Q1. What were some of the key milestones in your professional career that prepared you for your role as Chairperson of the Zanzibar Social Security Fund?
My professional journey has been shaped by a combination of academic leadership, research, community service, and practical management exposure, all of which prepared me for my role as Chairperson of the Zanzibar Social Security Fund. One of the earliest defining milestones was my PhD research, which focused on market structure, efficiency, and resilience of insurance firms. That experience strengthened my analytical thinking and gave me a deep understanding of financial systems, risk management, and institutional sustainability.
During my time in Malaysia, I also served the Tanzanian community as Secretary and later Chairperson of Tanzanians living in Malaysia for more than three years. That role taught me leadership, diplomacy, and stakeholder engagement. I still remember meeting the Tanzanian Ambassador to Malaysia, Dr. Dau, where I had the opportunity to explain my PhD work and broader vision. It reinforced the importance of communicating ideas clearly and building meaningful professional relationships.
Another important milestone was my academic career at the Muslim University of Morogoro. After completing my PhD, I became highly committed to research and institutional development. I established a research group that later evolved into a full research unit within one year. I also wrote several grant proposals and worked closely with university leadership, including the Vice Chancellor and Deputy Vice Chancellors. These experiences exposed me to strategic planning, governance, and organizational management. Eventually, I was appointed Head of the Department of Economics and Finance, which further strengthened my managerial and administrative capabilities.
My PhD journey itself also shaped my leadership philosophy. One of the most difficult decisions I had to make was whether to remain at a university where I had financial stability and scholarship support or follow my supervisor to another university for better academic growth. After prayer and reflection through Istikhara, I chose the more challenging path, which turned out to be one of the best decisions of my life. That experience taught me resilience, accountability, and the importance of making principled decisions even under uncertainty.
The transition of my PhD from Business to Comparative Finance also introduced me deeply to Takaful, Zakat, Waqf management, and the history of Islamic philosophy. This broadened my understanding of ethical finance and social protection systems, which are highly relevant to social security leadership today.
Additionally, my experience at Taylor’s University gave me practical exposure to corporate and institutional management. As tutorial assistants, we were involved in multiple functions including tutoring, marketing, and data collection. We also participated in high-level management workshops for the Taylor’s Group leadership, where we were tasked with preparing analytical reports. Through this, I learned organizational observation, strategic thinking, and root-cause analysis — skills that remain essential in governance and policy leadership.
Overall, these milestones collectively developed my capacity in leadership, governance, strategic management, research, and ethical financial systems, all of which continue to guide my service at the Zanzibar Social Security Fund.
Q2. How has the Zanzibar Social Security Fund implemented initiatives that reflect these values while improving social protection for workers in Zanzibar?
My academic and professional background has significantly influenced how I approach leadership and governance at the Zanzibar Social Security Fund. During my PhD research, I spent several months analyzing the financial statements of insurance companies, particularly focusing on investment performance, solvency, profitability, and fund sustainability. This experience gave me a strong foundation in understanding how financial institutions can remain resilient while protecting the interests of their members. As a result, concepts such as efficiency, solvency, and sustainability are principles I regularly apply in overseeing the Fund’s performance and strategic direction.
In addition, my knowledge of Takaful and Islamic social finance has contributed to discussions and initiatives related to Islamic Social Security frameworks. This has helped broaden the Fund’s perspective on inclusive and ethical social protection mechanisms that align with the values and needs of our society. Transparency in reporting and accountability have also been areas I strongly encourage, because trust is fundamental in social security management.
One principle I deeply value is ownership of decisions. My PhD journey taught me that every important decision must be justified and responsibly defended. At the Fund, I encourage management and teams not to see decisions as merely “imposed from above,” but rather as collective responsibilities that must be implemented efficiently and in ways that genuinely benefit the institution and its members. Leadership provides vision, but success depends on how effectively that vision is executed at all levels.
Communication has also been very important in my leadership approach. Despite being relatively younger than many colleagues and board members, I have learned how to express my views respectfully while remaining principled and truthful. This has helped create an environment where constructive dialogue and professional respect are encouraged across management and governance structures.
Another important initiative has been strengthening a culture of monitoring, evaluation, and continuous improvement. During my PhD journey, I learned the importance of acknowledging progress step by step, especially in demanding environments. I brought this mindset into institutional leadership by encouraging constructive feedback, recognition of positive efforts, and learning from both successes and challenges. As part of this commitment, we established a department dedicated to monitoring and evaluation to help track strategic goals, improve service delivery to members, and strengthen institutional performance. These efforts are also supporting the Fund’s journey toward attaining ISO certification and enhancing overall service quality.
Q3. How is ZSSF adapting to economic changes, population growth, and future pension demands?
The Zanzibar Social Security Fund is continuously adapting to economic changes, demographic growth, and evolving pension demands by strengthening both its service delivery systems and long-term sustainability measures. One of the key priorities has been improving efficiency in member services, particularly by reducing waiting times for claims processing, especially for old-age and retirement benefits. Faster processing helps ensure that members receive their entitlements in a timely and dignified manner.
