Ministry of Commerce STRATEGIC PLAN 2022 2026

Republic of Zambia
Ministry of Commerce,
Trade and Industry
STRATEGIC PLAN
2022 - 2026
Republic of Zambia
Ministry of Commerce, Trade and Industry
2022 – 2026
STRATEGIC PLAN
AND BALANCED SCORECARD
December 2022
Prepared by:
Ministry of Commerce,
Trade and Industry in collaboration with
Management Development Division
Cabinet Office
LUSAKA
2022 - 2026 STRATEGIC PLAN AND BALANCED SCORECARD
TABLE OF CONTENTS
ACRONYMS ................................................................................................................................................... i
FOREWORD .................................................................................................................................................ii
ACKNOWLEDGEMENTS .........................................................................................................................iii
EXECUTIVE SUMMARY........................................................................................................................... iv
1.0 INTRODUCTION.................................................................................................................................... 1
2.0 ENVIRONMENTAL ANALYSIS ........................................................................................................... 4
2.1 External Environmental Analysis ......................................................................................................... 4
2.1.1 PESTEL Analysis ............................................................................................................................... 4
2.1.1.1 Political/ Policy .............................................................................................................................. 4
2.1.1.2 Economic ........................................................................................................................................ 5
2.1.1.3 Social .............................................................................................................................................. 6
2.1.1.4 Technological.................................................................................................................................. 7
2.1.1.5 Ecological/Environmental .............................................................................................................. 7
2.1.1.6 Legal ............................................................................................................................................... 8
2.1.2 Client and Stakeholder Analysis ........................................................................................................ 9
2.2 Internal Environmental Analysis ........................................................................................................ 12
2.2.1 Past Performance ............................................................................................................................ 12
3.0 STRATEGIC DIRECTION .................................................................................................................. 15
3.1 Vision .................................................................................................................................................. 15
3.2 Mission Statement ............................................................................................................................... 16
3.3 Core Values ......................................................................................................................................... 16
3.4 Strategic Themes and Strategic Results ............................................................................................. 17
3.4.1 Industrial Development ................................................................................................................... 17
3.4.2 Market Access and Trade facilitation .............................................................................................. 18
3.4.3 Operational Efficiency..................................................................................................................... 18
3.5 Strategic Objectives, Intended Results, Measures, Targets and Strategies ........................................ 19
4.0 ENABLING FACTORS ........................................................................................................................ 25
4.1 Pre – Conditions ................................................................................................................................. 25
4.2 Assumptions ........................................................................................................................................ 26
5.0 IMPLEMENTATION OF THE STRATEGIC PLAN ........................................................................ 26
6.0 RISK MANAGEMENT......................................................................................................................... 27
7.0 MONITORING AND EVALUATION ................................................................................................. 27
MINISTRY OF COMMERCE, TRADE AND
INDUSTRY 2022 - 2026 BALANCED SCORECARD ....................................................................... 29

i 2022 - 2026 STRATEGIC PLAN AND BALANCED SCORECARD
ACRONYMS
8NDP Eighth National Development Plan

BSC Balanced Scorecard
CAG Cluster Advisory Groups
CTI Commerce, Trade and Industry
COVID-19 Corona Virus Disease – 2019
GDP Gross Domestic Product
G2G Government to Government
IA Institutional Assessment
ICT Information and Communication Technology
IP Intellectual Property
M &E Monitoring and Evaluation
MCTI Ministry of Commerce, Trade and Industry
MDD Management Development Division
MoFNP Ministry of Finance and National Planning
NDP National Development Plan
OD Organisational Development
OSBP One Stop Border Posts
PESTEL Political, Economic, Social, Technological, Environmental and Legal
MSMEs Micro, Small and Medium Enterprises
R&D Research and Development
SIs Statutory Instruments
SWOT Strengths, Weaknesses, Opportunities and Threats
AfCFTA Africa Continental Free Trade Area
TFTA Tripartite Free Trade Area

2022 - 2026 STRATEGIC PLAN AND BALANCED SCORECARD ii
FOREWORD
The 2022-2026 Strategic Plan for the Ministry of

Commerce, Trade and Industry focuses on facilitating
a conducive business environment for inclusive growth
and competitiveness of industry and commerce as
espoused in the Eighth National Development Plan
(8NDP) and Vision 2030, thereby contributing to
wealth and job creation. The plan will be underpinned
by implementation of key policies and strategies which
will be critical in achieving the set-out objectives.
These will among others include: The National Trade
Policy, National Industrial Policy, National Intellectual Property Policy, National
Quality Policy, National Export Strategy, National Investment Strategy, National
Standards Strategy, National Strategy for the Implementation agreement of the Africa
Continental Free Trade Area (AfCFTA), and National Strategy on Elimination of
Non – Tariff Barriers impacting Zambia’s Trade.
The Plan provides the Ministry with an operational framework and a clear strategic
direction for the next five years. It is therefore, my expectation that management and
staff will work towards translating this Plan into specific operational work-plans.
I encourage all our stakeholders to get acquainted with this Plan, as they continue
supporting the Ministry in delivering its mandate.
Hon. Chipoka Mulenga, MP

MINISTER OF COMMERCE, TRADE AND INDUSTRY

iii 2022 - 2026 STRATEGIC PLAN AND BALANCED SCORECARD
ACKNOWLEDGEMENTS
The formulation of the 2022-2026 Strategic Plan for

the Ministry of Commerce, Trade and Industry follows
the expiry of the 2018-2021 Plan and was based on
the wider consultations with key stakeholders of the
Ministry. The invaluable feedback obtained from
stakeholders informed the development of the 2022 -
2026 Strategic Plan.
The Ministry is grateful for the support rendered by all

in the review and development processes of the Plan. In
particular, I wish to thank Management Development
Division (MDD), Cabinet Office for their unwavering
guidance and technical support provided in the development of the Plan.
Finally, I wish to thank all members of staff at the Ministry as well as stakeholders
for their effective participation, contribution and dedication in the preparation of this
document.
It is my hope that this Plan will serve as a blue print for execution of the Ministry’s
programmes during the period 2022 to 2026 and its contribution to the realisation of
the development outcomes as espoused in the Eighth National Development Plan.
John Mulongoti
Permanent Secretary
MINISTRY OF COMMERCE, TRADE AND INDUSTRY

