NamibiaFishConsump/on

Promo/onTrust(NFCPT)

STRATEGICPLAN2016/17–2020/21

VictorPeaChiefExecu/veOfficerNamibiaFishConsump/onPromo/onTrust

POBox568WalvisBay

RepublicofNamibiaTel:+26464204508ceo@nfcpt.com.na

Bringing fish to the nation

STRATEGICPLAN2016/17–2020/21

Foreword 2 Execu-veSummary 3 1.  NFCPTFishStrategyMap 42.  TheNFCPTHighLevelStatements 5-63.Na/onalStrategicAlignment 7-104.SWOTMatrix 11 5. NFCPT“Fishbone” 12 6. TheNFCPTStrategicImpera/ves 13-14 7. Conclusion 15 AnnexureA:StrategicScorecard 16

TableofContents

2

Bringing fish to the nation

STRATEGICPLAN2016/17–2020/21

Foreword 2 Execu-veSummary 3 1.  NFCPTFishStrategyMap 42.  TheNFCPTHighLevelStatements 5-63.Na/onalStrategicAlignment 7-104.SWOTMatrix 11 5. NFCPT“Fishbone” 12 6. TheNFCPTStrategicImpera/ves 13-14 7. Conclusion 15 AnnexureA:StrategicScorecard 16

TableofContents

2

1

STRATEGICPLAN2016/17–2020/21

TheachievementsoftheNFCPTduringthepastfi]een(15)yearssinceitsincep/onin2001byCabinetdecision;includesubstan/alinfrastructuredevelopmentandhumancapitalinvestmentinordertodeliverquality,cost-effec/vefishproductstothena/on.TheNFCPTisawardedanannualquotafromtheMinistryofFisheriesandMarineResourcestocatchhorsemackerelandhakeinNamibianwaterstoenablethetrusttosellthefishtothepublicatadiscountedpricetoensureaffordability.ItisofstrategicimportancethattheNFCPTengagesrelevantandappropriatestakeholderstocontractuallysecurethequotaonanannualbasisseeingthatthecurrentscenariowherebythequotaisnotguaranteed,posesasignificantrisktothefuturesustainabilityoftheorganisa/on.TheNFCPTcurrentlyownsandoperatesfourteen(14)fishshopsinten(10)regionsofNamibia,employingclosetotwo-hundredemployees,todeliveronitsmandateofmakingfishmoreaccessibleandaffordabletotheNamibianpopula/on.Wearehowevercommifedtoourresolvetoestablishfishshopsinallfourteen(14)NamibianregionsoverthenextfiveyearstoensurethatwecontributetotheHarambeeProsperityPlan2016/16–2019/20,inensuringthatzerodeathsoccurduetohunger.Hence,theNFCPTcontributesdirectlytothestrategicpillarof“SocialProgression:HungerPoverty”eradica/on.Wearehoweverconsciousthatwehavearesponsibilitytocontainouropera/onalcoststoenableacost-effec/vepricingstrategywhileensuringthatweremainfinanciallysustainablegoingforward.Hence,acost-recoveryfinancialmodeliskeytotheNFCPT’sfuturesustainability.TheNFCPTisonajourneyofcon/nuousimprovementtosecureanddeliverqualityproductstosa/sfytheneedsofourcustomers.Therefore,weacknowledgethatacri/calsuccessfactorindeliveringonourmandateistocon/nuetocollaboratewithallrelevantandappropriatestakeholderstoensurethatourtrustissustainabletoenableustocon/nuetoservethena/onfordecadestocome.

