information systems. Data operations, which involve database and data technology administration, aim at managing the availability of data throughout its life cycle, optimizing the performance of database operations and protecting the integrity of data assets.

The institution incorporates security measures in its database systems, especially those storing critical data.

This involves: database administration procedures and practices; system accounts, privileges and roles; identification of users of applications; and database infrastructure.

Should the master data not be of adequate quality, the functions involving these data will probably fail. In order to avoid the failure of key social security functions, it is necessary to carry out activities that ensure that the quality of the master data will be adequate for the tasks in which they will be used.

The specific guidelines in this section are:

• Master data quality management
• Preventive measures to foster the quality of master data
• Improvement of master data quality