2022 - 2026 STRATEGIC PLAN AND BALANCED SCORECARD iv
EXECUTIVE SUMMARY
The Ministry of Commerce, Trade and Industry (MCTI) is responsible for formulating
and administering policies in the commercial and industrial sectors of the country. It
is also responsible for coordinating programmes and activities on trade and industry
in order to enhance the sectors’ contribution to sustainable social economic growth
and development.
This Strategic Plan provides an operational framework for MCTI for the next five
years. It is expected to contribute to enhanced performance of the Ministry as well as
effective implementation of its mandate. The Plan highlights identified areas of focus
and places priority where resources will be applied during the period 2022 to 2026.
The methodology used to develop this Plan involved two phases namely: Institutional
Assessment and Organisational Development. The process was underpinned by the
Balanced Score Card Principles.
The First phase involved undertaking a Performance Assessment, Stakeholder

Engagements and conducting an Institutional Capability Assessment. This involved
assessing the internal environment in which the Ministry operates using various tools
including the McKinsey 7s Model, Change Management Models, Problem Tree,
Objective Tree, and SWOT Analysis. The external environment was assessed using
PESTEL Analysis. The Second Phase involved setting the Strategic Direction for the
period 2022 to 2026. The ministry’s strategic direction comprises the following:
VISION:
“A conducive and sustainable business environment for a diversified and
industrialised economy”.
MISSION STATEMENT:
“To promote and facilitate a conducive environment for competitive business
and industrialisation”.

v 2022 - 2026 STRATEGIC PLAN AND BALANCED SCORECARD
To realise the vision, the Ministry has identified three (3) key result areas of focus
and their related strategic results as follows:
a) Industrial Development resulting in broader industrial base and

competitiveness;
b) Market access and Trade facilitation resulting in increased domestic and
international trade; and
c) Operational Efficiency resulting in High quality services.
Core Values
The Ministry has adopted the following shared values namely:

i. Integrity;
ii. Objectivity;
iii. Accountability;
iv. Transparency;
v. Excellence;
vi. Patriotism; and
vii. Team Work.
Strategic Objectives
MCTI has set itself seven strategic objectives namely:

1) Promote Industry Capacity Development;
2) Improve Market Access and Trade Facilitation;
3) Enhance Stakeholder Collaboration;
4) Improve the Sourcing and Management of Finances;
5) Upgrade Management Information Systems;
6) Improve Human Capital Development; and
7) Improve Logistical and Administrative Support.
The performance targets for each of the strategic objectives have been set along
with strategies on how to achieve them. The performance against the Plan will be
reviewed regularly to ensure attainment of set targets.

2022 - 2026 STRATEGIC PLAN AND BALANCED SCORECARD 1
1.0 INTRODUCTION
1.1 Institutional Background
The Ministry of Commerce, Trade and Industry (MCTI) is responsible for

providing policy direction in the commercial and industrial sectors of the
country. It coordinates programmes relating to trade and industry in order to
enhance the sectors’ contribution to Zambia’s sustainable socio- economic
growth and development.
The mandate of MCTI as guided by subjects contained in Government Gazette

Notice No. 1123 of September 2021 are as follows:
a) Business Names;
b) Business Registration;
c) Commercial, Industrial and Trade Policy;
d) Companies;
e) Competition and Consumer Protection;
f) Copyright;
g) E-Commerce;
h) Industrial Research;
i) Industrialisation Policy;
j) Intellectual Property;
k) Investment Policy;
l) Privatisation Policy;
m) Standardisation, Standards and Quality Assurance; and
n) Weights and Measures.
The Ministry was realigned in 2021 resulting in some of the functions relating
to Co-operatives Development and Medium and Small-Scale Enterprises
(SME’s) being hived off its portfolio.
The Ministry executes part of its mandate through the following Statutory
Bodies under its umbrella:
a) Business Regulatory Review Agency;
b) Competition and Consumer Protection Commission;

2 2022 - 2026 STRATEGIC PLAN AND BALANCED SCORECARD
c) Competition and Consumer Protection Tribunal;

d) Patents and Companies Registration Agency;
e) Zambia Bureau of Standards;
f) Zambia Compulsory Standards Agency;
g) Zambia Development Agency; and
h) Zambia Metrology Agency.
1.2 Operational and Governance Structure
The overall Ministerial policy direction is provided by the Minister responsible

for Commerce, Trade and Industry. The day-to-day operations of the Ministry
are superintended over by the Permanent Secretary. The Permanent Secretary
is assisted by Directors responsible for:
a) Human Resources and Administration;
b) Planning and Information;
c) Industry;
d) Domestic Trade and Commerce;
e) Foreign Trade; and
f) Finance.
1.3 Strategic Operational Linkages
MCTI has established strategic partnerships to foster efficient operations and

effective implementation of its mandate. These include cooperating partners,
private sector and civil society. The partnerships help in fostering and
facilitating value addition, market access, citizens’ participation in commerce,
wealth creation and growth, among others.
1.4 Rationale for Developing the 2022 – 2026 Strategic Plan
The development of 2022 – 2026 Strategic Plan was necessitated by the

develoment of the Eighth National Development Plan (8NDP). This is in
accordance with the National Planning and Budgeting Act No. 1 of 2020
which requires an Institution to prepare its Strategic and Implementation Plan
in line with the National Development Plan (NDP).

1.5 Methodology
The development of the 2022 to 2026 Strategic Plan involved a consultative

approach guided by Management Development Division. The process was
completed through the participation of the Ministry’s representation from
Management and Staff.
The Strategic Plan process involved two phases namely; Institutional

Assessment (IA) in Phase I and Organisational Development (OD) using
the Balanced Scorecard principles in Phase II. The IA involved conducting
an Assessment of the Ministry’s Performance, Literature Review and
undertaking an Institutional Capability Assessment of the Ministry’s distinctive
competencies. The Institutional Capability Assessment consisted of an analysis
of the internal environment in which MCTI operates. This was undertaken using
various tools which included the McKinsey 7s Model, Change Management
Models, Objective and Problem Trees, Strength, Weaknesses, Opportunities
and Threats (SWOT). In addition, an analysis of the external environment was
undertaken using the Political, Economic, Social, Technological, Environment
and Legal (PESTEL) tool.
Further, engagements were held with Management, Staff, Clients and

Stakeholders to provide input in the development of the new Strategic Plan.
The information collected from the IA was used to facilitate the Organisational
Development in Phase II on determining the Ministry’s strategic direction for
the next five years in relation to its Vision, Mission, Core Values, Strategic
Themes and Results, Strategic Objectives and Intended Results, Targets and
Strategies. The Plan was validated by various stakeholders and approved by
Top Management.