Foreword

KatrinaSikeniChairperson

3z

STRATEGICPLAN2016/17–2020/21

TheNamibiaFishConsump/onPromo/onTrust(NFCPT)engagedapar/cipatorystrategicplanningprocessduringthesecondquarterof2016,facilitatedbyDrRudiKoekemoerfromVisionsConsul/ng,todefineitsfive(5)yearStrategicPlan2016/17–2020/21alignedtoitsstatutorymandateandalignmenttotheRepublicofNamibia’sstrategicimpera/vesasdefinedinVision2030,theFourthNa/onalDevelopmentPlan(NDP4)andtheHarambeeProsperityPlan2016/17–2019/20,interalia.TheNFCPTdefineditsvisionas:“TobethepreferredfishdistributorinNamibia”.ThemannerinwhichthisshouldbeachievedwillbethroughtheNFCPT’smission:“Topromotetheconsump9onoffish,makingitaccessibleandaffordableinNamibia”.However,theNFCPTalsoacknowledgedthatitwouldneedtoachieveitsmissionbyworkingwithinanacceptablebehaviourframeworkwhichisexpressedthoughtheNFCPT’sfive(5)founda/onalvaluesof(i)Integrity,(ii)Quality,(iii)Accountability,(iv)Responsibilityand(v)Teamwork.TheNFCPTadoptedtheBalancedScorecardStrategicPlanningMethodologytocra]thestrategicplan.TheNFCPTshallfocusonfive(5)strategicobjec/vesdefinedwithinfour(4)StrategicThemes:(i)FinancialSustainability,(ii)CustomerSa-sfac-on,(iii)Opera-onalEfficiencyand(iv)Organisa-onalCapacity.TheNFCPTStrategy2016/17–2020/21containsfourteen(14)PerformanceIndicators/Measureswithinthefive(5)StrategicObjec/ves;seventeen(17)StrategicIni/a/ves/Projects,whichshouldbesufficientlyresourced.Theprojectedmonetaryresourcerequirementstoimplementthevariousstrategicini/a/vesoverthefullstrategicperiodoffiveyears,asreflectedintheNFCPTScorecard(refertoAnnexureA),arees/matedatN$8,528,594-25.TheNFCPTFishbone(StrategyMap)hereundervisuallydepictsthehighlevelstatements,strategicobjec/vesandperformanceindicators/measures:

ExecuDveSummary

3

Bringing fish to the nation

2

STRATEGICPLAN2016/17–2020/21

TheachievementsoftheNFCPTduringthepastfi]een(15)yearssinceitsincep/onin2001byCabinetdecision;includesubstan/alinfrastructuredevelopmentandhumancapitalinvestmentinordertodeliverquality,cost-effec/vefishproductstothena/on.TheNFCPTisawardedanannualquotafromtheMinistryofFisheriesandMarineResourcestocatchhorsemackerelandhakeinNamibianwaterstoenablethetrusttosellthefishtothepublicatadiscountedpricetoensureaffordability.ItisofstrategicimportancethattheNFCPTengagesrelevantandappropriatestakeholderstocontractuallysecurethequotaonanannualbasisseeingthatthecurrentscenariowherebythequotaisnotguaranteed,posesasignificantrisktothefuturesustainabilityoftheorganisa/on.TheNFCPTcurrentlyownsandoperatesfourteen(14)fishshopsinten(10)regionsofNamibia,employingclosetotwo-hundredemployees,todeliveronitsmandateofmakingfishmoreaccessibleandaffordabletotheNamibianpopula/on.Wearehowevercommifedtoourresolvetoestablishfishshopsinallfourteen(14)NamibianregionsoverthenextfiveyearstoensurethatwecontributetotheHarambeeProsperityPlan2016/16–2019/20,inensuringthatzerodeathsoccurduetohunger.Hence,theNFCPTcontributesdirectlytothestrategicpillarof“SocialProgression:HungerPoverty”eradica/on.Wearehoweverconsciousthatwehavearesponsibilitytocontainouropera/onalcoststoenableacost-effec/vepricingstrategywhileensuringthatweremainfinanciallysustainablegoingforward.Hence,acost-recoveryfinancialmodeliskeytotheNFCPT’sfuturesustainability.TheNFCPTisonajourneyofcon/nuousimprovementtosecureanddeliverqualityproductstosa/sfytheneedsofourcustomers.Therefore,weacknowledgethatacri/calsuccessfactorindeliveringonourmandateistocon/nuetocollaboratewithallrelevantandappropriatestakeholderstoensurethatourtrustissustainabletoenableustocon/nuetoservethena/onfordecadestocome.

