The financial sustainability of the Social Security Organization depends on its capacity to fulfill its long-term obligations toward insured members and pensioners, a sustainability shaped by the interaction of "demographic balance" and "financial balance." The declining birth rate, rising life expectancy, and the entry of the 1980s baby boom generation into retirement age have steadily reduced the support ratio, rendering its future outlook increasingly critical; consequently, the surge in pensioners and the extension of pension payout years deepen the gap between revenues and expenditures. Simultaneously, accumulated government debts, mandatory legislation lacking actuarial calculations, early retirements, chronic inflation, and low investment returns have generated compounding financial pressure, manifesting signs of a liquidity crisis through delayed payments to healthcare providers, a reduction in contracted physicians, borrowing from banks, and the liquidation of productive assets. Within this framework, reform strategies emphasize increasing revenues and controlling expenditures by curbing insurance evasion, diversifying income streams, recovering government arrears, implementing parametric reforms (retirement age and service history, pension calculation formulas, and premium rates), controlling healthcare costs, re-engineering processes, and establishing electronic social security. Furthermore, revising investment governance and the role of the Social Security Investment Company (SHASTA) aimed at managerial stability, asset commercialization, and reducing high dividend payouts is deemed essential to strengthen the organization's financial resilience.