2.0 ENVIRONMENTAL ANALYSIS
The analysis of the environment in which MCTI operated during 2018-2021 Plan
period was conducted from two broad perspectives, the external and the internal
environments. Based on the analysis, strategic issues with critical impact on the
Ministry’s operations were identified.
2.1 External Environmental Analysis
During the period under review, a number of major developments happened

which had a bearing on the performance of the Ministry and its future outlook.
The major developments in the external environment and their implications
on MCTI are as follows:
2.1.1 PESTEL Analysis
2.1.1.1 Political/ Policy

During the period of the Strategic Plan, Zambia experienced a stable political
environment, evidenced by continued political support and consistency
in policy direction. The Government focused on growing priority sectors,
increasing foreign direct investment inflows and creating jobs. In addition,
the Government developed a number of policies including National Industrial
and Trade Policies respectively, that support economic diversification and job
creation as well as enhancing domestic and international trade.
The Government will continue its pivotal role of improving the

business environment in the Country by undertaking the following
interventions as espoused in the 8NDP:
Strategic Development Area 1: Economic Transformation and Job Creation

Development Outcome: Competitive Private Sector
Strategy 1: Promote domestic and international trade and investment
Strategy 2: Improve access to finance for production and exports
Strategy 3: Enhance the competitiveness of locally produced products
Strategy 4: Promote policy consistency and coherence

Programmes: (i) Trade Facilitation; (ii) Market Information Services; (iii)

Commodity Exchange Platform; (iv) Inter-country Trade Centre Establishment;
(v) Private sector regional and international trade negotiations; (vi) International
Cooperation and Economic Diplomacy; (vii) Investment promotion; (viii) Crowd
funding promotion; (ix) Venture capital promotion; (x) Capital market sensitisation;
(xi) Agro-Value Chains Credit Promotion; (xii) Product standardisation and quality
assurance; (xiii) Research and development promotion; (xiv) Private sector and
competitiveness reform implementation; and (xv) Public-Private Sector Policy
Dialogue.
2.1.1.2 Economic
a) Economic Recovery Measures
The Government instituted austerity measures on spending which included

the issuance of Cabinet Office Circular Number 7 of 2019: Implementation of
Austerity Measures in all Ministries, Provinces and Other Spending Agencies.
During the period under review, Cabinet Office issued Circular Number
7 of 2019 which introduced adjustment and realignment of expenditure,
restrictions on recruitment of staff, and travel of staff across districts. Whilst
the Government’s implementation of austerity measures was fundamental
to economic stabilisation, the measures resulted in low funding levels for
the Ministry. Therefore, the implementation of programmes was negatively
affected as the Ministry could not undertake all planned activities.
b) Fluctuating Exchange and Inflation Rates
There were fluctuations in the foreign exchange rates rising from K10.0677
per US$1 in January 2018 to K22.6927 per US$1 in July 2021 before closing
at K16.6931 per US$1 in December 2021. Similarly, inflation rates rose from
7.9% in December 2018 to a peak of 26.4% in June 2021 before closing
at 16.4% in December 2021. The fluctuating foreign exchange and inflation
rates negatively affected implementation of programmes due to increased
operational costs.

In view of the negative effects associated with the above developments, the
Ministry will continue rationalising use of available resources and instituting
relevant measures to support economic recovery.
2.1.1.3 SOCIAL
a) Rising Unemployment Rate
The 2020 Labour Force Survey shows that unemployment rate stood at
an average of 13.8% compared to 12.5% in 2019 and 11.4% in 2018. The
increased unemployment rates created pressure and increased demand for
the Ministry to create job opportunities.
The Ministry will develop strategies to provide a conducive environment for

private sector development to ensure job creation.
b) Increased use of social media
During the period under review, there was an upsurge in the use of social media
platforms such as WhatsApp and Facebook. This improved communication
and information sharing with the public and other stakeholders resulting in
enhanced collaboration, feedback and efficiency of service delivery.
The Ministry will increase and optimise the use of social media to disseminate
information.
c) Outbreak of COVID-19 Pandemic
The outbreak of the COVID-19 pandemic led to social psychological and

emotional distress. In particular, a number of staff contracted the disease.
Further the need for quarantining of staff that were exposed to COVID led
to a lean staff during the period. These negatively affected operations of the
Ministry and the implementation of programmes. In addition, operational
costs on the side of staff went up to accommodate the use of ICT to ensure
continuity of work where it was highly essential to do so.

To avert the implications on operations, the Ministry will continue adhering to Health
Guidelines on prevention of pandemics.
2.1.1.4 TECHNOLOGICAL
a) Centralised provision of internet services and other Information and

Communication Technology related services by Smart Zambia Institute
Government through the Smart Zambia Institute introduced the centralised

provision of internet services and other ICT related services. The centralisation
entailed standardisation of Government software and hardware, centralised point
of payment of Internet subscriptions, efficient Government to Government (G2G)
interaction across multiple channels through the use of Skype, outlook, Teams
and IP phones and other services.
This resulted in efficiency in information sharing, reduced cost of operations and

improvements in implementation of programmes under the Ministry. In addition,
during the COVID-19 Pandemic the use of virtual conferencing facilities
introduced through the centralisation provided a lower cost of work as well as
accommodating a measure to reduce face to face interactions.
2.1.1.5 ECOLOGICAL/ENVIRONMENTAL
a) Climate variability
During the period under review, the country experienced effects of climate change
which included droughts and floods in some parts of the country. This affected
crop production such as maize, soya beans, wheat and others. As a result, the
country experienced market distortions due to import and export restrictions that
were aimed at mitigating the effects of climate change in the agriculture sector.
This affected the growth of the agriculture sector and ultimately the manufacturing
sector.
In this regard, the Ministry had to refocus towards the management of import and
export of these commodities in collaboration with Ministry of Agriculture.

In addition, the Ministry had to focus on facilitation of adaptive initiatives by

the private sector such as promotion of rain water harvesting, use of alternative
energy sources, growing of industrial drought resistance crops such as cassava
and others.
2.1.1.6 LEGAL
There were legal developments that significantly impacted the operations of the
Ministry. These included:
a) Cyber Security and Cyber Crimes Act, 2021 and Data Protection Act,
2021
The Cyber Security and Cyber Crimes Act provides for Cyber security in the
nation and the protection of persons against cyber-crime, among others.
The Data Protection Act, on the other hand, provides for an effective system
for the use and protection of personal data and the regulation of the collection,
use, transmission, storage and otherwise processing of personal data. The two
pieces of legislation provides for strengthened promotion and facilitation of
E-Commerce and data protection for customers.
b) The Border Management and Trade Facilitation Act, 2018
The Border Management and Trade Facilitation Act is an Act to:

i. Provide for coordinated border management and control for the efficient
movement and clearance of goods;
ii. Give effect to the provisions of agreements on one-stop border posts;
iii. Provide for simplified arrangements with adjoining States relating to the
movement and clearance of goods;
iv. Establish control zones and provide for powers of officers in control zones;
v. Provide for the development, management and maintenance of border
infrastructure; and
vi. Authorise the application of the Laws of Zambia and the laws of adjoining
States in one-stop-border pots