Foreword

KatrinaSikeniChairperson

3z

STRATEGICPLAN2016/17–2020/21

TheNamibiaFishConsump/onPromo/onTrust(NFCPT)engagedapar/cipatorystrategicplanningprocessduringthesecondquarterof2016,facilitatedbyDrRudiKoekemoerfromVisionsConsul/ng,todefineitsfive(5)yearStrategicPlan2016/17–2020/21alignedtoitsstatutorymandateandalignmenttotheRepublicofNamibia’sstrategicimpera/vesasdefinedinVision2030,theFourthNa/onalDevelopmentPlan(NDP4)andtheHarambeeProsperityPlan2016/17–2019/20,interalia.TheNFCPTdefineditsvisionas:“TobethepreferredfishdistributorinNamibia”.ThemannerinwhichthisshouldbeachievedwillbethroughtheNFCPT’smission:“Topromotetheconsump9onoffish,makingitaccessibleandaffordableinNamibia”.However,theNFCPTalsoacknowledgedthatitwouldneedtoachieveitsmissionbyworkingwithinanacceptablebehaviourframeworkwhichisexpressedthoughtheNFCPT’sfive(5)founda/onalvaluesof(i)Integrity,(ii)Quality,(iii)Accountability,(iv)Responsibilityand(v)Teamwork.TheNFCPTadoptedtheBalancedScorecardStrategicPlanningMethodologytocra]thestrategicplan.TheNFCPTshallfocusonfive(5)strategicobjec/vesdefinedwithinfour(4)StrategicThemes:(i)FinancialSustainability,(ii)CustomerSa-sfac-on,(iii)Opera-onalEfficiencyand(iv)Organisa-onalCapacity.TheNFCPTStrategy2016/17–2020/21containsfourteen(14)PerformanceIndicators/Measureswithinthefive(5)StrategicObjec/ves;seventeen(17)StrategicIni/a/ves/Projects,whichshouldbesufficientlyresourced.Theprojectedmonetaryresourcerequirementstoimplementthevariousstrategicini/a/vesoverthefullstrategicperiodoffiveyears,asreflectedintheNFCPTScorecard(refertoAnnexureA),arees/matedatN$8,528,594-25.TheNFCPTFishbone(StrategyMap)hereundervisuallydepictsthehighlevelstatements,strategicobjec/vesandperformanceindicators/measures:

ExecuDveSummary

3

3

STRATEGICPLAN2016/17–2020/21

TheNFCPTshallfocusonenhancingsales,marke/ngandbrandingstrategiesoverthenextfive(5)years.

4

1.NFCPTFishStrategyMap

1.1MandateTheNFCPTwasestablishedinMarch2001asperCabinetresolu/on38th/0512:00/0.00.Intermsofthisresolu/on,theNFCPTaimsatpromo/ngfishconsump/onwithinNamibiabymakingfishmoreaccessibleandaffordable.Furthermore,teachingthepublichowtoprepareandcookfishandinsodoing,afainingthemostnutri/onalvaluefromit.1.2TheNFCPTMissionStatementTopromotetheconsump/onoffish,makingitaccessibleandaffordableinNamibia.1.3TheNFCPTVisionTobethepreferredfishdistributorinNamibia.1.3TheNFCPTVisionTheNFCPTdefinedfive(5)corevaluesareillustratedhereunder:

2.TheNFCPTHighLevelStatements

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Bringing fish to the nation

4

STRATEGICPLAN2016/17–2020/21

TheNFCPTshallfocusonenhancingsales,marke/ngandbrandingstrategiesoverthenextfive(5)years.

4

1.NFCPTFishStrategyMap

1.1MandateTheNFCPTwasestablishedinMarch2001asperCabinetresolu/on38th/0512:00/0.00.Intermsofthisresolu/on,theNFCPTaimsatpromo/ngfishconsump/onwithinNamibiabymakingfishmoreaccessibleandaffordable.Furthermore,teachingthepublichowtoprepareandcookfishandinsodoing,afainingthemostnutri/onalvaluefromit.1.2TheNFCPTMissionStatementTopromotetheconsump/onoffish,makingitaccessibleandaffordableinNamibia.1.3TheNFCPTVisionTobethepreferredfishdistributorinNamibia.1.3TheNFCPTVisionTheNFCPTdefinedfive(5)corevaluesareillustratedhereunder:

2.TheNFCPTHighLevelStatements

5

5

6

3.NaDonalStrategicAlignmentNamibia’sVision2030providesthelongtermdevelopmentframeworkforthecountry:“Tobeaprosperousandindustrialisedna-on,developedbyherhumanresources,enjoyingpeace,harmonyandpoli-calstability.

TheFourthNa9onalDevelopmentPlan(NDP4)

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Bringing fish to the nation

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3.NaDonalStrategicAlignmentNamibia’sVision2030providesthelongtermdevelopmentframeworkforthecountry:“Tobeaprosperousandindustrialisedna-on,developedbyherhumanresources,enjoyingpeace,harmonyandpoli-calstability.

