CHAMBER OF MINES BUSINESS DEVELOPMENT FORUM (COMBDF)

1. CHAMBER OF MINES BUSINESS DEVELOPMENT FORUM (COMBDF) COMBDF STRATEGY DEVELOPMENT PROGRESS REPORT 11 May 2012 JOSEPH RAMOTSHABI

2. INTRODUCTION COMBDF embarked on a strategy review process during 2011 culminating in a strategy formulation workshop held at the BCM boardroom in Gaborone on 27th – 28th October 2011. The workshop delegates comprised mainly of Supply Chain Managers from the member Mining Companies as they are the main drivers for Procurement & Logistics Business Development at the mining operations. The workshop was facilitated by Innolead Consulting.

3. TECHNICAL TEAM

4. BACKGROUND OF THE COMBDF

5. STATEMENT OF NEED BENEFIT S TO MINING HOUSES: BENEFIT S TO THE NATION:

6. STRATEGY DEVELOPMENT INITIATIVE The primary purpose of the COMBDF strategy development process is to formulate a comprehensive 5 year strategic plan that will guide the COMBDF and its activities with clear measurable targets, and also develop the COMBDF Strategy Map and Corporate Scorecard to identify Key Performance Areas (KPAs) and strategy performance measures.

7. KEY STRATEGY HIGH LIGHTS

8. Distinctive Competencies The factors that would make COMBDF come to be a value-adding entity, not merely for the services they deliver are as follows:

9. Competitive Advantage The value proposition that the COMBDF offers to its customers and stakeholders

10. Major Concerns COMBDF defined areas and issues that would raise concerns with regards to achieving its mandate below:

11. Structural Factors that support COMBDF Structures existent in COMBDF that support its mandate

12. Structural Factors that hinder COMBDF Existent Structures that may impede on COMBDF’s success:

13. Stakeholder & Customer Analysis Linkages that COMBDF has with its stakeholders:

14. Stakeholder Map STAKEHOLDER BCM BCM Members DOP • NEEDS/REQUIREMENTS • Total cost of ownership • Improved efficiency of operations • Common approach by mining companies • Meaningful contribution to Botswana’s economic development • Improved reputational value • Harmonized policies and guidelines • Legal compliance STAKEHOLDER MTI-EDD BEDIA LEA CEDA NDB BOBS BEMA BOCCIM PEO NEEDS/REQUIREMENTS NEEDS/REQUIREMENTS STAKEHOLDER COMBDF Members BCM staff • Adequate/sufficient funding • Active support from mines (those that are represented and those that are not) • Formal structure • Operational guidelines and policies for the forum Enabling linkages Input Functional linkages • Collaborative/common approach • Information sharing • Support of outreach programs • Integrated business development initiatives Normative linkages COMBDF NEEDS/REQUIREMENTS STAKEHOLDER Enterprises (local, FDI, citizen-owned) Mining community • Business support • Entrepreneurial development processes (Tshipidi) • Market access • Transparency & consistency • Information on contracts pipeline • Predictability for business continuity • Preferential legislation/reservation policies Diffused linkages (Watchdogs) (Similar) Output NEEDS/REQUIREMENTS STAKEHOLDER BOBS Media BURS DCEC • Compliance (e.g., corporate governance) • Information • Transparency • Organization driven by best practices/benchmarking

15. Stakeholder Emerging Requirements (Trends, patterns, key driving forces in the environment…)

16. CRITICAL SUCCESS FACTORS

17. COMBDF VISION & MISSION

18. COMBDF Vision Statement To be the leader in creating and nurturing competitive enterprises in the mining and related industries

19. COMBDF Mission Statement The Mission Statement below defines and communicates the “mission of intent”. It describes the core purpose, the goal and approach through which COMBDF will deliver towards the desired vision: • “To facilitate local entrepreneurial development in the mining and related industries through leveraging the mining purchasing power in the best interests of our Members and stakeholders • ”

20. STRATEGY MAP

21. VISION: To be the leader in creating and nurturing competitive enterprises in the mining and related industries Customer & Impact Perspective Competitive enterprises -% Growth in Export Output -% Reduction in Import bill for mining companies Foreign Direct Investment (FDI) -Number of foreign companies starting up -% increase in foreign spend on local investment Promotion and marketing -% increase in number of newly enrolled citizen/local businesses -Number of prioritized businesses developed and supplying the mining and related industries Internal Process Procurement from local enterprises -% increase in spend on citizen supplier Enterprise capacity building -% of enterprises enrolled that are ISO Certified or similar -%of enrolled suppliers with funding need assisted to gain access to funding Improve strategic Partnerships & Alliances -Number of partnerships -Pula value of contracts as a percentage of citizen spend Build clusters/linkages -Number of clusters created People Financial & Resource Culture of performance and results -% quorum for meetings -% achievement of performance against targets Adequate funding -% Compliance to budget Staff capacity/competency -%staff fit to competency profile -%staff fill for the BCM office -% of BCM staff represented in Forum Member cost savings -%savings of total procurement budget across members due to Forum initiatives

22. STRATEGY PERFORMANCE MEASURES

23. COMBDF L0 CORPORATE SCORECARD

24. STRATEGY PROJECTS PORTFOLIO

25. REQUIRED SUPPORT FOR THE PROJECT

26. WHAT HAPPENS NEXT?