To achieve the above objectives, the Ministry will undertake the following
optimisation measures:
i. Support the establishment of more One Stop Border Posts (OSBPs); and
ii. Promote border infrastructure improvement, trade corridor competitiveness
and harmonization of border processes.
2.1.2 CLIENT AND STAKEHOLDER ANALYSIS
a) Clients and their needs
An analysis of the clients’ needs is presented in the table below:
NO. CLIENT CLUSTER NEED
 Access to accurate and timely information on

trade and industry related matters
 Policy guidance
Producers of goods and
1  Market access
services
 Favourable Business and investment climate
(Ease of Doing business/facilitated trade)
 Promotion of local products
 Access to information and data on trade and

industry related needs.
Higher Learning
2  Collaboration on applied research
Institutions
 Facilitation of commercialisation of innovations
 Collaboration for industrial attachments

trade and industry related matters.
3 Statutory Bodies  Facilitate Financial aid for policy
implementation
 Policy guidance
 Access to commerce, trade and industry

information
Line Ministries and
4  Collaboration on various matters
Government Institutions
 Linkages with relevant regional and
international bodies

NO. CLIENT CLUSTER NEED

the domestic retailing market
 Access to policies and strategies on Commerce,
Trade and Industry
Retail and Wholesale  Facilitation for increased capacities for
5
Stores predictable supplies
 Facilitation of acceptable standards for goods
and services
 Facilitation of Sanitary and Phytosanitary (SPS)
 Conducive business environment
 Access to commerce, trade and industry

information
 Trade facilitation
6 Business Associations
 Market access
 Policy guidance
 Public Private Dialogue platforms
 Accurate and reliable information

7 Media Houses
 Dialogue platform
b) Stakeholders and their interests

The interests/concerns of stakeholders are shown below:
NO. CLUSTER AREA OF INTEREST
 Trade and Industrial Policy direction

 Trade and Industry data
1 Academia  Trade Agreements
 Investment Agreements
 Strategies on Trade and Industry

 Policy and strategies development on:

- Industry competitiveness and product diversification
- Market access
Business
2 - Trade facilitation
Associations
 Advocacy for policy change/development
 Capacity building programmes
 Local and international Business linkages
 Adherence to Budget and NDP

 Accountability for resources and assets
 Implementation of adequate Financial control
 Adherence to Government policies
 Effective implementation of Ministerial mandate
 Effective Administration
 Adherence to Labour Laws
Government  Joint strategies for implementation of government projects
3
Institutions  Coordinate the signing of international treaties and
Contracts
 Collaboration on development and implementation of the
Policy on domestic commerce trade and investment
 Adherence to prevailing legislation
 Adherence to procurement procedures
 Implementation of Commerce, Trade and Industry public
programmes
 Collaboration on Trade Policies and strategies

 Investment policies and trade facilitation
 Membership subscriptions
 Bilateral, regional and multilateral relations on trade and
Multilateral,
economic development with third parties
Continental
4  Implementation of developed strategies and Commerce,
and Regional
Trade & Industrial polices
Institutions  Implementation of international agreements
 Support for implementation of financing for development
(Agenda 2030,)
 Capacity building

 Collaboration on and access to Empowerment programmes

 Gender mainstreaming programmes
 Access to programme financing
 Access to Ministerial policies, strategies and programmes
 Collaboration on formulation of policies and programmes
Civil Society  Participation in Ministerial and ministry facilitated events
5
Organisations i.e. Expos, Trade fairs etc.
 Partnership for innovation and job growth
 Capacity building
 Ministerial policies, strategies and regulations that
promote a conducive business environment.
 Environmental protection in trade and investments
 Collaboration on formulation of Ministerial policies,

strategies, regulations and programmes.
6 Think Tanks  Collaboration on implementation of programmes
 Collaboration on Monitoring and evaluation of programmes,
policies and strategies
2.2 INTERNAL ENVIRONMENTAL ANALYSIS
This section highlights the past as well as institutional capabilities that would
enable the Ministry perform better in future.
2.2.1 Past Performance
During the period 2018 to 2021, the Ministry recorded an institutional

performance Average score of 63.7% with a rating of 2 using the performance
assessment tool. The process involved the terminal review of each department’s
performance against set targets.
The enablers that contributed to the major achievements during the period
under review were attributed to the following:
a) The establishment of One Stop Border Posts (OSBPs) and promotion of

border infrastructure and trade corridor competitiveness including the
harmonization of border processes;

b) Enactment of the Border Management and Trade Facilitation Act of

2018;
c) Stakeholder support and collaboration;
d) Investment Promotion and Protection Agreements (IPPAs) and
Bilateral Investment Treaties (BITs);
e) Market Access (Ratification of AfCFTA and TFTA); and
f) Construction of 8 industrial yards and operationalisation of 3 yards.
The above performance was, however, impeded by a number of constraining

factors which included following:
a) Inadequate budget allocation and erratic funding;

b) Low awareness among clients;
c) Ineffective stakeholder feedback mechanism;
d) Delayed approval of organisational structure;
e) Low growth rate attributed to the influx of foreign products which
affected the infant industries; and
f) COVID-19 pandemic.
2.3 INSTITUTIONAL CAPABILITY ASSESSMENT
2.3.1 McKinsey 7S Model

An Institutional Capability Assessment was conducted on the Ministry using
the McKinsey 7S Model. A number of challenges were noted that affected
implementation of the Ministerial mandate. These included:
a) Some targets in the Strategic Plan could not be achieved as they were
outside the control of the Ministry;
b) The organisational structure did not adequately provide for some positions
while some functions were missing;
c) Inadequate systems, rigid and bureaucratic processes;
d) Some of the staff did not have relevant skills; and
e) Lack of awareness and non-adherence to shared values by some members
of staff.