TheFourthNa9onalDevelopmentPlan(NDP4)

7

7

NDP4havethreeoverarchinggoals,namely(i)fasterandsustainableeconomicgrowth,(ii)thecrea/onofemploymentopportuni/es,(iii)andenhancedincomeequality.TheNFCPTstrategicimpera/vesalignstothe“BasicEnablers”componentofNDP4:“Priority1istoputinplacebasiceconomicdevelopmentenablers,andthuscreateanenablingenvironment,improveeduca-onandskillsmanagement,andestablishaqualityhealthsystem.Theseenablerswillassistinaddressingextremepoverty,andwillupgradethepublicinfrastructureweneedforourindustriestoperformattherequiredlevelofoutputtoreachVision2030.Basicenablersaretheessen-alalbeitnotsufficientcondi-onsforeconomicdevelopment.TheNFCPTshallspecificallycontributetowards(i)publicinfrastructure(byexpandingthefootprinttoallregionsinNamibia),(ii)reducingextremepoverty(bydistribu9ngaffordablefishproducts,belowthatofotherretailers),(iii)health(bydistribu9ngqualityfishproducts),and(iv)educa/onandskills(bytrainingthena9ononhowtopreparefishtoderivemaximumnutri9onalvaluefromtheproducts)duringthefive-yearstrategicperiod2016/17-2020/21.

8

TheHarambeeProsperityPlan2016/17–2019/20wascra]edandlaunchedduringApril2016andisalignedtoVision2030andtheNDP4

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Bringing fish to the nation

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NDP4havethreeoverarchinggoals,namely(i)fasterandsustainableeconomicgrowth,(ii)thecrea/onofemploymentopportuni/es,(iii)andenhancedincomeequality.TheNFCPTstrategicimpera/vesalignstothe“BasicEnablers”componentofNDP4:“Priority1istoputinplacebasiceconomicdevelopmentenablers,andthuscreateanenablingenvironment,improveeduca-onandskillsmanagement,andestablishaqualityhealthsystem.Theseenablerswillassistinaddressingextremepoverty,andwillupgradethepublicinfrastructureweneedforourindustriestoperformattherequiredlevelofoutputtoreachVision2030.Basicenablersaretheessen-alalbeitnotsufficientcondi-onsforeconomicdevelopment.TheNFCPTshallspecificallycontributetowards(i)publicinfrastructure(byexpandingthefootprinttoallregionsinNamibia),(ii)reducingextremepoverty(bydistribu9ngaffordablefishproducts,belowthatofotherretailers),(iii)health(bydistribu9ngqualityfishproducts),and(iv)educa/onandskills(bytrainingthena9ononhowtopreparefishtoderivemaximumnutri9onalvaluefromtheproducts)duringthefive-yearstrategicperiod2016/17-2020/21.

8

TheHarambeeProsperityPlan2016/17–2019/20wascra]edandlaunchedduringApril2016andisalignedtoVision2030andtheNDP4

9

9

TheHarambeeProsperityPlandefinesanoveralltargetpertainingtothestrategicgoalofSocialProgression,whichisrelevanttotheNFCPT,as:“Ourdevelopmentshouldtherefore,bepeoplecenteredandinclusive.Inotherwords,reformsinEffec-veGovernanceandEconomicTransforma-onshouldresultinfavorablesocialimprovements.Thisgoalisstructuredaroundfoursub-pillars:•  HungerPoverty;•  LandServicing,HousingandSanita9on;•  InfantandMaternalMortality;and•  Voca9onalEduca9onTraining.WithregardtoHungerPoverty,thePlansetstheambi-oustargetthatnoNamibianshoulddieofhungerduringandaTertheHarambeeperiod;thisissimplytosay“oneNamibianwhodiesofhunger,isoneNamibiantoomany”.•  Anumberofac9onswillbeimplementedtoensurethisessen9alambi9onisachieved:•  Emergencyreliefasandwhenrequired;•  Measurestoimproveagriculturalproduc9vity;•  Introduc9onoffoodsbanksamongtheurbanpoor;•  Raisingagriculturalproduc9vitytoaddresshungerpovertyinrural/communalareas;and•  Con9nua9onoftargetedsocialsafetynets.”TheNFCPTcertainlycontributestowardssocialprogressionandespeciallytowardseradicaDonofhungeraselaboratedaboveduetoprovidingquality,affordableproductstotheNamibianna/on.TheprimarymarketoftheNFCPT’sproductsisthelow-incomemarketinNamibia.NFCPTshallalsoexploresynergieswiththeMinistryofPovertyEradicaDonandSocialWelfareintermsofcontribu/ngtowardstheFoodBanksini/a/ve,interalia.

