Innovative and ambitious
Josephine Hamwaama is the strategy and projects officer at the Government Institutions Pension Fund (GIPF).
Monique Adams
A firm believer in being unlimited, Josephine Hamwaama, strategy and projects officer at the Government Institutions Pension Fund (GIPF), is deliberate in creating dynamic ways to create a positive impact towards attaining GIPF’s objectives in her role.
Hamwaama’s role involves co-facilitating the formulation, implementation and evaluation of the GIPF’s corporate strategy. She plays a support and advisory role in planning the coordination of strategic projects within GIPF. Other tasks in her role include spearheading the conventional annual strategic planning process, reviewing the established strategic plan and incorporating innovations as part of the GIPF strategy development and execution process.
“GIPF strives to safeguard and grow the Fund for the benefits of its members. I strive for service excellence while executing my duties daily. Not only for the benefit of our members, but for that of their beneficiaries,” says Hamwaama.
Hamwaama says one of her biggest preoccupations in her role is the commitment to instil GIPF’s strategy in the minds and hearts of all the employees, and to ensure they all take personal ownership of the strategy. This would in essence translate into them being able to execute it to the best of their abilities. The process requires imparting the strategy to all employees in a manner that they understand, agree with and which helps them recognise their individual contributions towards the success of fulfilling the corporate strategy.
The volatile markets have created great opportunities for Hamwaama as a strategist.
“Through the pandemic, I have learned to adapt to the new normal by hosting virtual meetings as it offers more inclusivity in the workplace. I consult our stakeholders on their preferred ways of engagement, to allow versatility and that experience allows me to make my organisation a hub of learning.”
Her view on how the GIPF strategy has been serving as a tool to alleviate the socio-economic challenges faced by the country, Hamwaama shares that not only is the GIPF strategy member centric in nature, which means that it is centred around the needs, interests and expectations of its members, but that the strategy also prioritises the need for shared value through the socio-economic impact. This means that the strategy addresses pertinent social and economic challenges faced by the country, while still ensuring that its core mandate and core members are fulfilled.
“I am inspired by significance and freedom. I live by a principle that nothing would mean anything if you do not live a life of use to others. That is why I will always strive to be brave enough to find the place inside myself where nothing is impossible. I can attest that the more you develop yourself in life, the more choices you have,” concluded Hamwaama.
A firm believer in being unlimited, Josephine Hamwaama, strategy and projects officer at the Government Institutions Pension Fund (GIPF), is deliberate in creating dynamic ways to create a positive impact towards attaining GIPF’s objectives in her role.
Hamwaama’s role involves co-facilitating the formulation, implementation and evaluation of the GIPF’s corporate strategy. She plays a support and advisory role in planning the coordination of strategic projects within GIPF. Other tasks in her role include spearheading the conventional annual strategic planning process, reviewing the established strategic plan and incorporating innovations as part of the GIPF strategy development and execution process.
“GIPF strives to safeguard and grow the Fund for the benefits of its members. I strive for service excellence while executing my duties daily. Not only for the benefit of our members, but for that of their beneficiaries,” says Hamwaama.
Hamwaama says one of her biggest preoccupations in her role is the commitment to instil GIPF’s strategy in the minds and hearts of all the employees, and to ensure they all take personal ownership of the strategy. This would in essence translate into them being able to execute it to the best of their abilities. The process requires imparting the strategy to all employees in a manner that they understand, agree with and which helps them recognise their individual contributions towards the success of fulfilling the corporate strategy.
The volatile markets have created great opportunities for Hamwaama as a strategist.
“Through the pandemic, I have learned to adapt to the new normal by hosting virtual meetings as it offers more inclusivity in the workplace. I consult our stakeholders on their preferred ways of engagement, to allow versatility and that experience allows me to make my organisation a hub of learning.”
Her view on how the GIPF strategy has been serving as a tool to alleviate the socio-economic challenges faced by the country, Hamwaama shares that not only is the GIPF strategy member centric in nature, which means that it is centred around the needs, interests and expectations of its members, but that the strategy also prioritises the need for shared value through the socio-economic impact. This means that the strategy addresses pertinent social and economic challenges faced by the country, while still ensuring that its core mandate and core members are fulfilled.
“I am inspired by significance and freedom. I live by a principle that nothing would mean anything if you do not live a life of use to others. That is why I will always strive to be brave enough to find the place inside myself where nothing is impossible. I can attest that the more you develop yourself in life, the more choices you have,” concluded Hamwaama.
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