The Ministry will implement strategies identified during the assessment to

ensure that challenges are addressed for effective implementation of the 2022
to 2026 Strategic Plan.
2.3.2 SWOT Analysis

An analysis of Strengths, Weaknesses, Opportunities and Threats (SWOT)
was conducted to identify internal and external factors that would facilitate or
hinder the implementation of interventions identified during the Institutional
Capabilities Assessment. The table below highlights the SWOT analysis.
STRENGTHS WEAKNESSES
1) Availability of qualified, competent and 1) Lean structure
committed staff 2) Lack of decentralised structure
2) Appropriate policy and legal framework 3) Poor M&E mechanisms
3) Dynamic and robust operational systems 4) Poor information dissemination
4) Supportive leadership towards 5) High staff turnover
programme implementation
5) Established relationships with
stakeholders
6) Established Statutory Bodies (SBs) as a
mechanism to implement the Ministerial
mandate
OPPORTUNITIES THREATS
1) Availability of technical support from 1) Stakeholder interference in
Cabinet Office towards the development programmes
of the Strategic Plan, development of 2) Inadequate Budget Allocation and
systems and review of the structure. erratic funding
2) Goodwill and support from cooperating 3) Overlapping mandates in the
partners execution of empowerment
3) Increased demand from the public for our programmes
services 4) Delayed Treasury Authority to
4) Availability of bilateral, regional and operationalise organisational
multilateral trade agreements structure
5) Political will 5) Fluctuating macroeconomic
6) Availability of Scholarships and conditions
internships for training programmes 6) Global economic shocks as a
result of COVID-19 Pandemic
and climate change

3.0 STRATEGIC DIRECTION
The Ministry’s Strategic Direction is guided by pillar 1: Economic Transformation

and Job Creation of the 8NDP. Therefore, the Ministry will contribute to economic
transformation and job creation through strategies and programmes that facilitate
and promote a competitive private sector. To do this, the Ministry will leverage on
existing Ministerial programmes as stipulated in its mandate and these include the
following:
a) Competition and Consumer Welfare;

b) Standards and Quality Assurance;
c) Industrial and Enterprise Development; and
d) Trade Facilitation, Promotion and Market Access.
The 2022 - 2026 Strategic Plan has been developed to facilitate effective execution
of the Ministry’s mandate. In this regard, the Plan provides an operational framework
that will enable the Ministry to focus on key areas for successful attainment of
institutional goals. The framework outlines the Ministry’s strategic direction taking
into account the aspirations of Government, 8NDP and Vision 2030.
The Ministry’s Strategic direction for the period 2022 - 2026 is outlined below:
3.1 Vision
The Ministry envisions itself in the next five years as “A conducive and
sustainable business environment for a diversified and industrialised
economy”.
Through this vision, the Ministry will create an enabling business environment
for both public and private sectors to produce quality goods and services. The
Ministry envisages that the sector will enhance value addition that will lead
to high industrialisation and increased competitiveness of locally produced
goods and services.

3.2 Mission Statement

The Mission of the Ministry is “To promote and facilitate a conducive
environment for competitive business and industrialisation.”
Through this Mission, the MCTI will contribute to the growth of the economy
by formulation of policies, strategies and regulations that support value
addition, job creation, market access, inclusive growth and competitiveness
of commerce and industry.
3.3 Core Values

The institutional culture will be drawn from observing the following core
values:
a) Integrity
We will perform our duties in honesty and uphold the highest moral
ethics.
b) Objectivity
We will treat everyone fairly without bias in our provision of services.
c) Accountability
We will take responsibility for our actions and the outcomes of our
decisions in the execution of our mandate.
d) Transparency
We will be open in the execution of our mandate and will not disclose
privileged information to unauthorised persons.
e) Excellence
We will deal with the affairs of the public efficiently, promptly and
effectively without bias or maladministration.
f) Patriotism
We will put the interests of the Nation above one’s personal interests
and promote national values.

g) Team work
We will be united in the execution of our duties.
3.4 Strategic Themes and Strategic Results

The Ministry will focus on three key strategic themes and associated strategic
result areas namely:
a) Theme 1: Industrial Development resulting in broader industrial base

and competitiveness;
b) Theme 2: Market access and Trade facilitation resulting in Increased

domestic and international trade; and
c) Theme 3: Operational Efficiency resulting in quality services.
3.4.1 Industrial Development

The first key result area on Industrial Development often refers to new or
pioneer industries that did not exist in the past. This will involve transforming
Zambia from a producer and exporter of primary products into a net exporter of
value-added goods by utilising local primary resources. This is in line with the
aspiration of the 8NDP Pillar 1: Economic Transformation and Job Creation.
Industry includes agriculture and mining which are collectively referred to as

the primary sector. It also includes manufacturing and construction activities
which are referred to as the secondary sector. Additionally, the term Industry
denotes services which constitute the tertiary segment.
Industrial Development promotes the diversification of production, facilitates

the creation of inter-sectoral and inter-industry linkages, promotes the
establishment of value chains across all sectors, promotes the development of
industry specific skills and facilitate the shifting of economic activity towards
higher value-added activities to spur sustainable economic growth.

Industrial development facilitates greater citizen involvement in wealth and

job creation through value addition activity nationwide by fostering backward
and forward linkages, promoting the development of value chains and building
a diversified industrial base around priority sectors.
The focus on Industrial Development is expected to result in broader industrial

base and Competitiveness.
3.4.2 Market Access and Trade facilitation
These are key avenues through which sustainable development, economic

growth and job creation can be attained in line with Government priorities.
The Ministry will therefore, work towards ensuring effective participation of
private sector players in domestic, regional and international trade. In addition,
the Ministry will endeavour to provide policy and legal framework to eliminate
barriers to trade in order for the private sector to thrive and produce quality
goods and services competitively and on a sustainable basis.
The focus on this second key result area is expected to result in overall
increased domestic, regional and international trade.
3.4.3 Operational Efficiency
Under this theme, the Ministry will focus on enhancing service delivery.
This entails improving the sourcing and management of finances, improving
planning and coordination of the formulation and review of policies, legislation
and programmes, upgrading management systems as well as improving
human capital development. In addition, it involves improving procurement
of works, goods and services in order to ensure attainment of value for money
and efficient utilisation of the Ministry’s resources. Further, it involves
improving the provision of assurance and consulting services to the controlling
officer and audit committee on all matters relating to internal controls, risk
management and governance processes. It also involves improving logistical
and administrative support provided to staff for efficient operations. These
efforts are expected to result in high quality services.