10

4.SWOT-Matrix

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Bringing fish to the nation

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TheHarambeeProsperityPlandefinesanoveralltargetpertainingtothestrategicgoalofSocialProgression,whichisrelevanttotheNFCPT,as:“Ourdevelopmentshouldtherefore,bepeoplecenteredandinclusive.Inotherwords,reformsinEffec-veGovernanceandEconomicTransforma-onshouldresultinfavorablesocialimprovements.Thisgoalisstructuredaroundfoursub-pillars:•  HungerPoverty;•  LandServicing,HousingandSanita9on;•  InfantandMaternalMortality;and•  Voca9onalEduca9onTraining.WithregardtoHungerPoverty,thePlansetstheambi-oustargetthatnoNamibianshoulddieofhungerduringandaTertheHarambeeperiod;thisissimplytosay“oneNamibianwhodiesofhunger,isoneNamibiantoomany”.•  Anumberofac9onswillbeimplementedtoensurethisessen9alambi9onisachieved:•  Emergencyreliefasandwhenrequired;•  Measurestoimproveagriculturalproduc9vity;•  Introduc9onoffoodsbanksamongtheurbanpoor;•  Raisingagriculturalproduc9vitytoaddresshungerpovertyinrural/communalareas;and•  Con9nua9onoftargetedsocialsafetynets.”TheNFCPTcertainlycontributestowardssocialprogressionandespeciallytowardseradicaDonofhungeraselaboratedaboveduetoprovidingquality,affordableproductstotheNamibianna/on.TheprimarymarketoftheNFCPT’sproductsisthelow-incomemarketinNamibia.NFCPTshallalsoexploresynergieswiththeMinistryofPovertyEradicaDonandSocialWelfareintermsofcontribu/ngtowardstheFoodBanksini/a/ve,interalia.

10

4.SWOT-Matrix

11

11

5.NFCPT“Fishbone”(StrategyMap)

12

6.TheNFCPTStrategicImperaDves(refertoAnnexureA)6.1TheNFCPTStrategicMeasuresandTargetslinkedtothefive(5)StrategicObjecDvesare:•  Toensurethattheopera/onalbudgetismanagedwithina10percentvariance.•  Tomaximisetheu/lisa/onofthecapitalbudgettoensureavarianceof20%underbudgetby2020/21.•  Toensureprudentfinancialmanagementbymaintaininga‘currentra/o’of4.5andadebt-to-equityra/oof30:70by2020/21.

•  Toachieveacustomersa/sfac/onlevelof80percentby2020/21.•  Toeffec/velyandefficientlyimplementtheannualmarke/ngbudgetbyensuringanexecu/onrateof95percent.

•  Toincreasetheregionalrepresenta/onbyestablishingatleastonefishshopineachofthefourteen(14)regionsby2020/21.

•  Toimplementacost-recoverypricingstrategybyincreasingthepriceperkilogramtoN$15bythe2018/19financialyearandthentocontainthepriceatthislevelovertheremainingstrategicperiod.

•  Toensurethatfitnesscer/ficatesaresecuredasrequiredatanygiven/me(100%compliance).•  Toachievebreak-even(costvsincome)bythe2018/19financialyearandtomaintainfinancialsustainabilitytherea]er.

•  TocapacitatetheNFCPTbyrecrui/ngandretainingatleast80percentcompetentstaffmembersaspertheapprovedorganisa/onalcomplement.

•  Toimplementrelevantandappropriatestrategiestoachieveastaffsa/sfac/onlevelof85percent.•  Toenhancethephysicalandsystemsecuritytoensurezero(0)securitybreachesoverthestrategicperiodtoreducelosses.

13

Bringing fish to the nation

12

5.NFCPT“Fishbone”(StrategyMap)

12

6.TheNFCPTStrategicImperaDves(refertoAnnexureA)6.1TheNFCPTStrategicMeasuresandTargetslinkedtothefive(5)StrategicObjecDvesare:•  Toensurethattheopera/onalbudgetismanagedwithina10percentvariance.•  Tomaximisetheu/lisa/onofthecapitalbudgettoensureavarianceof20%underbudgetby2020/21.•  Toensureprudentfinancialmanagementbymaintaininga‘currentra/o’of4.5andadebt-to-equityra/oof30:70by2020/21.

