Madam,

A growing sense of unease is beginning to take shape around the governance and forward momentum of the Eswatini National Provident Fund (ENPF), raising broader questions about whether the urgency articulated at the highest levels of government is being fully matched in execution.

At the heart of this concern is the limited visibility of decisive activity within the structures responsible for overseeing the fund at a time when it is undergoing one of the most significant reforms in its history. A significant matter is the reform of the ENPF into a national pension scheme, a journey that is already within Parliament.

While there has been no official confirmation of dysfunction, the absence of consistent, public-facing signals of progress has prompted increased public and stakeholder interest.

This is not a routine administrative matter. The ENPF is a central pillar of Eswatini’s social protection framework, safeguarding the long-term savings of thousands of workers across sectors. Its planned transition into a national pension scheme represents a structural shift; one that carries implications not only for current contributors, but for future generations of emaSwati.

The reform itself has not been ambiguous. The Prime Minister, Russell Mmiso Dlamini, has clearly and consistently positioned the transformation of ENPF as a national priority. This vision aligns with broader efforts to strengthen social security, expand coverage and ensure that workers retire with dignity and financial stability.

Such clarity at the top naturally creates expectations across government. It requires that all implementing structures, administrative, technical and political, move with coordinated urgency. It calls for active oversight, visible leadership and sustained engagement with stakeholders, including workers, employers and policy actors.

This context prompts questions: If the reform is as urgent as stated, why is there limited visibility around governance structures or slow action? How well are government arms aligned to keep this transition on track?

These questions do not imply wrongdoing, but they do reflect the natural expectations that arise when a reform of this magnitude enters a critical phase. Strong governance is not an abstract concept; it is the backbone of institutional credibility. Oversight structures are expected to provide strategic direction, ensure accountability, monitor risk and guide implementation. Where their activity is not clearly visible, even temporarily, it can create uncertainty around decision-making processes and readiness for reform execution.

This becomes even more important as the ENPF transition moves closer to legislative finalisation and structural implementation. At this stage, the need for alignment between policy direction and institutional action becomes critical. Oversight must be firm and consistent, stakeholder engagement must be active and ongoing and operational readiness must be clearly demonstrated.

Any perceived gap in these areas, whether real or simply a matter of communication, risks slowing momentum and shifting attention away from the reform’s intended benefits.

For emaSwati, the issue is both practical and personal. Contributions to ENPF represent years of hard work and future security. The expectation is that these funds are managed within a system that is not only stable, but visibly active, responsive and accountable. Public trust, once questioned, can be difficult to restore, which is why transparency and consistent communication are as important as the technical aspects of reform.

Importantly, this moment also highlights the need for strong alignment within government. When national leadership sets a clear direction, as has been done by the prime minister, the effectiveness of that vision ultimately depends on how consistently it is carried through at every level of implementation. Even minor signs of delay or uneven momentum can create a perception gap that risks undermining confidence in an otherwise well-intentioned reform.

There is a growing view that closer coordination and, where necessary, more direct oversight at the highest level, could help ensure that all elements of the reform process are moving in sync. Such an approach would not signal a crisis, but rather a commitment to maintaining momentum and safeguarding a national priority.

Ultimately, the transformation of ENPF is more than a policy shift; it is a defining moment in the evolution of Eswatini’s social contract. It presents an opportunity to build a more inclusive, resilient and future-oriented pension system that protects workers across different sectors and employment conditions.

However, like all major reforms, its success will depend not only on vision, but on execution. The expectation remains clear: That urgency at the top is matched by urgency throughout the system, that governance structures are not only in place, but actively driving progress and that the confidence of emaSwati remains firmly anchored in visible, accountable leadership.

Anything less risks slowing a reform whose time, by all indications, has already come.

At the heart of this concern is the limited visibility of decisive activity within the structures responsible for overseeing the fund at a time when it is undergoing one of the most significant reforms in its history.