We have also taken steps to improve the adequacy of social protection benefits. The Fund has already raised the minimum pension, and we are currently working closely with actuaries to assess the possibility of introducing inflation-adjusted pensions. This is important because economic conditions and the cost of living continue to change, and pension systems must evolve to preserve the purchasing power and welfare of retirees.
Another important development has been the introduction of new social protection schemes such as the unemployment benefit. The need for this became very clear during the COVID-19 period, when many workers, particularly in the hospitality sector, lost their jobs unexpectedly. The initiative reflects the Fund’s commitment to responding to emerging socioeconomic realities and providing broader protection beyond traditional retirement benefits.
Population growth also presents both opportunities and responsibilities for the Fund. A growing workforce means an expanding membership base, which can strengthen the sustainability of the scheme if managed effectively. To accommodate this growth, ZSSF has invested heavily in digitalization and modernization of services. Employers are now encouraged to use the Employer’s Portal to submit contributions electronically, while members can use mobile applications to monitor their contribution records and benefits more conveniently.
Looking ahead, the Fund plans to further expand digital access by allowing members to register remotely and submit claims online. We have also opened two new offices to bring services closer to the people and improve accessibility across Zanzibar. In addition, the introduction of a digital archive system is helping improve the storage and retrieval of members’ information, making operations more efficient and responsive.
Overall, our strategy is to combine financial sustainability, technological innovation, and responsive social protection policies to ensure that ZSSF remains capable of serving both current and future generations effectively.
Q4. What steps can institutions take to promote more women in leadership positions?
Promoting more women into leadership positions requires deliberate institutional commitment, inclusive policies, and equal access to opportunities. One of the most important steps institutions can take is to prioritize inclusive decision-making processes where women are actively involved in leadership discussions, strategic planning, and governance structures. Inclusion should not only be a policy statement, but a practical culture within the institution.
Another key aspect is giving women meaningful opportunities to lead and grow professionally. Many capable women have the skills and potential to excel in leadership, but institutions must intentionally create pathways for advancement through mentorship, professional development, and fair promotion practices.
At the Zanzibar Social Security Fund, we have taken practical steps in this direction by promoting more women into leadership roles. Recently, we brought three women into senior management positions and two others into middle management. We believe that diversity in leadership strengthens institutional performance because it brings broader perspectives, balanced decision-making, and stronger engagement with stakeholders.
Ultimately, empowering women in leadership is not only about representation; it is about recognizing competence, building confidence, and creating an environment where everyone has the opportunity to contribute meaningfully to institutional development and national progress.
Q5. How is ZSSF contributing to economic growth and sustainable development in Zanzibar?
The Zanzibar Social Security Fund contributes to economic growth and sustainable development in Zanzibar in several important ways, both through social protection and strategic investments. One of the Fund’s core contributions is supporting the purchasing power and welfare of pensioners. By providing retirement benefits and pensions, ZSSF helps retirees maintain their livelihoods, which in turn supports household consumption and economic circulation within the community.
Beyond social protection, the Fund also contributes directly to national development through investments in construction, infrastructure, and real estate projects. These investments not only strengthen the value and sustainability of the Fund, but also contribute to Zanzibar’s GDP growth and create employment opportunities for many people, especially in the construction and service sectors.
Housing development is another area where ZSSF is making a significant impact. By increasing the supply of housing, the Fund helps address growing urban demand while also supporting improved living standards for citizens. Real estate investments also stimulate related sectors such as building materials, transportation, and local businesses.
In addition, infrastructure projects such as bus terminals and parking facilities play an important role in improving urban mobility and public organization. These developments help smooth transportation systems, reduce congestion, and promote greater discipline and efficiency on the roads. Such investments contribute not only to economic productivity but also to the overall quality of life in Zanzibar.
Overall, ZSSF’s role extends beyond pension administration; it is also an active institutional partner in socioeconomic development by combining social security with long-term investments that support growth, employment, and public welfare.
Q6. What message would you like to share with the people of Zanzibar and the viewers of AlHudatoday about the importance of social responsibility?
My message to the people of Zanzibar and the viewers of AlHuda Today
is that social responsibility begins with understanding that every role we hold is a trust. Whether we are leaders, employees, business people, parents, or members of the community, we are accountable not only to society today, but ultimately to Allah on the Day of Judgment.
This understanding should guide the way we make decisions and interact with others. Every decision we make should be based on honesty, justice, responsibility, and knowledge. We should avoid making decisions blindly or simply following pressure without proper understanding. Instead, we should ask ourselves whether we can justify our actions ethically, professionally, and morally to the best of our knowledge.
Social responsibility is not limited to institutions alone; it is a collective duty. When individuals act with integrity and accountability, institutions become stronger, communities become more just, and society develops in a more sustainable and compassionate way. If each of us fulfills our responsibilities sincerely, we can contribute positively to the future of Zanzibar and leave behind a meaningful legacy for the next generation.