•  Toachieveacustomersa/sfac/onlevelof80percentby2020/21.•  Toeffec/velyandefficientlyimplementtheannualmarke/ngbudgetbyensuringanexecu/onrateof95percent.

•  Toincreasetheregionalrepresenta/onbyestablishingatleastonefishshopineachofthefourteen(14)regionsby2020/21.

•  Toimplementacost-recoverypricingstrategybyincreasingthepriceperkilogramtoN$15bythe2018/19financialyearandthentocontainthepriceatthislevelovertheremainingstrategicperiod.

•  Toensurethatfitnesscer/ficatesaresecuredasrequiredatanygiven/me(100%compliance).•  Toachievebreak-even(costvsincome)bythe2018/19financialyearandtomaintainfinancialsustainabilitytherea]er.

•  TocapacitatetheNFCPTbyrecrui/ngandretainingatleast80percentcompetentstaffmembersaspertheapprovedorganisa/onalcomplement.

•  Toimplementrelevantandappropriatestrategiestoachieveastaffsa/sfac/onlevelof85percent.•  Toenhancethephysicalandsystemsecuritytoensurezero(0)securitybreachesoverthestrategicperiodtoreducelosses.

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13

# Strategic Initiatives / Projects

F1.1 Review Pricing Model. F1.2 Develop a strategy to secure quota allocation. F1.3 Develop a strategy to secure funding for capital projects. S1.1 Facilitate Customer Satisfaction / Behaviour Survey and implement improvement

plans based on outcomes. S1.2 Develop and implement a comprehensive Sales and Marketing Strategy. S1.3 Develop and implement product diversification strategy. S1.4 Implement Customer Service Capacity Building / Training I1.1 Establish Fish Shops in Oshikoto- and Kavango West Regions (2016/17);

Otjozondjupa (2018/19); Zambezi (2020/21) - Investigate Smart Partnership I1.2 Develop Cost-Recovery Business Model I1.3 Review fleet requirements and acquire relevant fit-for-purpose vehicles. Acquire

one truck in 2016/17, another truck with trailor in 2017/18, smaller vehicle in

2018/19 I2.1 Conduct Processes Efficiency Study to reduce costs. I2.2 Ensure that all departments are audited during the 2016/17 financial year. I2.3 Develop Legal- and Risk Registers and Board Charters C1.1 Implement Reward and Recognition Strategy C1.2 Implement Performance Management System until BA Level

C1.3 Develop Human Capital Strategy (satisfaction survey, career path, succession, competency

based training) C1.4 Review Physical Security and ICT function as per gap analysis and implement robust

strategies to minimise losses / breaches.

14

6.2TheNFCPTshallengagethefollowingseventeen(17)keystrategicprojectsaspertheStrategicScorecard(refertoAnnexureA):

16

7.ConclusionThe Namibian fishing sector generated N$10 billion in export revenue during the 2015/2016 season, asignificant43percentincreasefromthepreviousfinancialyearof2014/2015thatgeneratedN$7billion.This was revealed by theMinister of Fisheries andMarine Resources Bernard Esau when he spoke tostakeholdersinthefishingindustryatWalvisBayduringFebruary2016.Thiscanbeafributedtoimprovedrevenueduetothesizeofthefisheries,thefavourableexchangerates,increasedvalueaddi/onandbeferpricesinsomemarkets.ItisagainstthiscontextthattheNamibianfishingsectorhasthemoralobliga/ontoreinvestsomeoftherevenue generated back into the na/on via relevant vehicles such as theNFCPTwhichwas specificallycreated with the purpose of distribu/ng quality, affordable fish products to less privileged people insociety.TheNFCPTshallcon/nuetoengagestrategicpartnerstoensurethatthetrustexpands itsfootprintandstrengthens its posi/on to con/nue to provide an excep/onal service to the Namibian na/on therebyhonouringitsmandate.

Bringing fish to the nation

14

# Strategic Initiatives / Projects

F1.1 Review Pricing Model. F1.2 Develop a strategy to secure quota allocation. F1.3 Develop a strategy to secure funding for capital projects. S1.1 Facilitate Customer Satisfaction / Behaviour Survey and implement improvement

plans based on outcomes. S1.2 Develop and implement a comprehensive Sales and Marketing Strategy. S1.3 Develop and implement product diversification strategy. S1.4 Implement Customer Service Capacity Building / Training I1.1 Establish Fish Shops in Oshikoto- and Kavango West Regions (2016/17);

Otjozondjupa (2018/19); Zambezi (2020/21) - Investigate Smart Partnership I1.2 Develop Cost-Recovery Business Model I1.3 Review fleet requirements and acquire relevant fit-for-purpose vehicles. Acquire

one truck in 2016/17, another truck with trailor in 2017/18, smaller vehicle in

2018/19 I2.1 Conduct Processes Efficiency Study to reduce costs. I2.2 Ensure that all departments are audited during the 2016/17 financial year. I2.3 Develop Legal- and Risk Registers and Board Charters C1.1 Implement Reward and Recognition Strategy C1.2 Implement Performance Management System until BA Level

C1.3 Develop Human Capital Strategy (satisfaction survey, career path, succession, competency

based training) C1.4 Review Physical Security and ICT function as per gap analysis and implement robust

strategies to minimise losses / breaches.

14

6.2TheNFCPTshallengagethefollowingseventeen(17)keystrategicprojectsaspertheStrategicScorecard(refertoAnnexureA):

16

7.ConclusionThe Namibian fishing sector generated N$10 billion in export revenue during the 2015/2016 season, asignificant43percentincreasefromthepreviousfinancialyearof2014/2015thatgeneratedN$7billion.This was revealed by theMinister of Fisheries andMarine Resources Bernard Esau when he spoke tostakeholdersinthefishingindustryatWalvisBayduringFebruary2016.Thiscanbeafributedtoimprovedrevenueduetothesizeofthefisheries,thefavourableexchangerates,increasedvalueaddi/onandbeferpricesinsomemarkets.ItisagainstthiscontextthattheNamibianfishingsectorhasthemoralobliga/ontoreinvestsomeoftherevenue generated back into the na/on via relevant vehicles such as theNFCPTwhichwas specificallycreated with the purpose of distribu/ng quality, affordable fish products to less privileged people insociety.TheNFCPTshallcon/nuetoengagestrategicpartnerstoensurethatthetrustexpands itsfootprintandstrengthens its posi/on to con/nue to provide an excep/onal service to the Namibian na/on therebyhonouringitsmandate.

15

Themes

2015/2016 Baseline

2016/20172017/2018

2018/20192019/2020

2020/2021#

ResponsibleCom

pletion Date

Budget 2016/2017

Budget 2017/2018

Budget 2018/2019

Budget 2019/2020

Budget 2020/2021

Assumptions / Risks

O: 15%

C: 87%

underO

: 10%

C: 50%

underO

: 10%

C: 40%

underO

: 10%

C: 30%

underO

: 10%

C: 20%

underO

: 10%

C: 20%

underF1.1

Finance M

anagerS

ep-160.00

0.000.00

0.000.00

Model is A

pproved

5.94

4.54.5

4.54.5

F1.2CEO

Mar-17

0.000.00

0.000.00

0.00S

takeholder Support

25:7530:70

30:7030:70

30:7030:70

F1.3Finance M

anagerM

ar-170.00

0.000.00

0.000.00

Effective strategy

S1.1

Marketing

Manager

June, every 2nd Y

ear150,000.00

0.00165,000.00

0.00181,500.00

Participation R

ate and H

onest Feedback

S1.2

Marketing

Manager

Nov-16

50,000.000.00

0.000.00

0.00R

elevant Strategy

aligned to consumer

behaviour and needs.

S1.3

Operations M

anagerN

ov-160.00

0.000.00

0.000.00

Availability of

guaranteed suppliers

S1.4

HR Manager

August

Annually

67,500.0074,250.00

81,675.0089,842.50

98,826.75E

ffective, quality training that changes behaviour.

10 Regions12 R

egions12 R

egions13 R

egions13 R

egions14 R

egionsI1.1

Operations M

anagerA

s per Target

200,000.000.00

120,000.000.00

130,000.00

Availability of funds;

land and ability to establish sm

art-partnerships.