3.5 Strategic Objectives, Intended Results, Measures, Targets and Strategies
In view of the key focus areas above, the Ministry has developed Seven (7)
strategic objectives to successfully implement its mandate as highlighted
below.
Strategic Market Access and Trade Operational

Industrial Development
Themes Facilitation Efficiency
Increased market share for High

Strategic Broader Industrial base
local products Domestically Quality
Results and Competitiveness
and Internationally Services
Strategic Objectives
1 Promote Industry Capacity Development
2 Improve Market Access and Trade Facilitation
3 Enhance Stakeholder Collaboration
4 Improve the Sourcing and Management of Finances
5 Upgrade Information Management Systems
6 Improve Human Capital Development
7 Improve Logistical and Administrative Support
3.5.1 Strategic Objective 1: Promote Industry Capacity Development
The focus on Industrial Development will require promoting Industry Capacity

Development that supports value addition and production of competitive
goods and services. This will entail the Ministry:
a) Promoting manufacturing;
b) Promoting rural industrialisation;
c) Strengthening productivity enhancement mechanisms in the Priority
Sectors;
d) Promoting innovation, technological capabilities, R&D and
commercialisation of innovations;
e) Promoting and facilitating investment linkages for value addition;

f) Promoting primary production;

g) Promoting local content in local production;
h) Developing and implementing a National Quality Infrastructure and
Technical Regulations Framework;
i) Facilitating training of technical assessors;
j) Promoting linkages between national quality institutions and
manufacturing companies;
k) Promote an efficient, cost effective and accessible business licensing
system; and
l) Strengthening the capacity of standards and quality assurance institutions.
These strategies are expected to result in enhanced value addition and

productivity as well as enhanced competitiveness of goods and services.
3.5.2 Strategic Objective 2: Improve Market Access and Trade facilitation

Under this strategic objective, the Ministry will focus on improving procedures
and controls governing the movement of goods and services in order to reduce
the cost of trade transactions and enhance Market Access. This will be attained
by undertaking the following Strategies:
a) Promote business linkages for producers to domestic markets;

b) Promote and facilitate linkages for producers to international markets;
c) Facilitate development of standards for quality assurance and metrology
services for local manufacturers;
d) Promote R&D and product development;
e) Promote local and foreign investment in strategic sectors;
f) Enhance access to finance for exports;
g) Facilitate market access;
h) Promote Proudly Zambia Campaign; and
i) Facilitate the reduction of cost of doing business.
These interventions are intended to result in increased domestic exports.

3.5.3 Strategic Objective 3: Enhance Stakeholder collaboration

The Ministry considers stakeholders as key to the effective implementation of
its mandate. Enhancing Stakeholder collaboration will be facilitated by:
a) Develop and implement a stakeholder engagement plan; and

b) Expedite the development and implementation of a Communication
Strategy
These initiatives are expected to result in optimal stakeholder support and

satisfaction.
3.5.4 Strategic Objective 4: Improve the sourcing and management of

finances
The resourcing and management of financial resources is key to implementation
of Ministerial programmes. The focus on Operational Efficiency will enable
the Ministry improve in this area. This will be made possible by undertaking
the following strategies:
a) Develop and Implement a Resource Mobilisation Strategy

b) Improve linkages between policies, strategies, priority programmes against
resource allocation;
c) Enhance monitoring of revenue collection for statutory bodies;
d) Enhance internal controls; and
e) Develop and implement a Risk Management Policy.
The above measures are intended to result in adequate funding and enhanced
accountability.
3.5.5 Strategic Objective 5: Upgrade information management systems

The focus on Operational Efficiency will also entail establishing information
management systems. The following initiatives will be pursued:
a) Review and streamline Management Systems;
b) Expedite the development and implementation of a Service Delivery
Charter; and

c) Enhance ICT infrastructure and management.
These initiatives are expected to result in increased operational efficiency at

the Ministry.
3.5.6 Strategic Objective 6: Improve Human Capital Development
Operational Efficiency focus will partly depend on improving Human Capital

Development. To ensure improvement in human capital development, the
Ministry will embark on:
a) Review and operationalise the Organisation Structure;

b) Enhance implementation of capacity building programmes;
c) Strengthen Integrity Committee operations; and
d) Strengthen staff sensitisation on the Code of Ethics.
The above strategies are expected to culminate in high staff performance and
positive work culture.
3.5.7 Strategic Objective 7: Improve logistical and administrative support
Another important aspect of Operational Efficiency is the need to improve

logistical and administrative support. To ensure improvement in logistical and
administrative support, MCTI will undertake the following initiatives:
a) Strengthen adherence to Annual Procurement Plans; and

b) Develop and implement an Asset Management Plan.
The above initiatives are intended to result in a conducive work environment

satisfactory to staff needs and improve service delivery.

Refer to the table below for the detailed Strategic Plan log-frame, and the Balanced
Scorecard in Appendix I.
Detailed Matrix of Strategic Themes, Strategic Results, Strategic Objectives, Measures, Targets and
Strategies
Strategic Industrial Market access and Trade

Operational efficiency
Theme development facilitation
Broader
Increased market share for
Strategic industrial
local products Domestically High quality services
Results base and
and Internationally
competitiveness
Strategic Objective 1: Promote Industry capacity development

Intended Baseline
Measures Targets Strategies
Results (2021)
• Promote manufacturing
• Promote rural industrialisation
15% Contribution • Strengthen productivity enhancement mechanisms in the Priority
Percentage Sectors
Enhanced value of the
Contribution of 8.7% of
addition and Manufacturing • Promote innovation, technological capabilities, R&D and
the Manufacturing GDP
productivity Sector to GDP by commercialisation of innovations
Sector to GDP
2026 • Promote and facilitate investment linkages for value addition
• Promote primary production
• Promote local content in local production
• Develop and implement a National Quality Infrastructure and

Technical Regulations Framework.
Enhanced Percentage of 50% of
80% of local • Facilitate training of technical assessors
Competitiveness locally produced local
products in chain • Promote linkages between national quality institutions and
of goods and products in chain products in
stores by 2026 manufacturing companies
services stores chain stores
• Strengthen the capacity of standards and quality assurance
institutions
Strategic Objective 2: Improve Market Access and Trade facilitation

Intended Baseline
Results (2021)
33.6% of • Promote business linkages for producers to domestic markets
Percentage domestic At least 36%
increase in the increase in the • Promote and facilitate linkages for producers to international
exports
domestic export domestic exports markets
value
Increased value value by 2026 • Facilitate development of standards for quality assurance and
domestic metrology services for local manufacturers
exports • Promote R&D and product development
• Promote local and foreign investment in strategic sectors
24.3% At least 30%
Percentage • Enhance access to finance for exports
of Non- increase in
Increase in Non- • Facilitate market access
Traditional Non-Traditional
Traditional Exports
Exports Exports by 2026 • Promote Proudly Zambian Campaign
• Facilitate the reduction of cost of doing business

Strategic Objective 3: Enhance Stakeholder collaboration

Intended Baseline
Results (2021)
80% positive
Optimal Percentage • Develop and implement a stakeholder engagement plan
Not feedback from
stakeholder feedback from • Expedite the development and implementation of a
established stakeholders by
support stakeholders Communication Strategy
2026
Strategic Objective 4: Improve the sourcing and management of finances

Intended Results Measures Baseline (2021) Targets Strategies
Adequate funding Proportion • Develop and Implement a Resource

