This study examines the critical relationship between corporate governance and the sustainability of pension funds in Nigeria. As the nation grapples with economic volatility and demographic shifts, the need for robust governance structures in pension management has become increasingly paramount. This research employs a mixed-methods approach, utilizing both quantitative data from pension fund performance metrics and qualitative interviews with industry stakeholders, to assess the effectiveness of corporate governance frameworks. The findings reveal that strong governance practices, including transparency, accountability, and stakeholder engagement, significantly enhance pension fund performance and sustainability. Conversely, weaknesses in governance often lead to mismanagement, reduced investor confidence, and ultimately threaten the financial security of retirees. This study provides actionable recommendations for policymakers, pension fund managers, and corporate boards to strengthen governance frameworks, ensuring the long-term viability and resilience of Nigeria’s pension system.

Corporate Governance, Pension Fund Sustainability, Financial Performance

Abari, T.T.T. (2003), “Briefs on the Computation of Harmonised Pension Scheme Revealed” Interview with Yilma,J.M. in Establishment and Pension Bulletin, March. P.9

African Peer Review Mechanism (2008), Comments of the Government and People of Nigeria on APRM Country Review Report, No.8 June Agblobi, A.D. (2011), Pension: The New Investment Perspective for Retirement Planning,Accra. Mork Impression. P.1

Azu, C.J. and Mutum, R. (2013), “Pension Scam: Accountant Who Stole N1.4bn Freed on N750, 000 Fine” Daily Trust, January, 29

Berle, A. and Means, G. (1932), The Modern Corporation and Private Property, New York. Commerce Clearing House.

Blair, M. (1995), Ownership and Control: Rethinking Corporate Governance for the Twenty First Century, Washington D.C. Brooking Institutions.

Baysinger, B. & Hoskisson, R. E. (2008), The Composition of Boards of Directors and Strategic Control: Effect on Corporate Strategy, in Clarke, T. and dela Rama, M. (eds) (2008) The Fundamentals of Corporate Governance, London. SAGE Publications. Pp. 66-83

Cadbury, A (1992), Corporate Social Responsibility, in Clarke, T. and dela Rama (eds) (2008a) The Fundamentals of Corporate Governance, London. SAGE Publications. Pp.24-39

Cadbury, A. (2008), The Chairman and the Chief Executive, pp.111-128 in Clarke, T. and dela Rama, M. (eds) (2008b) The Fundamentals of Corporate Governance, Volume 2: Boards and Directors, SAGE Publications, London

Charkham, J. (1994), Keeping Good Company: A study of Corporate Governance in Five Countries, Oxford. Oxford University Press.

ECA (2005), Economic Commission for Africa and Corporate Governance, Lusaka, ECA. December

Epstein, M.J & Roy, M.J. (2008), Evaluation and Monitoring CEO Performance: Evidence from US Compensation Committee Reports in Clarke, T. and dela Rama, M. (eds) (2008), The Fundamentals of Corporate Governance, Volume 2: Boards and Directors, SAGE Publications, London

Fernandez, C. and Arrondo, R. (2008), Alternative Internal Controls as Substitutes of the Board of Directors, in Clarke, T. and dela Rama, M (eds) (2008), TheFundamentals of Corporate Governance, Volume 2: Boards and Directors, SAGE Publications, London. Pp. 52-65

FRN (1974), Public Service Reform Commission Main Report (Udoji Report), Lagos. Ministry of Information Printing Press. P. 172