913

1415

1515

I1.2Finance & O

perations M

anagersN

ov-1680,000.00

0.000.00

0.000.00

Sustainable m

odel

100%100%

100%100%

100%100%

I1.3O

perations M

anagerJul-16

1,500,000.002,000,000.00

700,000.001,000,000.00

1,000,000.00A

vailability of funds

3.62 (-)1.44 (-)

0.44 (-)B

reak-evenB

reak-evenB

reak-evenI2.1

HR Manager

Nov-17

0.00150,000.00

0.000.00

0.00C

ost Reduction due

to harmonisation of

processes.

I2.2CEO

Mar-17

100,000.000.00

0.000.00

0.00D

iligence

I2.3CEO

Sep-16

150,000.000.00

0.000.00

0.00D

iligence to close-out A

udit Findings

76%80%

85%90%

90%90%

C1.1

HR Manager

Feb-170.00

0.000.00

0.000.00

Relevant

New70%

75%80%

80%80%

C1.2

HR Manager

Jun-160.00

0.000.00

0.000.00

Com

mitm

ent, D

iligence

70%80%

85%C

1.3HR M

anagerD

ecember

Annually

0.000.00

0.000.00

0.00S

upport

10

00

00

C1.4

Finance M

anagerD

ec-1690,000.00

200,000.0050,000.00

50,000.0050,000.00

Fit-for-Purpose

Strategy that

enhances efficiencies.

2,387,500.002,424,250.00

1,116,675.001,139,842.50

1,460,326.758,528,594.25

75%

Ensure that all departm

ents are audited during the 2016/17 financial year.

2014/15: Zero

50%60%

65%70%

C1

Implem

ent Custom

er Service C

apacity B

uilding / Training

Develop H

uman C

apital Strategy

(satisfaction survey, career path, succession, com

petency based training)

70%90%

95%

% C

ustomer S

atisfaction (based on com

prehensive consum

er survey) D

evelop and implem

ent a comprehensive

Sales and M

arketing Strategy.

New55%

65%80%

Audit Findings C

losed Out

(%)

Review

Physical S

ecurity and ICT function

as per gap analysis and implem

ent robust strategies to m

inimise losses / breaches.

Strategic Initiatives / Projects

NFC

PT STRA

TEGY

CO

RPORATE SC

OREC

ARD

Fitness Certificates secured

for all Fish Shops (%

)

Operational Efficiency

Productivity Index (as per

Perform

ance Managem

ent S

ystem)

% S

taff Satisfaction

# Security B

reaches

Deliver A

ffordable Quality

Products

Cost vs Incom

e (N$)

95%95%

95%

Capacitate N

FCP

T (People and

System

s)

Current R

atio

Debt-to-E

quity Ratio

% A

chievement on A

nnual M

arketing Plan

CEO

Targets

Vision: To be the preferred fish distributor in Namibia.

Objectives: KRA

Measurem

ents: PI

Customer Satisfaction

High Level Statem

ents

5 Objectives

% C

omplem

ent FilledIm

plement R

eward and R

ecognition S

trategy

Implem

ent Perform

ance Managem

ent S

ystem until B

A Level

Develop Legal- and R

isk Registers and

Board C

harters

# Regional R

epresentation

Financial Sustainability

Review

Pricing M

odel.

Develop and im

plement product

diversification strategy.

Mission: To promote the consumption of fish, making it accessible and affordable in Namibia.

Core Values (Oshi-oyiwa): Integrity Quality Accountability Teamwork Responsibility

Price per K

g (N$ A

verage)D

evelop Cost-R

ecovery Business M

odel

Conduct P

rocesses Efficiency S

tudy to reduce costs.

Facilitate Custom

er Satisfaction /

Behaviour S

urvey and implem

ent im

provement plans based on outcom

es.

Establish Fish S

hops in Oshikoto- and

Kavango W

est Regions (2016/17);

Otjozondjupa (2018/19); Zam

bezi (2020/21) - Investigate S

mart P

artnership

Review

fleet requirements and acquire

relevant fit-for-purpose vehicles. Acquire

one truck in 2016/17, another truck with

trailor in 2017/18, smaller vehicle in

2018/19

Organisational Capacity

Enhance O

perational Efficiency

14 Indicators

% B

udget Variance (C

AP

EX,

OP

EX)

Develop a strategy to secure quota

allocation.

Develop a strategy to secure funding for

capital projects.

F1

Prom

ote Fish Consum

ption

S1I1I2

Ensure Financial S

ustainability

ANN

EXUREA–N

FCPTSTRATEGICSCO

RECARD

15

Br

ing

ing

fish to

the n

atio

n

16

End

Bringing fish to the nation