100% collection against
collection against 100% Mobilisation Strategy
revenue targets annually
revenue
• Improve linkages between policies,
Percentage 100% Compliance strategies, priority programmes against
100% compliance to the resource allocation
compliance to the to the approved
approved budget annually
approved budget budget • Enhance monitoring of revenue collection
Enhanced
for statutory bodies
accountability Number of Audit Unqualified Audit Unqualified Audit Reports
Reports Report annually • Enhance internal controls
• Develop and implement a Risk
Percentage Audit 70% Audit 98% audit recommendations
Management Strategy
Recommendations Recommendations implemented annually
Strategic Objective 5: Upgrade information management systems
100% services undertaken compliant

Percentage services Draft Service Charter to the Ministerial Service Delivery • Review and streamline
Charter annually Management Systems
Increased Availability of network 20/7 Network 24/7 Network services available by • Expedite the development and
Operational services services available 2026 implementation of a Service
efficiency Delivery Charter
Number of systems
1 System developed 2 Systems developed by 2026 • Enhance ICT infrastructure and
developed
management
Number of backup system 0 1 backup system developed by 2026
Strategic Objective 6: Improve human capital development

• Review and operationalize the

Percentage Staff Organisation Structure
Improved staff 85% Staff Performance against set
Performance against set Not established
performance targets annually • Enhance implementation of
targets
capacity building programmes
• Strengthen Integrity Committee

Positive work Percentage staff adherence 100% staff adherence to the Code of operations
Not measured
culture to the Code of Ethics Ethics annually • Strengthen staff sensitisation on
the Code of Ethics
Strategic Objective 7: Improve logistical and administrative support

Conducive work Percentage staff feedback Not established 85% staff positive feedback received • Strengthen adherence to
environment on office environment on office environment annually Annual Procurement Plans
• Develop and implement an
Asset Management Plan

4.0 ENABLING FACTORS
Implementation of this 2022 to 2026 Strategic Plan will be dependent on availability

of critical success factors. These factors are both internal (Pre-conditions) and external
(Assumptions). Pre-conditions are factors within the control of MCTI that will be
necessary to ensure successful implementation of the Plan. In contrast, Assumptions
are factors outside the control of MCTI needed for successful implementation of the
Plan. The Pre-conditions and Assumptions are highlighted below:
4.1 PRE – CONDITIONS
a) Availability of Competent and Committed Staff

The Ministry will require adequate staff that are committed to duty, highly
skilled and competent to effectively execute its mandate.
b) Adequate and Efficient Operational Systems

The Ministry will require to review and enhance its processes and procedures
to ensure efficiency in all operations.
c) Supportive Management and Leadership

There will be supportive Management and Leadership that ensures goal
congruence of among all members of staff for successful execution of the
Ministry’s mandate.
d) Ownership of the Strategic Plan

All members of staff will be aware of the Strategic Plan and fully own its
contents to ensure achievement of set targets.
e) Appropriate Inter Policies and Institutional Framework

The Ministry will develop appropriate internal Policies that will facilitate
smooth implementation of its mandate. In addition, the Statutory Bodies (SBs)
will realign their operations to ensure effective linkages between them and the
Ministry.

4.2 ASSUMPTIONS
a) Support from the Political leadership
There will be support from the Minister responsible for MCTI and other
political leaders to ensure all Ministerial programmes are fully implemented.
b) Supportive Stakeholders
The Ministry will strive to ensure a good working relationship with key
stakeholders. This will provide opportunities for the Ministry to receive
comprehensive technical, material and financial support from its stakeholders
for effective implementation of its mandate.
c) Timely and adequate funding

The Ministry will continue engaging the Treasury for timely and adequate
funding for programme implementation.
d) Conducive Policy and Legal Framework

With all relevant Policies and strategies being put in place for the CTI sector,
the Ministry will require enabling legislation supporting their execution. A
predictable Policy and Legal environment is key to ensure all sector players
have adequate guidance for effective participation.
e) Economic Stability
For effective facilitation of CTI sectors, the Ministry will require a stable and
conducive economic environment at domestic, regional and global stages.
f) Responsive Organizational Structure

With the increasing demand for services, there will be need to have a structure
that addresses MCTI’s staffing requirements necessarily for efficient and
effective service delivery.
5.0 IMPLEMENTATION OF THE STRATEGIC PLAN
The Strategic Plan will require the development of an Implementation Plan for
attainment of set institutional goals.

An Implementation Plan provides a step-by-step guide towards implementation

of strategies to realise the strategic objectives, strategic results and ultimately the
vision. The Implementation Plan will inform all Annual Operational Plans and
Individual Work Plans with SMART targets. This will ensure realistic targets in line
with institutional capabilities and available resources.
The Department of Planning and Information will coordinate the implementation,

monitoring and evaluation of this Strategic Plan. The Department will ensure that
corrective measures are proposed and instituted to ensure attainment of the desired
outcomes.
6.0 RISK MANAGEMENT
It is a requirement that each Ministry develops and implements a Risk Management

Strategy in line with the guidelines and CAG requirement by the Ministry of Finance
and National Planning. The Risk Management Strategy identifies, assesses, manages
and provides how control of possible risks or events leading to risks will be achieved.
An assessment was conducted on the environment within which the Ministry operates
which identified probable threats that may impact its operations. The environment
within which MCTI operates is susceptible to changes that may negatively affect its
operations. The Ministry will, therefore, implement a rigorous Plan to monitor its
operations and environment in order to address risks swiftly.
7.0 MONITORING AND EVALUATION
Monitoring and Evaluation is key to effective implementation of the Strategic Plan. The
Ministerial M&E Framework will be enhanced to facilitate the tracking of progress.
This will also facilitate performance review against set targets in the Strategic Plan.
Monitoring and evaluation (M&E) will be done at Individual, Departmental and
Institutional levels. Progress reports prepared on implementation of the Plan will
be coordinated by the Planning and Information Department. All progress reports
will be submitted to Management for consideration and action. M&E is pivotal to
Performance Management.

The Ministry will mentor its Staff and monitor their progress towards implementation
and attainment of set targets.
M&E Reports will be compiled on a quarterly basis and the final reports will be
issued on an annual basis at all levels.
A mid-term review of this Plan will be undertaken. During the midterm review, the
Ministry may realign the programmes and strategies to ensure the attainment of
overall desired results contained in this Plan. A terminal review of the Plan will be
undertaken in 2026 to establish the full extent of its implementation.

MINISTRY OF COMMERCE, TRADE AND INDUSTRY 2022 - 2026 BALANCED SCORECARD
VISION A conducive and sustainable business environment for a diversified and industrialised economy
MISSION To promote and facilitate a conducive environment for competitive business and industrialisation
STRATEGIC THEMS Industrial Development Market access and Trade facilitation Operational Efficiency
STRATEGIC RESULTS Broader Industrial base and Competitiveness Increased domestic and international trade High Quality services
CORE VALUES Integrity, Objectivity, Accountability, Transparency, Excellence, Patriotism and Team Work
Strategic Objectives and Strategy Map Measures Targets Strategies

• Percentage Contribution of the • 15% Contribution of the Manufacturing • Promote manufacturing
Manufacturing Sector to GDP Sector to GDP by 2026 • Promote rural industrialisation
• Percentage of locally produced • 80% of local products in chain stores by • Strengthen productivity enhancement mechanisms in the
products in chain stores 2026 Priority Sectors
• Percentage increase in the • At least 36% increase in the domestic • Promote innovation, technological capabilities, R&D and
Promote Improve domestic export value exports value by 2026 commercialisation of innovations
Enhance
Industry Market Access • Percentage Increase in Non- • At least 30% increase in Non-Traditional • Promote and facilitate investment linkages for value
Stakeholder
Capacity and Trade Traditional Exports Exports by 2026 addition
Customer Collaboration • Percentage feedback from • 80% positive feedback from stakeholders • Promote primary production
Development facilitation
stakeholders by 2026 • Promote local content in local production
• Number of Expositions • 12 Expositions facilitated by 2026 • Develop and implement a National Quality Infrastructure
• Proportion collection against • 100% collection against revenue targets and Technical Regulations Framework.
revenue annually • Facilitate training of technical assessors
• Percentage compliance to the • 100% compliance to the approved budget • Promote linkages between national quality institutions
approved budget annually and manufacturing companies
• Number of Audit Reports • Unqualified Audit Reports annually • Strengthen the capacity of standards and quality assurance
• Percentage Audit • 98% audit recommendations implemented institutions
Recommendations annually • Promote business linkages for producers to domestic
Finance/
• Percentage services • 100% services undertaken compliant to markets
Stewardship Improve the Sourcing and • Availability of network services the Ministerial Service Delivery Charter • Promote and facilitate linkages for producers to
Management of Finances • Number of systems developed annually international markets
• Number of backup system • 24/7 Network services available by 2026 • Facilitate development of standards for quality assurance
• Percentage Staff Performance • 2 Systems developed by 2026 and metrology services for local manufacturers
against set targets • 1 backup system developed by 2026 • Promote R&D and product development
• Percentage staff adherence to the • 85% Staff Performance against set targets • Promote local and foreign investment in strategic sectors
Code of Ethics annually • Enhance access to finance for exports
• Percentage staff feedback on • 100% staff adherence to the Code of • Facilitate market access
office environment Ethics annually • Promote Proudly Zambian Campaign
Internal Processes • 85% staff positive feedback received on • Facilitate the reduction of cost of doing business
Upgrade Information office environment annually • Develop and implement a stakeholder engagement plan
• Expedite the development and implementation of a
Management Systems Communication Strategy
• Develop and Implement a Resource Mobilisation Strategy
• Improve linkages between policies, strategies, priority
programmes against resource allocation
• Enhance monitoring of revenue collection for statutory
bodies
• Enhance internal controls
• Develop and implement a Risk Management Strategy
• Review and operationalize the Organisation Structure
Organisational Improve Improve Logistical • Enhance implementation of capacity building
Capacity programmes
Human Capital and Administrative • Strengthen Integrity Committee operations
Development Support • Strengthen staff sensitisation on the Code of Ethics
• Strengthen adherence to Annual Procurement Plans
• Develop and implement an Asset Management Plan
Prepared by:

in collaboration with
Management Development Division
Cabinet Office
LUSAKA
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Ministry of Commerce STRATEGIC PLAN 2022 2026

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Republic of Zambia

Ministry of Commerce, Trade and Industry

Ministry of Commerce, Trade and Industry

8NDP Eighth National Development Plan

Ministry of Commerce, Trade and Industry

The 2022-2026 Strategic Plan for the Ministry of

Hon. Chipoka Mulenga, MP

Ministry of Commerce, Trade and Industry

The formulation of the 2022-2026 Strategic Plan for

The Ministry is grateful for the support rendered by all

Ministry of Commerce, Trade and Industry

The First phase involved undertaking a Performance Assessment, Stakeholder

Ministry of Commerce, Trade and Industry

a) Industrial Development resulting in broader industrial base and

The Ministry has adopted the following shared values namely:

MCTI has set itself seven strategic objectives namely:

Ministry of Commerce, Trade and Industry

1.1 Institutional Background

The Ministry of Commerce, Trade and Industry (MCTI) is responsible for

The mandate of MCTI as guided by subjects contained in Government Gazette

Ministry of Commerce, Trade and Industry

c) Competition and Consumer Protection Tribunal;

1.2 Operational and Governance Structure

The overall Ministerial policy direction is provided by the Minister responsible

1.3 Strategic Operational Linkages

MCTI has established strategic partnerships to foster efficient operations and

1.4 Rationale for Developing the 2022 – 2026 Strategic Plan

The development of 2022 – 2026 Strategic Plan was necessitated by the

Ministry of Commerce, Trade and Industry

The development of the 2022 to 2026 Strategic Plan involved a consultative

The Strategic Plan process involved two phases namely; Institutional

Further, engagements were held with Management, Staff, Clients and

Ministry of Commerce, Trade and Industry

2.0 ENVIRONMENTAL ANALYSIS

2.1 External Environmental Analysis

During the period under review, a number of major developments happened

2.1.1 PESTEL Analysis

2.1.1.1 Political/ Policy

The Government will continue its pivotal role of improving the

Strategic Development Area 1: Economic Transformation and Job Creation

Ministry of Commerce, Trade and Industry

Programmes: (i) Trade Facilitation; (ii) Market Information Services; (iii)

a) Economic Recovery Measures

The Government instituted austerity measures on spending which included

b) Fluctuating Exchange and Inflation Rates

Ministry of Commerce, Trade and Industry

a) Rising Unemployment Rate

The Ministry will develop strategies to provide a conducive environment for

b) Increased use of social media

c) Outbreak of COVID-19 Pandemic

The outbreak of the COVID-19 pandemic led to social psychological and

Ministry of Commerce, Trade and Industry

a) Centralised provision of internet services and other Information and

Government through the Smart Zambia Institute introduced the centralised

This resulted in efficiency in information sharing, reduced cost of operations and

Ministry of Commerce, Trade and Industry

In addition, the Ministry had to focus on facilitation of adaptive initiatives by

b) The Border Management and Trade Facilitation Act, 2018

The Border Management and Trade Facilitation Act is an Act to:

Ministry of Commerce, Trade and Industry

2.1.2 CLIENT AND STAKEHOLDER ANALYSIS

a) Clients and their needs

An analysis of the clients’ needs is presented in the table below: